How can improvement be achieved? Improvement stimulation emanates from an inquisitive mind wanting to work out what exactly makes things tick.
The objective of the Six Sigma DMAIC Improve phase would be to determine potential solutions to the problem, identified by the project, that it intends to resolve. A method to use would involve brainstorming possible solutions. Any solutions selected would need to be tested and the results evaluated to ascertain the most appropriate solution to be implemented. A pilot test of the chosen solution could be conducted to verify process outcomes and results prior to full scale implementation of the project improvements.
In the first phase of Improve it's necessary to include the individuals who are involved with performing the procedure. Their input regarding possible developments is essential, and this step shouldn't be finished by the project team on their own. The truth is, it's wise to keep communications with those working on the procedure during any Six Sigma quality enhancement undertaking.
Various techniques are used in brainstorming possible alternatives to counteract the root cause(s) determined in Analyse. Motivating individuals to suppositions and rules, prohibit excuses and thinking like little kids can be quite powerful. For those who favor a more organized brainstorming work out, specific techniques are usable, but frequently participants are easily capable of generating a large list of thoughts independently.
It's significant throughout this stage that suggestions not be judged nor removed. Even an unconventional idea that couldn't be executed as first proposed may lead to an associated idea that could be the ideal option. Much like other facets in a Six Sigma project, suppositions about what can or cannot be achieved shouldn't be accepted without proof.
As in the previous step, it's advisable to include the people that work on the procedure that's being enhanced, to be involved in the conclusions regarding which possible developments to execute. With their assistance, the project team can create standards for assessing the planned developments objectively. Criteria will typically contain a time line for execution, monetary considerations, the degree that root causes will likely be counteracted and the probable ease of execution. Some teams give consideration to other variables such as the buy in that currently exists for each potential change.
Not all requirements equally created, so the team might want to weight each standard before assessing the suggested solutions against one another. Tools to help with the assessment can include a Pugh matrix and a priority matrix, each of which use fundamental computations and evaluations to compare the options against one another or against a known standard. Sometimes a computer generated model or some other simulation could be valuable in the assessment procedure.
The aim of this step would be to ascertain the best options to execute using objective means, instead of making a commitment based on presumptions or requirements. This is a typical theme found in Six Sigma methodology.
Preparing the implementation is mostly a matter of fundamental project management. Teams must prepare the budget and timeline of the execution, decide roles and duties, and assign and monitor jobs. Tools for preparation include Gantt charts, scheduling grids and flow charts. A deployment flow chart can be made for the implementation procedure itself, along with the new procedure which would be followed as an consequence of any improvements being made.
A data collection strategy should be developed associated with the one utilised throughout the Measure phase, and the exact same information should be collated. After the information is gathered the team will examine the pre and post info to ascertain if the essential metrics show positive progress.
It is good to use Failure Modes and Effects Analysis (FMEA) prior to implementing any improvement to recognize and tackle possible issues that could occur using the improved procedure. Using this tool, teams can list threats and possible problems, and estimates the chance and severity of all of them. Subsequently the most crucial are determined and the team creates a strategy for reducing each risk.
One facet of carrying out improvements that is frequently overlooked is the effect of changes made on the individuals who are associated with and impacted by the procedure. Fundamental change management processes should be adopted to make things easier: communicating, seeking inputs, and ensuring the required degree of dedication from key stakeholders.
Throughout the course of the implementation, the team should track the process and react to address any problems that appear. Additionally, the information should be reviewed occasionally to ensure that proper data collection processes are being adopted.
For many DMAIC projects, it's best suited to pilot the improvement before continuing to a complete roll-out. Most common piloting methods comprise either making changes in just one group or area or making adjustments for a small period of time. Moreover, the team can obtain insights to enable a more robust implementation during the complete roll out.
Whether valuing the pilot test results or the total roll out results, many different techniques are essential for evaluating the extent of improvements. Maybe the most significant is a recalculation of the process sigma, to ensure it can be equated to the baseline process sigma created previously.
Also common are Pareto charts or frequency plots to show pre and post data and are the trademark tool of DMAIC development endeavors, control charts are regularly used to display the decrease in variation and increase in performance. Both pre and post information are shown on the very same chart, and control limits are depicted and calculated independently for the 2 stages. In all instances, statistical evaluations are commonly used in as well as graphs and charts. Precisely the same evaluations which were used in Analyse may be used in the Improve phase; regression, chi square testing and ANOVA, are typical.
After the Improve phase has come to an end, the project team have illustrated that the implemented solutions do in fact resolve the defined root causes and therefore bring about substantial improvements to the Critical to Quality metrics. The new system or process is established and now the team is prepared to create a strategy to keep the gains and move on to the Control phase.
What are the techniques used to create strategies for prospective solutions?
What evaluation and assessment techniques are employed to further qualify and develop possible solutions?
What assessment considerations were applied to choose a suggested solution?
Will suggested solutions deal with all the defined root causes, especially the most critical ones?
Were the chosen solutions approved by the key Stakeholders and Project Sponsor? Has a solution consent been obtained before implementation go ahead?
Was a pilot of the solution run to thoroughly test the chosen solution? Did the pilot teach anything? If so, were any changes made to the solution?
Has the Six Sigma team gained proof that the initial problems' root causes have been resolved while running the pilot? What're the anticipated rewards and benefits?
Have the team evaluated all possible problems and unintentional outcomes (FMEA) of the solutions and established preventative and backup measures to tackle them?
Has the recommended solution been recorded and documented, along with process contributors, their job descriptions and where appropriate, their committed time for process support?
Has an implementation plan been developed by the Six Sigma team? What's the plans' status?
Have all the relevant people been told of the changes?
Have any more ‘Quick Wins’ been identified by the Six Sigma team ?
Does the Project Charter need modifying because of anything learned? If it has then have the Key Stakeholders and Project Sponsor given their authorisation?
Have any more identified risks to the success of the project been included in a Risk Mitigation Plan?