six sigma

1. DMAIC
The One Methodology for
Improvement Projects/Problem
Solving Within NCE

2. Introduction to DMAIC
2
MH'97
Target
2004+
Operation
EXCELLENCE
2007
CI
Time
Performance
2008200520011997
Consumer and customer focus
Business and operations goal alignment
Excellence in leadership and competence development
One model for improving performance
Using world-class tools and best practices
Engaging everybody’s heart and mind
... to sustain ongoing savings to support business growth
NCE, Our Way Forward to Improve Performance

3. Introduction to DMAIC
3
Leadership Development
Nestlé management & leadership principles, business principles, Nestlé on the move ...
Nestlé Integrated Management System (NIMS)
Quality, safety, environment, standards, business excellence ...
Goal Alignment
Examples: mission-directed work teams, mini business units, DMAIC problem solving ...
... Measure, Monitor, Organize
Customer Distribution Packaging Raw Material
LEAN Supply Chain
Manufacturing
Total
Performance
Management
TPM
Consumer
Audits, Self-Assessment Tools ...
The “One Model”: A Common Language and Way of Doing Things

4. Introduction to DMAIC
4
DMAIC Introduction in the Foundation Modules
Nestlé Operating Model (NOM):Nestlé Operating Model (NOM):
Operational master
planning
and three foundation
modules…
…are part of the
goal alignment
dimension
Operational master
planning
and three foundation
modules…
…are part of the
goal alignment
dimension
Three Foundation Modules:Three Foundation Modules:
Measures
Operation
Reviews
Problem
Solving
TPM Pillars:TPM Pillars:
The TPMN
problem- solving
model and tools are aligned
with the foundations
problem- solving module
The TPMN
problem- solving
model and tools are aligned
with the foundations
problem- solving module
Operational
Master Planning

5. Introduction to DMAIC
5
Typical DMAIC Project Goals
• Reduce costs, reduce consumer complaints
• Improve productivity
• Increase capacity, utilization, availability, flexibility
• Inventory—lower costs, faster delivery, reduced scrap
• Scheduling, forecast accuracy, availability
• Supply chain—cost, inventory, cycle time, quality, availability
• Speed—new products to market, service, approvals, delivery
• Facilities—design, layout, space utilization, flow
• Order processing—improve accuracy, customer satisfaction
• Improve quality of services
• HR—staffing, benefit administration, employee services
• Data management, accuracy, timeliness, access, cost
• Transactions—reduce errors and handoffs, increase accountability
• Billing—speed of collections, reduce errors and delinquencies

6. Introduction to DMAIC
6
Ongoing Projects Within Nestlé
Business Product Title
Confectionary Smarties Reduce consumer complaints related to insufficient amount of orange and blue
smarties in selling unit
Coffee and
beverages
Nescafé Reduce rework due to visual quality deviation ("bubble" or black particle)
Roasted and
ground coffee
Nespresso Reduce downtime due to sleeve maker machine from 70 min to 25 min
Roasted and
ground coffee
Nespresso Increase the service level in Italy from 95% to 99%
GLOBE Fitgap Increase service level of Fitgap (Fitgap approved within the agreed delay) from
80% to 90%
Nutrition Infant formula Increase line efficiency of optima lines from 50% to the targeted value of 70%
Nutrition Infant formula Reduce the turnaround time from 10 days to 5 days
Purina Dry dog food Increase the average moisture content from 8% to 9% while reducing the
variability from 0.8% to 0.5%
Purina Dry cat food Increase the blending quality delivered by automated blending machine
Chilled culinary Liquid batter Reduce overfilling from 0.5% to 0.2%
Purina Wet dog food Reduce the variability of the ratio chunk/gravy
DMAIC Projects
SAR Projects

7. Introduction to DMAIC
7
DMAIC: Methodology to Tackle Problems Identified by the Operation
Feedback
Inputs
Outputs
Measures
Ideas
Problems
Information
Request for
Support
Issue/Action
Go See Think Do
IncreasinglyDifficulttoSolve
Formal Problem
Solving

