LSSWB#04 DMAIC - Improvement - Essential
LSSWB#04 DMAIC - Improvement - Essential
LSSWB#04 DMAIC - Improvement - Essential
Principes Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
Principes Fondamentaux
www.pm-coaching.org
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
Principes Fondamentaux
www.pm-coaching.org
• DMAIC, WHY & WHEN ?
PROJETS de TRANSFORMATION
PPS – KAIZEN - DMAIC BUSINESS PROCESS REENGINEERING
PDCA
TEMPS
www.pm-coaching.org
• DMAIC, WHY & WHEN ?
GREEN GREEN
BELT BELT
BLACK BLACK
BELT BELT
PERFORMANCE
TEMPS
www.pm-coaching.org
DMAIC
Principes Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
Principes Fondamentaux
www.pm-coaching.org
• DMAIC, PROCESS, METHODS & TOOLS
1 2 3 4 5
Define Measure Analyze Improve Control
5 Etapes
§ POURQUOI LE
§ QUELLE EST LA § COMMENT ASSURER DE
PROCESSES N’EST PAS § QUELLES SONT LES
§ QUEL EST LE PROBLEME? SITUATION ACTUELLE? LA PERENITE DE LA
FIABLE? SOLUTIONS?
§ QUELS SONT SES § QUEL EST LE PROCESSUS SOLUTION?
§ QUELLES SONT LES § COMMENT TESTER LES
IMPACTS? IMPLIQUE? § COMMENT CONTROLER
CAUSES & LES CAUSES SOLUTIONS?
§ COMMENT MESURER? LA STABILITE?
RACINES?
§ Représentation
§ Périmètre
Livrables
A B C D
www.pm-coaching.org
• DMAIC, PROCESS, METHODS & TOOLS
1 2 3 4 5
Define Measure Analyze Improve Control
5 Etapes
§ POURQUOI LE
§ QUELLE EST LA § COMMENT ASSURER DE
PROCESSES N’EST PAS § QUELLES SONT LES
§ QUEL EST LE PROBLEME? SITUATION ACTUELLE? LA PERENITE DE LA
FIABLE? SOLUTIONS?
§ QUELS SONT SES § QUEL EST LE PROCESSUS SOLUTION?
§ QUELLES SONT LES § COMMENT TESTER LES
IMPACTS? IMPLIQUE? § COMMENT CONTROLER
CAUSES & LES CAUSES SOLUTIONS?
§ COMMENT MESURER? LA STABILITE?
RACINES?
§ SIPOC
§ SIPOC
Methods
VSM
& Tools
§
§ VOC § Ishikawa § Visual Management § Control Plan
§ 5S Analysis
§ 5W & 2H - QQOQCCP § 5 Why Tree § 5S § Prevention
§ Stakeholder Analysis
§ IS IS-NOT § Correlation Chart § KAIZEN § SPC
§ Spaghetti Chart
§ PROJECT CHARTER
§ PARETO
Gates
A B C D
www.pm-coaching.org
• DMAIC, PROCESS, METHODS & TOOLS
1 2 3 4 5
Define Measure Analyze Improve Control
5 Etapes
§ POURQUOI LE
§ QUELLE EST LA § COMMENT ASSURER DE
PROCESSES N’EST PAS § QUELLES SONT LES
§ QUEL EST LE PROBLEME? SITUATION ACTUELLE? LA PERENITE DE LA
FIABLE? SOLUTIONS?
§ QUELS SONT SES § QUEL EST LE PROCESSUS SOLUTION?
§ QUELLES SONT LES § COMMENT TESTER LES
IMPACTS? IMPLIQUE? § COMMENT CONTROLER
CAUSES & LES CAUSES SOLUTIONS?
§ COMMENT MESURER? LA STABILITE?
RACINES?
§ SIPOC
§ SIPOC
Methods
VSM
& Tools
§
§ VOC § Ishikawa § Visual Management § Control Plan
§ 5S Analysis
§ 5W & 2H - QQOQCCP § 5 Why Tree § 5S § Prevention
§ Stakeholder Analysis
§ IS IS-NOT § Correlation Chart § KAIZEN § SPC
§ Spaghetti Chart
§ PROJECT CHARTER
§ PARETO
Gates
A B C D
www.pm-coaching.org
• DMAIC & PPS
D0
DEFINE
DEFINE
ALL INPUTS
> 50 INPUTS
CREATE A TEAM
D1
MEASURE
MEASURE
DEFINE THE PROBLEM
D2
50%
ELIMINATED
CONTAIN THE PROBLEM
D3
ANALYZE
ANALYZE
SCREENING
D4
< 10 INPUTS
D5
IMPROVE
IMPROVE
PREVENTIVE ACTIONS
CRITICAL
3 INPUTS TEST & IMPLEMENT
D6
CORRECTIVE ACTIONS
CONTROL
D7
PREVENTIVE ACTIONS
Root
Cause
RECOGNIZE TEAM
D8
• Le PPS permet de manager la complexité d’un problème en identifiant toutes les causes potentielles
• Le PPS permet de se focaliser uniquement sur l’origine de la cause du problème (Root Cause)
www.pm-coaching.org
• DMAIC & PPS
JIDOKA CONCEPT
PROBLEM DETECTION
1
HIGHEST QUALITY – LOWEST COST - SHORTEST LEAD TIME
DEVIATION FROM THE NORMAL
2
JUST IN TIME HIGH QUALITY JIDOKA WORKFLOW
• DETECT ANOMALY
3
• OPERATE WITH THE • MUDI – MURI – MURA • STOP & RESPOND THE LINE IS STOPPED
MINIMUM RERSSOURCE • PROCESS • MAN – MACHINES
REQUIRED • METHODS HARMONIZATION
4
ROOT CAUSE
ELIMINATION
5
HEIJUNKA STANDARDIZED WORK KAIZEN IMPROVEMENT & STANDARDIZATION
STABILITY
www.pm-coaching.org
DMAIC
Principes Fondamentaux
• DMAIC, WHY & WHEN ?
