DMAIC Case: Learning By Doing

Group 1

Shantnu Singh- 373

Karthik Turlapaty- 370

Shariq Haroon - 348

Himanshu Singh 375

Praveen Nahata - 3

Overview of the DMAIC Method

CONTROL

DEFINE

4
IMPROVE

2
MEASURE

3
ANALYZE

Phase 1: Define

Goal

Define the projects purpose

and scope and get
background on the process
and customer
Output
A clear statement of the
intended improvement
and how it is to be
measured
A high-level map of the
process
A list of what is important to
the customer

CONTROL

DEFINE

4
IMPROVE

2
MEASURE

3
ANALYZE

DMAIC Charter
Business Case:

Problem Statement:

A consumer durable company is facing

challenges in its customer service.
Challenges are there in its after sales
customer service. Very high lead time
for repair of products.

Sales of products are dipping

Equipment repair takes a lot of time
Problem with service engineer
Increasing customer dissatisfaction

Goal Statement:

Critical to Quality Parameter (CTQ):

Increase in sale volume

High Customer satisfaction

Need to improve customer care

service

Need to increase efficiency of all of the

drivers that are important to customers

More skilled service engineer

Performance of repaired parts/Product

need to be improved

Customer retention

Phase 2: Measure

Goal
Focus the improvement
effort by gathering
information on the
current situation

CONTROL

DEFINE

Output

Data that pinpoints

problem location or
occurrence

Baseline data on
current process sigma

A more focused problem

statement

4
IMPROVE

2
MEASURE

3
ANALYZE

Baseline

Measures current level of success

Process Map

Fish Bone Diagram

Communication Issues

Delayed
Communicati
on to the
service
station

Service Engineer Problem

Loss in
communicatio
n at
authorized
centres

No Expertise

Indiscipline

Delay in Customer
Service
Unavailability
of spare parts
required.

Process Delays

Pick up of
spare parts
from the
service
station

Pareto Chart
500

120.00%

450
100.00%
400

350
80.00%
300

250

60.00%

200
40.00%
150

100
20.00%
50

count

Cumulative %

0.00%

Delay in Pickup of
Spare parts from the
service station

Indiscipllined Service
Engineer

Delayed
communication to the
Service station

Unavaialbility of the
spare parts

Loss of
Communication at
authorized centres

Service Engineer- No
Expertise

450

250

120

100

62

55

43.39%

67.50%

79.07%

88.72%

94.70%

100.00%

Improve

Steps to be followed:
Assign teams of service engineers with one senior engineer
present
Appoint telecom operators with experience in the durable
consumer field thereby aiding proper transmission of calls
Spare parts that regularly fail ought to be taken along by
the service engineer
Set up service centres at pivotal points with the number
of engineers varying based on density of sales at areas

Implementation of Plan
Root Cause

Solution

Action

Improper Service
Engineers

Assign Senior
engineer in a team
to keep a check on
irregularity

Issue memos to
those who dont
follow it

Positioning of
Service centres

Based on density of
sales in allocated
areas

Regular surveys
regarding time of
repair to be taken

Non availability of
parts

Pre order based on Proper forecasting

forecasting demand and regular
and maintain
updation of stocks
inventory

Affinity Diagram

Service Engineer

Service Centre

New Initiative

Engineer
visiting a place
should inform
customer about
any delays in
the visit
Reports must
be mailed at
the end of the
day to the
senior engineer
of team

HRs should
appoint well
informed
telecom
operators who
have worked in
the field.
Accessibility to
service centre
should not be
difficult

Service
engineers must
be rewarded
incentives for
efficient work
to increase
efficiency and
motivation

Control Plan
Process
Step

Description

Specification

Measurement
Method

Control
Method

Manage
Response
time

Response to
the
customers
call for repair

Deals with the

swiftness of
the service
engineer to
act

Check the gap

between time
of service
from the time
of action

Can be
controlled by
diverting calls
to nearby
centres and
reducing the
time

Quality of
Repair work

The
perfectness
in the call
attended by
engineer

Attending to
the complaint
and solving
the problem

Take feedback Based on the

from
feedback
customer
instruct the
service
engineers

Monitoring
of Service
engineers

Service
engineers
regularity in
work

Engineers
must be
trained
enough to
attend to calls

Analysis by
senior
engineer on
the quality of
work of
subordinates

Extra training
to low
productive
engineers

CONTROL

GOAL
1.Relevant data must be used to evaluate both the solutions and the plans

2.We should validate that all changes adhere to all operating company change control, GMP, and compliance
requirements

3.We need to maintain the gains by standardizing processes

4.Outline next steps for on-going improvement

OUTPUT
1.Before and After analysis
2.Monitor the system
3.Completing the documentation of results, learnings, and recommendations

STANDARDIZATION AND MONITORING

1.Processes, clarifications, and visual aids documented in PIs.
2.To create MOPXXX with all the quality criteria
performance.

for Variable Lasso Deflection and Contraction

3.MOP003 gets updated with reference to new created MOPXXX.

4.PU quality criteria documented in WSS001 and available in QA workbenches
5. Yields Chart is published every week.