8. DMAIC Success Factors

9. Introduction to DMAIC
9
Key Success Factors
• Top management actively participates and leads
• The portfolio of projects is balanced
• DMAIC leadership is not left solely to Green Belts
• The finance department is involved in measuring and
validating the financial benefits
• Do not use DMAIC to cut jobs
• Remember that it takes time to implement DMAIC on an
organizationwide basis
• Break down existing barriers in the organization

10. Introduction to DMAIC
10
Key Success Factors, cont.
• There is a careful selection of:
• Projects
• Project sponsors
• Green Belts and Yellow Belts
• The project scope is well defined and feasible
• Able to be accomplished in a reasonable time
• Appropriate for Belt level
• A good “project review” process is employed on a:
• Plant basis
• Regional basis
• Global basis

11. DMAIC Roles

12. Introduction to DMAIC
12
DMAIC Roles
Role Description Nestlé
Executive steering
committee
Sets direction NCE steering committee
Champions Prioritize and deploy
teams
TM, market IP manager, factory
manager
Sponsors Assist teams on an
ongoing basis
Factory management (factory
manager, then dept. heads)
Master Black Belts Serve as experts/
consultants/coaches
Market expert coordinating
improvement projects
Green/Black Belts Run medium/big
project/serve as coaches
of White and Yellow Belts
Can be factory IP manager
White/Yellow Belts Run small projects Line supervisor/shift leader
Improvement teams Deliver and implement
results
Factory employee
Notes:
• "Belts" are the DMAIC practitioners

13. Introduction to DMAIC
13
DMAIC Structure Within a Factory
1 Focused Improvement Leader
• Either Black or Green Belt
• Works on DMAIC full time
• Oversees up to 15–20 Belts
3 Green Belts
• Serve as project leader and coach
• Devote ~25% time to DMAIC
1–7 Yellow Belts/White Belts
• Serve as team members or project leaders
• Devote ~10–20% time to DMAIC
Notes:
• "Belts" are the DMAIC practitioners.
• Factories are the first targeted community; the supply chain
can have a similar structure.
Example: Average factory
of 300 employees
Factory Manager
Focused
Improvement
leader
Green Belt Green Belt Green Belt
Yellow/White Belt
Yellow/White Belt
Yellow/White Belt Yellow/White Belt
Yellow/White Belt
Functional Report
Hierarchical
Report
Factory Manager
Focused
Improvement
leader
Green Belt Green Belt Green Belt
Yellow/White Belt
Yellow/White Belt
Yellow/White Belt Yellow/White Belt
Yellow/White Belt
Functional Report
Hierarchical
Report
Area
Area 1
Area 2
Area n

14. Introduction to DMAIC
14
Competence Alignment with Project Scope and Complexity of Causes
Scope of Project Complexity of
Causes
Competence Dedicated Time
(recommended)
Focus in chain High Black Belt
Advanced DMAIC
50% – 100%
Focus in factory Medium Green Belt
Intermediate DMAIC
30% – 40%
Focus in area Medium Yellow Belt
Basic 2 DMAIC
20% – 30%
Focus in line Low White Belt
Basic 1 DMAIC
10% – 20%

15. Introduction to DMAIC
15
Different Levels of DMAIC Application Within a Factory
Top
Management
Top
Management
Middle
Management —
Functional
Specialists
Workforce –
Front
Line and Staff
Scope
BigProjectsBigProjectsSmallProjectsSmallProjectsDaytoDayDaytoDay
MethodsProject Responsibility
# of Concurrent
Projects
Duration
Problem-
Solving
Module
More Formal
Basic
Green/Black Belt
Mind-
set
Less Formal
Go-See-
Think-Do
8
3
100
0–1 month
2 weeks–3 months
2–6 months

16. DMAIC Building Strategy

17. Introduction to DMAIC
17
Coaching Models
• Green Belts will be coached through the DMAIC phases
• Two models of coaching: remote coaching and joint coaching
• Goal of coaching is to enable Green Belts to succeed with
their projects and earn a financial gain of at least €20,000 for
their project sponsors
Remote Coaching Joint Coaching
How it works • There is a predetermined time for each
phase of the training
• The coach and Green Belt are connected
by electronic means; they need to be
physically together in the same place
• Other Green Belts do not assist in the
coaching sessions
• There is a predetermined time for each
phase of the training
• The coach and Green Belt conduct their
training sessions together in the same place
• Another Green Belt can assist the coaching
session, if feasible
When
appropriate
• When the Green Belt and his/her coach
cannot meet at the same site because
they are working at geographically
separate locations
• When several Green Belts can meet at one
site at the same time
• When a project requires the coach’s
physical presence

