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Measure & Observe as the Six Steps DMAIEC Process Improvement

Posted in Improvement, and Lean Six Sigma

The second step of the process improvement steps are DMAIEC Measure. The purpose of the measure of the improvement of this step is to observe the measuring process dang work in producing the product and how the process could be developed for the better. Make Improvement. In this case we are we must know the concept of 5W1H (What, What, Where, When, Why and How) about the process in question.

The problems that exist should be classified in the appropriate category. Which problems in critical priority problems and the problems that a category simple problem. All in rank according to priority and is selected to be one of the themes and items that will be improvement.

Some methods in this stage that must be passed are as follows:
1. Define The Current Process. This was first done to get a general overview of the process to be observed and improved. Clarifying the process from beginning to end, understand how to work in general and understand the possible errors that can occur. This method will be more clearly presented in the form of a flowchart.

2. Address “Low-Hanging Fruit”. At this stage is the stage for improvement that have been identified in the previous stage. First, clean the process of the problems that seem real disturbing / reduce the performance of the process. The issue in question could be a simple problem, namely the problem of 5s (SEIRI, Seiton, Seiso, Seiketsu and Shitsuke) mainly cleanliness, neatness visible to the eye. 5s in fact this is also a basic problem of the many problems that a simple question. But this is the root of the great Things are often overlooked.

3. Gather Initial Metrics. Measuring the performance of processes that are running and whether it is still in controlled conditions?

4. Determine Current “Sigma”. Determine the capability of the process and make the process side is the sigma

5. Stratify Data. Examine the problem from different angles and instruments. Studying the variation of the problem. How can that be the problem? Is it because the engine is not good, whether the operator is not trained, whether the work procedures are not applicable? Finding the time difference premises, the type of problems and symptoms. In this case pareto analysis can greatly help isolate the problem to address one aspect of improvement.

6. Determine Initial Value Proportion. Clarify the main issues and determine the main theme and mission of widespread improvement. After this step does then we should have more specific problems. Make the initials of this problem before next analysis step. Trying to estimate how much value can be saved after the improvement or how an increase in the value of revenue to be taken in the production once the problem is resolved. Specify the improvement target.

To help present and analyze problems using process improvement tools are such Flowchart, Diagram Layout, Process Watch, Voice of Customer. For Stratification, using bar charts, pie charts, radar charts, Pareto Analysis. For the analysis of variation using a line graph, control charts, histograms and capability analysis.