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[Updated 2023] Top 20 Six Sigma and DMAIC templates for Lean Manufacturing and Process Improvement Presentations in PowerPoint

Malvika Varma

One of the core objectives of a business is to lead the market. Companies that wish to be listed as one of the most prominent brands in the market need an occasional dose of overhaul and transformation. Industry leaders have to continuously look for ways of improvement in the corporate environment to stay relevant. A balance of robust methodology, business intelligence, and the use of the latest technology in an organization makes all the difference. 

In 1987, Motorola developed the Six Sigma organizational quality management methodology to achieve excellence. This data-driven improvement approach works on the DMAIC model by eliminating the defects in the process. The  D efine,  M easure,  A nalyse,  I mprove, and  C ontrol is a five-step process for improving the existing procedures in an enterprise. The problem-solving viewpoint of Six Sigma and DMAIC focuses on keeping the defects to a maximum of 3.4 per million opportunities. We have curated contemporary PowerPoint templates for delivering projects with improved results.

Streamline the business with our professionally designed Top 20 Six Sigma and DMAIC templates for Lean Manufacturing and Process Improvement Presentations in PowerPoint. As these templates are completely customizable, you can download and use them as per business requirements.

Let us dig in!

Top 20 Six Sigma and DMAIC templates for Lean Manufacturing and Process Improvement Presentations To Download 

Template 1: Six-Sigma Process PowerPoint Presentation with Slide

Use this comprehensive presentation template to illustrate how Six Sigma, a data-driven methodology focused on eliminating defects, is today used in many industrial sectors. Now in its fourth decade, the quality management system helps businesses minimize errors, reduce costs and increase profit. The complete also highlights the process that marks Six Sigma, its roadmap, and answers the question of Why Six Sigma in three slides. Illustrate to your audience your expertise in Six Sigma methodologies as well, with a slide devoted to it, addressing both the challenges of defective reduction and cycle time reduction. The DMAIC Process also gets its due. Showcase your client why the voice of the customer matters in Six Sigma and the relevance of Customer CTQs (Critical to Quality Tree). The Kano Analysis is the icing on the cake, while you also get to demonstrate process mapping through SIPOC. A Spaghetti Chart and Check Sheet close this outstanding presentation that is the ultimate answer to your search for quality in your business. Download now!

Download this template

Template 2: Six sigma process analysis and approach complete PowerPoint deck

The process mapping and SIPOC can be discussed engagingly by downloading our editable PowerPoint template. With this attention-grabbing PPT theme, you can present your views on Six Sigma methodology and have a successful brainstorming session. Elucidate the DMAIC model and suggest the ways of implementing it with our contemporary complete deck.

Template 3: Six Sigma Process Improvement PowerPoint Template

Share your insights with your colleagues with the help of this Six Sigma PowerPoint complete deck. State the agenda and the six sigma roadmap for your organization by downloading our stunning PowerPoint template. Highlight the significance of six sigma and its scope in various processes by introducing our editable theme. You can also explain the DMAIC process efficiently by this striking PowerPoint template.

Template 4: Six sigma principles and concepts PowerPoint presentation with slides

The six sigma principle is very important for the proper functioning of the existing processes in any organization. With the help of our editable PowerPoint template, you can efficiently illustrate the DMAIC process to your teammates. This complete deck is perfect for brainstorming sessions.

Template 5: Six-Sigma Quality Control and Management Process

This presentation template illustrates why you need to define and measure things before you can improve or control them. Use this PPT to describe your consumer requirement, then measure any defects in your product that stall your efforts to meet customer requirements. Now, analyze what it will take to resolve these defects; finally, improve and control the causes of breakdowns after implementing improvement solutions. In the last stage, control, focus on sustaining all learning from this DMAIC process. Win clients by sincerely attempting to introduce Six Sigma methods to your business processes. Download now!

Template 6: Six sigma strategy and methodology PowerPoint presentation with slides

Six sigma has a huge significance in the business world and it can be communicated impactfully with our editable PPT theme. Using this professionally designed complete deck, you can elucidate the factors which are responsible for the smooth operation of activities within the enterprise. Comprising 61 slides, this PPT template is a must for management meetings.

Template 7: Lean Six Sigma Tools PowerPoint Presentation

If ever you need a compendium on Lean Six Sigma Tools, this PPT template is the answer. Find everything you will ever need on the Six Sigma tool of DMAIC in this practical, professional slide. List all significant steps in defining, measuring, analyzing, improving, and controlling aspects of your method to enhance your product quality and services. Illustrate at least a dozen ways of defining a problem with this template. As always, the analysis section has the most subheads under it. Download now to showcase the actual year of authority you have acquired over all Lean Six Sigma tools.

Download this Lean Six Sigma Tools Template Now!

Template 8: DMAIC Six Sigma Approach For Business PowerPoint Template

Highlight the issues and the proposed problems using this comprehensively researched six sigma PowerPoint theme. You can also utilize this editable PPT template for delegating tasks to the team members. By employing our content ready PowerPoint slide you can edit the details as per requirement and present your views impactfully.

