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management/) Introducing DMAIC Model with Amazing Examples (Resourceful)

Introducing DMAIC Model

with Amazing Examples
(Resourceful)
June 18, 2016

Introducing DMAIC Model Six Sigma has had a roller coaster ride of
popularity, but it is no denying that it has helped organizations make their
processes more e cient.

Weve discussed about dmaic model inSix Sigma

(https://www.educba.com/course/six-sigma-for-managers/) and 20 things a
Green Belt (https://www.educba.com/course/online-lean-six-sigma-green-belt-
training/) should know.

In a nutshell (https://www.educba.com/extreme-programming-nutshell/), Six

Sigma (https://www.educba.com/course/online-six-sigma-primer-training/) is a
culture or philosophy of quality control which permeates the entire
organisation. It is a data driven approach which aims to reduce and control
defects; resulting in improved process or product e ciency. Six Sigma is the
level at which there are lesser than 3.4 defects per million opportunities/
transactions.

The key question is: How do we go about implementing Six Sigma?

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In order to implement the philosophy of dmaic model six sigma, we need a1 9 , 9 9 9
framework (https://www.educba.com/course/understanding-mckinseys-7s-
ENROLL NOW
framework/)/roadmap which will help us to actually put our ideas to work. This
roadmap is called DMAIC (De ne, Measure, Analyse, Improve, Control)
methodology. This framework converts the problem into something tangible
D 00H 13M S 40 36
that can be measured, so that a solution can be arrived at. This method can be
(https://www.educba.com/)
used most e ectively when any process or product does notmeet customer

expectations (https://www.educba.com/how-to-manage-client-expectations/).

Note: Become a Lean Consultant

(https://www.educba.com/career-tracks/become-a-lean-
consultant/)
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and techniques of lean manufacturing, total productive
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training.

Lets take a simple example to discuss how DMAIC can be used to

implement Six Sigma, explaining each step in detail.
The Problem of the Late School Bus:
Here is a problem faced by ABC Public School. There is a lot of confusion in the
school. The class teachers have scheduled a meeting with the transport
department to discuss an urgent problem.

Teachers: Hello, Transport Department! For about 6 months now, we have

been noticing that the children travelling by school bus falling under Route 22
arrive late to class in the morning, after the school bell rings. Many children
miss a part of the rst period.

Transport department head: We will look into the matter and revert with a
solution.

Route 22 is an important route covered by this school bus.

Teachers: Fine. Let us inform the school principal as well. We can ask her for
the solution.

After listening (https://www.educba.com/how-to-improve-your-listening-skills/)

to this problem, the principal decides to implement Six Sigma methodology to
the current transport process. A Six Sigma Green Belt has been appointed to
tackle this problem.
The eager Green Belt has decided adopt the DMAIC methodology. She has a
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team of Champions to assist her in the task.

Image source: pixabay.com

The De ne Phase:
The De ne phase is the rst phase of the DMAIC roadmap. It is the base on
which DMAIC rests. First, the goal has to be identi ed
(https://www.educba.com/rules-for-successful-goal-setting/). Then, the Six
Sigma Green Belt (https://www.educba.com/20-things-a-six-sigma-green-belt-
should-know/) needs to determine the stakeholders for the process.

There are many Six Sigma tools that can be employed to help in this phase. The
most popular ones are:

Project charter
Process owchart
 SIPOC diagram (Suppliers, Inputs, Process, Outputs and Customers)
(https://www.educba.com/)

Weve used the SIPOC diagram in our example. Lets revisit our bus problem.

The team members have been identi ed: three school sta previously trained
as Six Sigma Champions (https://www.educba.com/course/lean-six-sigma-
training/). The customers have been identi ed: the class teachers, children and
the parents. The entire current process of School bus pick up is mapped. It
starts from the driver coming to the bus depot and ends with the children
entering the classroom.

The important elements in this process are known as CTQs or Critical to Quality
elements. What are the elements that make for a quality bus drive?

After a considerable amount of brainstorming with the customers, the six

sigma team has identi ed the following factors:

The children must be safe.

The bus should reach on time.
There should be no bullying on the bus.
The ride should be smooth.
There should be no over speeding.

Among the above quality factors, the team has zeroed in on the second one,
i.e., the bus should reach on time, because the other factors do not pose any
problems currently.

This process is now the CTQ (Critical to Quality) element.

A SIPOC diagram showing the Suppliers, Inputs, Process, Outputs and

Customers will make the process very clear.

Suppliers Inputs Process Outputs Customers

Children
Driver comes to
School Bus reach Children
bus depot
school
 Driver
(https://www.educba.com/)
Bus Takes charge of and
Driver Parents
suppliers allotted bus monitor
go home

Bus Picks up monitor

Teachers
Monitor from school

Picks up the
Children children from
various stops.

Drops them at
school

Children walk to
class from drop
o point
Now, the time analysis is done. Random samples are taken on 10 days during
the month and the delays are recorded.

Average delay = 60 minutes

Standard deviation = 35 minutes

The Measure Phase:

In this phase we attempt to answer these questions: Now that I know what the
problem is, how do I actually measure it? Is the current system adequate for
measuring the problem?

So let us quantify the problem, determine the method of data collection and
measure current performance. Many dmaic model tools can be used in this
phase; the common ones being:

The Process Flowchart

Data Collection plan

The keywords to be de ned presently are Defect, Opportunity, and Unit. The
Metrics will have to be arrived at.
In our study, the following de nitions apply:
(https://www.educba.com/)
Defect: Any bus student delayed in reaching the class.

Opportunity: Each bus ride to school.

