Combining DMAIC and lean events to maximize process improvements

The DMAIC approach for process improvement is the foundation for Six Sigma, and I have grown to appreciate it more each time I use it. However, DMAIC projects can take a while to complete. Lean events are great approaches to make dramatic improvements, but who is tracking the long term results after the event is complete?

There are two powerful ways to combine DMAIC with lean events:

1) Use lean events to move quickly through the DMAIC phases
2) Use DMAIC framework to manage lean activity in a work area

1) Use lean events to move quickly through the DMAIC phases

You can reduce the completion time for your project by using the lean event format to help you quickly move through the different DMAIC phases. The great thing about lean events is that you get the right people in the room, focused on a specific outcome, and you have a set timeline to get it done. This creates a strong sense of urgency that some Six Sigma projects seem to lack.

For example, you could have a lean event to build the project charter, perform an FMEA, gather detailed data for the measure phase, develop control charts, or conduct a pilot study or DOE. The idea is to get everyone together for a common task and get it done, rather than drag it out over one hour meetings every week.

You also don't need a full week for each lean event. However, you probably need more than one hour, so schedule half-day or full-day sessions with your team (we suggest at least 2 per month), so you can make lots of progress all at once, and not wait for action items to be completed. It also can be frustrating when you just start making progress, and you hit the end of your hour long meeting.

2) Use DMAIC framework to manage lean activity in a work area

You can also use the DMAIC structure to help with your lean events. During a traditional kaizen event (week long improvement workshop), the DMAIC framework is already being used, even if you don't realize it. When you are doing the prep work, you are conducting the Define and Measure phase. During the actual event, you are conducting Analyze, Improve and Control. However, sometimes the improvements and control systems are not as strong as they are during a Six Sigma project, due to time constraints. In addition, the long term tracking of metrics, to ensure that the event truly achieved the results, is often lacking after an event.

The DMAIC framework will also help you realize if you need more events to complete the improvements in order to achieve the goals for the workarea, and allow you to fully capture any cost savings or metric improvements. Perhaps the lean event made great strides, but the inventory is still too high, or they have not been able to consistently achieve their takt time. Maybe the last remaining action item is one of the most crucial items, that will make a dramatic improvement to the flow? DMAIC will keep the effort moving forward until the results are achieved.

It's important to combine DMAIC and lean events in your improvement plan. We don't want to have an event, make improvements, then walk away and not verify the team achieved their long term goals. Likewise, we don't want Six Sigma projects that take forever to complete.

Download a Free DMAIC project checklist >>>

Online statistics training from Minitab has great animation and examples

Minitab statistical software is one of the most powerful and popular programs around, especially for those in the Six Sigma realm.

They recently released a suite of online training courses called Minitab Quality Trainer.

The training is very good, much better than what can be done by an instructor in a classroom. That is because the words have been streamlined, and the animation enhances the concepts being discussed. Online training can reduce the training time by 50% or more compared to traditional classroom training. Minitab has a lot of experience teaching these concepts, so it's no surprise. You can view a sample of Quality Trainer on their website.


There are nine chapters, covering the following topics:


Chapter 1: Descriptive Statistics and Graphical Analysis (60 mins)
Chapter 2: Statistical Inference (60 mins)
Chapter 3: Hypothesis Tests and Confidence Intervals (180 mins)
Chapter 4: Control Charts (75 mins)
Chapter 5: Process Capability (100 mins)
Chapter 6: Analysis of Variance (ANOVA) (60 mins)
Chapter 7: Correlation and Regression (60 mins)
Chapter 8: Measurement Systems Analysis (150 mins)
Chapter 9: Design of Experiments (120 mins)



One of the issues with their training is that there aren't any estimated times for each chapter. We like to solve problems, so we took the time to breakdown the chapters and sections, to give you and your employees a better idea how to schedule and plan for the training courses (see above). Completing all nine chapters takes about 15 hours, with some chapters as short as 50 minutes, while others are as long as 3 hours. For a detailed breakdown of each chapter section, download the estimated times here (.XLSX file).

The cost is also very reasonable. For an individual, they can have access to the training for only $30 per month (or $300 per year). If you have a network version of Minitab at your company, you can also add unlimited access to Quality Trainer for only a couple hundred dollars per licensed user.

To learn more about Minitab Quality Trainer, visit their website at http://www.minitab.com/en-US/products/quality-trainer/default.aspx

Start simple before you map your processes

We see a lot of different processes at various levels of process performance. Some are running near six sigma levels, while others don't even think they have a process that they follow.

The maturity of the process should determine the type of tool to apply.

If your process is just getting started with process improvement, has no metrics, have never defined a common process, and doesn't know where to begin, start simple. The two tools we recommend are 5-S and standard work (actually let's call it consistent processing, since standard work is more complex than it seems).

5-S is a way to clean and organize the workspace, so that unneeded items are removed, needed things are well-labeled, easy to find, everything has it's place, so it's easy to see when there are problems in the workspace. To maintain these methods are difficult, but the first couple phases are easy and can gain some quick efficiency gains, along with a pleasing appearance.

Consistent processing is about defining a process that can be followed by everyone involved in the process, so that the problems created by differences in approaches can be reduced, and the new process can be adjusted according to problems that occur going forward. It's too confusing to try and improve a process that doesn't have any repeat performance. When you look for root cause, there are often so many process issues that can "muddy up the waters".

I recently helped with some yield problems at a facility. We had the failed unit hooked up to the test equipment, asking all kinds of questions, testing different scenarios, trying to identify what could be the problem. When we finally decided to open up the unit, it was missing a major part! You end up wasting a lot of your time investigating the simple stuff, and it slows down the improvement process (instead of working on the major issues). Establishing some standards for assembling, repairing, reworking, and verifying processes is a must!

You might also be concerned that workers will feel "confined" by a standard.

Here is what you can do to alleviate their concerns:

1) Involve them in developing the process, so they own the process, and feel a part of its development.

2) Reiterate that the standard is the safest and most efficient way to do a process TODAY, but can be improved or changed at any time.

3) Recognize those individuals who helped establish the best process, and those who improve it, to encourage others to come up with better ways of doing something. If they get some motivation from being recognized by their co-workers and leaders, then they may spend time trying to think of better ways to improve the standard.

If you can instill that kind of thinking in your people, you are really maturing as a company.