These slides are part of the ESTIEM Lean Six Sigma Green Belt course which also includes 13hr of video by Gregory H. Watson. For more info about the ESTIEM Lean Six Sigma Green Belt course visit https://internal.estiem.org/leansixsigma

1. DMAIC Recap
for publication

2. What do you remember about Define?
SIPOC gives a high-level overview of your process
Project
Charter
SIPOC
EDA
DEFINE
I-chart
Pareto
Process Capability
Analysis
Boxplot
Focuses
direction
Problem
statement
Goals /
objectives
Project scope
Project teamTimeline Deliverables
Leveraging
opportunities
Key process
measurement
VA vs. Optimize
NVA – Required Reduce
NVA - Waste Eliminate
Critical
Customers
Critical
Suppliers
The
Process
Defined
inputs
Defined
outputs
The Project Charter
Regarding project
Regarding process
Get first insights of the data

3. Output of the Define phase
Defined
Project
High level
description
of process
Current
performance
of Y measure

4. Fishbone
Diagram
Balance the takt
time line & get
‘Good Flow’
MEASURE
MSA
Identify the X’s
that possibly
contribute to Y
Start
w. 7M
Activity
Decision
Control
Get Operational definitions
Qualitative:
Attribute Agreement
Analysis
Quantitative:
1.Determine Measurement Capability
2.Conduct Gage R&R Analysis On Factors
MSA useful when:
▪ MS uncertainty is present
▪ No standardization in MS
▪ Setup of new MS
Determine
the Y
Use 5
Why’s
SIPOC
What do you remember about Measure?
EDA
I-chart
Pareto
Process Capability
Analysis
Boxplot
Deployment
Diagram
Identify rational
subgroups
PLAN/
ACTIONS/
TASKS
PROB
LEMS
EFF
ECTS
LIKELY
CAUSES
PPA
(Part I)

5. Output of the Measure phase
Quantified the
performance gap
to be closed
Identified rational
subgroups that
cause the biggest
performance gap

6. ANALYZE
EDA
I-chart
Pareto
Process Capability
Analysis
Boxplot
Support
Prioritization
Focus on Sev. & Occ.
What do you remember about Analyze?
PPA
PLAN/
ACTION
S/
TASKS
PRO
BLE
MS
EFF
EC
TS
LIKELY
CAUSE
S
S
E
V
O
C
C
PREVEN
TIVE
ACTION
S
CONTIN
GENT
ACTIONS
TRIGGERS
FOR
CONTINGENT
ACTIONS
Analysis Matrix
1. Shift the
mean
All clear
3. Reduce
variation and
shift the mean
2. Reduce
variation
don’t reach target do reach target
BoB’s
LowHigh
Data
collection
Hypothesis
testing
Multi-Vari &
ANOVA
EDA
EDA
Fishbone
Find optimal
X values
Predict future
Y’s
Identify most
impactful X’s
Regression
Regression can …
Interacts
with
PPA
(Part I)
Include
data!

7. Output of the Analyze phase
Identified
causes with
the highest
impact on the
performance
gap
Estimated
impact of the
causes on the
Y measure

8. IMPROVE
IN:
Prioritized X’s
Start iterating
Identify
improvement
alternatives
Prioritize
opportunities
Pilot & validate the
improvements
with data
Decide either:
Go forward or
Keep iterating
Analysis OUT:
Project implementation plan
Actions needed
to implement
improvements
Potential
Project
Potential
Benefit
Capital
Required?
Culture
Change?
Strategic
Priority?
Sponsor
Support?
Score Rank
Potential
payoff
Estimated effort
Demonstration
test
Simulation
Benchmark
Use Physical experiments to show the
effects of the improvements with data
Use computer models to simulate expected
outcomes of the process
Compare performance to similar processes (or peer group)
either inside or outside the organization
Project
Charter
CHECK FOR FIT WITH
PROBLEM STATEMENT
Payoff-effort matrix
Prioritization matrix
Voting
TIME
NUMBEROFOPTIONS
Sorting ClosingOpening
Follow a ‘creative dialog’ process
Keep iterating until fit w. PS
Affinity Mapping
1. Gather ideas
2. Sort ideas
3. Label groups
Labeling Depends on context,
link e.g. to a process step
Gut feeling
Voting is based on opinions.
It is as good as the opinions of the participants
Prioritization is often unstructured. If possible, choose
structured way when possible. (Apply Army logic if necessary)
Always try to be
data-based! For
factor values & to
generate valid
decision rules
Use e.g. one of
these four
What do you remember about Improve?
S
E
V
O
C
C
PREVEN
TIVE
ACTION
S
CONTIN
GENT
ACTIONS
TRIGGERS
FOR
CONTINGENT
ACTIONS

9. Output of the Improve phase
Project
implementation
plan
Validated impact
of the
improvements on
the Y measure
Risks for
implementation
of improvements
incl. preventive
and corrective
actions

10. CONTROL
Be aware how to present
the data! Prevent
misinterpretations
Control Principles
Documenting
standard work
Mistake-
proofing
Statistical
control
Catch mistakes & errors before
they turn into defects!
1. Implements best practices
2. Without standards, there can’t
be improvement.
Control Deliverables
Implementation
plan
Control plan
Realization review
Benefit Capture
plan
One page executive summary done in the end of the
project, describing the main findings of the projects
Defines key process outputs, measurements to control
the outputs, and responses to abnormal situations
Defines improvement activities, accountable persons
for each activity & improvement targets
Monitor execution of planned improvements and report
on monetary benefits received by these improvements
Improve output
Deployment diagram
PPA
MSA
Project Charter
Control deliverables are needed to structurally implement the changes and smooth transition to daily management
Include the Control principles in the deliverables
What do you remember about Control?

11. Output of the Control phase
Control
Deliverables
created with
the project
team
Successful
handover to
daily
management
Agreed
responsibility
of additional
improvements
and follow-on
steps

12. DEFINE CONTROLMEASURE ANALYZE IMPROVE
What is the output after each DMAIC phase?
Control
Deliverables
created with
the project
team
Successful
handover to
daily
management
Agreed
responsibility
of additional
improvements
and follow-on
steps
Project
implementatio
n plan
Validated
impact of the
improvements
on the Y
measure
Risks for
implementatio
n of
improvements
incl. preventive
and corrective
actions
Identified
causes with
the highest
impact on
the
performance
gap
Estimated
impact of
the causes
on the Y
measure
Quantified
the
performance
gap to be
closed
Identified
rational
subgroups
that cause
the biggest
performance
gap
Defined
Project
High level
description
of process
Current
performance
of Y measure

13. Appendix: High-level DMAIC overview
*Note: the measure and analyze phase are outdated in this
slide. See the detailed measure and analyze slides for the
updated version.

14. European Students of Industrial Engineering and
Management
www.estiem.org
Usage license of the
materials
https://creativecommons.org/licenses/by-nc/4.0/legalcode
Contact leansixsigma@estiem.org
for commercial usage of the materials
Materials of the trainings have been created based on the materials provided by
ESTIEM Summer Academy Professor Gregory H. Watson