Q 475. Refer to process maturity discuss earlier - https://www.benchmarksixsigma.com/forum/topic/34912-process-maturity/

Does success with DMAIC relate with process maturity? Which of the following thoughts will you like to support and why?

 

1. A process with higher maturity provides lesser opportunities for DMAIC.
2. A mature process open doors for many rapid DMAIC sequences.

 

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Yes, process maturity is related to DMAIC methodology. I support the thought "A process with higher maturity provides lesser opportunities for DMAIC"

 

The basic objective of using DMAIC methodology is to reduce the variation in the process there by improve the quality, and customer satisfaction. DMAIC helps processes in reaching their full potential.

 

Process maturity means the process is well documented, stream lined and focuses on continuous improvement. As the process is matured, there are less chances of variation. Mean lesser opportunities for DMAIC projects.

Process maturity model or Capability Maturity Model determines the maturity based on if a process's predictability to meet the targeted outcomes. The process maturity for a given process is evaluated based on two factors: (1) the stage of completion of the process and (2) its capability for continuous improvement. It is determined based on a scale of 1 to 5. A process maturity level of 5 is being the most matured process that is complete with high consistent level of consistent level whereas process with score of 1 is an immature process which is not fully developed/or deployed and is inconsistent. A process is said to be mature if it is complete in terms of its usefulness, automated, reliability in information and continuously improving.

 

Lean six sigma is a process improvement methodology focused on reduce and control variation; or in other words objective is to reduce waste and improve control. The DMAIC focus works on redesign work, refinement & improvement work and optimization & control work. Thus, DMAIC is typically  applied to improve a level 2 process to 4 &5 higher levels by eliminating the waste and reducing the variation to improved controlled process.

 

A process level of 5, is characterized by proactive improvement processes which is analyzed & improved regularly and strategically aligned to the business goal. Level 5 - continuously improving processes are tightened by deployment of continuous quality improvement tools such as Kaizan, 6sigma etc. Hence, level 5 process offers less opportunities for DMAIC. But there are instances wherein a highly matured business critical process can drop to lower level if not monitored or documents are revised according to the changes a business undergoes. In addition, a matured process may be automated but not fully deployed or documented; or for a continuous monitored process the trending has not being improved for better measurement systems and quality data based on current user requirements.  Thus, DMAIC could be used to measure/analyze the current overall level that processes are and the gaps that exists.; and further improved with updated process control systems checks in place.

Process Maturity refers to state of functional readiness for a process, where, operational routines are adequately defined, documented and followed in practice by the operators. As such, everyone is aware about role and responsibilities assigned, and acts in-accordance to meet both targets and contingencies. Process maturity measurement may be utilized to classify organization on the prepared to control functioning, in its various processes. Most organizations target better quality, cost effectiveness and lower time-to-delivery while attuning process maturity inn its operations. Further quality competencies such as ISO International Organization for Standardization certification, CMM/CMMI Capability Maturity Model/ Capability Maturity Model Integration accreditation, COPC Capability Maturity Model Integration accreditation, are most sort after by organizations across markets, to certify their processes and production, on process maturity readiness parameters.

For a developing process to achieve process maturity, it needs to be complete in its usefulness, capable of being run in automated state, be reliable in information generation & information sharing and has to have quality-frameworks incapacitated-- to be continuously improving. Thus, an organization would target proper definition of metrices definition & serviceable attributes, in Service Level Agreements, to garner better business opportunities with its B2C clients and B2B organizational clients.

Process maturity is reached with adequate testing of business situation, starting with evaluation of business goals for new production unit or cost centre or new division of the company. The guiding framework for the new unit is decided by management in light of emerging business objectives and govt guidelines, thus stream-lining business variables. Standardization of floor measures and operational policy for a test function is initiated, with materializing contribution from the domain expert and in-house industry champions. The final adoption of tested tools and measures is ensured, to generate process maturity for developing system.

