This is the fourth phase of the DMAIC process. [If you happen to land on this article and have not see the previous ones, please have a look here: “Process Improvement“].
The objectives of the Improve phase are:
- to develop solutions that address the issues/opportunities;
- to implement (or verify) these improvement solutions;
- to use data to evaluate these solutions and
- to prepare plans for embedding the change.
In this phase changes are finally introduced, aimed to eliminate waste, reduce costs or improve efficiency. This will be hopefully in line with the objectives set in the charter. The improvement team will need solid criteria to select the solution, to design the process for pilot trials and also it will have to consider the solution’s resilience, sustainability and the planning for the full scale implementation. It is about committing and laying the ground for the lasting change.
Below are some typical activities conducted in this phase, not necessarily in the order of priority or importance.
Criteria-based matrix
Selecting a solution wisely amongst a series of possible options is a very tricky task. It is not unusual to find professionals who are not used to do so. When dealing with choice humans are naturally biased, for example, by personal knowledge, personal experience, specialist skills, hype, belief and often we use inappropriate benchmarking. So the improvement team will have to work hard for setting objective criteria.
There are various tools for assisting with this, all classed under the general definition of “criteria-based matrix”. These can be, for example, the prioritisation matrix, the Pugh matrix, the Consensus-Criteria Method, the Multi-Attribute Rating Technique Exploiting Ranks (SMARTER). All these tools are useful to narrow down options through a systematic, unbiased approach of comparing choices by selecting, weighing and applying agreed criteria. Some of them require guidance for their application. A simpler approach could be by using the PICK chart (or ‘Impact/Effort’ prioritisation matrix). The team will have to establish the amount of effort required to implement the solution and the payoff expected for the solution. Solutions will be grouped in the four quadrants of the PICK chart as Implement, Possible, Challenge, Kill. This helps the selection of which option should be pursued, which would need more work and which one may be abandoned.
Guidance from an external lean practitioner would be ideal here as the team will have to be completely unbiased in the setting of criteria and evaluation of the evidence. And it may not be all so clear-cut – see this reading to learn about some of the possible pitfalls of an impact/effort prioritisation matrix!
FMEA/EMEA
FMEA stands for ‘Failure Mode and Effect Analysis’, another intimidating definition. EMEA stands for ‘Error Mode’ where it refers to human errors as failures. In looking at the implementation of a solution, it is important to anticipate difficulties and potential problem in the enactment of the solution, allowing the team to set mitigation. The FMEA/EMEA helps for this.
It aimed to make the team to think about all the steps of the process, think about potential weaknesses and where problems might occur, what other process this failure or error may affect, determine severity and discuss countermeasures. All the above will be set onto a table. The merit of this tool is in looking in greater details in the robustness of the solution, about its sustainability and look at the need for any additional support or changes in the organisation to ensure success.
Plan-Do-Check-Act
‘Plan–do–check–act’ (or ‘plan–do–check–adjust’, PDCA) is an iterative four-step management method used in various areas of the business for the control of processes. A plan of this nature ensures that the testing of the solution is properly monitored, with indicators, and have a clear mechanism for action, correction and responsibilities. It is an important test for the cost, resilience and operability of the solution that is meant to be deployed.
With the success of the selection and testing, the improvement team can progress to the final phase.
Marco Bottacini, Senior Portfolio Manager, GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
Project Management Discussion Group 