18. Introduction to DMAIC
18
Coaching Model
10-12w
DEFINE MEASURE ANALYZE IMPROVE CONTROL
Green Belt coaching should take approximately 14 hours per project:
• Three hours for the project setup and DEFINE phase
• Three hours for the MEASURE phase
• Two hours for the ANALYZE phase
• Two hours for the IMPROVE phase
• Two hours for the CONTROL phase
• Two hours for project presentation, wrap-up, and project
certification (part of the total certification process)
Note: With joint coaching, another Green Belt can help out with the coaching
sessions as well as the sponsor.
3h 3h 2h 2h 2h 2h
DMAIC Schedule

19. Introduction to DMAIC
20
Summary
• DMAIC will be the one improvement method used
within NCE
• DMAIC will be used across the value chain, first
focusing on manufacturing (focused improvement pillar)
• DMAIC brings benefits to the whole organization
• DMAIC requires a variety of new roles across the
organization (from practitioners to sponsors)
• Nestlé will progressively build DMAIC capability before
becoming self-sufficient

20. Introduction to DMAIC
21
The essence of
Six Sigma

21. Introduction to DMAIC
22
Brief History of DMAIC
1979 - Motorola quality imperative “roots of Six Sigma”
1981 - Motorola challenge to improve 10 fold in 5 years
1988 - Motorola wins Malcolm Baldrige Quality Award
1991 - Motorola Six Sigma Research Institute established
1992 - Motorola, Texas Instruments, IBM, Kodak, and others initiated
efforts to develop the 6σ Black Belt program
1995 - GE mandates Six Sigma rollout; estimates current performance
at 3.0 Sigma
1997 - GE invests $250M to train 4,000 Black Belts and 60,000
Green Belts out of workforce of 222,000; recoups $300M same
year
1998 - GE calculates Six Sigma payoff at $1.25B
• Mikel J. Harry is called the father of Six
Sigma

22. Introduction to DMAIC
23
Who uses DMAIC - Six Sigma...in India
• Whirlpool
• LG Electronics
• Samsung
• GE Group
• Samtel
• Phillips
• Maruti
• TVS Group
• Delphi
• TATA Steel
• Wipro
• Escotel
• Crompton Greaves
• Motorola
• DHL
• Asian Paints
• Honeywell
• VIP Industries
• Escorts Hospital
• Jubliant
• Agilent Tech
• Citibank
• AMEX
• ICICI
• Hindustan Times
• Accenture
• HCL
• Daksh
• Vertex
• Patni
• Infosys
• Airtel
…. Now it is Nestle too !!

23. Module 1.3: Identifying the Customers
What You Can Learn: The Kano Model
Delighters
M
ore
Is
B
etter
Must Be
Delight
Neutral
Dissatisfaction
CustomerSatisfaction
Degree of
Achievement
FulfilledAbsent
ΤΙΜ
Ε
“Hygiene Factors”
Taken for granted
Basic
Spoken
Measurable
Range of Fulfillment
Unexpected
Unknown

24. Module 1.3: Identifying the Customers
The Kano Model and VOC
• Must Be characteristics:
• Generally taken for granted
• Unless they are absent;
fix these first
• More Is Better:
• Additional features customers
would appreciate
• Delighters:
• Generally not mentioned, since
customers are not dissatisfied with their absence
• The primary objective of the Kano model is to capture the most important
customer requirements from the customer’s perspective
• By working on the critical requirements, you will keep your project focused and
increase your chances of success
• Anything below customer specification is defect and above is quality
Delighters
M
ore
Is
Better
Must Be
Delight
Neutral
Dissatisfaction
CustomerSatisfaction
Degree of
Achievement
FulfilledAbsent
Resigned
to Reality
Pleased
Not
Pleased
Taken for
Granted

25. Introduction to DMAIC
26
What is Quality?
Non conformance to customer
specification
“ …conformance to the agreed
customer specifications and
requirements...”
Quality & Defect
What is Defect?

