Splitting the DMAIC: Unleashing the Power of Continuous Improvement

There is no doubt that the various improvement methods work. Whether it is PDCA or 7-Step problem-solving or A3 or Is Is Not or DMAIC or any other tool, it has been used to great success in many organizations stretching back over decades. But why have some organizations been wildly successful with these and others not?

The reason is that much of today s continuous improvement (CI) training is focused on tools. Training includes days or even weeks working through every possible tool a practitioner of CI might need. But rather than teach people about a set of tools that they might or might not use, why not teach them how to accomplish a specific objective? Why not give them a path for solving a particular type of problem that works most of the time? This way, anyone anywhere can make CI work by splitting the DMAIC.

This book shows four typical paths through the DMAIC process to accomplish four different objectives:
-Reduce variability of a characteristic
-Reduce failures of a machine
-Reduce waste in a process
-Reduce the frequency of a defect

For each path, the following is presented:
-Methodology an overview of the purpose and actual steps through the DMAIC process for that path.
-Step Details a detailed description of each step including specific tools used.
-Checklist a simple one-page sheet that anyone can use as a guide along the path. Think of these as a new app called DMAIC Maps, which helps people get around the DMAIC world the same way Google Maps helps in the real world.

Project selection and team management are also discussed, since the choice of projects is crucial to creating context and therefore success.

Tom Quick works with many large, multinational companies, helping each of their locations gain control over their processes, achieve high-quality levels, improve throughput, eliminate defects, and reduce costs. Previously he implemented SPC on polyester and vinyl ester resin production at Koppers Co. (now Reichhold Chemicals), led a group of black belts at Anheuser Busch, applied lean and Six Sigma at Spectrum Brands (Rayovac at the time), and built a Six Sigma program from scratch at Scotts MiracleGro.