1. DMAIC Phases, Tools, Linkages & Outputs (Page 1 of 3)
Tools Sequential Questions Deliverables References
Define
Vision
Critical To Satisfaction
• Cost of Poor Quality (COPQ)  1. What is the product, process, or service to be
improved? High Priority • CT – Page19-23
– Cost, Quality or Delivery
Quality Delivery Cost
CTQ CTD CTC
P2 CTQ CTC How does it align to the business strategy (e.g., Project BB Memory
(Cycle Time) CTQ
Product Quality
CTQ CTC
Low Total Cost
CTC
core, strategic objectives)? - product/process Jogger
• Critical To (CT) Matrix
CTD CTD to be improved • Pareto Chart –
 2. Who are the customers (internal or external)?
Order Service/Information Shipment accuracy and condition
Identify what’s important page 29, BB
CTD
Fill Rate/On time delivery scheduling
Who are the primary groups of people who receive, Project Definition
to the customer (VOC). Performance Metrics - problem Memory Jogger
A use, or rely on product/process deliverables? • Data Collection
• Pareto Chart statement
COPQ
UCL=22.39
 3. What do the customers care about? What are the – page 69-81,
20
B - scope and
Individual Value
C D E Mean=12.82
critical characteristics (critical to Quality, Cost, boundaries Lean 6 sigma
Develop the Project • Product, Process 10
Delivery) of the product/ process deliverables that - objective Pocket
PARETO DIAGRAM
Charter Performance Metrics 0
LCL=3.244
matter most to the customer? - CTSs Toolbook
High Level Map 0 5 10
- supporting data • High Level
Where your Work Originates What You Do Results of your Process  4. Which characteristics should be selected for maps – page
• High Level Process Map
Upstream Downstream
improvement? Which are we failing to provide as - team members
Customers
Suppliers
Initiate data collection Process - Process Owner 49-54, BB
Inputs Outputs well as the customer would like?
and financial or business (SIPOC) X’s Y’s Memory Jogger
Project Plan • VOC, Kano &
 5. What is the cost of poor quality (COPQ)? What
benefits VOC Customer Satisfaction - time Survey Designs
are the expected hard and soft cost savings?
• Voice of the Customer Where are the expected benefits to the business
- resources – Chapter 4,
- cost page 55 of the
Delivery (capacity expansion, productivity improvement,
High Level map and Quality Cost
defect/cycle time/waste reduction, etc.)? Lean 6 Sigma
• Kano Analysis Show Data/Graphs
Delighters
scope of project
Value
Kano Analysis toolbook
 6. What is the project plan (resources, etc.) and
Linear
Performance
Champion/ Belt
what barriers must be overcome? Has the Process
• Survey Design Satisfier – Non-smoking room
available
Owner been identified and engaged in the project?
Project Review
Satisfiers
Measure
 7. For each critical characteristic selected for Problem
• SIPOC - Supplier, input,
SIPOC improvement, specifically what should be measured Statement • Maps – Page 38-
Quantify current process, output, (narrowed project 52 of the Lean 6
customer Stakeholder Analysis (Y)? What are the collateral Ys to be measured? How
performance and estimate will you assure that you do not negatively affect other scope) Sigma toolbook
improvement target. • Stakeholder
• Stakeholder analysis critical outputs? Measurement
Analysis – Web
 8. What are the process boundaries within which we System Analysis
PM & VSM or sample files
Data Collection and • Process Mapping, Baseline
Spaghetti Diagram can make changes to improve the Ys? • Spaghetti Chart
Front Desk
T:6 T:16
Q Existing
Customer Front Desk Mins New Mins
Customer
Arrival Service Customer? Existing 70%
Processing
Custom er
Service
X - Inputs X - Inputs
mapping of inputs,
C: Day of the w eek C: CSR - Greeter
C: Time of the day New 30% C: Customer
C: Customer Mix C: Credit Bureau Report
S: Work Order Accuracy
including Value Streams,
New Customer
Processing
T:21
Mins Need
Assistance? Self 30%
 9. What existing data is available to assess current
Process/Product – page 42, Lean
outputs and value stream
Custom er
Processing X - Inputs
C: Credit Bureau Report
C: CSR - New Customer
C: Work Type Assisted 70%
Performance
C: Customer
6 sigma Pocket
C: Contact Info
S: Work Order Accuracy
of process VSM Production
Assisted
Service
T:90
Mins
Self Service
T:18
Mins
performance?
