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Chapter 11: Introduction to DMAIC & DMADV - Coggle Diagram
Chapter 11: Introduction to DMAIC & DMADV
Phase 1: Define
In DMADV, define is more rigid and teams have to identify a problem and begin defining requirements, but requirements must be made within a change-management environment
Teams might revisit problem statement, goals etc. after validating assumptions
in DMAIC, define is concerned with identifying the problem, definining requiriments for the project, and setting goals for success
Phase 2:Measure
In DMADV, measure phase is similar but activities are more targeted, teams will collect data and measurements that help them define performance requirements for new processes
In DMAIC, measure is when teams use data to validate assumptions about the process and problem, validation of assumptions also merges into analyze phase
Phase 3: Analyze
In DMADV, teams are more concerned with identifying best practices and benchmarks to measure and design a new process
In DMAIC, teams develop a hypotheis about relationships between inputs and outputs and X's and Y's and narrow causation down and use statistical analysis and data to validate hypothesis
DMAIC vs. DMADV
the biggest difference between DMAIC and DMADV is the goals the team sets and the outcome of the projects, DMADV can see like it has better outcomes but both are similar in delivering better quality, efficiency, production, profits, and satisfaction
Another big difference is the timeline of project. If project is DMAIC it can be solved in less than six months, if it is DMAIC it can take a few months to a few years
Phase 4: Improve or Design
In DMAIC, teams start to develop ideas during improve phase and use stats and real-world observation to test hypothesis and solutions, hypothesis begins in analyze phase
In DMADV, th team works to design a new process which involves some of the same solution testing but also involves mapping, workflow principles, and building new infrastructures
Phase 5: Control or Verify
For DMAIC and DMADV, control of verify ties up loose ends and project is transitioned into daily work environment, control and verify is used so improvements can be maintained
Define
Team creates project charter and a plan for work
Teams also create customer requirements and documents about process
Start with a SIPOC to understand process
Teams should also identify stakeholders for support in any potential improvements in a project
Biggest Challenge is generating positive, targeted momentum
Measure
Team is concerned with creating a baseline metric for process and refining problem statements and other outputs of define stage
Creating a metric lets teams know how process should be measured
Biggest challenge is deciding what to measure
Successful measure phase requires strong observation
Analyze
Teams perform detective work on process, trying to find root causes for a problem
Teams use pareto charts, run charts, histograms, cause and effect diagrams, scatter diagrams, process maps, etc
Also start working on improve phase by identifying possible solutions
Biggest challenge is suffering from storming and introducing and explaining statistical concepts
Improve
Teams select a final solution and put it into place
Biggest Challenge is knowing if solution actually improves process and also fatigue
Best solution may not always have the biggest improvement
Solution should address root cause in analyze phase
Control
Teams create foundation for process discipline, finalize documents regarding improve phase, eastablish ongoing metrics to evaluate process, and build a process management plan that lets team transition imrpovement to process owner
Tools include documentation checklist, control charts, response plan, process maps, and process dashboards
Six sigma leaders should have meetings to wrap up project and recognize team members
Design
(DMADV)
Teams create new process or develop new product
Team either creates product themselves or works with vendors, manufactures, etc.to create product
Team also tests product/service
Verify
(DMADV)
New process, product, or service is handed off to process owner or employee who works daily with process or product
Teams take time to complete a further CTQ analysis at the end of project so they can identify new CTQ factors
Team delivers final product or process that meets the need identified in define phase