Template 9: Six Sigma Process Methodology PowerPoint Template

With the assistance of this pre-designed management PowerPoint theme, the process of DMAIC can be discussed with your colleagues. You can also utilize this PPT for educating management students. Coaching centers can also introduce this customizable PowerPoint background for explaining the DMAIC model. 

Template 10: Lean Six Sigma DMAIC Process Flow Chart PowerPoint Template

The process flow chart in this PowerPoint theme can elucidate the DMAIC process efficiently. You can discuss the various aspects of six sigma with the help of this pre-designed template. Management students can employ this PowerPoint background for projects.

Template 11: Six Sigma Process PowerPoint Template

This content-ready PowerPoint template can be employed for giving insight into the quality management process. You can discuss the stepwise process of six sigma using our pre-designed template. The color palette used here instantly grabs the attention of the audience. 

Template 12: DMAIC Process PowerPoint Template

Illustrate the DMAIC process using our editable PowerPoint template. Discuss the activities and factors involved in the six sigma process with our editable PPT. Expected deliverables can be stated using this editable PPT.

Template 13: Six Sigma DMAIC Controls PowerPoint Template

The process of six sigma and the DMAIC for effective management can be illustrated using our comprehensively researched PowerPoint template. Highlight the issues which raise a concern and discuss the solutions with this editable theme. 

Template 14

The application of lean six sigma in investment portfolios can be illustrated by incorporating our editable PowerPoint template. The visually appealing PowerPoint theme can be useful for seminars and conferences. 

Template 15: Six Sigma Process Presentation Visual Aid

Employ this amazingly designed management technique PowerPoint template for organizational success. Illustrate the tasks to be addressed using this contemporary PowerPoint template. 

Template 16: DMAIC Tool PowerPoint Template

DMAIC is an excellent management tool and it can be discussed with your colleagues by incorporating this editable PowerPoint theme. Using this editable PPT, you can elucidate every activity in a detailed manner. 

Template 17: Six Sigma Methodologies PowerPoint Template

Give a detailed overview of every six sigma methodology with the help of our comprehensively researched PowerPoint template. You can highlight the significance of each methodology and discuss its usage using this pre-designed PPT theme. 

Template 18: Business DMAIC PowerPoint Template

Define each DMAIC stage with the help of this content ready PowerPoint template. Give the highlights of how you can improve the process using this editable six sigma PowerPoint theme. 

Template 19: Why Six Sigma PowerPoint Template

Highlight the benefits of six sigma by introducing our editable PowerPoint template . The different key points such as data-driven approach, customer-focused methodology, and requirement trained individuals, etc. can be emphasized by employing this PPT.

Template 20: DMAIC Growth Methodology For Business PowerPoint Template

Growth methodologies for business and its impact can be effectively discussed with this comprehensively researched Six Sigma and DMAIC Templates. The icons used in this template adds to the visual appeal of the PPT theme. 

Take your business to new heights by introducing our Top 20 Six Sigma and DMAIC templates for Lean Manufacturing and Process Improvement Presentations in PowerPoint. Download these PPT themes and increase your revenue and emerge as a leader in the market.

FAQs on Six Sigma

What is six sigma.

How many errors are acceptable in a process? To answer this question, US engineer Bill Smith devised a technique to improve operations during his stint with Motorola in 1986. This technique is called Six Sigma, which over time has evolved into many Management techniques bundled together that help you control the quality of processes in business. Businesses can link error reduction to the quality of a process, thus giving a quantifiable measure to compare techniques and the efficiency of the people and ideas involved in it. As data is the primary fuel of Six Sigma, businesses can assume that less than four errors per million iterations of the process make it an excellent one. The bedrock of the Six Sigma process is statistics, with the Bell curve also playing a significant role in arriving at quality standards.

What are the six Sigma steps?

The steps in a Six Sigma process are standardized and easy to remember but difficult to execute. It requires a keen mind to first of all define the problem, then measure it in terms of actions that proactive management can take to improve business results. The third step is analysis, where again the emphasis has to be on practicalities rather than theory; the fourth step of improving, suggestions have to come from a hands-on perspective. In the last type of controlling, managers have to watch out for measures that can take the process backward. Ensuring quality control within relevant, decided-upon parameters becomes vital at this stage. Beware that each of the five steps in the DMAIC is subject to the managers' and businesses' unique perspectives. When done right, Six Sigma can yield fabulous results, as it has done in the case of the Indian city of Mumbai; the tiffin service there consistently ranks well on this golden standard of quality of a process.

What are the Six Sigma tools?

