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What is Lean Six Sigma?

DMAIC

The DMAIC project methodology has five phases:

  1. ■Define the problem, the voice of the customer, and the project goals, specifically.

  2. ■Measure key aspects of the current process and collect relevant data.

  3. ■Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation.

  4. ■Improve or optimize the current process based upon data analysis using techniques such as design of experiments, poka yoke or mistake proofing, and standard work to create a new, future state process. Set up pilot runs to establish process capability.

  5. ■Control the future state process to ensure that any deviations from target are corrected before they result in defects. Control systems are implemented such as statistical process control, production boards, and visual workplaces and the process is continuously monitored.

DMADV

The DMADV project methodology, also known as DFSS ("Design For Six Sigma"), features five phases:

  1. ■Define design goals that are consistent with customer demands and the enterprise strategy.

  2. ■Measure and identify CTQs (characteristics that are Critical To Quality), product capabilities, production process capability, and risks.

  3. ■Analyze to develop and design alternatives, create a high-level design and evaluate design capability to select the best design.

  4. ■Design details, optimize the design, and plan for design verification. This phase may require simulations.

  5. ■Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s)

The five-step thought process for guiding the implementation of lean techniques  are easy to remember, but not always easy to achieve:

  1. 1.Specify value from the standpoint of the end customer by product family.

  2. 2.Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.

  3. 3.Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.

  4. 4.As flow is introduced, let customers pull value from the next upstream activity.

  5. 5.As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

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