• DMAIC, PROCESS, METHODS & TOOLS incl. PPS
Principes Fondamentaux
www.pm-coaching.org
• DMAIC – DEFINE PHASE
1 2 3 4 5
Define Measure Analyze Improve Control
5 Etapes
§ POURQUOI LE
§ QUELLE EST LA § COMMENT ASSURER DE
PROCESSES N’EST PAS § QUELLES SONT LES
§ QUEL EST LE PROBLEME? SITUATION ACTUELLE? LA PERENITE DE LA
FIABLE? SOLUTIONS?
§ QUELS SONT SES § QUEL EST LE PROCESSUS SOLUTION?
§ QUELLES SONT LES § COMMENT TESTER LES
IMPACTS? IMPLIQUE? § COMMENT CONTROLER
CAUSES & LES CAUSES SOLUTIONS?
§ COMMENT MESURER? LA STABILITE?
RACINES?
§ PARETO
§ SIPOC § Ishikawa
Methods
§ § §
§ VOC § 5 Why Tree
§ VSM § 5S § Prevention
§ 5W & 2H § FMEA
§ 5S Analysis § KAIZEN § SPC
§ IS IS-NOT § PFMEA
§ Stakeholder Analysis § FMEA § FMEA
§ PROJECT CHARTER § Correlation Chart
§ Spaghetti Chart
Gates
A B C D
www.pm-coaching.org
• DMAIC – DEFINE PHASE
Start End
§ Project Charter
§ Stakeholder Mapping
VOC – CTQ - QUALITY
D
DELIVERABLES §
§ SIPOC
§ RISKS
§ Communication Plan
www.pm-coaching.org
• DMAIC – DEFINE PHASE
Start End
Project Plan
Milestones PLM Maturity Date
QUALITATIVE BENEFITS
Initiating
Business need
Planning
Executing
Closing
Estimated Cost
Project scope (IS / IS NOT) QUANTITATIVE BENEFITS Cost PLM Maturity Budget
IS: Initiating
Planning
Executing
IS NOT
Closing
Estimated Benefits
METRICS MSA VALIDATION
Sponsor Target PLM Maturity Confirmed
Initiating
Project Leader
Planning
PMO
Executing
Finance Closing
www.pm-coaching.org
• DMAIC – MEASURE PHASE
1 2 3 4 5
Define Measure Analyze Improve Control
5 Etapes
§ POURQUOI LE
§ QUELLE EST LA § COMMENT ASSURER DE
PROCESSES N’EST PAS § QUELLES SONT LES
§ QUEL EST LE PROBLEME? SITUATION ACTUELLE? LA PERENITE DE LA
FIABLE? SOLUTIONS?
§ QUELS SONT SES § QUEL EST LE PROCESSUS SOLUTION?
§ QUELLES SONT LES § COMMENT TESTER LES
IMPACTS? IMPLIQUE? § COMMENT CONTROLER
CAUSES & LES CAUSES SOLUTIONS?
§ COMMENT MESURER? LA STABILITE?
RACINES?
§ PARETO
§ SIPOC § Ishikawa
Methods
§ § §
§ VOC § 5 Why Tree
§ VSM § 5S § Prevention
§ 5W & 2H - QQOQCCP § FMEA
§ 5S Analysis § KAIZEN § SPC
§ IS IS-NOT § PFMEA
§ Stakeholder Analysis § FMEA § FMEA
§ PROJECT CHARTER § Correlation Chart
§ Spaghetti Chart
Gates
A B C D
www.pm-coaching.org
• DMAIC – MEASURE PHASE
Start End
§ Process AS-IS
§ Data Collection Plan
§ MSA
DELIVERABLES
D § Graphical Analysis System
§ Process Performances & Capability
§ Quick Wins
www.pm-coaching.org
• DMAIC – MEASURE PHASE
Start End
www.pm-coaching.org
• DMAIC – ANALYSE PHASE
1 2 3 4 5
Define Measure Analyze Improve Control
5 Etapes
§ POURQUOI LE
§ QUELLE EST LA § COMMENT ASSURER DE
PROCESSES N’EST PAS § QUELLES SONT LES
§ QUEL EST LE PROBLEME? SITUATION ACTUELLE? LA PERENITE DE LA
FIABLE? SOLUTIONS?