At least seven powerful tools are in vogue with the Six Sigma concept. These are: Cause-and-Effect Analysis; Flowchart; Pareto Chart; Histogram; Check Sheets; Scatter Plot, and Control Chart. Part of the measuring stage of the DMAIC, the Check Sheet, for instance, allows you to keep track of defect types/event occurrences over time to map out a correlation between the occurrence of these defects. The question sought to be answered is: Is a particular time or batch of the production process more prone to defects? Similarly, each of the seven techniques falls under the one-umbrella head of the DMAIC and allows businesses to answer one central question related to process quality.

How do you successfully implement Six Sigma?

Successful implementation of Six Sigma requires cooperation from all stakeholders and an educated application of the tools and techniques that the process entails. The cost-benefit analysis of Six Sigma is heavily in favor of implementing it to the best of your ability. Not doing it is counterproductive, as your processes remain riddled with errors, with the quality emerging as the casualty. Corporations have done it using separate teams for each DMAIC parameter or deploying cross-functional teams. Businesses will find that an independent unit for each parameter is the best option when starting with the DMAIC. Once the Six Sigma process is in place, you can reduce the flab of staff and adopt a more integrated approach. Companies that have done it are Abbot, 3M, Amazon, and virtually every Fortune 500 business.

How does Six Sigma help in quality control?

The main aim of Six Sigma is quality control through a reduction in defects. To do this, it mandates the deployment of both statistical and qualitative tools and techniques. An example is using a scatter plot to determine the relationship between two variables, one of which could be the number of defects, and the other could be the variable assumed to cause the shortcoming. Such analysis, institutionalized through the acronym of DMAIC, allows for perfect levels of quality control. With numbers doing their bits, the quality of products can also increase as human resources and management can think of newer ways to enhance the functionality of products and services.

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DMAICTools.com

Process Improvement Tools and Templates

Powerpoint Files

Here are a few links to Microsoft PPT files shared on the internet.  There are several good working examples of the DMAIC methodology in these documents.

Six Sigma Overview (Statistical Definition) – DMAIC Tools

RACI Chart:  Responsible, Accountable, Consulted, Informed

Implementing Six Sigma Quality at Better Body Manufacturing

Control Plan Training – DMAIC Tools

5-Why Training – DMAIC Tools

Fishbone Diagram Training – DMAIC Tools

Project Charter – DMAIC Tools

Pareto Chart – DMAIC Tools

PFMEA Training PPT – DMAIC Tools

STATAGRAPHICS Statistical Tools

Erie County, NY – Implementing Cultural Change

Freequality.org – Six Sigma Overview, Focus on Black Belt, Green Belt Roles

University of Idaho – Six Sigma for Systems Innovation and Design

DMAIC Project Example

Welcome to Evocons’ Lean Six Sigma DMAIC project example. Here you can learn more about the five phases of DMAIC by following an example project.

Getting Started

This article serves as a companion to our Introduction to Lean Six Sigma DMAIC Methodology . If you are new to Six Sigma, we recommended reading our Introduction to Six Sigma and Lean Six Sigma first.

Let’s get started by learning about the background of the example project used in this article.

Background of the example project

The example project found in this article is a hypothetical scenario. The Evocon team has more than 10 years in Manufacturing Operations experience. This includes participating in several real-world DMAIC projects. The team’s experience on 3 projects is the basis of our hypothetical scenario.

Selected demographic and firmographic details 

• Project 1 and 2, Fortune 500 manufacturing-plants located in North America and Europe, each requiring between 700 and 1000 employees to operate
• Project 3, Family-owned manufacturing plant located in North America, a tier-2 supplier to primarily Fortune 500 clients, requiring between 50-75 employees to run and was a

Phase I: Define

How a dmaic project can start.

Often, those who are learning Lean Six Sigma (LSS) ask how do projects start, or how should they select one? It turns out; these are fundamental questions in LSS. As such, there is considerable literature devoted to the answers. Thus, the full-treatment of these questions is beyond the scope of this article.

Origins of our hypothetical example 

Quality assurance is responsible for designing, implementing, and maintaining a plant quality management system (QMS). A QMS best practice is to require that product quality be monitored, measured, and continually improved. Usually, this requirement takes the form of a standard operating procedure (SOP).

One such SOP is for quality assurance professionals to analyze particular production data at defined intervals. Specifically, in our case, production data on the number and type of defects that lead to material scrap.

Data analysis 

Our example begins after quality engineers have completed just such an analysis. That is, they have exported and analyzed the last 12 periods of non-conformance notifications (NCN) data.

Note: An NCN is issued when a quality defect occurs on the shop floor. Different organizations and different ERP systems may use another name for NCN’s, such as quality notification or QN. 

Part of that analysis was to rank the types of NCN causes. To accomplish this, the engineers created the Pareto chart below. As you can see below, the Pareto chart clearly shows the relative importance of each kind of error.

Further, the chart shows that two types of error, “wrong part” and “wrong program”, when combined, are responsible for over 80% of the quality defects on the line in the past year. It follows that these causes will also be the largest factor contributing to the cost of poor quality .

