Last Updated: 03/01/2018
Team:
M. W. (Team Leader) R. F.
T. D. M.G.
T. L. D. J. (Sponsor)
DMAIC Project Objective:
TITLE
Lean Six Sigma
DMAIC Improvement Story
Copyright © 2018 ets, inc. - www.etsfl.com – (321) 636-2212
Roadmap
032018

1
Lean Six Sigma Problem Solving Process
The team utilized the 5-Step DMAIC problem solving process.
Process Step
Description of Key Team Activities
Number Name
1 DEFINE
 Select Priority Issue / Process
 Confirm Stakeholder Requirements
 Display Theme Indicator and Performance “Gap”
 Develop a SMART Theme Statement
 Determine the Cost of Poor Quality
 Establish a Method to Monitor Team Progress
 Develop a DMAIC Project Schedule
2 MEASURE
 Construct a Process Flow Chart
 Perform 8 Wastes Analysis
 Develop a Data Collection Plan
 Stratify the Problem (i.e. “Gap”) and Select the Significant Problem
 Develop a Target and a SMART Problem Statement
3 ANALYZE
 Identify Potential Root Causes(s)
 Verify Root Cause(s)
 Assess Impact of Root Causes on the Problem in the Measure Step
4 IMPROVE
 Identify and Select Countermeasures
 Identify Barriers and Aids
 Develop Action Plans
 Confirm Pilot Plan Effectiveness and Document Lessons Learned
 Determine the Expected Return on Investment
5 CONTROL
 Confirm / Document Improvement Results
 Determine the Actual Return on Investment
 Standardize Improvements within Operations
 Replicate Changes
 Document Lessons Learned
 Identify Future Plans for Continued Process Improvement
Define Measure Analyze Improve Control
Note: Keep sponsor informed and engaged.

2
The team and management used a Checklist to monitor team progress.
Monitor Team Progress
Define Measure Analyze Improve Control
ets Six Sigma DMAIC Checklist
Step DMAIC Steps – Objectives and Checkpoints 
Key Tools /
Techniques
Step 1:
Define
Quantify the need for improvement in terms of performance and financial impact.
1. The stakeholders and needs were identified.  Selection Matrix
 Line Graph
 Theme Statement
 Cost of Poor Quality
Matrix
 Action Plan
 Project Charter
 Project Planning
Worksheet
2. An indicator measuring performance in meeting the need was developed.
3. A theme statement consistent with the indicator was developed, and the Cost
of Poor Quality (COPQ) were determined.
4. A schedule for completing the five DMAIC steps was developed.
5. The sponsor signed off on the project’s purpose, scope, and significance.
Step 2:
Measure
Identify the significant problem and set a target for improvement.
6. Measurement and data collection systems were developed.  Process Flow Chart
 8 Wastes
 Checksheet,
Spreadsheet, Survey
 Histogram
 Pareto Chart
 Target Setting
Worksheet
 Problem Statement
7. The theme was stratified from various viewpoints and a significant problem
was chosen.
8. A target for improvement was established based on the stakeholders’ needs.
9. The impact of the target on the theme indicator and the COPQ were
determined.
10. A problem statement that addressed the gap between the actual and target
values was developed.
11. The sponsor signed off on the project’s focus and target.

3
Monitor Team Progress
Define Measure Analyze Improve Control
ets Six Sigma DMAIC Checklist
Step DMAIC Steps – Objectives and Checkpoints 
Key Tools /
Techniques
Step 3:
Analyze
Identify and verify the root causes of the problem.
12. Cause and effect analysis was taken to the root level.  Cause and Effect
Diagram (Fishbone)
 5 Whys
 Qualitative Analysis
 Single Case Bore
Analysis
 Chi Square Test
 Root Cause
Verification Matrix
13. Potential causes most likely to have the greatest impact on the problem were
selected.
14. A relationship between the root causes and the problem was verified with
data.
15. The impact of each root cause on the gap and the COPQ were determined.
16. The sponsor signed off on the verified root causes and impact on the gap.
Step 4:
Improve
Select and plan effective and feasible countermeasures and determine the expected Return on Investment.
17. Countermeasures were selected to address verified root causes.  Countermeasures
Matrix
 Work Breakdown
Structure
 Barriers and Aids
Analysis
 Cost Benefit Analysis
 Action Plan
 Pilot/Simulated Pilot
 Lessons Learned
 Return on Investment
18. The method for selecting the appropriate practical methods was clear and
considered effectiveness and feasibility.
19. Barriers and Aids were determined for countermeasures worth implementing.
20. The action plan reflected accountability, schedule, and cost.
21. A test pilot plan was implemented and evaluated to determine the capability
to achieve the target established in the Problem Statement.
22. Lessons learned from the pilot were incorporated into the full-scale action
plan, and the project’s expected Return on Investment (ROI) was
calculated.
23. The sponsor signed off on the action plan and expected results.

