1st Phase of Six Sigma in DMAIC method.ppt

DMAIC

1. Define Phase

2. Overview Define Phase defined Define Tollgates Companies using the Define Phase An exercise opportunity Summary

3. Define Phase Defined Project charter is created Voice of the Customer (VOC) High-Level Map of current process is created Project Team assembled

4. Project Charter Includes The business case The problem statement Project scope Goals statement Milestones Roles and responsibilities of the project team

5. Project Charter Do’s Make problem statement specific Focus on observable symptoms Use Charter to set direction, goals Address project questions early

6. Project Charter Don’ts Assign blame in problem statement Set non-obtainable goals Make the charter wordy

7. Business Case Given to the team by the Leadership Council Gives a broad definition of the issue Gives rationale why this project is a key business priority Compelling reason to commit resources

8. Problem Statement Concise statement of the problem Under what circumstances does problem occur Extent of problem Impact of problem Opportunity if problem is eliminated

9. Problem Statement Form

10. Project Scope An important element in the charter Sets boundaries on what’s included/excluded Seek a balance Viewed as a contract to avoid scope creep

11. Goal Statement Specific Measurable Attainable Relevant Time bound

12. Milestones Indicates when and where the team should be in the process Set limits for other steps in DMAIC process

13. Voice of the Customer (VOC) Recipient of product/service targeted for improvement Delivery time Accuracy

14. High-Level Process Map Name the process Establish start and stop points Determine the output Determine the customers Determine the supplier Determine the input Agree on five to seven high level steps

15. Applying the Change The most general lesson to be learned from the more successful cases is that the change process goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces a satisfying result. …But just as a relatively simple vision is needed to guide people through a major change, so a vision of the change process can reduce the error rate. And fewer errors can spell the difference between success and failure. -------James Kotter , “Why Transformation Efforts Fail,” Harvard Business Review, March-April, 1995