Regular management meetings

Each month the Quality Assurance team has a manufacturing corrective action board meeting to discuss plant metrics and performance. Quality engineers add the Pareto chart to the slide deck to discuss the findings with the plants’ Quality Assurance Manager and the Division Master Black Belt.

The black belt does a quick, back-of-the-envelope estimate that shows that a 25% reduction in “wrong part and wrong program” could reduce the cost-of-poor-quality by $50k. Upon hearing this, the Quality Assurance Manager asks if anyone wants to volunteer for a DMAIC project team that will focus on the problem.

A junior quality engineer recently received his “yellow belt” and thinks the project is an excellent opportunity to continue his training. So, he volunteers to validate the opportunity. And with that, our example project begins to take shape.

Phase II: Measure 

If you recall from our Introduction to Lean Six Sigma DMAIC Methodology, the primary purpose of the measure phase is to define the current state by gathering the necessary data.

Gather data

In the Pareto chart above, we see the most frequent cause of NCN is “wrong part/wrong program”. Well, if the project team already has 12 months of data, do they need a data collection plan? Yes and no.

Ultimately they need to verify the accuracy of the data they already have.

The team begins by brainstorming the following list of questions:

•     Who entered data?
•     How did they determine that “wrong part/wrong program” was the cause?
•     What about possible supporting evidence required to determine the cause?
•     Is the person making the decision qualified to do so?
•     Is this qualification certifiable in some way?
•     Did they receive special training? If so, what did that entail? Is it adequate?
•     Or, is it possible that they are wrong about the cause?

Deep dive into data

With the questions above in mind, the team can begin to look into the NCN data. As they do, they note that there are over 6,000 rows of data and that each row is equivalent to one NCN record. They divide the documents and begin to study each in detail. It is certainly not a quick process, but their efforts lead to an important discovery.

The team learns that for each record, there is supporting evidence that allows them to answer many of the questions from the brainstorming session. This evidence includes root cause analysis (RCA), corrective action request (CAR), and preventive action request (PAR).

Data accuracy and measurement system validity

At this point, the Quality Engineer explains that with the supporting evidence, they have sufficient means to validate the measurement system. The project leader discusses this point with the project sponsor. They both agree that the team does have enough to validate the accuracy of the data.

Now the team must audit a statistically valid sample of the supporting evidence for each record. This step is what validates the measurement system and ensures the accuracy of the collected data.

Next, they need to determine how many records will equal a statistically valid sample size. For this, the team uses a free tool they found online.

The result shown below tells them they must audit 361 records to have a statistically accurate measurement. By dividing the work between the five team members does help, but it still takes the team a week or so to each audit the supporting evidence for roughly 70 NCN records each.

Phase III: Analyze

Primary goal.

In the analyze phase, the team needs to know how sources of variation in the process lead to lower quality output (defects). They decide to set up brainstorming workshops with groups of machine operators, production supervisors, and manufacturing engineers.

In the sessions, each group will create a fishbone diagram . They believe that this exercise will provide insights into potential critical x’s and the effect on critical y’s.

After the workshops conclude, the team combines the fishbone diagram data and categorizes all insights. The result is that an interesting trend emerges.

Operators, production supervisors, and engineers agree that the majority of instances of “wrong part/wrong program” are due to operators adjusting the machine offset of a program.

The team follows up with several operators to learn why they needed to change the machine offset. They realize that this was the standard operating procedure they were given for the task. However, when they consulted the plant quality management system (QMS), they found that the standard operating procedure (SOP) had been updated last year, but the update had not been communicated to production.

The result of this error is that the operator could only guess the correct setting of the machine offset. Luckily, several operators had extensive logs of the offset values they used for each program and the outcome of using that setting.

Manufacturing engineering combines these logs and scrubs the data. For the following 24 hours, the engineers hardly leave the shop floor but have stated that they have a solution.

Phase IV: Improve

The project moves quickly after a meeting the following day, where the engineering team explains that they have implemented a solution to the problem. The project team is a little surprised at first. Then they consider that the average cost of a defect is approximately $10k. After a brief discussion, the team agrees with Engineering’s quick implementation.

When a quick and simple action can prevent the business from losing money, there is no justification for waiting until the Improve and Control phase to implement changes. You make the change and take the quick win.

So once engineering confirmed the root cause, they also identified how to mistake-proof (poka-yoke) the process. All that was needed was to simply rewrite the machine program so that it excluded the option to change the machine offset.

The logic is simple.

• Wrong part and wrong program accounts for over 80% of all NCNs.
• The largest source of process variation that leads to wrong part and wrong program NCNs is the operator’s ability to change the machine offset.
• If you eliminate the ability for operators to change the machine offset, you also eliminate 80% of the future defects due to the wrong part and wrong program.

Thus, it stands to reason that the performance of the process will improve due to the change.

Phase V: Control

At this point in our example project, there are only a few steps that remain. The main requirement for the team is to monitor the process data to ensure that the improvement does prevent future occurrence of the primary root cause.