4
Monitor Team Progress
Define Measure Analyze Improve Control
ets Six Sigma DMAIC Checklist
Step DMAIC Steps – Objectives and Checkpoints 
Key Tools /
Techniques
Step 5:
Control
Confirm the results including the actual Return on Investment, standardize the changes, and develop
future plans.
Results
Phase
Evaluate the results by confirming that the countermeasures
implemented impacted the root causes, the problem, and the Theme
Indicator, and determine the actual Return on Investment.
 Before and After
Results Graphs
 Process Control
System
 Radar chart
 Action Plan (for
Future Plans / Next
Steps)
 Management
Presentation
24. The effects of countermeasures on the root causes were demonstrated.
25. The effects of countermeasures on the problem were demonstrated.
26. The improvement target was achieved and causes of significant variation
were addressed.
27. The effects of countermeasures on the theme indicator representing the
stakeholders’ needs were demonstrated, and the project’s actual ROI
was calculated.
Standardization
Phase
Ensure process revisions are incorporated into standard work, including
replication in all applicable areas.
28. A method was established to document, permanently change, and
communicate the revised process or standard.
29. Responsibility was assigned and periodic checks scheduled to ensure
compliance with the revised process or standard.
30. Specific areas for replication were identified.
Future Plans
Phase
Document lessons learned and develop plans for the next process
improvement cycle.
31. Any remaining problems of the theme were addressed.
32. Lessons learned, P-D-C-A of the ets DMAIC Method, and team growth
were assessed and documented.
33. The sponsor signed off on the results and next steps.

5
Define Measure Analyze Improve Control
1.
2.
3.
4.
5.
The team …
 Identified Stakeholders and their Needs.
 Confirmed alignment to organization’s KPIs. (Scorecard
and/or Strategic Plan).
 Created a Theme Indicator (Line Graph) for performance.
 Developed a SMART Theme Statement consistent with the
Theme Indicator (Line Graph).
 Determined the Cost of Poor Quality of the “gap”.
 Developed a Project Charter and DMAIC Schedule.
 Achieved Sponsor Sign-off.
Essential Tools

6
Define Measure Analyze Improve Control
Define Step Roadmap
Theme Statement Sponsor Sign-off
Background Stakeholders
2
Th eme
Prob l
e m State ment
(Summ arize
)
Te am Wor k Loca tion
Te am Na me
Dura tion (mm/yy) thr ough (mm/yy)
Sponso r(s) :
Te am L eade r Te am Inf o
Alt. Te am
Lea der
Te am M emb er
Te am M emb er
Te am M emb er
Te am M emb er
Te am M emb er
T
e
a
m
M
e
m
b
e Te am M emb er
# Date Tim e Att %
.
1
M
e
e
ti
n
g
s
= Prop osed =Actual
20xx 20xx
Step
J F M A M J J A S O N D J F M
Comment s
/
Exceptions
Defi ne
Me asure
Ana lyze
Improve
O
u
tl
i
n
e
o
f
A
c
t
i
v
i
t
i
e
s
Control
Te am M emb er
2
3
4
5
6
7
8
9 17 25
10 18 26
11 19 27
12 20 28
13 21 29
14 22 30
15 23 31
16 24 32
To tal
Mo nths:
Project Planning
Worksheet
Cost of Poor Quality
Matrix
 Project Planning
Worksheet & DMAIC
Schedule
 Project Charter
1
3 5
A Theme Statement tells specifically
what your DMAIC project is
attempting to do. In practice, theme
statements serve as the "title" of a
DMAIC project, and should be clear
and concise.
4
 Represents Line Graph
 SMART Criteria Applied
 KPI Linkage
 Strategic Plan
Linkage
 Selection Matrix
 Bar Chart
Needs
 Situation Appraisal
 Consultant Process Tree
 Lean vs. Six Sigma
 7 Tracks
 Value-added Matrix
 Benefit vs. Effort Analysis
 Stakeholder and Needs
Analysis
 COPQ Analysis of the
gap
 Sponsor Review
Data Collection Tool Line Graph
GAP
Outcome
Indicator
GOOD
Q1
 Project Indicator Selection
 3 Types of Spreadsheets
(Spreadsheet design is
included in this section and
is part of checkpoints 2, 6
and 14)
 Checksheets
 Spreadsheets
 Surveys

7
The team …
7.
8.
9.
10.
11.
Define Measure Analyze Improve Control
 Constructed a Process Flow Chart and applied the 8 Wastes.
 Developed a Checksheet / Spreadsheet or Survey to collect data.
 Created a Histogram (if measurable data).
 Developed a Pareto Chart to prioritize problems.
 Selected the significant problem.
 Set a target for the problem (big bar on the Pareto Chart).
 Determined how much achieving the target on the problem (big
bar) will impact the Theme Indicator.
 Developed a SMART Problem Statement.
 Achieved Sponsor Sign-off.
Essential Tools
6.

