CHAPTER 5 Project Management Using DMAIC and DMADV P art II addresses the tools and techniques commonly used in Six Sigma. Many of these tools have been used by the quality professional and applied statistician for decades . Six Sigma formalizes the use of the tools within the DMAIC and DMADV project deployment methodologies, where they are applied to real-world proj- ects designed to deliver tangible results for identified stakeholders. DMAIC and DMADV Deployment Models When applied for performance improvement of an existing product, process, or service, the Define-Measure-Analyze-Improve-Control, or DMAIC model is used . DMAIC is summarized in Fig. 5.l. The DMAIC structure provides a useful framework for creating a "gated process" for project control, as shown in Fig. 5.2. Criteria for completing a particular phase are defined and projects reviewed to determine if all of the criteria have been met before the next phase is begun . If all criteria have been satisfied, the gate (e .g., define) is "closed ." Table 5.1 shows a partial listing of tools often found to be useful in a given stage of a project. There is considerable overlap in practice. When the project goal is the development of a new or radically redesigned product, process or service, the Define-Measure-Analyze-Design-Verify, or DMADV, model is used (Fig. 5.3) . DMADV is a part of the design for Six Sigma (DFSS) toolkit. Note the similarities between the tools used, as well as the objectives. Figure 5.4 illustrates the relationship between DMAIC and DMADV Projects are the means through which processes and products are systematically changed; the bridge between the planning and the doing. Frank Gryna makes the following observations about projects (Juran and Gryna, 1988, pp . 22.18-22.19): • An agreed-upon project is also a legitimate project. This legitimacy puts the project on the official priority list. It helps to secure the needed budgets, facili- ties, and personnel. It also helps those guiding the project to secure attendance at scheduled meetings, to acquire requested data, to secure permission to con- duct experiments, etc. 147
Transcript
CHAPTER 5 Project Management Using
DMAIC and DMADV
Part II addresses the tools and techniques commonly used in Six Sigma. Many of these tools have been used by the quality professional and applied statistician for decades. Six Sigma formalizes the use of the tools within the DMAIC and
DMADV project deployment methodologies, where they are applied to real-world projects designed to deliver tangible results for identified stakeholders.
DMAIC and DMADV Deployment Models When applied for performance improvement of an existing product, process, or service, the Define-Measure-Analyze-Improve-Control, or DMAIC model is used. DMAIC is summarized in Fig. 5.l.
The DMAIC structure provides a useful framework for creating a "gated process" for project control, as shown in Fig. 5.2. Criteria for completing a particular phase are defined and projects reviewed to determine if all of the criteria have been met before the next phase is begun. If all criteria have been satisfied, the gate (e .g., define) is "closed."
Table 5.1 shows a partial listing of tools often found to be useful in a given stage of a project. There is considerable overlap in practice.
When the project goal is the development of a new or radically redesigned product, process or service, the Define-Measure-Analyze-Design-Verify, or DMADV, model is used (Fig. 5.3). DMADV is a part of the design for Six Sigma (DFSS) toolkit. Note the similarities between the tools used, as well as the objectives.
Figure 5.4 illustrates the relationship between DMAIC and DMADV Projects are the means through which processes and products are systematically
changed; the bridge between the planning and the doing. Frank Gryna makes the following observations about projects (Juran and Gryna,
1988, pp. 22.18-22.19):
• An agreed-upon project is also a legitimate project. This legitimacy puts the project on the official priority list. It helps to secure the needed budgets, facilities, and personnel. It also helps those guiding the project to secure attendance at scheduled meetings, to acquire requested data, to secure permission to conduct experiments, etc.
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148 C hap te r F i Y e
D Define the goals of the improvement activity, and incorporate into a Project Charter. Obtain sponsorship and assemble team.
M Measure the existing system. Establish valid and reliable metrics to help monitor progress toward the goal(s) defined at the previous step. Establish current process baseline performance using metric.
A Analyze the system to identify ways to eliminate the gap between the current performance of the system or process and the desired goal. Use exploratory and descriptive data analysis to help you understand the data. Use statistical tools to guide the analysis.
I Improve the system . Be creative in finding new ways to do things better, cheaper, or faster. Use project management and other planning and management tools to implement the new approach . Use statistical methods to validate the improvement.