Automating data collection using production monitoring software has the potential to reduce the amount of effort required to monitor the effectiveness of the solution in real-time.

Also, the team will need to catch up with the solution by communicating the changes to operators and updating the standard operating procedure (SOP) in the Quality Management System (QMS).  To this end, they create a few slides on what changed and why. The slides are presented to operators on the shop floor later in the week. And, with that, our example project concludes.

Keep Learning

The example project did not provide the opportunity to demonstrate and describe the full range of tools and techniques that one may encounter while working through the phases of a DMAIC project. And, in our experience, no real-world project provides such an opportunity either.

Still, our example is a plausible scenario for how a DMAIC project can play out. It also reinforces our point that DMAIC in the ideal world vs. practice can look very different. And this is not just the sequence of steps, but also that the tools used and the time spent at each phase.

Thus, our recommendation for anyone who wants to gain exposure to the many techniques and endless variety of routes that a project can take to completion is to get involved at your plant and seek certification in Lean Six Sigma.

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DMAIC Presentation Template

The DMAIC process uses a data-driven strategy to improve the quality of a project, product, or feature. DMAIC— which stands for define, measure, analyze, improve, and control— is a problem solving method that can be beneficial for many teams. A DMAIC presentation helps teams communicate their process better so everyone is on the same page. Organizations can do this more efficiently with Beautiful.ai’s DMAIC presentation example.   

The customizable template has everything you need to communicate and collaborate on a project. A successful DMAIC presentation can help teams create and share analysis to increase quality on output.  

Our DMAIC template can also help you:

• Define and measure the goals of your project with your team
• Share an analysis with key stakeholders and discuss how the project can be improved
• Track improvements to control the final product

Use our template to create an effective DMAIC presentation

A DMAIC presentation allows teams to sync up on project opportunities to drive forward further improvements. That’s why our template includes everything you need to create powerful DMAIC slides. Those slides include:

Pro tips to create your own DMAIC presentation

As you use this template to build your own DMAIC presentation, keep these do’s and don’ts in mind:

What is the ultimate goal of your DMAIC? Be clear on what you want to get out of the project so that you can set targets and measure progress down the road.

A DMAIC depends on metrics and analysis to determine the quality of a project, but make it make sense. Use relevant visuals, and infographics, to share key findings in bite-size chunks.

Use a Kanban or calendar slide to make the deadlines and tasks obvious to your team. The modern layout will make it easy for team members to identify what they’re responsible for and when prior to the next step.

Apply feedback to create a final or further iteration to the DMAIC process, and add to your presentation if needed. This will help your team determine next steps and keep the momentum going.

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SIX SIGMA DMAIC Example

Sep 12, 2014

3.1k likes | 7.19k Views

SIX SIGMA DMAIC Example. Six Sigma Road Map. SIX SIGMA DEFINE PHASE. Problem Statement:. Goal:. Business Case:. Scope:. Cost Benefit Projection:. Milestones:. VOC. Key Issue. CTQ. Complete high-level “as is”. process map and analyze. yield to identify the process.

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• project team
• process map
• food order delivery
• high level process map

Presentation Transcript

Six Sigma Road Map

SIX SIGMA DEFINE PHASE

Problem Statement: Goal: Business Case: Scope: Cost Benefit Projection: Milestones: VOC Key Issue CTQ Complete high-level “as is” process map and analyze yield to identify the process step with the highest impact Define Business Case Business Case Explain why it is important to work Project Charter on this project Develop charter to include project description, baseline measures, business results, team members, and schedule. Use Benchmarking as appropriate to establish some of the initial targets. VOC Gather / display data verifying customer needs C S SIPOC U U and requirements S P T P O L Outputs Inputs Process M I Delighters E E Yield: 60% R R S S Yield: 90% More Is Better Yield: 45% Yield: 98% Must Be

Define • The Charter • The business case • The problem statement • Project scope • Goals and Objectives • Milestones • Roles and responsibilities of the project team • Master Black Belt • Black Belt • Green Belt

Define • The business case • Food ordering delivery has experienced such variation that spoilage and inventory has increased. • These negative effects of food delivery variation are negatively impacting revenue and profit margin.

Define • The problem statement • Since June 14, 1999 Fast Food Is Us has experienced an average delivery time of 4:00 p.m. (versus the target of 2:00 p.m.) which has resulted in food spoilage, excessive inventory, and the inability for the food preparation people to properly budget staff for pick loads.

