DMAIC

I use DMAIC for both improving existing processes and for creating new processes.  I've found that there has not yet been a process that is truly brand new in the services and development businesses.  There is another method that is often used for a brand new process, DMADV, but I just change the M in DMAIC to creating measures instead of reviewing existing metrics, and use DMAIC.  This is because it is important to note what is changing between what teams are currently doing, and the new process.  DMAIC supports this well.  So, here are the quick and dirty steps to conduct a DMAIC process creation or improvement.

D - Define
Capture the process as it is working now.  Do this using a SIPOC and an As-Is Process Diagram.  Make a list, a gap analysis, of where things are not working in the process.  Set some objectives around what it is you want to accomplish.  I find that a project charter is really helpful too.

M - Measure
Look at the existing measurements and determine where there are failures, defects and faults.  If you don't currently have metrics, this is a great time to define what questions you want to answer with your measures, where those metrics reside, what the acceptable limits are for those metrics, and the rhythm around pulling and reviewing them.  Include performance expectations.  These are called control limits.  They are ranges that you set to show the acceptable boundaries for metrics.

A - Analyze
Now you'll want to see why the problems found in D and measured in M exist.  Conduct a causal analysis, using the Focused Affinity Matrix.  Conduct Root Cause Analysis using the 5 Whys.  Find solutions for the causes, and document how your process Should-Be.  Finally, create another gap analysis showing how things will change from the As-Is state to the new Should-Be state.

I - Improve
If you have a PMP background, treat the gap analysis as the requirements for beginning the project.  If you do not have a PMP, then follow these steps.

Plan the Work
1)  Make a list of all of the activities needed to change from the old process to the new process,.
2)  Create a list of all of the tools, people and other processes that will be impacted by your new process.
3)  List all of the activities needed to ensure a smooth transition with all affected tools, people, and other processes.
4)  Create an educational or training plan telling different roles how they participate in this new process, what stays the same, and what changes.
5)  Create a communication plan to raise awareness at all levels of participation.  Up to execs, across to peers in the organization, and down through affected teams.
6)  Create a metrics and measures plan listing all of the activities needed to get reports created at the right time, to the right people, answering the right questions.  Include activities as to what to do when a metric is trending "out-of-control", to create a new process improvement initiative.

Work the Plan
1)  Create a schedule of activities, date them and assign them
2)  Complete the activities

C -Control
The process is now implemented and the reports are running on their scheduled basis.  The metrics have been handed over to the process owner.  The process owner (with your help) should be monitoring the control limits to make certain that if a metric is trending outside of these boundaries, that action is taken.

DMAIC in a nutshell!

If you have questions, please comment and I'll answer.  There is so much more to say on each of these topics that it was hard to summarize, so don't worry if there are gaps, I can help.

Kate Cornell  www.webkaizen.com