C Control the new system. Institutionalize the improved system by modifying compensation and incentive systems, policies , procedures , MRP, budgets , operating instructions and other management systems. You may wish to utilize standardization such as ISO 9000 to ensure that documentation is correct. Use statistical tools to monitor stability of the new systems.
FIGURE 5.1 Overview of DMAIC.
• The project provides a forum of converting an atmosphere of defensiveness or blame into one of constructive actions.
• Participation in a project increases the likelihood that the participant will act on the findings.
• All breakthrough is achieved project by project, and in no other way.
• Effective project management will prevent a number of problems that result in its absence.
• Projects have little or no impact on the organization's success, even if successful, no one will really care.
• Missions overlap the missions of other teams. For example, Team A's mission is to reduce solder rejects, Team B's mission is to reduce wave solder rejects, Team C's mission is to reduce circuit board assembly problems.
• Projects improve processes that are scheduled for extensive redesign, relocation or discontinuation.
• Studying a huge system ("patient admitting"), rather than a manageable process ("outpatient surgery preadmission").
• Studying symptoms ("touch-up of defective solder joints") rather than root causes ("wave solder defects")
• Project deliverables are undefined. For example, "study TQM" rather than "reduce waiting time in urgent care."
There are several reasons why one should plan carefully before starting a project (Ruskin and Estes, 1995, p . 44):
1. The plan is a simulation of prospective project work, which allows flaws to be identified in time to be corrected.
Pro j e c t Man age men t U sin g D M A I Can d D MAD v 149
(!)DOCUm'9nt Lessons I.eamed B'lackBeIt
Control Plan BlackBall
@validate new plIOoosslproduct Blad(:BeI1
(!)Evaluate for rls'ks and failure modes SliackBelt
@Optimi~e Proce$$/iPrr,oduct Setlings Black Bait . ,
@Define new prrocess or product design BlackB81t ProjectTeam
Q),o,efine Process ltop·level) ancl Slakeholders Bla.ckBelt sar
2)Select Team Members BlackBall Sponsor
G ,Oblal1111 Authorization from Sponsors BlackBeH SQt
g f') 00 MEASURE
00e~ne Process Bl:I.ctBalt ProjectTeam
00enne Metric BI.a.cteelt IProjeciTeam
(!)EstabliSh Process Baselin'9 IBlackBeil ProJeclTeam
0E'valuale Measurement System Blac~"Belt P,tOjeclTealm
2. The plan is a vehicle for discussing each person's role and responsibilities, thereby helping direct and control the work of the project.
3. The plan shows how the parts fit together, which is essential for coordinating related activities.
4. The plan is a point of reference for any changes of scope, thereby helping project managers deal with their customers.
5. The plan helps everyone know when the objectives have been reached and therefore when to stop.
The official plan and authorization for the project is summarized in the Six Sigma Project Charter, which is outlined in Chap. 6.
150 C hap te r F i Y e
Project Phase Candidate Six Sigma Tools
Define D Project charter D VOC tools (surveys, focus groups, letters, comment cards) D Process map D QFD D SIPOC D Benchmarking D Project planning and management tools D Pareto analysis
Measure D Measurement systems analysis D Process behavior charts (SPC) D Exploratory data analysis D Descriptive statistics D Data mining D Run charts D Pareto analysis
Analyze D Cause-and-effect diagrams D Tree diagrams D Brainstorming D Process behavior charts (SPC) D Process maps D Design of experiments D Enumerative statistics (hypothesis tests) D Inferential statistics (Xs and Ys) D Simulation
Improve D Force field diagrams D FMEA D 7M tools D Project planning and management tools D Prototype and pilot studies D Simulations
Control D SPC D FMEA D ISO 900x D Change budgets, bid models, cost estimating models D Reporting system
TABLE 5.1 Six Sigma Tools Commonly Used in Each Phase of a Project
Project Management Using DMAIC and DMADV 151
Define Define the goals of the design activity.
Measure Measure customer input to determine what is critical to quality from the customers ' perspective. Use special methods when a completely new product or service is being designed (see the Kano Model discussions in Chap . 2) . Translate customer requirements into project goals.
Analyze Analyze innovative concepts for products and services to create value for the customer. Determine performance of similar best-in-class designs.
Design Design new processes, products and services to deliver customer value . Use predictive models , simulation , prototypes, pilot runs , etc . to validate the design concept's effectiveness in meeting goals.
Verify Verify that new systems perform as expected . Create mechanisms to ensure continued optimal performance.