Define • Project scope • IN • All domestic stores • Food suppliers • OUT • Foreign stores • Trucking firms

Define • Goals and Objectives • Reduce problems by 50% • Milestones • Define by Nov. 2002 • Measure by Nov. 2002 • Analyze by Jan. 2003 • Improve by Apr. 2003 • Control by May. 2003

Define • Team (Roles and responsibilities of the project team) • Champion : Paula Pangborn • Team Leader: Jim Washington • Master Black Belt: Frank O’Shaunessy • Team Members: (Roles & Percent of Time) • Anita Snite • Robyn Haggar • Jonas Brennan • Brenda Faust • Dustin Theisman • Fiona Reckers

Elements of a Charter Project # : PROJ/VP/1.0 Project Importance Project Name : Project Start Date : Targeted Project End Date : Process Problem Team Sponsor: Project Lead: Quality Manager/Coach: Subject Matter Experts: Project Team: Project Goals/Impact/Expected Benefits Risks/Dependencies Process Start/Stop Start Point: Stop Point: Process Measurements Characteristic : Measure : Defect Definition : Project Milestones ANALYSE CONTROL DEFINE IMPROVE MEASURE Milestone: Date:

Define • Customers, Their Needs and Requirements • Delivery time • Food quantity accuracy • Food quantity freshness

List customers Define customer segments Narrow list Organize all customer data Translate VOC to specific needs Define CTQs forspecific needs Prioritize CTQs Contain problem if necessary Steps to Determine CTQs A Process To Identify Customers And Understand Their CTQs Voice Of The Customer (VOC) Determine CTQs Identify Customers • Review existing VOC data • Decide what to collect/ select VOC tools • Collect data

Gather VOC Data : Review Existing VOC Data Project Team 1 Project Team 2 Project Team 3 • Avoid duplication of effort for both you and the customer Surveys Personal Visits Questionnaires Interviews Customer Phone Calls

Methods used to obtain customer requirements

I want Food Preparation CTQ Tree 2nd Level 1st Level Delivery time Food order delivery Food quantity accuracy Food quantity freshness

Type of room Accuracy Hospital Ward I want Timeliness Registration Courtesy Health Care Provider CTQ Tree 1st Level 2nd Level Need General (need) Behavioral (requirement)

VOC Example VOC CTQ Defect Definition Measure “Your cars take too damn long to start.” “Do you have more than one person answering the phones there?” Engine starts fast Call answered promptly Engine start time is greater than 3 seconds Any call answered after third ring Time from turning of key to sustained idle (in seconds) Time from beginning of first ring to greeting.

Define • The High Level Process Map • Name the process (use nouns) • Establish the start and stop points of the process. • Determine the output(s) of the process (use nouns) • Determine the customer(s) of the process • Determine the supplier(s) of the process • Determine the input(s) of the process • Agree on the five to seven high level steps that occur between the start and stop points of the process (use action words like verbs and adjectives)

The Process Map • Keys to Using Process Map • Don’t rush to the creation of the should be map, this occurs in the Improve stage of DMAIC. • Capture all of the steps as they actually occur in the process, not the way you would like to see the steps in the process • Use verbs or adjectives to describe steps in the process • Use unqualified nouns to describe the output and inputs of the process

The Process Map • Keys to Using Process Map • To verify any map, do two things. Talk to the people in the process and follow the product or service through the process. In the case shown, the project team should follow a lab order from beginning to end. • Make sure to capture both easily seen and invisible steps. Invisible steps are the waits or moves of the product or service being mapped. • Don’t map the best or worst case map, map what is representative of how the process normally works.

Define • The High Level Process Map • Define SIPOC Model: SUPPLIERS PROCESS CUSTOMERS INPUTS OUTPUTS

Define • The High Level Process Map • Process map symbols • Start/stop of a process • Decision point • Step in the process • Direction in the process

Food ordering delivery processhigh level process map Customers Suppliers Inputs Process Outputs Receipt of order requests from restaurant Truck unloaded Food suppliers Food delivery Food prep personnel Food Supplier contacted Order negotiated Orders placed Delivery scheduled Delivery tracked Delivery occurs

Hospital lab test ordering processhigh level process map Hospital lab test ordering process Customers Suppliers Inputs Outputs Doctor receives lab report Doctor orders lab Phlebotomy department Patient Order Lab result Place order Obtain specifications Specifications compared to lab order Test Report

SIX SIGMA MEASURE PHASE

Measures Measures I P O Develop measures based on CTQ’s and SIPOC map Input Process Output Measures Measures Measures Funneling Process Capability O1 O2 O3 O4 LSL USL I1 Cp = 0.4 FMEA I2 s I3 = 2.7 Calculate current process I4 capability and sigma Determine the critical few measures Data Display Data Collection Plan Gage R&R UCL Data Collection Plan Col # 1 2 3 4 5 6 1000 Inspector A B What questions do you want to answer? Sample # 1st Trial 2nd Trial Diff 1st Trial 2nd Trial Diff X Data Operational Definition and Procedures 0 1 2.0 1.0 1.0 1.5 1.5 0.0 2 2.0 3.0 1.0 2.5 2.5 0.0 What Measure type/ How Related Sampling How/ LCL 3 1.5 1.0 0.5 2.0 1.5 0.5 Data type measured conditions notes where -1000 4 3.0 3.0 0.0 2.0 2.5 0.5 5 2.0 1.5 0.5 1.5 0.5 1.0 Totals 10.5 9.5 3.0 9.5 8.5 2.0 10 20 30 Averages 2.1 1.9 0.6 1.9 1.7 0.4 How will you ensure What is your plan for Sum Sum 3.6 4.0 consistency and stability? starting data collection? R R 1.8 A 2.0 B Other D B F A C E A B X X How will the data be displayed? Validate your Develop a data Display the data in graphic measurement system collection plan form to show current variation and other patterns Measure

