View recording: https://info.kainexus.com/improvement-disciplines/six-sigma/dmaic/common-pitfalls-in-the-dmaic/webinar/signup How to Avoid Common Pitfalls in the DMAIC Methodology August 11 from 1:00 - 2:00 pm EDT Presented by Simon De Castro, MS In this webinar, you will: Understand common pitfalls that can happen in the implementation of a DMAIC project Listen to examples of some of these mistakes Learn about what to do to avoid these problems Simon De Castro is a Lean Six Sigma Black Belt with Texas Health Resources. He is also certified as a coach and as a Change Management Practitioner. He has more than 25 years of experience, 17 of them working in Lean Six Sigma managerial roles in companies like Sara Lee, Johnson & Johnson, and since 2017, at Texas Health Resources, where he has worked on the design, implementation, and maintenance of KaiNexus. In his continuous improvement journey, Simon has accumulated a great deal of experience in the design and delivery of Lean Six Sigma content and has coached more than 300 yellow and green belt projects to successful completion.

1. Avoiding Common Pitfalls
in the DMAIC Methodology
Presented by
Host: Mark Graban
Mark@KaiNexus.com
Presenter: Simon De Castro, MS
simon.decastro@gmail.com

2. Our Presenter
• Simon De Castro, MS
– Lean Six Sigma Black Belt
– Certified Coach
– Change Management
Practitioner
– BS, Industrial Engineering
– MS, Industrial Engineering

3. Simon De Castro - August 11, 2020
Avoiding Common Pitfalls
in the DMAIC Methodology

4. In this webinar you will:
• Understand common pitfalls and drawbacks that can
happen in the implementation of a DMAIC project
• Listen to examples of some of these pitfalls
• Learn about what to do to avoid these problems
Learning Objectives

5. Before We Start
S O M E C L A R I F I C A T I O N S
• Based on experience, not on research (yet)
• Examples are not real
• We are assuming you have DMAIC knowledge,
but it’s ok if you don’t
• Your feedback is important

6. What is DMAIC?
• A structured problem-solving method
• A data-driven, customer focused framework

7. Pitfalls Across All DMAIC Phases
D M A I C
Check in the bottom of
the slide which phases
can be impacted by
that pitfall
In this example D, I, C
are impacted
Column1 D M A I C
Using DMAIC when we shouldn’t X X X X X
Flying Solo X X X X X
Poor change management X X X X X
Scope Creep X X
Having prescribed solutions X X
Using the wrong metrics X X
Ignoring the Gemba X X X X
Wrong Use of 5 Whys X
Wrong Use of 5 Fishbone X
Mistakes in action plans X
Excess of people-focused Solutions X X
Limited data acquisition X
Not revisiting phases X X X X X
Forgetting loose ends X X X X X
Forgetting to celebrate X

8. • When improving a process, if the problem is complex or the risks are
high, DMAIC should be used 1
• The DMAIC discipline discourages a team from skipping crucial steps
and increases the chances of a successful project 1
• Using DMAIC in situations other than problem solving is considered
an inappropriate use. Six Sigma should not be used as a substitute for
logical thinking or common sense 2
Using DMAIC When We Shouldn’t
D M A I C

9. Case: Input from team is needed (but not sought or obtained) in each phase, e.g.,
Analyze (finding root causes) - Improve (brainstorming solutions) - Control (sustain
ing the changes)
What can be done?
• Select 3-6 cross-functional process experts if possible
• Make sure each area impacted is represented
• Obtain commitment from them and their supervisors
• Plan for meeting with frontline team members and people from other shifts
Flying Solo
D M A I C

10. Case: Your (key) stakeholders are resisting instead of supporting the project
What can be done?
• Prepare a solid Change Management Plan that includes:
Communications Plan, Resistance Management Plan, Training and Coaching Plan
• Make sure roles are clear (project leader, process owner, CI coach, sponsor)
• Use a RACI* Matrix: Tell them what’s needed from them and when
• A sponsor who is “too engaged” is as bad as one that isn’t engaged at all 3
Poor Change Management
*RACI: Responsible, Accountable, Consulted, Informed. A RACI chart serves as a
visual of the role each person on a team is playing
D M A I C

11. Case: At any point after the project has started there are changes or uncontrolled
growth in the project’s scope
• What are the process boundaries? What service line / department is included?
• A weak sponsor / process owner can lead to scope creep
What can be done?
• Consider projects that can be completed in reasonable time
• Leave high payout projects for most experienced belts
• Split the project into smaller stages
Scope Creep
D M A I C

