PROCESS IMPROVEMENT THROUGH DMAIC SIX SIGMA METHODOLOGY

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NOVATEUR PUBLICATIONSInternational Journal Of Research Publications In Engineering And Technology [IJRPET]ISSN: 2454-7875VOLUME 2, ISSUE 12, Dec. -2016PROCESS IMPROVEMENT THROUGH DMAIC SIX SIGMAMETHODOLOGYPRAMOD KAMBLEPG Student, Mechanical Engineering DepartmentViva Institute of Technology Virar (E), Mumbai - IndiaDR. ARUN KUMARPrincipal, Viva Institute of TechnologyVirar (E), Mumbai - IndiaABSTRACT:Due to continuous improvement of the qualityand therefore fully satisfy the needs and expectationsof each partner (customers, staff and otherstakeholders) and also maintain competitiveadvantage. It becomes necessary to implementdifferent quality improvement initiatives like TotalQuality Management, ISO certification, Agile & Leanmanufacturing etc. But these initiatives are notprofitability as well as time efficient in terms of qualityso introducing and implementing the Six Sigmamethodologies was proven to provide breakthroughquality improvements in a reasonable short time. Thispaper present manufacturing process improvementthrough DMAIC Six Sigma methodology.KEYWORDS: DMAIC; Six Sigma; Manufacturing process;Lean six sigma.INTRODUCTION:In real several manufacturing areas at present,real challenges are arising for the improvements indowntime reduction, quality improvement, efficiencyimprovement, machine utilization improvement, cycle timereduction etc. To do such improvement Six Sigma's DMAICapproach (Define – Measure – Analyze – Improve Control) is very helpful.Six Sigma is recognized as a problem-solving method thatuses quality and statistical tools for basic processimprovements. Six Sigma is now widely accepted as ahighly performing strategy for driving defects out of acompany's quality system. Six Sigma is defined as a set ofstatistical tools adopted within the quality management toconstruct a framework for process improvement [1, 2].Statistical tools identify the main quality indicator which isthe parts per million (PPM) of non-conforming products[3]. Achieving a Six Sigma level means to have a processthat generates outputs with 3.4 defective PPM (Coleman,2008). Six Sigma is also defined as a multifaceted,customer-oriented, structured, systematic, proactive andquantitative philosophical approach for business4 P aimprovement to increase quality, speed the deliveries upand reduce costs [4].The literature suggests the DMAIC and the designfor Six Sigma (DFSS) methods as the two most commonmethodologies to implement Six Sigma, although accordingto [5], the main objectives of the two techniques are quitedifferent. While DMAIC is a problem-solving method whichaims at process improvement [6], DFSS refers to the newproduct development. In a recent paper, [7] introduced theSix Sigma-based methodology for non-formal servicesectors, the framework which explores the quality needsand maps them to define – measure – analyze - improveand control (DMAIC) methodology. Eisenhower (2008)used DMAIC methodology to show that qualityperformance data expressed as the usual percentage defectrate can be converted into a wide range of vital, Six Sigmametrics and that these can be used to develop insight into acompany's quality system.Process improvement is nothing but theunderstanding of an existing process and introducingprocess changes to improve quality of product, reducecosts, overall efficiency of process or accelerateproductivity. Generally the overall efficiency of machine orprocess is calculated based on the machine utilizationpercentage and the machine productivity over theavailable hours for production.1.1 DMAIC APPROACH:DMAIC is similar in function such as Plan-DoCheck-Act and the Seven Step method of Juran and Grynafor problem solving approaches. In the theory oforganizational routines, DMAIC is a meta-routine: a routinefor changing established routines or for designing newroutines. DMAIC is applied in practice as a generic problemsolving and improvement approach. DMAIC should be usedwhen a product or process is in existence at a company butis not as per customer specifications or is not performingadequately. DMADV should be used when a product orprocess is not in existence and one need to be developed orwhen the existing product or process has been optimizedge

NOVATEUR PUBLICATIONSInternational Journal Of Research Publications In Engineering And Technology [IJRPET]ISSN: 2454-7875VOLUME 2, ISSUE 12, Dec. -2016and still does not meet the level of customer specificationor six sigma level.1.2 ADVANTAGES OF DMAIC APPROACH:Can realize genuine cost savings: DMAIC is a particularlyastute means of identifying waste and unnecessary rework.A successful DMAIC implementation can pay for itselfseveral times over by greatly increasing the effectivenessof a process. The cycle of DMAIC is reusable too businessescan continually repeat the process, identifying furtherenhancements and improvements over time.Structured thinking: The DMAIC process is systematicand thorough. It enables decisions to be made based onactual data and measurement. The various tools andtechniques used in the analysis phase can flush outproblems and issues that might not have been exposedotherwise and the approach often brings a fresh way ofthinking to established processes.Looks at the longer term: DMAIC implementation isseldom about quick fixes. The approach lends itself tolonger term process resolution so for establishedbusinesses or businesses with particularly complicatedprocesses, DMAIC works very well. Many projects toy witha problem, implement a quick fix and then walk away. Thecontrol phase of the DMAIC methodology ensures that thisnever happens.LITERATURE REVIEW:The aim of Six Sigma DMAIC is to remove variationfrom processes and strive to manufacture defect-freeproducts. It is considered a business strategy and a sciencethat combines statistical and business methodologieswhich focus on continuous and breakthroughimprovements to reduce manufacturing costs, improvecustomer satisfaction and to predictably produce worldclass products and services [9,10,11,12].[13] determined that the Six Sigma team members applysophisticated root cause analysis techniques and obtainsignificantly more control and exploration into a problemas compared to any other quality improvement initiative.The distinguishing feature was that continuousimprovement was incremental whereas Six Sigmaproduced a dramatic improvement.[15,16,17], stated the define, measure, analyze,improve and control (DMAIC) cycle served to define aprocess to improve, measure the baseline and targetperformance of the process, analyze the process data todetermine the key process inputs that affect the outputs,improve the process to optimize the outputs, and, finally,to control the improved process for sustaining theimprovement.The Six Sigma toolbox comprises of the sevendesign tools, the seven statistical tools, the seven projecttools, the seven lean tools, the seven customer tools, theseven quality control tools and the seven managementtools. Despite this variety, [16] advised that previousempirical studies indicate that the seven quality controltools were very popular and are commonly used in SixSigma projects.Accoding to [18] operating at a Six Sigma levelmeant that the organization or process does not producemore than 3.4 defects per million opportunities.[19] defined an opportunity as a chance for nonconformance or not meeting the required specifications.The statistical focus of Six Sigma reflects its basicphilosophy which can be shared beneficially by customers,stakeholders, employees and suppliers. It is a techniquethat seeks to measure existing performance metrics andinvestigates how the desired and optimum performancelevel can be achieved [20].From a practical perspective, [21] acknowledgedthat Six Sigma had been recognized as an overall businessimprovement technique rather than just a measure ofgoodness or a methodology for defect reduction.According to [13] the Six Sigma technique was notrestricted to improvement efforts on the production flooronly, but it also has effects in different facets of anorganization [8, 22].After providing some background information andthe key focus areas of Six Sigma, the following sectiondiscusses why Lean and Six Sigma should be combined intoan integrated business improvement technique.METHODOLOGY:This work is based on implementation of DMAICapproach in manufacturing industry. The natures of thiswork require a methodology that could be flexible to allowopen questions to collect information since theorganizations under study have many different settings.The data required for this work will be mainlycollected through different sources of evidence such as:Literatures on six sigma, semi-structured ’swrittenprocedures, websites, onsite visits, and e-mailcorrespondence.DESCRIPTION OF THE WORK:4.1 SIX SIGMA DMAIC APPROACH:Key activities in this project: The preceding key businessquestions determine the DMAIC architecture. Fig. 1 depictsa high-level process flow of the DMAIC method through itsfive steps.5 P age

NOVATEUR PUBLICATIONSInternational Journal Of Research Publications In Engineering And Technology [IJRPET]ISSN: 2454-7875VOLUME 2, ISSUE 12, Dec. -2016Fig. 2. DMAIC IconFig. 1. DMAIC Process flowTable 1 shows the linkage between the high-levelbusiness requirements and the five-step DMAIC method.TABLE I. DMAIC REQUIREMENTS-STEP LINKAGERequirementsWhat does the customer define theproblem?What characterizes the currentproblem (that is, process andperformance metrics), and howhas it changed over time?What are the root causes?What improvement actions correctthe root causes to meet customerrequirements again?Whatcontrolsshouldbeimplemented to sustain thisimprovement, including a warningsystem,actionplan,andcommunication plan needed incase requirements fail to be met?StepDEFINEDescribe in the words of the external orinternal customer—Voice of Customer(VOC). Define the boundary conditions set forthby the business, including regulatoryenvironment—Voice of Business (VOB). Understand the current process. Whathas happened over time, examineprocess control charts to identifyincidents of common and special causevariation - Voice of the Process (VOP).2.MEASURE Measure the problem; describe it withfacts, data, and performance metrics.Determine if the process in control and ifthe measurement system is accurate. Considered iterative until metrics aregathered over time.3. ANALYZEDetermine if the process capable ofproducing the customer requirements. If not,consider it iterative until root causes areidentified and verified with facts and data.4. IMPROVEDetermine if the process is capable ofproducing the customer requirements. If not,consider it iterative until improvements areidentified and verified with facts, data, andperformance metrics.5. CONTROL Demonstrate how the improvementsand/or changes can be sustained. Manage Risks1. 4.2 TOOLS ALIGNED TO EACH STEP OF THE PROCESS:Given the preceding High Level Task Step(s), thefollowing series of tables summarize the subsequent tooltask-deliverables combination associated with eachindividual step within the five-step approach.The detail behind how to use each tool can befound in Part II, “Six Sigma Encyclopedia of Business Toolsand Techniques: Choosing the Right Tool to Answer theRight Question at the Right Time”.Fig. 2 provides a DMAIC icon that reinforces boththe overall flow of a method and the purpose of each stepand respective interrelationships. It summarizes the fivestep DMAIC process and its notable iterative nature.Throughout the remainder of this text, Fig. 2 will symbolizethe DMAIC approach and indicate a particular step withinit if appropriate.6 P ageTable II DMAIC – TOOLS AND TECHNIQUESDMAIC Step1.Define2.Measure 3.Analyze Tools and TechniquesSMARTProject charterBig “Y” over timeRACI MatrixProcess MapVOC/VOB Gathering techniqueCurrent process control chartsStakeholder AnalysisCTQY f(X); Big “Y” and little “Ys”Data Gathering Plan templateControl ChartsStatistical SamplingGraphical MethodsQFDDetailed Process MapRACI Matrix, revisedMeasurement System analysis(MSA)Process Capability AnalysisProject Charter; its plan andmilestonesProject RACI MatrixY f(X); Big “Y”; little “Ys” and the“Xs”Critical Gap/Step AnalysisPareto ChartsStatisticalAnalysis:Normaldistribution, variationCorrelation and RegressionDetailed Process MapRACI Matrix, revisedY f(X)Process Capability analysisPareto ChartsBrainstorming techniqueCause and Effect diagramFive whysAffinity DiagramDOEFMEA

NOVATEUR PUBLICATIONSInternational Journal Of Research Publications In Engineering And Technology [IJRPET]ISSN: 2454-7875VOLUME 2, ISSUE 12, Dec. -20164.5.ImproveControl Positive DevianceTRIZBasic DOEFMEACost/Benefit AnalysisPositive DeviancePugh Concept EvaluationSolution Selection matrixForce Field diagramQFDProcess Capability AnalysisMSAProcess capability analysisRACI Matrix Control Plan DesignControl Charts (SPC)FMEA/Risk AnalysisCommunication PlanStakeholders AnalysisCost/Benefit AnalysisTraining/Transition planProcess MapRACIProcedure manualsScorecard or DashboardNew SIPOCMINITAB graphical data analysis4.3 SOMEOFTHEKEYCONCEPTSTHATCHARACTERIZE DMAIC APPROACH:There are some key characteristics thatdistinguish DMAIC from other Six Sigma methods. Thefollowing overview wraps up the DMAIC highlights andintroduces some of its variants.A. HOW IS THE PROBLEM DEFINED?The problem statement in a Project Chartertypically speaks to defects or variance from a target overtime with an existing, steady state, process, or product.(The charter is part of a standard Six Sigma toolset used todocument the project scope. Typically, the customershould determine the target; however, at times thebusiness, industry standard, or regulatory agency may setit. Time-based problem statements indicate the problemmay be chronic (has persisted for a period of time), whichhelps create a case for change (versus a one-timeoccurrence) to incite interest in and resources to tackle theissue.Common metrics include DPMO (Defects perMillion Opportunities (or units)), PPM (Parts per Million),Mean Time between Failures (MTBF), Cost, PercentVariance, or Errors.B. WHAT IS COMMONLY MEASURED?Typically, three key items are measured: Output (or Outcome) - The end result of the process (orproduct) requiring improvement Process - The workflow (of activities and items) thatproduces the output Inputs - The raw materials and information used by theprocess to produce the outputThe relationship of these three key items often isdescribed as an equation:Y f(x), which reads, “Y is a function of X.” The “Y”refers to the output (s); the “X” refers to the key measuresfrom the process variables (inputs and/or the processitself).The DMAIC project goal is to identify the critical(or vital few) Xs - the root cause of the problem and selecttheir optimal level(s) to best drive the desiredimprovement in the output performance (sometimescalled the “Big Y”). This language sounds foreign to manypeople not comfortable with mathematically-structuredsentences; however, it is readily used in most Six Sigmatexts. A simpler articulation is the goal of a DMAIC projectis to improve PFQT—Productivity (how many), Financial(how much money), Quality (how well), and Time (howfast).C. DMAIC VARIATIONS?There are two prevalent variations to thetraditional DMAIC method. Both build on the DMAICfundamentals but add new dimensions to extend itsapplications. The first is DMAIIC, wherein innovation isadded for situations where a simple improvementmodification is inadequate and a new design may berequired. DMADV distinguishes itself from DMAIIC by notonly its often unique environment scenario, but also itusually calls for a requirement of building a new process(or product design) from scratch at the start of the project;whereas, DMAIIC often is unaware of the redesignrequirement until much later into the project lifecycle. Thesecond is Lean Six Sigma, which adds concepts of velocity,value-add, and flow to the DMAIC concepts.1. DMAIIC - ADDING AN “I” FOR INNOVATION:Many organizations have found that improving acurrent process or product may not be enough to deliverthe desired results, and at times innovation is needed.Since the project teams have just completed the DefineMeasure- Analyze stages of the process and are in themidst of Improve, rather than starting over from scratch,project teams have found that the work done to this pointis a good foundation for innovation work. Hence, somecompanies have built on the DMAIC framework already inplace and added a second “I” for innovation to keep theproject team progressing. Therefore, the variation isDefine-Measure- Analyze-Improve/Innovate-Control.2. LEAN SIX SIGMA - ADDING LEAN CONCEPTS:By incorporating lean concepts into DMAIC, theproject adds a dimension of velocity (i.e. improved cycle7 P age

NOVATEUR PUBLICATIONSInternational Journal Of Research Publications In Engineering And Technology [IJRPET]ISSN: 2454-7875VOLUME 2, ISSUE 12, Dec. -2016time), value-add, and flow to what Six Sigma already offers.Both concepts share similar views on customer-focus,process-centric work, and appropriate tools. Lean simplyadds a deeper set of tools to eliminate waste betweenprocess steps handoffs. Often DMAIC provides a project thebig picture view (what the customer values balanced bybusiness values) and process stabilization and capability while Lean introduces speed and flow concepts at a moredetailed level. The Define-Measure-Analyze-ImproveControl structure still holds true for Lean Six andgrowingorganizational interest in 6σ DMAIC method have beenexploding in the last few years. It is rapidly becoming amajor driving force for many technology-driven lusions related to implementation of DMAIC Six Sigmamethodology. Six Sigma is an effective way to find out where thegreatest process needs are and which the softestpoints of the process are. Also, Six Sigma providesmeasurable indicators and adequate data for analyticalanalysis. The DMAIC steps are a proven roadmap for anyprocess improvement project which offers astructured approach to solving problems andimproving results. When the DMAIC steps have properly applied, theyoffer any project team an organized approach, astructure, to solving key business problems. The DMAIC steps are flexible and can be used in anyindustry or with any type of process improvementeffort. By establishing process controls, smooth operationwill be ensured. Developing equipment / processcapabilities help in de-constraining the supply chainbottlenecks. This will help not only in sound inventorycontrol system, but also a judicious balancing betweenconflicting cost and benefits along with speedydelivery to customers, which is one of vitalrequirements in this era of lean manufacturing. Industries have to deal with a host of problems relatedto productivity and quality control. Substandardproductivity hampers the internal customer demandof the products which directly affects the companytargets. Organizations have to suffer huge losses whichare not easy to cope up with. Thus there is a need toimprove the process simultaneously keeping in mindthe quality and the productivity of the product whichwill be only possible by implementing six sigmaDMAIC approach. By incorporating lean concepts into DMAIC, theprojects add a dimension of velocity i.e. improvedcycle time, values add, and flow to what six sigmaalready offers.REFERENCES:1) Goh, T.N. & Xie, M. (2004). Improving on the Six Sigmaparadigm. TQM Magazine, Vol. 16, No. 4, pp. 235-240.2) McAdam, R. & Evans, A. (2004). Challenges to Six Sigmain a high technology mass manufacturing environments.Total Quality Management, Vol. 15, Issue 6, pp. 699-706.3) Mitra, A. (2004). Six Sigma education: a critical role foracademia. TQM magazine, Vol. 16, No. 4, p

1.1 DMAIC APPROACH: DMAIC is similar in function such as Plan-Do-Check-Act and the Seven Step method of Juran and Gryna for problem solving approaches. In the theory of organizational routines, DMAIC is a meta-routine: a routine for changing established routines or for designing new routines.

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