(Cpk, PPM or
X - Inputs X - Inputs
C: Operator/Shift - Production C: Counter Operational
Toolbook
C: Equipment C: Equipment
C: Materials C: Materials
C: Work Type C: Work Type
S: Equipment Maintenance S: Equipment Maintenance
Scrap
• Spaghetti Chart – waste  10. Is the measurement system adequate? If not, how
T:25
Quality
DPMO, Sigma • MSA – page 73-
Mins
Assurance
Quality Service
Assurance
X - Inputs
C: QC person
C: Work Order
C: Sample
C: Production
Pull Unhappy
Customers
Unhappy
Customer
Exit
Payment
Service
T:17
Mins
High Priority?
Yes
High
Priority
can it be improved? Level) 94, BB Memory
tool
Custom er Customer
Exit
Identify preliminary waste
X - Inputs
C: Customer
C: Work Order Accuracy No
Scrap Low
C: Customer discount Priority
Custmoer
Jogger
opportunities • Check Sheet
Check Sheet  11. What are the “opportunities” and defects at each Estimated
process step? Is there Waste in the process? • Process
Cp, Cpk Improvement
• 5S analysis Capability –,
 12. What is the current performance (Cpk, PPM or Target SS page 135-140 of
Validate current • Pareto Diagram Week
DPMO, Sigma Level)?
MSA2 the Lean 6
measurement systems & • Measurement Systems A
Defect
Incorrect SSN G a ge R & R (A N O V A ) fo r R e s po ns e
1 G age nam e:
D ate of s tudy :
R eported by :
3 4 Totals
Waste
Sigma toolbook
Toleranc e:
M is c :
 13. Based on this analysis has the scope of the
C o m p o n e n ts o f Va ria tio n B y P a rt
COPQ
Incorrect Address
opportunities
1 .1
methods
200
% C o n trib u tio n 1 .0
% S tu d y Va r
0 .9
P erc ent
% To le ra n ce
0 .8
100 0 .7
0 .6
Incorrect Work History
0 .5
or page 95-100
0 0 .4
Analysis (MSA)
Gage R &R Repeat R e p ro d P a rt-to -P a rt P art 1 2 3 4 5 6 7 8 9 10
R C h a rt b y O p e ra to r B y O p e ra to r
project been narrowed sufficiently to establish a
0 .1 5 1 2 3 1 .1
Incorrect Safety History
identified
U C L = 0 .1 2 5 2 1 .0
S am ple R ange
B
0 .1 0 0 .9
0 .8
0 .7
0 .0 5
C D E
R = 0 .0 3 8 3 3 0 .6
0 .5
0 .0 0 L C L =0 0 .4
Show Data/Graphs of BB Memory
0 O perator 1 2 3
Xb a r C h a rt b y O p e ra to r O p e ra to r*P a rt In te ra c tio n
O perator - 4.5 - 3.5 - 2.5 - 1.5 0 1.5 2.5 3.5 4.5
• Process Capability
1 .1 1 2 3 1 .1
manageable and specific focus?
1 .0 1
1 .0
S am ple Mean
0 .9 2
U C L = 0 .8 7 9 6 0 .9
Average
0 .8 Me a n = 0 .8 0 7 5 3
L C L = 0 .7 3 5 4 0 .8
0 .7
0 .7
0 .6
0 .6
0 .5
0 .4 0 .5
0 .3 0 .4
Champion/ Belt Jogger
0 P art 1 2 3 4 5 6 7 8 9 10
PARETO DIAGRAM PROCESS CAPABILITY
Analysis  14. What is the estimated improvement target? Project Review
My Docs/DMAIC Graphic