KARTHIK MARIMUTHU

What is DMAIC?
While the acronym gives an accurate summary of the process, it is only the beginning. The Six Sigma process improvement methodology encompasses much more than an acronym can describe. The heart of DMAIC is making continuous improvements to an existing process through objective problem solving.
Process is the focal point of DMAIC. The methodology seeks to improve the quality of a product or service by concentrating not on the output but on the process that created the output. The idea is that concentrating on processes leads to more effective and permanent solutions.
When to use DMAIC
DMAIC is used by a project team that is attempting to improve an existing process. DMAIC provides structure because each phase of the process contains tasks and tools that will lead the team to find an eventual solution. While DMAIC may be sequential, it is not strictly linear. The process encourages project teams to backtrack to previous steps if more information is needed.
 
The phases of DMAIC
The phases or stages of DMAIC include:
Define – The project begins by creating a team charter to identify team members, select the process the team will be improving and clearly define the objective of the project. The project team will then identify the CTQ's to help measure the impact the problem has on the customer. This phase is completed when the team creates a process map that includes the Process inputs & outputs.
Measure – This phase includes creating and executing a data collection plan that provides reliable and significant data. The data indicates how the process is performing and helps identify the villain in the Six Sigma narrative – variance. After this point, the project team’s efforts focus on eliminating or reducing variance as much as possible.
Analyze – Once process performance has been quantified, the analyze phase helps identify possible causes of the problems. A sub-process map can help identify the problems in the process and tools such as ANOVA and regression analysis can help narrow these problems to root causes. In this phase, the team is able to quantify the financial benefit of solving the problem.
Improve – Once the problem’s root cause is brought to light, the improve phase focuses on finding a permanent solution to the problem. This is where the project team’s creativity comes into play in finding an answer to a longstanding process problem. The team then tests a proposed solution in a pilot program to test if the solution is effective and financially viable.
Control – In this phase, the project team documents the new solution that they have created so that it can be passed on to process owners. The project team then implements the solution according to the timeline and key milestones they have developed. Once the solution has been implemented, the project team monitors it for several months and if it meets performance expectations turns it over to the process owner.
8D:
The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future.
The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives systemic change, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a systemic failure.
 
STEPS IN 8D & HOW TO APPLY:
D0: Prepare and Plan for the 8D
Proper planning will always translate to a better start. Thus, before 8D analysis begins, it is always a good idea to ask an expert first for their impressions. After receiving feedback, the following criterion should be applied prior to forming a team:
Collect information on the symptoms
Use a Symptoms Checklist to ask the correct questions
Identify the need for an Emergency Response Action (ERA), which protects the customer from further exposure to the undesired symptoms
D1: Form a Team
A Cross Functional Team (CFT) is made up of members from many disciplines. Quality-One takes this principle one step further by having two levels of CFT:
·         A Core Team uses data-driven approaches (Inductive or Convergent Techniques)
       The Core Team Structure should involve three people on the respective subjects: product, process and data
·         SME Team comprised of members who brainstorm, study and observe (Deductive or Divergent Techniques)
        Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis
Teams require proper preparation. Setting the ground rules is paramount. Implementation of disciplines like checklists, forms and techniques will ensure steady progress.  8D must always have two key members: a Leader and a Champion / Sponsor:
·         The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)
·         The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes
D2: Describe the Problem
The 8D method’s initial focus is to properly describe the problem utilizing the known data and placing it into specific categories for future comparisons. The “Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not” data is collected, many possible reasons for failure are able to be eliminated. This approach utilizes the following tools:
·         5 Why or Repeated Why (Inductive tool)
·         Problem Statement
·         Affinity Diagram (Deductive tool)
·         Fishbone/Ishikawa Diagram (Deductive tool)
·         Is / Is Not (Inductive tool)
·         Problem Description
D3: Interim Containment Action
In the interim, before the permanent corrective action has been determined, an action to protect the customer can be taken. The Interim Containment Action (ICA) is temporary and is typically removed after the Permanent Correct Action (PCA) is taken.
·         Verification of effectiveness of the ICA is always recommended to prevent any additional customer dissatisfaction calls
D4: Root Cause Analysis (RCA) and Escape Point
The root cause must be identified to take permanent action to eliminate it. The root cause definition requires that it can be turned on or off, at will. Activities in D4 include:
·         Comparative Analysis listing differences and changes between “Is” and “Is Not”
·         Development of Root Cause Theories based on remaining items
·         Verification of the Root Cause through data collection
·         Review Process Flow Diagram for location of the root cause
·         Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not
D5: Permanent Corrective Action (PCA)
The PCA is directed toward the root cause and removes / changes the conditions of the product or process that was responsible for the problem. Activities in D5 include:
·         Establish the Acceptance Criteria which include Mandatory Requirements and Wants
·         Perform a Risk Assessment / Failure Mode and Effects Analysis (FMEA) on the PCA choices
·         Based on risk assessment, make a balanced choice for PCA
·         Select control-point improvement for the Escape Point
·         Verification of Effectiveness for both the PCA and the Escape Point are required
D6: Implement and Validate the Permanent Corrective Action
To successfully implement a permanent change, proper planning is essential. A project plan should encompass: communication, steps to complete, measurement of success and lessons learned. Activities in D6 include:
·         Develop Project Plan for Implementation
·         Communicate the plan to all stakeholders
·         Validation of improvements using measurement
 
D7: Prevent Recurrence
D7 affords the opportunity to preserve and share the knowledge, preventing problems on similar products, processes, locations or families. Updating documents and procedures / work instructions are expected at this step to improve future use. Activities in D7 include:
·         Review Similar Products and Processes for problem prevention
·         Develop / Update Procedures and Work Instructions for Systems Prevention
·         Capture Standard Work / Practice and reuse
·         Assure FMEA updates have been completed
·         Assure Control Plans have been updated
 
D8: Closure and Team Celebration
Teams require feedback to allow for satisfactory closure. Recognizing both team and individual efforts and allowing the team to see the previous and new state solidifies the value of the 8D process. Activities in D8 include:
·         Archive the 8D Documents for future reference
·         Document Lessons Learned on how to make problem solving better
·         Before and After Comparison of issue
 
WHY 8D IS PREFERRED OVER DMAIC IN SOME SITUATIONS:
The 8D problem solving process is typically required when:
·         Safety or Regulatory issues has been discovered
·         Customer complaints are received
·         Warranty Concerns have indicated greater-than-expected failure rates
·         Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels
 
The 8D method is sometimes preferable over DMAIC due to its focus on Interim Containment Action. Whenever there is a need an action to be taken to protect the Customer from rejections in the future. Also, if the scope for use of statistical tools is limited, 8D is easier to understand and explain to people who are new to problem solving. 
 
As i work in the Automobile field, we are widely using the 8D method for taking an immediate action for the Problems occurred & providing an appropriate solution. Though DMAIC will be an ideal methodology to solve the problems in the longer term, 8D is preferred over it for simplicity, quick-fix and easy engagement sometimes. 
 
Which is Best?  8D or DMAIC?
·         Both processes can generate huge improvements for an organization.
·         Anything is better than nothing.
·         Pick one approach or the other or select from one of the many other structured problem-solving approaches that focus on data collection, data analysis, and prevention of recurrence.
·         Stick with the same approach throughout a corporation to build a common understanding of the process and terminology throughout the organization.
·         If necessary, alter the process to meet your organization’s needs, but don’t cut out any of the steps in either process – they are critical to getting to the root cause of a problem.