How do you align DMAIC projects with customer needs?

This is a very key phase in a project based on DMAIC because these steps give directions on how to align your efforts to fit the customer's needs. During this phase, you clearly establish the problem you will be working to solve. The present problem should directly be related to increasing customer satisfaction to solve a prevailing customer pain point. For ex. if the customer were dissatisfied with the length of time taken to open a bank account, then your problem definition in the DMAIC project would be "Reducing the process time of opening the account." This means that defining the problem statement around a specific customer need would ensure that the project's objective directly relates to improvements required in customer experiences.

Before gathering the voice of the customer information you need to answer the question "What am I trying to learn?". If you do not focus on what you want to learn you may get a bunch of non-actionable information about the customer. It might be interesting but if you can not take action on your voice of the customer information it ends up being a waste. We do not want waste as Lean Six Sigma practitioners.

O primeiro passo do DMAIC, "Definir", envolve identificar claramente o problema a ser resolvido e o objetivo do projeto. É crucial compreender quem são os clientes, o que valorizam e seus principais desafios. Para capturar a voz do cliente (VOC), métodos como pesquisas, entrevistas, grupos de foco, e análise de feedbacks são úteis. Ferramentas como diagramas de afinidade e modelos Kano podem ajudar a organizar e analisar os dados da VOC, permitindo identificar as necessidades e expectativas primárias dos clientes e alinhar o projeto a estas.

Essa é uma das partes mais importantes do ciclo do DMAIC. Realizar a definição clara do que vai atacar e onde estão os problemas principais. Realizar a definição de um escopo bem definido, contribui para que todos os aprofundamentos necessários sejam feito de acordo com o mesmo. Existem ferramentas que contribui para que passamos captar de fato a voz do cliente e suas necessidades como por exemplo a VOC.

In order to allign a project DMAIC with customer need you can use the Kano model. In 1984, Dr. Noriaki Kano published a paper on process performance in relation to customer satisfaction. Now referenced as the Kano model, it divides customer expectations into three general categories: Must Be (Dissatisfiers), Performance (Satisfiers), and Delighters.

A partir do momento em que conseguimos captar a voz e as necessidades do cliente, conseguimos analisar como o cliente consegue perceber a qualidade do serviço/produto ofertado, assim você consegue avaliar qual a visão do cliente e qual o nível de desempenho está entregando

Let me give you a simple equation to help you understand Total Variation = Input Variation Process Variation Measurement Variation Goal of the Measure phase is to reduce that Measurement Variation and once it is done we can understand current performance using Baselining So in the first part Measurement system (Measuring Instrument Operators) are studied for variation using GRR or KAPPA analysis & ensured that Variations due to measurement are minimized In the second part process stability test is done using control charts and once the data is stable and free from special causes Baselining is done. For Discrete data DPMO and Sigma values are calculated are calculated and for Continuous data Cpk and Sigma values are calculated

To Align the measure stage of a DMAIC project with Customer needs, The steps needs to be followed 1. Voice of Customer - Collect VOC and Translate VOC into CTQ(Critical To Quality) 2. Defining Key Metrics 3. Plan for Data Collecting -Develop plan and Validate 4. MSA 5. Data Analysis - Analyse Data and Benchmarking 6. Customer Feedback- Engage Customers

E segunda etapa, de medição, costuma não ser muito valorizada, mas deve ser feita com tempo e atenção, uma vez que todas as próximas etapas serão feitas por meio desta. Inclusive, existem procedimentos de medição (quando os dados não são coletados de maneira autônoma) que devem ser respeitados para se obter resultados que não sejam mascarados por medições inadequadas.

Focusing on the customer's CTQs is critical to success. We need to ensure that all of your tools and data analysis point to the customer CTQs. If we are in alignment with our customer's CTQs we will be successful.

Analyzing the root cause in a DMAIC process involves identifying the underlying factors contributing to the identified problem. Use data collected in the Measure phase and apply analytical tools such as Cause-and-Effect diagrams, Pareto charts, and 5 Whys analysis. These tools help in distinguishing between the root causes and the symptoms of the problem. The goal is to pinpoint the fundamental issues that need to be addressed rather than treating the symptoms. Remember, a thorough root cause analysis is crucial in the DMAIC process as it directs the improvement efforts towards the factors that will have the most significant impact on the process performance.

I have found two things that are critical to finding the Root Cause(s). 1. Data and statistics to make the data meaningful are critical to finding the true root cause. Without data, we are just guessing. 2. The people that perform the work. It is a mistake to not go to the source. Go to Gemba and talk to the people doing the work. Managers in a conference room rarely know the true root cause.

Six Sigma is all about reducing variation Total Variation = Input Variation Process Variation Measurement Variation Measurement variations are reduced in the Measure Phase, we are left with Input & Process Variations. These are studied in the Analyze phase Analyze phase also has 2 parts 1. Identify the potential causes for Input and Process Variations Tools A. Brainstorming: Use when you do not know main causes B. Cause and effect diagram: Use when high-level causes are known 2. Identify the root cause from the potential causes Follow the below sequence A. Process Analysis (VSM)- Time-related projects B. Data Analysis - Graphical Analysis - Hypothesis Testing C. 5 Why Analysis: To drill down to the root cause

Analisar os dados parece fácil, mas exige domínio sobre as técnicas estatísticas, conhecimento sobre o processo e criatividade para buscar problemas ocultos nos dados. Um bom analista de dados deve ter, além disso tudo, domínio sobre ferramentas de programação e conhecimento sobre banco de dados, para análises onde são utilizados dados em grande volume.