8
Define Measure Analyze Improve Control
Measure Step Roadmap
8 Wastes
Impact Statement
(on Theme)
Target Setting
Worksheet
11
9
NO
YES
NO
YES
Process Flow Chart Histogram
7
Problem Statement
During school year 2013/2014 (when), 40.7% of
students with disabilities (who) were at Level 3 and
above in reading (what).This is 19.3 percentage points
belowthe district s target (gap) and contributes to 7
schools (where) not achieving AYP and $2.5 million in
potential funding restrictions and penalties (pain).
8 Wastes Examples in my Area
…...
…...
…...
…...
…...
…...
…...
…...
DOWNTIME
8 10
….
….
….
….
Indicator:
Process:
Organization: The target is set based on the desired improvement on
the problem but a check must be made to ensure that
the impact of that improvementon the theme indicator is
understood. The impact should be explained
quantitatively A statement should be made to indicate
the impact that meeting the target will have on the
theme indicator shown in STEP 1.
Data Collection Tool
6
 Central Tendency
 Variation
 DPMO/Sigma Level
 Sampling
 Mini-tab
Pareto Chart
7
 MSA / Gage R&R  Stratification
Techniques
 Benchmarking  Value Added
Matrix
 Sponsor Review
Sponsor Sign-off
 SMART Criteria
 Significant Problem
Selection

9
The team …
13.
14.
15.
Define Measure Analyze Improve Control
12.
16.
 Developed a Cause & Effect Diagram (Fishbone) to identify
potential causes and applied 5 Whys.
 Selected most likely potential causes.
 Performed Qualitative Analysis for potential “Quick Wins”.
 Conducted Root Cause Verification using Statistical Tools.
 Assessed the impact of verified root causes on the Problem (big
bar on Pareto Chart) target in the MEASURE step.
 Achieved Sponsor Sign-off.
Essential Tools

10
Define Measure Analyze Improve Control
Analyze Step Roadmap
Impact on Problem Sponsor Sign-off
Potential Causes Probable Causes
12
15 16
13 14
14
Root Causes
 Cause & Effect Diagram
(Fishbone)
 Brainstorm
 Affinity Process
 5 Whys
 Qualitative Analysis
 Multi-voting
 Scatter Diagram
 Single Case Bore
Analysis
 Contingency Table
 Chi Square Test
 Verification through
Observation
 Root Cause
Verification Matrix
 Impact of Root Causes
Relative to Problem
Target in Measure Step
Determined

11
The team …
17.
18.
19.
21.
22.
23.
Define Measure Analyze Improve Control
 Developed a Countermeasures Matrix and Selected
Countermeasures to Address Root Causes.
 Evaluated Practical Methods for effectiveness and feasibility.
 Applied Work Breakdown Structure and Performed Barriers and
Aids Analysis.
 Conducted Cost Benefit Analysis.
 Reviewed and updated COQP from DEFINE step.
 Developed Action Plan.
 Conducted a Pilot Project (An actual pilot or simulation).
 Documented lessons learned from the Pilot.
 Documented lessons learned from the Project.
 Calculated Expected Return on Investment (ROI).
 Achieved Sponsor Sign-off.
Essential Tools
20.

12
Define Measure Analyze Improve Control
Improve Step Roadmap
Work Breakdown Structure
$ Cost
How Who
When
Action Plan
What:
Cost-Benefit Analysis
Countermeasures Matrix
17 20
23
19
PS VRC CM 2
CM 3
CM 1
PM 1
PM 2
PM 3
PM 4
PM 5
PM 6
O
V
E
R
FEAS
EF
F
6
2
3
4
5
8
2
4
16
4
4
9
3
3
16
4
4 Yes
Yes
Yes
20
18
21
Pilot Project Lessons Learned
 Lessons learned from
Pilot (if applicable)
 Lessons Learned from
Project
 Expected ROI (Return
on Investment) Calculated
Sponsor Sign-off
22
 COPQ Matrix in Define
Step Reviewed
 Actual or Simulated
Pilot
 Applied Work Breakdown Structure
 Performed Barriers & Aids
Barriers & Aids Analysis