26. Introduction to DMAIC
27
Would you use this cannon to shoot a fly?
We need to use the most cost effective tool to make the
a sustainable impact….
No…

27. Introduction to DMAIC
28
What is DMAIC?
• A Measurement SystemA Measurement System
• A Problem-Solving ApproachA Problem-Solving Approach
• A Disciplined Change ProcessA Disciplined Change Process
““THE SIX SIGMA BREAKTHROUGH STRATEGY”THE SIX SIGMA BREAKTHROUGH STRATEGY”
MMeasureeasure AAnalyzenalyze IImprovemprove CControlontrolDDefineefine

28. Introduction to DMAIC
29
Why 99.7% is Not Good Enough?
3 Sigma Process3 Sigma Process
Less than 38 newborn babies accidentally
dropped by doctors and nurses each year
No electricity for 9 minutes in 5 years
One short or long landing every two years
2 railway accidents per year
1.4 minutes of unsafe water every 5 years
3.4 Defects per Million Products
Less than 38 newborn babies accidentally
dropped by doctors and nurses each year
No electricity for 9 minutes in 5 years
One short or long landing every two years
2 railway accidents per year
1.4 minutes of unsafe water every 5 years
3.4 Defects per Million Products
6 Sigma Process6 Sigma Process
More than 110,000 newborn babies
accidentally dropped by doctors and nurses
each year
No electricity for 85 hours each year
Four short or long landings per day
16 railway accidents per day
16 minutes per week of unsafe water supply
66807 Defects per Million Products
More than 110,000 newborn babies
accidentally dropped by doctors and nurses
each year
No electricity for 85 hours each year
Four short or long landings per day
16 railway accidents per day
16 minutes per week of unsafe water supply
66807 Defects per Million Products

29. Introduction to DMAIC
30
What's Six Sigma?

30. Introduction to DMAIC
31
Average
River
Depth - 5ft
Focus on Average can turn any business “Red”Focus on Average can turn any business “Red”
Mean
12
Feet
6 Feet

31. What causes Defects?What causes Defects?
VVaarriiaattionion

32. Introduction to DMAIC
33
Count the number of times the 6th letter
of the alphabet appears in the following text:
The necessity of training farm hands for the first
class farms in the fatherly handling of farm live
stock is foremost in the eyes of the farm owners.
Since the forefathers of the farm owners trained the
farm hands for first class farms in the fatherly
handling of farm live stock, the farm owners felt
they should carry on with the family tradition of
training farm hands of the first class farmers in the
fatherly handling of farm live stock because they
believe it is the basis of good fundamental farm
management.
How Variation Occurs

33. Introduction to DMAIC
34
What Does “Sigma” Tell Us?
Process Sigma (or σ) is a statistical term that represents how much variation
there is in a process relative to customer specifications
Sony Automation – Paper Blow

34. Introduction to DMAIC
36
Target
Weight
X XXX X XX XX
XX
X
X
X
XX
X
X
X
X
X
X
X
X
X
XX
X
X
X
XX X
XX
XXX
X X
X
X
X
Every Human Activity Has Variability...
Customer
Specification
defectsdefects
Understanding Variability & Customer specification Is The Essence of
Six Sigma
Concept of Variability
USL
Customer
Specification
LSL

35. Introduction to DMAIC
37
Mean
Customer
Specification
Mean Customer
Specification
1σ
2σ
3 σ
A 3σ process because 3 standard deviations
fit between target and spec
3σ
6.6% Defects
Before
1σ
2σ
3σ
4σ
5σ
6σ
After
6σ !
No Defects!
Reducing Variability Is The Key To Six Sigma
What is Six Sigma