§ QUELS SONT SES § QUEL EST LE PROCESSUS SOLUTION?
§ QUELLES SONT LES § COMMENT TESTER LES
IMPACTS? IMPLIQUE? § COMMENT CONTROLER
CAUSES & LES CAUSES SOLUTIONS?
§ COMMENT MESURER? LA STABILITE?
RACINES?
§ PARETO
§ SIPOC § Ishikawa
Methods
§ § §
§ VOC § 5 Why Tree
§ VSM § 5S § Prevention
§ 5W & 2H - QQOQCCP § FMEA
§ 5S Analysis § KAIZEN § SPC
§ IS IS-NOT § PFMEA
§ Stakeholder Analysis § FMEA § FMEA
§ PROJECT CHARTER § Correlation Chart
§ Spaghetti Chart
Gates
A B C D
www.pm-coaching.org
• DMAIC – ANALYSE PHASE
Start End
§ Process Performances
§ Process Variations
§ Process Wastes
DELIVERABLES D § Potential Causes List
§ Root Cause Confirmation
§ Process TO-BE
www.pm-coaching.org
• DMAIC – ANALYSE PHASE
Start End
www.pm-coaching.org
• DMAIC – IMPROVE PHASE
1 2 3 4 5
Define Measure Analyze Improve Control
5 Etapes
§ POURQUOI LE
§ QUELLE EST LA § COMMENT ASSURER DE
PROCESSES N’EST PAS § QUELLES SONT LES
§ QUEL EST LE PROBLEME? SITUATION ACTUELLE? LA PERENITE DE LA
FIABLE? SOLUTIONS?
§ QUELS SONT SES § QUEL EST LE PROCESSUS SOLUTION?
§ QUELLES SONT LES § COMMENT TESTER LES
IMPACTS? IMPLIQUE? § COMMENT CONTROLER
CAUSES & LES CAUSES SOLUTIONS?
§ COMMENT MESURER? LA STABILITE?
RACINES?
§ PARETO
§ SIPOC § Ishikawa
Methods
§ § §
§ VOC § 5 Why Tree
§ VSM § 5S § Prevention
§ 5W & 2H - QQOQCCP § FMEA
§ 5S Analysis § KAIZEN § SPC
§ IS IS-NOT § PFMEA
§ Stakeholder Analysis § FMEA § FMEA
§ PROJECT CHARTER § Correlation Chart
§ Spaghetti Chart
Gates
A B C D
www.pm-coaching.org
• DMAIC – IMPROVE PHASE
Start End
§ Solution Prioritization
§ Solution Risks
§ Solution Pilot
DELIVERABLES D § Solution Implementation Plan
§ Final Process TO-BE
§ Change & Communication Plan
TOOL BOX T §
§
Lean Tool Box (5S, Kaizen, Poka Yoke…)
FMEA - PFMEA
§ VSM – 7 Wastes – VA & NVA
www.pm-coaching.org
• DMAIC – IMPROVE PHASE
Start End
IMPLEMENTATION
GO – NO GO DECISION
FINALPROCESS TO-BE
www.pm-coaching.org
• DMAIC – CONTROL PHASE
1 2 3 4 5
Define Measure Analyze Improve Control
5 Etapes
§ POURQUOI LE
§ QUELLE EST LA § COMMENT ASSURER DE
PROCESSES N’EST PAS § QUELLES SONT LES
§ QUEL EST LE PROBLEME? SITUATION ACTUELLE? LA PERENITE DE LA
FIABLE? SOLUTIONS?
§ QUELS SONT SES § QUEL EST LE PROCESSUS SOLUTION?
§ QUELLES SONT LES § COMMENT TESTER LES
IMPACTS? IMPLIQUE? § COMMENT CONTROLER
CAUSES & LES CAUSES SOLUTIONS?
§ COMMENT MESURER? LA STABILITE?
RACINES?
§ PARETO
§ SIPOC § Ishikawa
Methods
§ § §
§ VOC § 5 Why Tree
§ VSM § 5S § Prevention
§ 5W & 2H - QQOQCCP § FMEA
§ 5S Analysis § KAIZEN § SPC
§ IS IS-NOT § PFMEA
§ Stakeholder Analysis § FMEA § FMEA
§ PROJECT CHARTER § Correlation Chart
§ Spaghetti Chart
Gates
A B C D
www.pm-coaching.org
• DMAIC – CONTROL PHASE
Start End
§ Implement Solutions
Confirm Results
A
§
ACTIVITIES § Implement Control Plan
§ Standardize & Close
§ Solution Performances
§ Control Plan
§ Standardization Plan
DELIVERABLES D § Change & Training Plan
§ Lesson Learnt
§ Project Archived
§ Standardization
TOOL BOX T §
§
Visual Management
SPC
§ Training
www.pm-coaching.org
• DMAIC – CONTROL PHASE
Start End
www.pm-coaching.org
• DMAIC – CONTROL PHASE
Start End