 

 

Process Maturity Levels

Level	Description
Level 0	Characteristics of undocumented process, a Level 0 process solely relies on the performance of one individual
Level 1	Level 1 process is documented and deemed as standardized process. Actual performance of process may not match the predicted performance levels. The continual improvement initiatives may not get implemented for a Level 1 process.
Level 2	Level 2 process is documented and functional partially to an extent. A Level 2 process may not perform consistently due to non-performance of some of the process constituents. The resultant variation effects may further add to partial process performance
Level 3	Level 3 process is well documented and performs consistently. A Level 3 process is fully functional and coherent to performance of related process.
Level 4	Level 4 process is fully documented and almost fully operational. The process is able to meet client expectation and measurement standards. Special cause variation may be detected in Level 4 process.
Level 5	Level 5 process is well documented, fully operational and meets operational goals on consistent basis. An arrangement to compare process measurement with quality standards is shared in Level 5 process, that allows operator to initiate variance reduction in the process.

  

 

Process Maturity: Seven Attributes to measure Process Maturity

Attribute	Attribute Description	Expected Performance level
Process Knowledge	Includes all the assets (people, domain expertise, and content) required to execute a business process.	Details of process assets is made available to operators through information pull executed. Subject Matter Experts are identified and made accessible to the operators. Learning Community development is initiated through formal forums among operator. Process domain expertise is documented and made accessible, in all versions-- new & old, to all the process participants.
Risk Management	Represents capability to identity & mitigate-- factors and situation, that affect performance of the process.	Risk parameter are identified and risk mitigation plan is put in place for developing process. Emphasis and differentiation are shared to separately categorize a. people— “internal consumer i.e., staff and suppliers” & external consumers, and b. process inputs— “quality, comprehensiveness and timeliness in attribute functions”
Tools and Technology	Tools and Technology define capabilities and magnitude of functional output, scalable to a process.	A process is automated and enhanced in capacity with integration of process measurement and reporting tools. The higher integration of tools and technology ensures better service capabilities and wider integration of service metrices in production.
End-to-End Process Integration	Multiple sub-processes are rolled into production with the existing end-to-end processes, which improves the process maturity of a developing process.	The multiple sub process bring value, which is complimentary to existing end-to end production capacity of a developing unit.
Process Performance	Process performance is measured to include performance measures such as adaptability and usability of the process, along with production goals; such as, effectiveness (capability of producing a desired result) and efficiency (the state or quality of being efficient)	There is an evolved clarity about operator roles and subsidiary processes that depend upon a developing process. The customer needs are parameterised to meet cost and time goals calibrated for the product.
Roles and Responsibilities	The role of operator and “tool & machinery “is calibrated from the view of production measures, implemented through the system.	The exact role, and function definition is shared for each participant including, the human operators and machinery. These are documented and communicated to stakeholder and production performance is communicated to owners. The corrective action and behaviours if required, are established and communicated to operators and stakeholders at every level.
Measures	Process measures includes the inherent capacity in system to measure performance including performance potential and potential errors.	A process with better process utility is to have defined set of measures that replicate targeted production and ensure customer specification are met periodically.

 

Process Maturity & DMAIC methodology

The maturity of a manufacturing process is described using Sigma rating that indicates process yield or the percentage of defect-free products produced by the process. A six sigma level is defined as process in which  99.99966% of all production opportunities produce some feature of a part presumed to be free of defects i.e., presence of 3.4 defects per million of opportunities.

 

 

 

 

Sigma Level	Defects (or Errors) Per Million Opportunities (DPMO)	Yield (Units produced correctly)
1	691,462	30.85%
2	308,538	69.146%
3	66,807	93.319%
4	6,210	99.379%
5	233	99.9767%
6	3.4	99.9997%

 

Process maturity is defined in terms of improvement. Different DMAIC tools can be utilized to scale road map on process maturity, for an organization. The potential usage of six sigma tools is enlisted here-under to define scope of process maturity utilizing DMAIC framework. It can be safely concluded basis discussion shared below that, “A mature process open doors for many rapid DMAIC sequences.”

Define:  

Tools:

Tool Name	Tool-Utility in improving Process Maturity
Process Charter and High Level maps	Project Charter and High-Level maps provide formal authorization to a project and, serve as formal document used by project sponsor and project owner; to share go-ahead on committing organizational resources to the project. This in-turn improves process maturity through allocation of tool, technology & resources, making process effective and standardized.
Root Cause Analysis	The use of root cause analysis and 5 Why’s, improves performance and quality of output units. The identified defects and causes to defects are properly analysed to improve process maturity, through standardization of process procedures; and more specifically, through assignment of definite role for an operator in the system.
Voice of Customer	Voice of Customer, offers details about customer preferences, problems, complaints, likes and dislikes; enabling business to share improvements, track and analyse customer insights and finally document entire activity for the next stage of improvements.