Measure • Creation of the Data Collection Plan • What to measure • The type of measure • The type of data • Operational definitions • Targets/specifications • Data collection forms • Sampling

Areas requiring measurement

Discrete data collection form

Measure • Implementation of the Data Collection Plan • Calculating baseline sigma (defects per million opportunity)

Measure • Calculating baseline sigma (defects per million opportunity) • Food order unit: • A delivery • Food order defects: • Delivery time either too early or late • Food order quantity inaccurate • Food order not fresh • Number of opportunity: • 3 ( one for each of the above ways to generate a defect)

Measure • Calculating baseline sigma (defects per million opportunities) • The food ordering delivery project team examines 50 deliveries and finds out the followings: • Delivery time either too early or late (13) • Food order quantity inaccurate (3) • Food order not fresh (0) • To then calculate the defects per million opportunities we would implement the following equation: • (Number of defects)/(Number of units*Number of opportunities)*1000000 • 16/(50*3)*1000000=0.107*1000000=106667 per million opportunities • Is equivalent to a sigma performance of between 2.7 and 2.8

Process Capability The Concept of Sigma D N•O DPO = 133 1 1. Number of Units processed N = __________ 2. Number of Defect Opportunities Per Unit O = __________ 3. Total number of Defects made (>24 hours) D = __________ (include defects made and later fixed) 4. Solve for Defects Per Opportunity 5. Convert DPO to DPMO 6. Look up Process Sigma in Abridged Process Sigma Conversion Table Sigma(ST) = __________ 18 ( 18 ) ( 133 ) ( 1 ) 0.135300 = = = 0.135300 * 1000,000 = 135,300 2.6

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Case Study: DMAIC Project Improves Hospital’s On-time Completion of Administrative Tasks

Published: April 8, 2019 by Ashley Sedorovich

After graduating from medical school, the majority of medical students enter a medical residency program where a significant amount of clinical training occurs. Medical residencies provide a significant value add for the resident as well as teaching hospitals that host the residency programs. During residency, residents are increasingly exposed to a variety of clinical specialties, practices and tasks as well as a multitude of administrative items that must be completed in order to document their ability to perform clinical functions on patients. Additionally, hospitals are able to offset physician shortages by using residents for care and have the ability to generate significant revenue from hosting a residency program.

Despite the benefits of residency programs, there are inherent risks that the hospital assumes by using residents to provide care. Beyond the obvious risk of adverse patient outcomes and sentinel events (an unexpected occurrence in a healthcare setting that results in serious injury or death), there is also a more prevalent risk related to completion of required administrative tasks. While adverse patient outcomes are a serious threat, their likelihood of occurrence is low and ability to detect is high. Residents do not perform care on patients without the supervision of an attending physician. Residents also frequently ask questions to crosscheck other physicians as a part of the learning process, mitigating the risk of adverse outcomes and sentinel events.

Administrative tasks, however, are typically seen as having little-to-no value add by both residents and attending physicians. They are frequently pushed to the bottom of to-do lists when the prospect of a surgery or a rare clinical case presents; there is little ability to detect when they are not completed until it is too late. Not completing an administrative task will likely not result in a serious patient safety event, but there is a high likelihood of tasks not being completed, limited ability to detect when they are not completed and, ultimately, the potential of losing revenue from the residency program when an external audit yields that administrative tasks was not appropriately documented.

Lean Six Sigma (LSS) tools show promise for improvement opportunities across the healthcare industry. A midwestern community hospital in Ohio started a Six Sigma program in 2012 and since then has used the methodologies across the majority of hospital functions—clinical and non-clinical. In a recent project, the Orthopaedic Residency program used the DMAIC (Define, Measure, Analyze, Improve, Control) methodology to increase their on-time resident task completion rate. This article shows the benefits of using LSS methodologies to generate significant improvements with limited resources and funding.

Defining the Problem

To help focus the team, the project lead started with a project charter to define the problem they were trying to solve for as well as the goal they were aiming to achieve.

Problem Statement : From April 2018 through June 2018, 38 percent of resident tasks (62 out of 163 opportunities) were not completed on time and were, therefore, delinquent. This is bad because these tasks are requirements for the Accreditation Council for Graduate Medical Education (ACGME), the Medical Education Department and/or the Orthopaedic Program. If resident tasks are not completed on time it can result in the resident being dismissed from the residency program.

Goal : The primary goal was to decrease the resident task delinquency rate from 38 percent to 23 percent by September 30, 2018.