36. Introduction to DMAIC
38
Area under the curve

37. Introduction to DMAIC
39
DPMO – Know your Sigma
• A product has five areas where defect can occur we produced 30 Products with
a total of 15 defects. What is the DPMO?
Sigma DPMO YIELD Sigma DPMO YIELD
6 3.4 99.99966% 2.9 80,757 91.9%
5.9 5.4 99.99946% 2.8 96,801 90.3%
5.8 8.5 99.99915% 2.7 115,070 88.5%
5.7 13 99.99866% 2.6 135,666 86.4%
5.6 21 99.9979% 2.5 158,655 84.1%
5.5 32 99.9968% 2.4 184,060 81.6%
5.4 48 99.9952% 2.3 211,855 78.8%
5.3 72 99.9928% 2.2 241,964 75.8%
5.2 108 99.9892% 2.1 274,253 72.6%
5.1 159 99.984% 2 308,538 69.1%
5 233 99.977% 1.9 344,578 65.5%
4.9 337 99.966% 1.8 382,089 61.8%
4.8 483 99.952% 1.7 420,740 57.9%
4.7 687 99.931% 1.6 460,172 54.0%
4.6 968 99.90% 1.5 500,000 50.0%
4.5 1,350 99.87% 1.4 539,828 46.0%
4.4 1,866 99.81% 1.3 579,260 42.1%
4.3 2,555 99.74% 1.2 617,911 38.2%
4.2 3,467 99.65% 1.1 655,422 34.5%
4.1 4,661 99.53% 1 691,462 30.9%
• DPU = 15/(30*5) = 0.1
• DPMO = 0.1*1000000 = 100000
• Sigma from table = 2.75
• Also Yield = 90.0%

38. Introduction to DMAIC
40
Consider the example of Delivery Time
of two Supplier.
• Delta Services has a mean of 5.2 Days
• Omega has a mean of 5.7 Days
• Target Mean is 5.5 days
S.No Delta Services Omega Services
1 2 4
2 9 6
3 2 3
4 9 6
5 2 6
6 4 8
7 11 5
8 3 7
9 2 5
10 8 7
Average 5.2 5.7
Delivery time of two supplier in days
Which one is Better ????
and Why ????
SD 3.61 1.49
Six Sigma focuses on reducing Variations in Processes
Customer Feels the Variation and
Omega is Consistent.
Variation

39. Introduction to DMAIC
4141
μ
USLUSL
T
μ
USLUSL
T
USLUSL
T
μ
Precise but not Accurate
Accurate but not Precise
Accurate and PreciseShift towards
Target
Reduce
Variation
• Shift towards Target
• Reduce variation
6 3.4
5 233
4 6,210
3 66,807
2 308,537
σ PPM
DMAIC Objective
Objective of DMAIC

40. Introduction to DMAIC
42
Overview of DMAIC
1
2
3
4
5
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL

41. 43
Introduction to DMAIC
43
DEFINE
MEASURE
ANALYZE
CONTROL
DEFINE:
• Problem
• SIPOC
• VOC
• Root-cause investigation
• Test (verify) causes
• Analyze map
• Standardize process
• Train personnel
• Monitor performance
Solutions:
• Set criteria
• Develop
• Select
• Anticipate failure mode
IMPROVE
Data:
• Collect
• Plot
• Analyze
• Map process
Implementation:
• Plan
• Implement
• Human side
The DMAIC Process

42. Introduction to DMAIC
DEFINE Road Map
Need
Customer
drivers CTQs
Who What When

43. Introduction to DMAIC
45
SIPOC
S I
P
O C
Suppliers Inputs
Process
Outputs Customers
Process Boundary
33
44
5511 22
S I
P
O C
Suppliers Inputs
Process
Outputs Customers
Process Boundary
33
44
5511 22
 High Level Process map from Customer Perspective

44. Introduction to DMAIC
46
ScrapScrap
90%90%
Customer QualityCustomer Quality
ReworkRework
Hidden Factory
NOT
OK
Yield After
Inspection or Test
OperationOperationInputsInputs InspectInspect First TimeFirst Time
YieldYield =
OK
RTY is 66%RTY is 66%
Process
1 2 3
Rolled Yield 81 % 73 %
4
66 %
Final Test
=
90%90%
YieldYield
90%90%
YieldYield
90%90%
YieldYield
90%90%
YieldYield
90%90%
YieldYield
Rolled Yield Versus First Time Yield

45. Introduction to DMAIC
47
Why Measure?
Is it advisable to attack a problem
without measuring it?
Thus it’s advisable to:
• Develop Data Collection plan
• Validate Measurement System
• Data Collection
What gets measured gets done …