12. Cases:
Having Prescribed Solutions
D M A I C
Desired
Outcome
Solution
Root Cause
Analysis
Actual vs
Desired
What can be done?
If there’s no need to do Root Cause Analysis, go
on with the project with a different methodology
Desired
Outcome
Solution
a)
a) Start with a solution for a problem and work backwards
Desired
Outcome
Solution
c)
c) Consider a solution that doesn’t connect to an opportunity at all. We just like the idea 4
Desired
Outcome
Solution
b)
b) Jump from a desired outcome to generating solutions

13. Case:
The chosen metrics don’t show the opportunity for improvement
Using The Wrong Metrics
D M A I C
What can be done:
• Use both leading and lagging indicators
• “Measure what you value, don’t just value what you measure”:
Don’t restrict your metrics to just existing KPIs
• Make sure the metrics used are conducive to improvement
Example: Door to Needle Time for Stroke patients < 60 min.
Instead of % of Compliance measure Actual time
Indicator Lagging Leading
What they tell How you did What can happen
Example Patient Falls
Reduction of risk factors,
safety training, safety audits

14. Case:
• Project goals are disconnected from reality
• Knowledge of the process is weak
What can be done:
• Go to the Gemba! There is the biggest source of information (and ideas)
• In-person observation is the core principle of Gemba
• Observing a process opens an individual up to a flood of visual data
• The only restrictions are preconceived notions based on assumptions 5
Ignoring the Gemba
D M A I C
Gemba is the place where things
happen (the workplace), where
the service or product of which
we want to improve is produced

15. Case:
• 5 Whys is not getting us to the root cause(s) of the problem
What can be done?
• Avoid stopping too soon or too far
• Beware of disconnected questions
– Test it in a reverse check, the “5 Because”
• Ask the right questions
– Ask complete questions instead of just “Why”
Wrong Use of 5 Whys
D M A I C
Q/A
Potential Solutions
at This Point
1.Why did an employee fall?
They stepped on a grease spot
Add warning sign /
Awareness training
2.Why was there grease on the floor?
There was a pipe leak
Clean floor / Fix leaks /
Inspect for leaks
3.Why was the pipe leaking?
It hasn’t received maintenance
Train personnel / Create
accountability
4.Why has it not being maintained?
We lack a proper maintenance program
Create /Update
Maintenance Program

16. Wrong Use of 5 Whys
D M A I C
What can be done?
There was a pipe leak That area isn't cleaned regularly
3. Why was the pipe leaking? 3. Why isn't that area cleaned regularly?
It hasn’t received maintenance in a while It was removed from daily cleaning schedule
4.Why has it not being maintained? 4. Why was it removed from the schedule?
We don’t have a proper maintenance program Our cleaning staff was reduced
5. Why was cleaning staff reduced?
Calculations were based on volume, not sq ft
1. Why did an employee fall?
2. Why was there grease on the floor?
They stepped on a grease spot
…Continued
• Avoid falling in areas out of our control
• Avoid using blaming language 6
• Don’t force a single root cause. Split if needed:

17. Case:
• Fishbone is not leading to a clear course of action
What can be done:
• Use Fishbone to collect initial 1st level causes, then drill deeper with 5 Whys
Wrong Use of Fishbone
D M A I C

18. What can be done:
• It helps to express the causes in the form: “Because X then Y”
Example: “Illumination” versus “Poor illumination makes inspection difficult”
• Check if you need more categories or have the wrong categories
Brainstorm potential causes (post-its on a board) and categorize by affinity
• Circle potential root causes and cross off the rest
D M A I C
…Continued
Wrong Use of Fishbone
https://www.wallstreetmojo.com/fishbone-diagram/

19. Mistakes in Action Plans
D M A I C
Issue Action Item Resp. Due
Procedure isn't followed Train associates HR 30-Sep
Action Plan
Issue No. Action Item Resp. Due Prereq Status
1 Obtain input from area supervisors SDC 4-Sep - Complete
2 Prepare training SDC 11-Sep 1 Complete
3 Conduct training shift A YH 18-Sep 2 In Progress
4 Conduct training shift B TM 21-Sep 2 Past Due
5 Validate training with quiz SDC 25-Sep 3,4 Not Started
6 Schedule biannual refresher SDC 2-Oct 2 Not Started
7 Add training to new hire orientation TS 2-Oct 2 Not Started
Procedure
isn't
followed
Action PlanIssues taken
from Fishbone
or 5 Whys
Names instead of Depts
for better accountability
Dependencies to help
Manage Timeline
Status to see
progress and
take action
Granularity to identify resource
requirements and timing
Cases:
• Poor or wrong delegation
• Overseeing dependencies
• Plans that are too generic
• Disconnection between action items and root causes
What can be done:

20. Hierarchy of Intervention Effectiveness 7
Excess of Solutions Focused on People
Forcing Functions
Automation
Standardization
Reminders & Checklists
Policies
Education
Warnings & Alerts
+
SYSTEM
FOCUSED
PEOPLE
FOCUSED
-
+
MORE
EFFECTIVE
LESS
EFFECTIVE
-
D M A I C
Case:
• Results are not sustained. People revert to old ways of doing things

21. Case: The nature of your data makes it difficult to close the project
What can be done?
• Try to change the frequency in which data is obtained
Example: Monthly versus weekly or daily data
• Be aware of lagged responses Example: Patient satisfaction surveys
• Consider seasonal changes in the data acquired
• If possible, negotiate a delay in project closing until you get enough data
Limited Data Acquisition
D M A I C

22. • DMAIC methodology is basically linear in nature. It builds on learning from
previous phases:
Define will tell what to measure, measure will tell what to analyze, etc.
• In the practice the progression is often more indirect. A phase review can
send the process back one or more steps
Example: At any given point, the team might discover the need to revisit the
Measure phase and collect more data
• Even objectives can change as the team learns more about the process
being improved, and the project may need to be redefined 8
Not Revisiting Phases
D M A I C

23. Forgetting Loose Ends
• Post FMEA
• Future State Map
• Refresher Training
• Updating procedures and document versions
• Updating goals and performance reviews
• Survey post-project
• Validating changes with the customer
• Don’t forget to Celebrate!
D M A I C

24. General Guidelines

25. • Learn about these pitfalls and create your own FMEA
• Don’t apply DMAIC if it’s not necessary
• Make emphasis in a well-prepared project charter
• Prepare a thorough control plan
• Make it a habit to revisit phases as you move forward
• Have a good 3-way communication between leader, sponsor, and coach
• Have a checklist for closing the project
• Create a good knowledge bank for benchmarking
What Else Can we Do?

26. By knowing these common pitfalls in advance we can:
• Prepare better content in our DMAIC training
• Create better learning experiences
• Become better coaches
• Avoid frustration for the project leader
• Save time for the project leader and the organization
• Help have more efficiency, quality, service
Why is This Important?

27. What questions
do you have?

28. Thank You for your Attention!

29. References
1. To DMAIC or Not to DMAIC?: http://asq.org/quality-progress/2012/11/back-to-basics/to-dmaic-or-not-to-dmaic.html
2. DMAIC Failure Modes: http://asq.org/data/subscriptions/ssm_sub/2005/may/ssfmv4i3nilakanta.html
3. The Role of the Sponsor: https://www.pmi.org/-/media/pmi/documents/public/pdf/business-solutions/executive-engagement.pdf
4. Why This Opportunity Solution Tree is Changing the Way Product Teams Work:
https://www.producttalk.org/2016/08/opportunity-solution-tree/
5. The Many Sides of a Gemba Walk: https://dilbert.com/strip/2014-02-25
6. 20 Common Pitfalls to Avoid in Problem Solving:
https://www.linkedin.com/pulse/5-why-analysis-20-common-pitfalls-avoid-problem-solving-damon-baker/
7. How a Just Culture in the Workplace Contributes to Quality: https://www.banfield.com/exchange/latest-thinking/just-culture-workplace
8. Understanding DMAIC: http://asq.org/sixsigma/understanding-define-measure-analyze-improve-control-dmaic.pdf

30. Announcements
(Then Q&A)

31. Future Webinars
• Training Team Office Hours
– Aug 13, 1 to 1:30 pm ET
– Customers only
Register: www.KaiNexus.com/webinars

32. Future Webinars
• Sharing Our Visions and Voices to #RootCauseRacism
– Aug 14, 1 to 2 pm ET
– Panel discussion
– Open to All!
Register: www.KaiNexus.com/webinars

33. Future Webinars
• Becoming the Change: Leadership
Behavior Strategies for Continuous
Improvement in Healthcare
– Aug 19, 1 to 2 pm ET
– Presentation by Dr. John Toussaint and Kim
Barnas, Catalysis
– Open to All!
Register: www.KaiNexus.com/webinars

34. Other Resources
www.KaiNexus.com

35. Podcasts
• www.KaiNexus.com/podcasts
• Subscribe via:
– Apple Podcasts
– Google Play
– Stitcher
– Spotify

36. Q&A
• Web:
– www.kainexus.com
– blog.kainexus.com
• Webinars on Demand:
– www.kainexus.com/webinars
• Social Media:
– www.twitter.com/kainexus
– www.linkedin.com/company/kainexus
– www.facebook.com/kainexus Mark Graban
Senior Advisor, KaiNexus
Mark@KaiNexus.com
Simon De Castro, MS
simon.decastro@gmail.com