Business Case : Risk reduction is the primary business case in that by increasing the on-time completion rate of residency tasks, we are effectively reducing the risk of residents being dismissed from the program. The healthcare facility pays approximately $144,000 annually per resident. If a resident is dismissed from the program, the hospital loses that money.

Additionally, by increasing the on-time completion rate we are increasing resident and program coordinator job satisfaction . This, in turn, ensures the sustainment of the program by effectively reducing the time spent remediating poor performance and reducing the risk of resident dismissal.

Project Scope : The process begins with the new resident orientation and ends with the six-month resident checkpoint evaluation.

Team Roles : The team consisted of the orthopaedic residency program director, the residency program coordinator (who used the project to meet the requirements for completion of her Green Belt certification), the program’s research director, the chief orthopaedic resident as well as the attending orthopaedic surgeons and orthopaedic residents. Additionally, a Black Belt within the organization provided oversight on completing the DMAIC deliverables for the Green Belt’s certification.

A SIPOC (supplier, inputs, process, output, customer) analysis and Kano model were both used in the Define phase in order to identify the customer base and the customer preferences, respectively (Figures 1 and 2). The SIPOC analysis in Figure 1 identified the primary outcome metric, the customer base and a high-level overview of the current state of the process. Figure 2 shows the Kano model that was used to identify customer preferences.

Measurement and Analysis of the Data

A data collection plan was completed first to identify which administrative tasks were the primary focus of the project. The team determined that the tasks required of the ACGME were of primary focus since those would be the focus of an external audit conducted by the ACGME. Data was then collected to determine the baseline delinquency rate for each of these tasks as well as the combined delinquency rate for all tasks (Figure 3). The primary outcome metric for the project was the combined delinquency rate, which was determined to be 38 percent (62 out of 163 opportunities) between the measurement period of April 2018 through June 2018.

The team brainstormed potential root causes associated with a delinquency rate of 38 percent and used multi-voting to identify the primary root cause (Figure 4).

The results of the multi-voting activity indicated that the primary root causes were the following:

• Tasks were too tedious and time consuming.
• Too many requirements existed.
• There was no accountability structure in place.

The team determined that the organization has little control over the first two root causes, so, in turn, chose to identify solutions that would address the lack of an accountability structure.

Process Improvement

Once the root cause was identified, the team performed a second brainstorming activity to develop a list of solutions that would help enhance accountability. A risk identification and mitigation plan was then put together for each of the solutions in order to help determine which of the solutions carried the lowest risk if implemented.

A visual display board was chosen as the improvement solution given that it was quick and easy to implement with little-to-no risks associated with it. Additionally, visual display boards are commonly used in process improvement projects because of their effectiveness with sustaining long-term process improvement initiatives. The team chose to use a combination of colors, numbers and symbols to indicate progress. There are several individuals on the team who are red-green colorblind and would not have benefited from color alone as an indicator of progress. Figure 5 shows the visual display board implemented in the orthopaedic didactic lecture room. Residents have daily meetings in the lecture room and are therefore able to see their progress each day.

Achieving and Maintaining Results

Following the development and implementation of the visual accountability board, the team finalized its control plan to ensure long-term sustainability of the improvement. The control plan outlined various crosschecks as well as defined timelines for when – and how – to react based on the level of delinquency for each administrative task.

The team felt that all of the tasks required by ACGME were important, but some tasks cannot be made up if the deadline to complete them has passed. As a result, the control plan established firmer reactions for falling delinquent on those tasks when compared to tasks that could be made up should a resident fall behind. Once implemented, the team collected control data to monitor the success of the solution. After the improvement data was collected, a chi-square test determined if the results were significantly different from the baseline results. The improvement results (shown in the table below) showed statistically significant improvement in three of the seven categories including the overall delinquency rate, which was the primary outcome metric for the project.

Goal achieved! The primary goal was to decrease the resident task delinquency rate from 38 percent to 23 percent; the project in fact surpassed that goal with a post-implementation delinquency rate of 20 percent.

The project sponsor highly regarded the significant change in delinquency rates for the duty hours and case logs tasks because these are two tasks that need to be completed in residency as well as private practice.

While the primary goal of the project was met, the team felt as though there were still many opportunities for continuous improvement that would further decrease the delinquency rates.

• The first opportunity is to identify root causes associated with the delinquency rates for tasks that did not show a statistically significant improvement.
• The team felt that it would be beneficial to the program to further explore how well the ability of residents to complete their tasks on-time during their residency translates into their ability to manage their tasks when they graduate from the residency and move into an attending physician role.
• Next, the team wanted to look at the batching that occurs in the process to complete the tasks; moving toward a more continuous flow might yield further improvements.
• Last, the team planned to look at additional ways to make the visual board fun to increase the camaraderie among the residents and enhance peer-to-peer accountability, thus further improving the delinquency rates.

About the Author

Ashley Sedorovich

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