Para identificar as causas raiz do problema, ferramentas como diagrama de Ishikawa (espinha de peixe) e 5 Porquês podem ser úteis. Essas ferramentas ajudam a investigar as causas subjacentes do problema e a entender melhor como elas impactam a experiência do cliente.

Quando falamos de captar as necessidades do cliente é importante destacar que temos uma fonte rica de conseguirmos alavancar e melhorar nossos serviços/produtos. A partir dessa necessidade e do aprofundamento que fazemos em relação as mesmas, podemos propor melhorias que beneficiem ambos os lados.

Make sure you have a solid plan for putting the improvements in place. This is one of those "If you fail to plan then you plan to fail." type of things. Include information on who will be involved. When the improvements will be implemented. What data will be collected and how it will be collected and studied?

Improving the process in DMAIC is like fixing a recipe that's gone wrong. It's the step where you implement solutions to correct root causes and close gaps. To align with customer needs, select and test solutions that improve CTQ factors—the things customers care about most. Brainstorming and benchmarking help generate ideas, while pilot testing checks them on a small scale. This is like trying a new ingredient on a single batch before changing the entire recipe. Risk analysis ensures you avoid unintended consequences, and control charts are like taste testers, helping you stay on track. By focusing on customer satisfaction and using these tools, you can improve your process and ensure consistent, high-quality results. l

Se você realizou as três primeiras etapas com sucesso, os resultados desta etapa tendem a sair naturalmente. Veja, o momento onde você deu mais ouvidos ao cliente foi na etapa de definição (a primeira). Na etapa de melhoria, tome cuidado em dar ouvido ao cliente e não ao que os indicadores e ferramentas dizem. Muitas vezes, a percepção do cliente não condiz com a realidade do processo e você, como responsável pelo projeto de melhoria, deve focar o resultado final.

Com base na análise das causas raiz, é possível desenvolver soluções para melhorar a experiência do cliente. Ferramentas como brainstorming, matriz GUT (Gravidade, Urgência, Tendência) e matriz de priorização podem ajudar a gerar e avaliar ideias para melhorias.

Já ouviu falar em uma melhoria "serrote"? Chamas assim os projetos que conseguem ganhos expressivos mas que não são sustentáveis a longo prazo e, acabam sendo uma grande perda de tempo e investimento. Dê preferência a projetos com ganhos menores mas que sejam sustentáveis a longo prazo. Deixe claro ao cliente o motivo da escolha. E realize monitoramentos periódicos para garantir a sustentabilidade do projeto.

Although we often talk about the control phase as the final step. The best practice is to start your controls as part of the improvement phase. Do not let the controls be an afterthought. The best controls are put in place at the same time as the improvements. I would even recommend you start thinking about what controls you might need as soon as you find the root cause. The reason the control phase is at the end is that part of the control phase is verifying that the process is indeed better and that the controls are working.

Nessa fase medimos o quão positivo ou negativo está sendo nossas melhorias, tornando assim um processo de evolução constante para a organização

Para garantir que as melhorias tenham o efeito desejado na experiência do cliente, é importante monitorar e controlar o processo. Ferramentas como planos de ação, gráficos de controle e indicadores de desempenho podem ser úteis para acompanhar o progresso das melhorias e identificar possíveis desvios.

In the final DMAIC step, maintain control over the improved process by establishing monitoring mechanisms, setting standards, and implementing corrective actions when necessary. This ensures sustained quality and continued customer satisfaction.

Creating feedback loops where customers can continuously provide input on the changes ensures ongoing alignment with their needs and allows for continuous improvement. For a banking project, we implemented a feedback loop through regular customer surveys & a dedicated feedback portal. This system allowed customers to report issues & suggest improvements, which were reviewed quarterly to make necessary adjustments & maintain high service standards. Training staff to understand and prioritise customer needs ensures that improvements are sustained & customer-centric culture is embedded within the organisation. In a healthcare project, we conducted training sessions for staff to emphasise the importance of patient feedback in daily operations.

In aligning DMAIC projects with customer needs, leverage the Voice of Customer (VoC) tool. Through direct feedback channels, such as surveys or interviews, gather insights into customer preferences and pain points. Analyze this data to identify critical-to-quality (CTQ) factors, which are the aspects of your product or service most important to customers. By prioritizing CTQs and integrating them into your DMAIC process, you ensure a customer-centric approach that drives meaningful improvements aligned with customer expectations. Thanks.

To align DMAIC projects with customer needs: 1. Define: Clearly define project objectives based on customer requirements. 2. Measure: Gather data on customer needs and expectations. 3. Analyze: Identify gaps between current performance and customer needs. 4. Improve: Implement solutions to address identified gaps and prioritize based on impact on customer satisfaction. 5. Control: Establish measures to sustain improvements and monitor customer satisfaction over time Maintaining a customer-centric approach and validating project decisions against customer needs is crucial throughout the DMAIC process. Regular communication with stakeholders, including customers, ensures alignment with their requirements.

Clue is in the question if you’re following DMAIC properly, you’d ensure Define stage was thoroughly completed. Otherwise it’s just a finger in the air or anecdotal.

To align DMAIC projects with customer needs, we can follow these steps: 1. Identify customer requirements: 2. Define project goals: 3. Analyze current state: 4. Measure performance: 5. Identify root causes: 6. Improve the process: 7. Control and sustain improvements: 8. Continuously gather feedback: