La première étape de DMAIC consiste à définir la portée, les objectifs et les parties prenantes du changement. Vous devez communiquer clairement ce que vous voulez réaliser, pourquoi c’est important et comment cela profitera à l’organisation et aux clients. Vous devez également identifier qui sera affecté par le changement, qui le soutiendra et qui y résistera. Vous pouvez utiliser des outils tels que SIPOC, l’analyse des parties prenantes et la voix du client pour définir le changement.
Documentation is king. Change in personnel happens. You have to ensure that consistency in process accompanies that change. Develop standard SOP templates and ensure that major processes are captured utilizing those templates.
O escopo de um projeto de melhoria pode ser estabelecido a partir de um desvio ou de um objetivo que supere a performance atual. Os dois contextos permitem trabalhar com referências como indicadores existentes. Após a criação de uma meta, preferencialmente em um modelo SMART (Específico, Mensurável, Atingível, Realista e com Tempo definido), iniciamos o desenvolvimento de ferramentas e documentos que sirvam para que todos tenham o nível de informação necessário para avançar. O Benchmarking pode auxiliar na abordagem, quando comparamos os processos e produtos internos ou concorrentes. O Critical to Quality é ótimo para transformar necessidades e opiniões em requisitos quantificáveis. Por fim, o SIPOC é a primeira visualização do processo.
Real Example: Enhancing how a logistics company handles its relationships with transportation providers. Example: Scope: Introducing a system to better manage and track shipments from transportation companies. Goals: Decreasing delivery times by 15% and cutting down on transportation costs by 10%. People involved: Logistics managers, dispatchers, truck drivers, and transportation companies. Why it's important: It helps the company deliver goods faster, save money on shipping, and keep customers satisfied.
The "D-Define" in DMAIC means elaborately defining the need for change by establishing, highlighting and communicating key action areas: a) Why the change (issue or problem) b) Who is affected by the change (stakeholders) c) Where will the change take place (new or existing system) d) Who is responsible for the change (technical resources, other personnel and ownership) e) What are the benefits of this change (how will the business benefit in terms of a quantifiable value gained or cost saved. f) When will the change take place (early timelines that can be updated) Clearly organizing the above thoughts will create room for a clear buy-in by the relevant stakeholders that will be required to accomplishing the project.
Consider this: you're at the beginning of your Six Sigma journey, and the first lap is all about identifying the change. It's similar to configuring the GPS for success. Explain the what, why, and who of your mission. Let everyone know what you're going for, why it's important, and how it will change the game. Consider it like handing out invitations to a fantastic party. Determine who is on board, who is likely to give a high-five, and who is considering leaving. SIPOC, stakeholder analysis, and consumer vibes are your hidden weapons in the definition game.
La deuxième étape de DMAIC consiste à mesurer la performance actuelle du processus ou du système que vous souhaitez améliorer. Vous devez collecter et analyser des données pour comprendre la base de référence, les lacunes et les causes profondes du problème. Vous devez également impliquer les personnes qui travaillent dans le processus, qui ont les connaissances et l’expérience nécessaires pour fournir des informations précieuses. Vous pouvez utiliser des outils tels que la cartographie des processus, le plan de collecte de données et le diagramme en arête de poisson pour mesurer l’état actuel.
Engaging the workforce in measuring the current state is pivotal. Their hands-on experience and insights are invaluable in comprehending the process's intricacies, identifying gaps, and uncovering root causes. Utilizing tools like process mapping, data collection plans, and fishbone diagrams in collaboration with the team ensures a holistic assessment of the current state, setting a solid foundation for effective DMAIC project management
Getting buyin is key to any change. Nikhil is exactly right. You must clearly communicate the benefits and the need for change. I found that getting a consensus throughout the project helps those who are skeptical of the change. This gives the opportunity for discussing the pros and cons and coming to an agreement. Even if they don't agrre at least they had a voice and feel part of the decision for change.
The second gear in the DMAIC machine is all about assessing the present performance of your gig. Dive into the details, Get comfortable with process mapping, create a snappy data gathering strategy, and don't forget the fishbone diagram magic. Chat up the people in the trenches; they're the true MVPs here. Let's disclose the baseline, investigate the gaps, and track down those troublesome fundamental causes.
Mudança durante um projeto DMAIC no Seis Sigma requer uma abordagem cuidadosa e aberta. Isso envolve comunicação transparente, envolvimento das partes interessadas, gestão de expectativas, treinamento adequado, resolução construtiva de conflitos, reconhecimento de conquistas e aprendizado contínuo. Uma abordagem sensível e holística é essencial para garantir o sucesso do projeto e o apoio de todas as partes envolvidas.
Esta fase é importante no que se refere a tópicos como a estratificação, o mapeamento e as medições a fim de se obter o estado atual. Estratificar o problema em partes como diferentes classificações, modos de falha ou a composição dos custos por produto / etapa do processo refinam o escopo e contribuem para a compreensão do que realmente será priorizado para se atingir o objetivo criado na fase anterior. O mapeamento é feito com mapas de processo, de produto, de fluxo de valor, podendo este último ser no formato produtivo ou administrativo. Tendo a priorização e o(s) mapa(s), as medições através de amostragens, baseadas nos mapas, são feitas para existir clareza em relação aos valores médios e suas variações em termos de entradas e saídas.
La troisième étape du DMAIC consiste à analyser les solutions ou améliorations possibles qui peuvent résoudre le problème. Vous devez évaluer la faisabilité, l’efficacité et l’impact de chaque alternative, en utilisant des données et de la logique. Vous devez également solliciter les commentaires et les commentaires des intervenants, qui peuvent avoir des points de vue et des préférences différents. Vous pouvez utiliser des outils tels que le brainstorming, la matrice de critères et l’analyse coûts-avantages pour analyser les alternatives.
Analyzing alternatives in DMAIC hinges on collaboration and diverse perspectives. By leveraging tools like brainstorming, criteria matrix, and cost-benefit analysis, we engage stakeholders to weigh in on the feasibility, effectiveness, and impact of potential solutions. This inclusive approach ensures a well-rounded evaluation and increases the likelihood of selecting the most suitable path for addressing the problem
Every problem have more than one solution. It is imperative to critically analyze alternatives and select the best feasible solution. There are several ways to determine the best choice. This mainly rest on the resources available and the extent of the support from the stakeholders.
So check it out! Once you've identified the problems in your process, it's time to brainstorm some solutions. You must consider all possible possibilities. Look, it's not simply about choosing the first thought that comes to mind. We're talking about combining facts and logic to determine what will work best. Don't forget to speak with the stakeholders; they know their business. Use tools such as brainstorming, a criterion matrix, and a cost-benefit analysis to filter through the possibilities.
La quatrième étape de DMAIC consiste à mettre en œuvre la solution ou l’amélioration sélectionnée, en utilisant un cycle planifier-faire-vérifier-agir. Vous devez planifier les actions, les ressources et le calendrier de la modification, et les exécuter conformément au plan. Vous devez également surveiller les résultats, vérifier les problèmes ou les écarts et agir pour les corriger si nécessaire. Vous pouvez utiliser des outils tels que le plan d’action, le test pilote et la carte de contrôle pour améliorer le processus.
Improving the process in DMAIC requires a systematic approach. Utilizing tools like action plans, pilot tests, and control charts, we meticulously plan, execute, and monitor the selected solution. Embracing the plan-do-check-act cycle ensures a dynamic response to deviations and issues, ultimately driving continuous improvement and optimization of the process
The selected solution from among the alternatives in the Analyze phase becomes the improvement. The improvement does not just happen, it needs some carefully planned actions and steps to execute it. This is also where you monitor and check for deviations from the baseline. A comparison can also be made with the "As-is" versus the "Improvement" that is executed. There should be a visible change in the process.
La cinquième et dernière étape du DMAIC consiste à contrôler les résultats du changement, en veillant à ce qu’ils soient soutenus et normalisés. Vous devez documenter le nouveau processus, former le personnel et auditer les performances. Vous devez également reconnaître et récompenser les réalisations, célébrer le succès et partager les leçons apprises. Vous pouvez utiliser des outils tels que les procédures opérationnelles standard, le plan de formation et le tableau de bord pour contrôler les résultats.
The Control phase is as important as the Define phase. When a new solution is executed with success, it is ideal to sustain the levels achieved. This is where documentation of the new end-to-end process are done. The process owners should work to update the existing Standard Operating Procedure (SOP) and work with the internal control team to document the Key Control Frameworks if necessary. These documentation will enable accountability and ensure that the solution is monitored to identify areas of further improvement. In the control plan, it should be stated that a post-implementation review audit be conducted at most six to twelve months later.
When a solution is implemented. The users must ensure the solution is performing as intended. They must document whatever observation that the have in terms of what is working and what is not. A Post Implementation Review (Audit) is usually conducted by the Internal Audit and Control Improvement Team (IT and non-IT) to ascertain the working condition of the solution and identify pain-points for further improvement actions. This is usually done 6 to 12 months after the successful execution of the solution. The reason for this is to ensure that there is enough data to analyze to draw the right conclusions.
- Include people from those respective areas / at least their representatives so that their input can be considered prior to making changes or during implementation of the changes (in all phases of DMAIC or at least during AIC) - In control phase, review the training modules, training topics (training needs), review Standard Operating Procedures (SOPs), etc. so that the revised process everyone can be aware of and can be followed
Communicating effectively with stakeholders throughout the process. This includes explaining the reasons for the change, the benefits of the change, and the impact the change will have on stakeholders. It is also important to listen to feedback from stakeholders and to address their concerns. Engaging stakeholders in the change process. This can be done by involving them in the development of solutions, pilot testing solutions, and implementing solutions. It is also important to provide stakeholders with opportunities to learn and grow throughout the change process. Creating a culture of change This can be done by promoting the importance of change, celebrating successes, and rewarding employees for their contributions to change.
Com relação aos aspectos humanos a chave é fazer com que as pessoas participem do processo de melhoria. Explicar a todos o que está acontecendo, os objetivos do trabalho e fazer com que parte do conhecimento chegue aos que vão contribuir positivamente faz toda diferença nas entregas finais. Com este tipo de abordagem será possível manter os ganhos, mesmo sem a presença de líderes que guiaram o time na trajetória. Do ponto de vista organizacional é necessário um ótimo nível de patrocínio para que a cultura se estabeleça, tornando os programas, os profissionais envolvidos e a forma de pensar componentes capazes de agregar sempre mais na estratégia e nos resultados do negócio.
Aquí están las principales estrategias: Compromiso de liderazgo: Es esencial que la alta dirección esté involucrada y apoye activamente el cambio. Esto proporciona dirección clara y asegura que los recursos y el soporte necesarios estén disponibles. Gestión del cambio estructurada: Aplicar metodologías formales de gestión del cambio, como ADKAR o Kotter, ayuda a manejar la resistencia natural y a guiar a los empleados a través de las transiciones. Estas herramientas se utilizan para evaluar la preparación del equipo, promover la aceptación y facilitar la adopción de nuevas prácticas.