Does DMAIC Work in a Fire-Fighting Situation?

Hi,

Speaking of utilizing DMAIC in a fire fighting situation.  Let us look at it this way and this might clear things up.  In the first training wave a Black Belt takes a typical 4-6 month to complete training as well as project closure till they handover to the stakeholders. 

Then when they get on the ssecond project obviously the management is not going to sit around and wait for a 4-6 month but the Black Belt himself (herfself) can click through in less than 2 months.  When they get really good at this it should not last longer than 30 days for a manufacturing type problem resolution and maybe 15 for a transactional type likewise.

The message is why do we need to run everything under the banner of DMAIC painted all over the organization.  Use the tools and fix the problem.  Your hindrance is not the resistance to six sigma the tools, meetings etc but the availability of data that you can get your hands on and the availability of downtime for a DOE (design of experiments) if need be and some budget to cover those expenses if you do create some defective parts.  In th etransactional area it money is never an issue unless product defects are expected.

Thus let the tools and DMAIC rigor become a background drop and the change in behavior (using data to make decisions) take priority.  Then you come across a person who can solve problem regardless of (fire fighting or normal) rather than someone who needs the official banner of the DMAIC wave. 

Maybe you are doing this and if you are that is the best approach and works all the time as you are cutting on cycle time for the formality to kick in. 

I recall one message a senior VP provided even before Six Sigma in GE.  This Belgium guy said "if you are investing time on anything that is Non Value Added (example ppt slides) before you close the project YOU are wasting time." 

Thus all tools used need to be done with the minimum time and maximum impact.  I suggest that the team does it on paper, scratch a map, complete an FMEA, plan the MSA on paper and execute it.  One conclusion could be (especially in a fire fighting situation) staying away from fancy charts and ppt slides while you are in the D, M, A, I and C phases.  Do it when the customer's issue has been resolved or at a time when it comes across as truly value added. 

I have heard several people complain that they can't get their FMEA's or process maps or project reviews done on time due the heavy complexity on excel or ppt or visio etc.  That is because they have forgotten to apply the lean techniques to their own process.

This is a clear example of NVA activity when the problem resolution needs our attention. 

So DMAIC should work in any situation if it is done with a "Lean" mentality behind it such as eliminating the 7 elements of waste in your fire fighting situation and you have to get there with a major learning for your team who comes along.  This would be a great way to demonstrate your lean tool box utility.

Good luck!

Shree