46. Introduction to DMAIC
MEASURE Road Map

47. Introduction to DMAIC
49
Operational Definition
An operational definition is a precise description that
tells you how to get A value for the characteristic you
are trying to measure. It includes what something is and
how to measure it.
To remove ambiguity
• Everyone has the same understanding
To provide a clear way to measure the characteristics
• Identifies what to measure
• Identifies how to measure
• Makes sure that no matter who does the
measuring, the results are essentially the same
Definition
Purpose

48. Introduction to DMAIC
50
Sampling

49. Introduction to DMAIC
51
Types of Sampling

50. Introduction to DMAIC
52
Sampling
• Develop data collection plan and collect data…

51. Introduction to DMAIC
53
Example: On-Time Delivery
• This company was having
trouble delivering products due
to delays in receiving materials
from their suppliers
• Data from the past 40 weeks on
delivery dates from their two
main suppliers is on the right
• Based on this frequency
plot, which supplier would
you recommend?
Note: A negative number indicates
that the delivery was early
Supplier A
40 Deliveries
­0.5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5 Supplier B
40 Deliveries
Days from
Target

52. Introduction to DMAIC
54
• Now look at the time plot of the same data shown previously
on the frequency plots
• What is your interpretation now that you’ve seen time and
frequency plots? Which supplier would you recommend using?
Time Plot of Suppliers A and B — Late Deliveries
(40 weekly deliveries each)
­0.5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39
= Supplier A
= Supplier B
Example: On-Time Delivery, cont.

53. Introduction to DMAIC
55
Analyze – with proper tools
Support different situations by specific tools

54. Introduction to DMAIC
ANALYZE Road Map

55. Introduction to DMAIC
57
Identify Causes of Variation
Tools for Identification of causes of Variation :
• Process MapProcess Map
• Fish Bone AnalysisFish Bone Analysis
• ParetoPareto
• 5 Why5 Why
• Control/ImpactControl/Impact

56. Introduction to DMAIC
58
Focus of Six Sigma
x

57. Introduction to DMAIC
59
Process Map Analysis
• Steps That Are Essential Because They Physically Change The Product/Service.
• The Customer Is Willing To Pay For Them And Are Done Right The First Time.
• Steps That Are Considered Non-Essential To Produce And Deliver The Product Or
Service To Meet The Customer’s Needs And Requirements.
• Customer Is Not Willing To Pay For Step.
VA
NVA
Stage 1 Stage 2
Stage 3 Stage 4
Stage 5 Stage 6 Stage 7
Reduce or Eliminate
Analyzing Process Map helps in identification of steps
Value Adding
Non-Value adding

58. Introduction to DMAIC
60
Fish Bone Analysis
• Also called Cause & Effect Diagram or Ishikawa Diagram
• Used to identify Possible Causes
• Uses the concept of Brainstorming to generate ideas
Effect
MachineMan
Material Method

59. Module 2.3: Data Analysis II: Looking for Patterns Not Related to Time
The Pareto Principle
• The Pareto principle is often described by the “80/20 rule,”
which says that, in many situations, roughly 80% of the
problems are caused by only 20% of the contributors
• The Pareto principle implies that
we can frequently solve a problem
by identifying and attacking its
“vital few” sources

60. Module 2.3: Data Analysis II: Looking for Patterns Not Related to Time
Examples of Pareto Charts
0
10
20
30
40
50
60
70
SchedMntnc
HardwareFailure
Upgrades
SoftwareBugs
PowerOutages
Unexplained
Reason
Computer Downtime
August 1–31
0
10
20
30
40
50
60
70
80
90
100
PercentofTotal
Count
Percent
Reasons
Count
32.8 17.1 13.0 12.9 10.7 10.3 3.1
Cum % 32.8 49.9
76.10
62.9 75.8 86.6 96.9 100.0
39.70 30.20 30.00 24.90 24.00 7.18
Percent
O
ther
SPLICE
M
ISSING
M
/C
START
&
STOP
DE
LAM
INATE
PHOTOCELL
AUTO
TUNE
OVERLAP
ROLL
CHANGING
250
200
150
100
50
0
100
80
60
40
20
0
Pareto Chart For Laminate Losses
Laminate loss reduction on TOPACK line
Y= f(x1,x2,x3…)