 

Measure:

Tools:

Tool Name	Tool-Utility in improving Process Maturity
Process Flow Diagram	The use of Process Flow Diagram in Measure Phase ensures in establishing steps in process. In this process the unnecessary steps, bottlenecks and other inefficiencies are measured and identified.  A correct process flow is documented to ensure that role responsibilities are defined and understood by all stakeholders to the process.
Process Capability Analysis	Process Capability refers to the level of uniformity in product produced by a process. Process maturity refers to documentation of organization activities and awareness about organization activities to the staff and stakeholders. A linear relationship is exhibited in a plot between process maturity and process capability, where process capability is represented on vertical axis; and, process maturity is represented on horizontal axis.
Measurement System Analysis	MSA is set of techniques to access correctness of measurement system, employed by a process in its production stage; to measure errors and defects in product. A well calibrated MSA, is better enabled to document the gaps in production and, defects in a particular product. Thus, the scope for the variation & a special cause variation is established in MSA, during Measure Phase of DMAIC.

                                                           

Analyse:

Tools:

Tool Name	Tool-Utility in improving Process Maturity
Affinity Charts	Affinity Charts offers arranging voice of customer data into specific clusters, to establish links and causes that result in product defects, during production. Defect identification and streaming of process flow is enabled, as customer and process data are tagged under specific observation heads, for further analysis and interpretation.
Cause and Effect diagram	Cause and Effect diagram is a useful tool to determine cause for a problem using systematic representation in fish bone structure. Problem is analysed for cause, that lead to the problem and information is utilized for quantification purpose or to generate solution to the existent problem.
Control Charts	Control Charts are used in measure phase to check process stability. This establishes the requirement /need to improve process performance further. The data plots using control charts are documented, for review and analysis ensuring better process maturity.
FMEA	Failure Mode and Effect Analysis FMEA in measure phase, provides capability to organizations to anticipate weakness in design, by estimating all the failures in design. The documentation of FMEA results ensure proper documentation and risk-mitigation, through design changes & human monitoring during the production.
Hypothesis Testing	Hypothesis testing involves use of statistics techniques to establish that one of test statement about process variable is correct. Hypothesis testing adds significance to a test result, which may help process designer improve process maturity, by following consequences of approved hypothesis in production design. The use of operational data in hypothesis testing removes operator bias for a specific event to occur and ensures transparency in process performance. The use of Hypothesis Testing in Measure stage facilitates better process design, that may fundamentally improve production and, in-turn enhance process maturity through adequate SLA adaption in process.
Root Cause Verification	The root cause to a problem or bottleneck may in identified properly using operational data observation. The root cause verification facilitates elimination of bottleneck prevalent in system design. As such a bottleneck is identified and eliminated, further; the documentation step ensures that, the same error is not repeated in next leg on production.
Value Stream Mapping	At Measure stage, Value stream mapping ensures that process is documented using control charts highlighting value addition at every stage of production design. Value stream mapping eliminates waste, reduces process cycle time, and facilitates process improvement. The process is functional with better attributes, once value stream mapping is shared for a process; which in turn improves process maturity, since Value stream mapping acts as a function to the practice of process documentation

 

 Improve:

Tools:

Tool Name	Tool-Utility in improving Process Maturity
Design of Experiment	The use of Design of Experiments in Improve phase helps establishing critical relationships between variables in a process. The most vital inter relationship are established with use of DOE, that leads to new product idea and product, matching customer needs and expectation. The best benefit with use of the DOE, is the reduction in number of trails required to establish a better product design and, generate quality in production. The training of operators about design features and production guidelines, saves time and effort required, to produce new transitional product. These steps ensure improved process maturity for the new product, designed with aid of Design of Experiments.
FMEA	Implementation of Failure Mode and Effect Analysis generates numeric data values to highlight troublesome area in production. The system design for sub process and their integration with end-to-end processes may be tested functionally, to identify design flaws that impart production. Corrective measures and design improvements may be considered, and pilot run may be shared to analyse effectiveness of proposed system design. The record tracking may be mandated to generate better design towards improvement production. This ensures improvement in process maturity.
Measurement Capability Analysis	MSA includes set of techniques used to access correctness of measurement system employed during production stage. During Improve phase of DMAIC, MSA may either be used to implement changes in measurement system to maintain accuracy or may be introduced to bring next-level, non mandatory improvements in the measurement system.
Process Capability Analysis	The Process Capability Analysis may be shared in Improve Phase of DMAIC, to identify causes leading to changes in product uniformity and subsequent occurrences of defect in produced unit. The better tracking of occurrence of defects and production of the defective units, is aided by periodic recording of data, which thus favours better process maturity, in the system

 

Control:

Tools:

Tool Name	Tool-Utility in improving Process Maturity
Control Plans	Control Plans are devised to include observational data, control charts and recommended best solutions, that are backed with functional efficacy data generated from pilot runs. The Control plans offer best control standards and include mitigation plans to avoid contingencies. The Control plans are required intervention for production, as individual role and capabilities are redefined for a hypothetical test scenario, during production. The operators, SME and management is educated about best practices to ensure smooth production, and role plays to be followed in case of operational deviation, during the production. This ensures proper documentation and function control that adds to process maturity.
Evaluate Process Improvement Rates	Expert committees are formed by management and these met at designated hours to evaluate Process Improvement designated during improvement phase. The results are analysed and follow up action plan is drawn to cover for undefined activities such that an over all improvement in process maturity is registered.
Mistake Proofing	Mistake proofing or Yoke Poke is mechanism to share Control and Warning with management and operational division.  Control refers to practice of elimination of all potential causes and actions leading to mistake in production. Warming is employed to alert operator about committing a mistake during production that can be avoided by the operator. A colour signal or warning sound may be shared at a specific instance of occurrence of mistake by the operator, on production floor. The use of colour signal or warning sound is documented to analyse reason for occurrence of defects in production. This practice of mistake proofing using Yoke Poke, ensures better process maturity.
Process Standards	The process standards are defined tested and implemented in system to ensure smooth and better production. The Process standards need to identified, standardized and adapted to process to ensure that defects in production and production of defective units is avoided. International Quality standards need to be implemented in design to ensure fault-less production.  Process standards need to be documented and operators need to be educated about Process standards to ensure better production. The final steps, thus, ensures better process maturity.
Statistical Process Control Implementation	Use of statistical control charts and statistical formula may follow to parameterise variation inherent in production process. The significance is assigned to test result using p-values to highlight correctness and relevance of statistical observation for the product production.  The recording of data for analysis and continual process improvement ensures better process maturity.

                                                  

 

 

A process with higher maturity provides lesser opportunities for DMAIC. Why?

A mature process has gone through majority of changes, and eliminated waste, variation with standard operating procedures in place, well managed.

DMAIC is very useful or focused on removing or minimizing the process variation. Therefore, a mature process will be statically well controlled.

I would agree to the statement of “A highly matured process will limit the usage of DMAIC, as there will be marginal scope of improvement.

 

Process Maturity Model involves 6 stages :

Level 0 – Person-Dependent Practices

Level 1 – Documented Process

Level 2 – Partial Deployment

Level 3 – Full Deployment

Level 4 – Measured and Automated

Level 5 – Continuously Improving

 

 

We cannot compare between CMMI and Six Sigma. Simultaneous implementation of these concepts in an organization produces a synergy that helps in the successful accomplishment of company goals in a faster, better, and cheaper way[4]. Some  companies  use  integrated  process  architecture  to  integrate  CMMI  and Six  Sigma.  Such integration could take four approaches: 

·        Implementation of  CMMI to the  highest  level to establish  systems and processes  based on established  best  practices.  Then,  these  practices  are  followed  by  implementation  of Six Sigma to  fine-tune  such  processes  based  on  customer  expectations  and  to  continue  with needed improvements.

·        Implementation of Six Sigma as the governance model first, followed by using CMMI to close problematic gaps in process infrastructure.

·        Simultaneous  implementation  of  CMMI  and Six  Sigma by  using  CMMI  to identify critical process factors and deploying Six Sigma frameworks in such critical factors, or using Six Sigma to identify areas where CMMI is required.

