Six-sigma: Can DMAIC be improved?
According to Manufacturing Talk:
Root cause analysis is now becoming well established as a structured method for investigating equipment failure and coming up with a sustainable solution.
One of the main tools I’ve used to establish the root cause of issues is the 8 Disciplines (8D) approach,sometimes also referred to as “Team-Oriented Problem Solving” (TOPS). This approach was developed within Ford Motor Company in the 1980s. As the names imply, the approach involves a cross-functional team following eight guidelines (or steps) that have been designed to enable the team to understand a problem, resolve it and take steps to prevent the same or similar problems from recurring in the future. The approach consists of the following 8 Disciplines (8Ds):
- Use Team Approach: Establish a small group of people with the knowledge, time, authority and skill to solve the problem and implement corrective actions. The group must select a team leader.
- Describe the Problem: Describe the problem in measurable terms. Specify the internal or external customer problem by describing it in specific terms.
- Implement and Verify Short-Term Corrective Actions:
Define and implement those intermediate actions that will protect the customer from the problem until permanent corrective action is implemented. Verify with data the effectiveness of these actions. - Define and Verify Root Causes: Identify all potential causes which could explain why the problem occurred. Test each potential cause against the problem description and data. Identify alternative corrective actions to eliminate root cause.
- Verify Corrective Actions:
Confirm that the selected corrective actions will resolve the problem for the customer and will not cause undesirable side effects. Define other actions, if necessary, based on potential severity of problem. - Implement Permanent Corrective Actions:
Define and implement the permanent corrective actions needed. Choose on-going controls to insure the root cause is eliminated. Once in production, monitor the long-term effects and implement additional controls as necessary. - Prevent Recurrence: Modify specifications, update training, review work flow, improve practices and procedures to prevent recurrence of this and all similar problems.
- Congratulate Your Team: Recognize the collective efforts of your team. Publicize your achievement. Share your knowledge and learning.
You can view a flowchart of this process here and can grab a copy of a Global 8D form here.
DMAIC-8D Integration
Opinions vary regarding the feasibility of integrating the DMAIC approach with the 8D methodology. In the book Implementing Six Sigma: Smarter Solutions Using Statistical Methods
Tools normally associated with the Six Sigma DMAIC method, for example, Design of Experiments (DOE), could be referenced within the 8D process to help identify and then verify fixes to problems as part of the validation process.
David Hoyle in his book ISO 9000 Quality Systems Handbook
8D has not been a major part of management strategy; instead it is controlled closer to the teams.
I personally believe that the 8D approach can be integrated with the DMAIC framework. However as stated above, there has been a lot of discussion on whether this is possible or not. It has been suggested that although quick wins are allowed within the DMAIC methodology, management impatience requires more flexible solutions, depending on the situation. This is where the emergency response actions and interim containment plans detailed in the 8D program would be of benefit.
This graphic explains how the eight stages of the 8D approach and the DMAIC framework could be integrated:
What do you think? Is integration possible? If not, why?
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Comments
By Keios Tus on February 10th, 2007 at 6:48 pm
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By Keios Tus on February 10th, 2007 at 1:48 pm
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