61. Introduction to DMAIC
IMPROVE Road Map

62. Introduction to DMAIC
64
Once the Root Causes have been identified, it becomes easy to build solutions around
these causes. The project team should get together to build self sustaining solutions.
Improve
• Automations – Elimination of Human intervention
• Mistake Proofing – Prevent Errors from happening
Home
Automated thermostat controls
Iron shutoff switches
Ground fault circuit breakers in bathroom
Tamper proof packaging on consumer products
Plastic covers for the electrical outlets
Office
Lock-out / tag-out maintenance procedures
Barcoding-
Dual palm button machinery

63. Introduction to DMAIC
65
Mistake Proofing
The Problem:
Automobiles are crossing the
train tracks and getting hit by
a train.
The “ C ” Fix:
Place flashing cross signs at
the crossing to alert vehicles.
Dilemma: Vehicles are alerted
of oncoming trains but can still
cross. Problem not solved.

64. Introduction to DMAIC
66
The “ B ” Fix:
Place cross gates at crossing to
further deter crossing of vehicles.
Dilemma: Vehicles are alerted and
have limited crossing ability;
however does not prevent those who
arbitrarily want to cross. Problem
detered but not solved.
The “ A ” Fix:
Build overpass for vehicles to cross
train tracks without incident.
Dilemma: None. Problem solved.
Mistake Proofing

65. Introduction to DMAIC
67
Fail-safing Connection to the FMEA
Process
Step/Input
Potential Failure Mode Potential Failure Effects
S
E
V
Potential Causes
O
C
C
Current Controls
D
E
T
R
P
N
Actions
Recommended
What is the
process step/
Input under
investigation?
In what ways does the Key
Input go wrong?
What is the impact on the Key
Output Variables (Customer
Requirements) or internal
requirements?
HowSevereisthe
effecttothe
cusotmer?
What causes the Key Input to
go wrong?
Howoftendoescause
orFMoccur?
What are the existing controls and
procedures (inspection and test)
that prevent eith the cause or the
Failure Mode? Should include an
SOP number.
Howwellcanyou
detectcauseorFM?
What are the actions
for reducing the
occurrance of the
Cause, or improving
detection? Should
have actions only on
high RPN's or easy
fixes.
0
0
0
Good Failsafing devices drive down
occurrence and detection rankings

66. Introduction to DMAIC
68
Fail-safing Connection to the FMEA
Function
Part/Process
Failure Mode
Effects
Causes
Controls
Severity
(1-10)
Occurrence
(1-10)
Detectability
(1-10)
RPN
Risk Priority Number
RPN = S x O x D = 1 to 1000
RPN
Risk Priority Number
RPN = S x O x D = 1 to 1000
How it Works

67. Introduction to DMAIC
CONTROL Road Map

68. Introduction to DMAIC
70
Control Phase
0.20
0.25
0.30
0.35
0.40
0.45
0.50
0.55
0.60
Average
Lower Control Limit (LCL)
Upper Control Limit (UCL)
Day1
Day2
Day3
Day4
Day5
Day6
Day7
Day9
Day10
Day11
Day8
Measurement,
# of Defectives,
etc..
A Control Chart is simply a Run Chart with a statistically determined upper
control limit (UCL) and lower control limit (LCL) drawn on either side of the
process average. The normal variation in the process is used to calculate the
control limits.
Process Noise (Common Cause)
Process Signal (Special Cause)
Process Noise (Common Cause)
Process Signal (Special Cause)
A process is said to be in statistical control when
only common causes of variation are present.
Control Charts

69. Introduction to DMAIC
71
Now count the number of times the 6th letter
of the alphabet appears in the following text:
The necessity in training hired hands in the
strange handling of valuable live stock in premier
operations is a priority in the eyes of the operations
owners. Since the ancestors of the owners trained
the hired hands in premier operations in the strange
handling of valuable live stock, the operations
owners thought they should carry on with the happy
tradition of training hired hands in the premier
operations in the strange handling of valuable live
stock because they believe it is the basis of good
basic operations management.
The Inspection Exercise

70. Thank You!!!
DMAIC is a journey
Not a destination….

71. Introduction to DMAIC
73

72. Introduction to DMAIC
74
Mistake Proofing
PREDICTION/PREVENTION
Some cameras will
not function when
there is not enough
light to take a picture.
DETECTION
Some laundry dryers have a device
that shuts them down when
overheating is detected.