Unit: Bus students arrival times

Throughout the process, there can be many points for data collection. The
current system allows for data collection as follows:

The driver records his arrival to take charge of his allotted bus from the bus
stand by scanning his card. The time is recorded at this stage. There is no data
collection till the last step. In the last step, the children scan their school card
to enter the school.

This method is quite inadequate as the Six Sigma team is not able to collect
data at each point of the process. Hence, the measurement is not complete.
They have asked the school authorities to revise the data collection points by
requesting for a few changes in the system.

When the changes are implemented, the team can determine the time
(https://www.educba.com/course/time-management-training/) when the driver
takes charge of the bus. After which the driver notes down the time the
monitor is picked up. After that, the parents note down the time of the bus
arrival and departure from their bus stop. Lastly, the children punch their entry
cards.

So now the data is collected at each step. The data collection plan has been
validated by a few random samples as well.

The Analyse Phase:

The Analyse phase consists of statistical measurement of the collected data.
The correlation between the variables and the defect is established and the
signi cant contributors (also known as KPIV s which are Key Process Input
Variables) are isolated. At the end of the stage, the function Y=f(x) relationship
is ascertained.
There are various dmaic model tools that can be used like the Pareto diagram
(https://www.educba.com/)
and Regression analysis. In our case, the Six Sigma team has decided to use the

Root Cause Analysis tool.

The data is analysed to identify the root cause of the delay. Each minute
process is recorded in detail. The non-value added activities are eliminated. A
detailed study of the process ow would bring to light these activities.

Root Cause Analysis:

Person Time
1. No. Process
involved (minutes)

1 Driver punches his card Driver 5

2 Supervisor allots the bus Supervisor 5

3 Security gets the key Security 5

Driver drives the bus to

4 Driver 10
school

5 Picks up monitor Monitor 5

6 Drive to stop A Driver 20

Wait for children and pick

7 Children 10
them up

8 Drive to Stop B Driver 15

Wait for children and pick

9 Children 10
them up

10 Reach the school Driver 20

Children punch card and

11 Children 5
enter school
So the total time taken to reach school is 110 minutes. The highlighted parts
are the non-value added activities. These activities need to be eliminated or
streamlined to reduce the total travel time.

Some of the possible process improvements are:

 The keys to the bus can be readily available with the supervisor instead of
(https://www.educba.com/)
the security guard wasting time getting it.

The monitor can arrive at the bus depot directly instead of waiting at the
school. That saves 10 minutes.
In Step number 9, the driver waits for 15 minutes instead of 5 minutes at the
stop. They can aim to reduce that time by 10 minutes.
Another potential improvement could be in Step 8 (travel from Stop A to B)
and Step 10 (travel from Stop B to school). An analysis of the causes of delays
between these stops reveals areas of improvement that can be worked upon.

Step 8: Travel between Stop A and Stop B: There is a 10 minute tra c jam
in 80% of the cases.
Step 10: Travel between Stop B and school- One particular tra c light
delays the travel by 5 minutes in 75% of the cases.

The Improve Phase:

In the Improve phase, the actual KPIVs and the relationship with the defects is
identi ed. The improvement ideas are nalised and actually implemented. At
this stage, the stakeholders should be willing to put the new plan into action.

Our school bus project has entered a critical stage now. After a brainstorming
session, it has been decided that the following steps can be taken to improve
the process.

The supervisor has been given charge of the keys as well. This e ectively
saves 5 minutes of the drivers time in taking charge of his bus.
The Bus Monitor has been instructed to board the bus in the depot itself.
This saves 10 minutes of the drivers time in driving between the bus depot
and the school.
The drive from Stop A to Stop B is delayed due to a tra c jam on the main
highway. This occurs in 80% of the time. The driver was instructed to nd a
solution and he has located an alternative by-lane to avoid the tra c jam.
This saves another 10 minutes of the journey.
While travelling from Stop B to the school, there is a signal which usually
delays the bus by a further time of 5 minutes. Surprisingly no action needed
to be taken. This is because the driver discovered that the additional time
that he got by applying the above measures meant that the tra c signal no
 longer troubled him. It was Green all the way! This was a bonus advantage by
(https://www.educba.com/)
applying above measures.

It was found that there was a delay of 5 minutes almost every day in Stop B
due to one particular child arriving late. The teacher sent a message to the
childs parents. The driver was also instructed to wait at both stops only for a
couple of minutes and leave thereafter.

The school management has approved the implementation of these ideas with
immediate e ect.

The Control Phase:

Once the ideas have been implemented, they are built into the system as a
requirement. This involves putting a system in place to ensure that the
performance is controlled as well as measured. Standards and variances are
de ned and measured as part of a regular process.

The Six Sigma methodology has now become part and parcel of the companys
philosophy.

The job of the Six Sigma Green Belt is nearly complete as she hands over the
project to the new Process Owner (in our case, the Transport Department).
These can be documented as part of good management practice.

The bus transport system works very e ciently now. The performance is
monitored from time to time using Six Sigma.

 (https://www.educba.com/)

Image source: pixabay.com

There is another meeting in the school after the new process has been
established.

Teachers: We are very happy to report that the children are now coming to
class on time. I am able to concentrate on my teaching and the kids are happy.

Transport department: We are very thankful to the dmaic model in Six Sigma
team for making our department very e cient.

It is time to reward all the people involved in the project with a party and a
bonus! That was yet another Six Sigma story with a happy ending.

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1 JUNE 18, 2016

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Comments
Reena JULY 1, 2017

REPLY (HTTPS://WWW.EDUCBA.COM/LEARN-DMAIC-MODEL-WITH-EXAMPLES/?

REPLYTOCOM=59946#RESPOND)

VERY NICELY EXPLAINED WITH EXAMPLE

THANKS A LOT

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