13
The team …
24.
28.
29.
30.
31.
32.
33.
Define Measure Analyze Improve Control
 Developed Before and After Graphs (using graphs shown in the
Analyze, Measure, and Define steps in reverse order).
 Determined Actual Project Return on Investment (ROI).
 Updated the Process Flow Chart and revised procedures.
 Provided training in new procedures.
 Updated and implemented the Process Control System.
 Monitored compliance with new methods.
 Identified Replication Opportunities.
 Developed an Action Plan for Future Plans / Next Steps.
 Documented overall project lessons learned / team growth.
 Achieved Sponsor Sign-off.
 Team made its Management Presentation, received Recognition.
Essential Tools
25.
26. 27.
&
&

14
Define Measure Analyze Improve Control
Control Step Roadmap
Team Presentation
Results Standardization
24
33
28 14
31
Future Plans
 Before and After Graphs
 Reverse Order:
- Root Causes (Analyze)
- Pareto (Measure)
- Histogram (Measure)
- Line Graph (Define)
 Actual Project ROI Calculated
 Procedures Revised
 Training Conducted
 Process Control System
Revised and Monitored for
Compliance
 Replication Planned
 Other Opportunities (Pareto
in Results Identified
 Overall Lessons Learned
from Project Documented
 Team Growth Determined
 Celebration
 Recognition
25
Sponsor Sign-off
26 27 29 30 14
32

15
Use the Appendix for:
 Back up data and analysis documentation.
 Meeting minutes.
 Source documents and reports.
 Organization’s Key Performance Indicators (KPIs), Scorecard, and/or
Strategic Plan.
Notes:
• The “Essential Tools” will be used in most DMAIC project stories. Some
projects may require additional tools.
• Remember: Fact-based conclusions; consistency in terminology; continuity
of data; and logical story flow.
Appendix

16
Vấn đề Tác động Kế hoạch hành động
Sản phẩm bị lỗi, mất chip
• Vị trí PCB trên Jig không chính xác
• Tọa độ in kem hàn bị lệch
• Vị trí tiếp xúc của PCB so với vị trí Pusher và các cạnh tạo ra lực
ma sát lớn, độ bám kém , trong quá trình di chuyển độ rung cao
có thể dẫn đến rơi sản phẩm và Chip
• Tọa độ PCB không chính xác dẫn đến sai tọa độ Mount
 Tính toán Size kích thước , xác định dung sai cho phép đôi với
những Jig NG tối đã cho phép , ảnh hưởng
Sản phẩm bị lỗi, mất chip
• Độ sáng đèn Led cung cấp ánh sáng nhận diện cho Cam có thể
không đủ dẫn đến lỗi nhận diện trong quá trình Pickup và Mount
• Thiết bị không nhận diện được Size linh kiện dẫn đến Mount
nhầm , Mount lệch tọa độ
 Kiểm tra lại hệ thống tầm nhìn, sửa chữa và bảo trì định kỳ để
đảm bảo hệ thống hoạt động hiệu quả
Sản phẩm bị lỗi, mất chip
• Bảo trì máy NPM, Feeder, Nozzel kém làm thiết bị làm việc không
hết năng suất , tiềm ẩn nguy cơ đẫn đến lỗi mất Chip trong quá
trình sản xuất
 Đảm bảo bảo trì và kiểm tra định kỳ cho thiết bị và hệ thống máy
móc để giảm thiểu rủi ro hỏng hóc
mạch) Sản phẩm bị lỗi, mất chip
• Hệ thông hỗ trợ trong quá trình Mount cần kịp thời và chính xác ,
giảm thiểu độ rung và giữ cho Board đúng vị trí Mount
 Đảm bảo sự hỗ trợ của bo mạch cho sản phẩm, đối chiếu với
thông số kỹ thuật và sửa chữa khi cần thiết
linh kiện sai) Sản phẩm bị lỗi, mất chip • Dữ liệu khai báo linh kiện bị sai dẫn đến Lỗi Pickup và Mount
 Kiểm tra lại thông tin linh kiện, đảm bảo đúng thông số kỹ thuật
và sửa chữa khi cần thiết
g) Sản phẩm bị lỗi, mất chip • Vaccum lỗi hút làm rơi linh kiện trong quá trình Mount
 Kiểm tra và sửa chữa kịp thời các lỗi liên quan đến hệ thống hút
chân không
Sản phẩm bị lỗi, mất chip
• Chất lượng in kem hàn kém , các spec không đạt
• Chiều cao kem hàn không đủ làm cho độ bám dính giữa Chip và
kem hàn kém dẫn đến rơi linh kiện trong quá trình di chuyẻn
• Vị trí kem hàn chưa chínhh xác , lệch tâm quá nhiều dẫn đến
không thể đưa chip về Pad khi qua Reflow và bị rơi tại đây
 Đảm bảo in ấn đúng quy trình, in ấn chính xác trên