·        Implementation  of  CMMI Level  3 to  establish defined  processes and then  establishing Six Sigma to  seek  higher  CMMI  maturity  levels. Six  Sigma enables  the  successful implementation of CMMI, or accelerate the transition from one CMMI level to another. The best approach is chosen based on the organization’s circumstances. The overall relationship between Six Sigma and CMMI

 

The relationship between CMMI process areas and the DMAIC framework can be summarized as

follows;

Relation 1: CMMI Process Areas, DMAIC Steps, and Generic Practices  

Several CMMI process areas and generic practices align with DMAIC roadmap steps. The diagram

in Fig 4 shows a flowchart of an organization’s overall measurement process, overlaid with DMAIC

steps and selected process areas. While this organization’s process was designed with model

compliance in mind, it represents an integrated approach to the overall use of measurement instead

of a replication of the specific practices of each process area. Similarly, this organizational process

leverages ideas of DMAIC, but is not a replication of the DMAIC steps

The relationship between CMMI process areas and the DMAIC framework can be summarized as follows;

Relation 1: CMMI Process Areas, DMAIC Steps, and Generic Practices. Many CMMI process areas and generic practices align with DMAIC roadmap steps. The diagram shows a flowchart of an organization’s overall measurement process, overlaid with DMAIC steps and selected process areas. While this organization’s process was designed with model compliance in mind, it represents an integrated approach to the overall use of measurement instead of a replication. Similarly, this organizational process takes the  ideas of DMAIC, but is not a replication of the DMAIC steps

 

Relation 2: CMMI Project Management Process Areas and Six Sigma Project Management  The CMMI process areas involving project management can be leveraged in the management of Six Sigma projects. This enables Six Sigma project teams to rely on the organizational norms for things like project launches, resource commitments, and schedule tracking.  The process areas that can be useful in this context are  • Project Planning (PP) 

• Project Monitoring and Control (PMC) 

• Integrated Project Management (IPM) 

• Organizational Process Performance (OPP) (for organization-level execution, management, and oversight of the aggregate set of Six Sigma projects) 

 

Relation 3: Incorporating DMAIC Steps within CMMI-Based Processes  As alluded to , aspects of DMAIC can be incorporated into the fabric of an organization’s process. As such, it  would become part of  the  organizational approach and  should  be documented within Organizational Process Focus (OPF) and Organizational Process Deployment (OPD). 

Relation 4: DMAIC-Based Improvement of Process Areas  All CMMI process areas are eligible for DMAIC-based improvement. For instance, the measurement process was created based on CMMI but also contained aspects of DMAIC. The defined process for measurement in that example, and for other processes defined based on each of the other process areas, could also be improved by applying multiple iterations of DMAIC.

 

DMAIC & CMMI Maturity Level:

When considering the implementation of DMAIC alongside a staged implementation of CMMI,

You may wonder what a DMAIC methodology might look like for an organization at a lower

maturity level.

When at a lower maturity level, this selective improvement likely means conducting

improvement projects in subsets of the organization, for instance in a specific development

project, group, or product line. These projects can be managed as pilots for potential

institutionalization across the organization.

 

 

Case 1: A process with higher maturity provides lesser opportunities for DMAIC

Case 2: A mature process open doors for many rapid DMAIC sequences

I agree with Case 2.

A process with higher maturity level / mature process, exhibits a well-defined system being followed and this gives a lot of opportunities to work on DMAIC in a stable environment. Both Process Maturity and DMAIC are a Continuous Improvement & never ending methodologies. Process maturity improvement happens continuously and this can be done as a DMAIC project. Not only DMAIC, it also open up the doors for DFSS / DMADV, TRIZ, and other detailed and focused improvement techniques.

While both points of view can be supported, I believe that the second statement is more apt - A process with higher maturity opens door for many rapid DMAIC sequences.

A process that is low on maturity is usually hard to approach with DMAIC type sequences for two reasons. 

1. DMAIC is very time consuming for such processes.   
2. Unreliable data and lack of standardisation makes it hard to even define and measure the problem areas. 

While all approved answers are appreciable, I liked Balakumaaran's response the most. He is the winner for this question.