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--- articles:dmaic [2022/06/18 09:24] – [Define:] rrandall
+++ articles:dmaic [2022/11/27 12:30] (current) – [DMAIC - For Improvement] rrandall
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 ====== DMAIC - For Improvement ======
-DMAIC is a FANTASTIC process improvement methodology. While DMAIC had its origins in "Lean", it was an integral part of [[https://www.ge.com/|GE]]'s Six Sigma program during the late '90s. GE saved $12 billion over five years and added $1 to its earnings per share ((Source: GE Investor Relations Annual Reports. General Electric Company. 22 July 2002.))
+DMAIC is a FANTASTIC process improvement methodology. While I've been unable to determine its origin (whether from the Lean concept or Six Sigma approach), it was an integral part of [[https://www.ge.com/|GE]]'s Six Sigma program during the late '90s. GE saved $12 billion over five years and added $1 to its earnings per share ((Source: GE Investor Relations Annual Reports. General Electric Company. 22 July 2002.))
 [[https://asq.org/quality-resources/quality-glossary/d#dmaic|ASQ defines DMAIC]] as:
 <blockquote>**DMAIC:** //A data driven quality strategy for improving processes and an integral part of a Six Sigma quality initiative. DMAIC is an acronym for define, measure, analyze, improve and control.//</blockquote>
-While I generally agree with the above definition, I'd change the phrasing of "//...quality strategy...//" to more correctly describe DMAIC as a "//methodology//", and expand its application to read:
+While I generally agree with the above definition, I'd change the phrasing of "//...quality strategy...//" to more correctly describe DMAIC as a "//methodology//". And while the DMAIC improvement methodology is "an integral part of a Six Sigma quality initiative", I'd delete that language because DMAIC can be used by companies who are not implementing six sigma (or Lean Six Sigma). My simpler definition would read:
-<blockquote>**DMAIC:** //A data-driven __methodology__ for improving processes and an integral part of the __Lean__, Six Sigma and __Lean Six Sigma (LSS)__ quality initiatives. DMAIC is an acronym for define, measure, analyze, improve and control.//</blockquote>
+<blockquote>**DMAIC:** //A data-driven __methodology__ for improving processes. DMAIC is an acronym for define, measure, analyze, improve and control.//</blockquote>
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   - Apollo Root Cause Analysis (Using a "Reality Chart" approach)
-Unfortunately, almost all of the above techniques //assume// that the solution(s) will become obvious through the causal analysis process. It should come as no surprise that the simpler techniques are the most popular… because they can be effective in solving simple problems with few causes and obvious solutions. The true "root cause" for most of these simple problems is poor planning. As the complexity of the problems increases, more sophisticated causal analysis techniques are required. And the solution becomes more evasive.
+Unfortunately, most of the above techniques //assume// that the solution(s) will become obvious through the causal analysis process. It should come as no surprise that the simpler techniques are the most popular… because they can be effective in solving simple problems with few causes and obvious solutions. Psychologically, this provides a large number of "wins"; with little work or knowledge required. Consequently, most quality professionals have chosen to focus on "Causal Analysis"; with the assumption that if the cause is understood, then the solution will be obvious. Perhaps they were focused on Einstein's quote:
-Ultimately, a "problem" is defined as the gap between the current state and the desired state. Most quality professionals have chosen to focus on "Causal Analysis"; with the assumption that if the cause is understood, then the solution will be obvious. Perhaps they were focused on Einstein's quote:
 <blockquote>//"If I had only one hour to save the world, I would spend fifty-five minutes defining the problem, and only five minutes finding the solution." \\
 ~ Albert Einstein//</blockquote>
-Unfortunately, this has often only proven to be true for those problems with relatively simple (obvious) solutions. The issue with focusing on "Causal Analysis" rather than true problem-solving likely relates to a different quote from Einstein:
+However, the larger, true "root cause" for most of these simple problems often eludes many quality professionals. The all-encompassing "root cause" is __poor planning__. The issue with focusing on "Causal Analysis" rather than true problem-solving likely relates to a different quote from Einstein:
 {{ :articles:quote-the-problems-that-exist-in-this-world-can-not-be-solved-by-the-level-of-thinking-that-albert-einstein-52-60-69.jpeg?direct&600 |}}
-At this time, Lean Six Sigma is the leading methodology. However, some companies are integrating variations of TRIZ into Lean Six Sigma in an effort to develop a structued problem-solving methodology.
+As the complexity of the problems increases, more sophisticated causal analysis techniques are required. And the solution becomes more evasive.
 ==== Improve: ====
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 TRIZ is the Russian acronym for "Theoria Resheneyva Isobretatelskehuh Zadach"; which translates into English as the "Theory of Inventive Problem Solving". TRIZ was developed between 1946 and 1985, by Engineer and Scientist Genrich S. Altshuller and his colleagues. The premise of TRIZ is that there are universal principles for innovation. TRIZ identifies and codifies these principles so that they can be used to add structure and standardize the process for innovation.
-Who should be on your improvement team? The below chart (recreated from "[[https://www.triz.co.uk/published-triz-books-ebooks |TRIZ for Engineers - Enabling Inventive Problem Solving]]" - By Karen Gadd of [[https://www.triz.co.uk/|Oxford Creativity]]) reveals that a company can increase the likelihood of an effective solution from 32% to 77% by simply involving external Subject Matter Experts (SMEs) modifying solutions used in similar systems from within the same industry! And an additional 18% of improvements come from SMEs adopting a new application from a different industry.
+=== Who should be on your improvement team? ===
-So, while a Quality Circle would only provide a 32% chance of providing an effective solution to a problem, assembling a team consisting of a representative from Level 1, 2 & 3 (below) AND utilizing TRIZ would increase the chance of identifying an effective solution to 95%!
+The below chart (recreated from "[[https://www.triz.co.uk/published-triz-books-ebooks |TRIZ for Engineers - Enabling Inventive Problem Solving]]" - By Karen Gadd of [[https://www.triz.co.uk/|Oxford Creativity]]) reveals that a company can increase the likelihood of an effective solution from 32% to 77% by simply involving external Subject Matter Experts (SMEs) modifying solutions used in similar systems from within the same industry! And an additional 18% of improvements come from SMEs adopting a new application from a different industry.
+So, while a "Quality Circle" (relying solely on internal resources) would only provide a 32% chance of providing an effective solution to a problem, assembling a team consisting of a representative from Levels 1, 2 & 3 (below) AND utilizing TRIZ would increase the chance of identifying an effective solution to 95%!
 ^  Level  ^  Source of Ideas  ^  Percentage of Problems Solved  ^
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 |  5  | New Science (Typically External) - New inventions based on a (new) scientific effect. |  ≤1%  |
+=== Identifying the Contradictions ===
+One of the first things that TRIZ practitioners learn is that "solutions" include //contradictions// (whether as "trade-offs" or "inherent"). The TRIZ methodology promotes improvement of the system/process towards "ideality" by overcoming the contradictions.
+=== The 40 TRIZ Principles ===
+TRIZ practitioners consult the "40 TRIZ Principles" (below) to assess which one(s) provide possible solutions. Those potential solutions are then evaluated to determine which one comes closest to solving the problem while minimizing the contradiction(s).
 {{ :articles:2048px-40_principles_of_triz_method_720dpi.jpeg?direct&800 |}}
-One of the first things that TRIZ practitioners learn is that "solutions" include //contradictions// (whether as "trade-offs" or "inherent"). The TRIZ methodology promotes improvement of the system/process towards "ideality" by overcoming the contradictions.
+While this section only describes a brief introduction to TRIZ, the "Case Study" below demonstrates how TRIZ "thinking" can facilitate huge improvements. While the case study described provides a solution that would be obvious to many Lean Six Sigma practitioners, it had not been obvious to the company that instituted the change.
 <box 80% round 	#FFFFFF #FFFFFF #1E90FF #FFFFFF>
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  \\
 __Future State:__ \\
-The company applied TRIZ Principle #16 "//Excessive (or Partial) Action//"... reducing both the distance that the product traveled through a process AND the number of times that product was "touched". This was accomplished by creating a single cell in which the entire product was built. All of the needed components and subassemblies were staged around this cell... until installed. The product was not moved until it was ready to be packaged from shipment. \\
+The company applied TRIZ Principle #16 "//Excessive (or Partial) Action//"... reducing both the distance that the product traveled through a process AND the number of times that product was "touched". This was accomplished by creating a single cell in which the entire product was built. All of the needed components and subassemblies were staged around this cell... until installed. The product was not moved until it was ready to be packaged for shipment. \\
  \\
 __Results:__ \\
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 ==== Control: ====
+The entire DMAIC process relies upon users ensuring that controls are developed and put in place to sustain whatever improvements have been realized. These types of controls can take many, multiple forms. For example:
+  * Updating Procedures / Work Instructions (to reflect the changes that produced the improvements);
+  * Updating training materials (to ensure that personnel are trained in the new process);
+  * Instituting periodic "Process Audits" (to ensure that workers are sustaining the new process);
+  * Monitoring the output of that process until management is comfortable that the improvements are being sustained;
+  * Focusing on the changes during internal quality audits (all improvements should be identified as an area of "risk").