Successful Implementation and Close Out of the DMAIC Process

Successful Implementation and Close Out of the DMAIC Process

The closure of the DMAIC process involves documenting findings, analyses, and solutions implemented throughout the process. The working team will communicate results and major lessons drawn from the process for future reference. Also, reflecting on the process is crucial to identify opportunities for further improvement is key. This paper delves into the limitations, acceptability, and applicability of the control phase to the soft drink’s organizational problem.

Limitations to the Control Phase that Should Be Addressed

While implementing the control phase of the DMAIC process, it emerged that the phase overemphasizes outputs over inputs. Ignoring inputs even at the control phase may compromise the success of the DMAIC process (Mitchell & Gamlem, 2015).  Although emphasizing outputs is acceptable to ensure anticipated outcomes are met, ignoring inputs may affect successful process implementation since there could be underlying root causes at this point (Williams, 2001). Regarding the soft drinks company problem, open communication and employee retention may give an impression that the process was successful. However, lingering problems such as the management’s failure to offer comprehensive leadership training paths to potential future leaders may leave them dissatisfied.

Another limitation of the control phase is the lack of flexibility since it focuses on pre-determined control measures. The rigidity ignores new developments that could potentially make the control measures ineffective (Monday, 2022). Concerning the soft drinks company, the control plan did not leave a window for asking dissatisfied employees after DMAIC implementation to offer feedback or a recipe for the recurrence of a similar problem in the future.

Ensuring the Process Owners in the Organization Accept the Control Measures

Process owners of the DMAIC process include employees and plant managers affected by decisions under the control phase. The working team should tailor the recommended measures to suit the specific needs of all stakeholders. For instance, Canadian plant employees may feel entitled to promotions since they have posted the best performance. Convincing them to accept control measures may require the DMAIC working team to explain the benefits of their stellar performance. A commitment toward internal reward programs to reward exemplary performance will come a long way.

How the Control Phase Learning Applys to My Organization’s Specific Conflict or to the Garden Depot Case Study

Control phase learning will contribute to the establishment of a feedback mechanism that enhances stakeholder improvement. A structured feedback mechanism allows stakeholders to offer valuable input that may prevent future conflicts (Carroll, 2013). Concerning the conflict at the soft drinks company, a feedback mechanism will allow employees to offer input on process improvements and recommend how future promotions will be handled. This will allow process improvements that will make future improvements appear more equitable and acceptable.

Conclusion

In summary, the control phase of the DMAIC process reflects on the process outcomes while drawing lessons for further future improvement. It emerges that even though the main focus is on outputs/outcomes and their desirability, inputs should not be ignored. DMAIC implementers should avoid rigidity and consider developing root causes since an organization’s internal and external environment keeps evolving.

References

Carroll, C. T. (2013). Six Sigma for powerful improvement: A green belt DMAIC training system with software tools and a 25-lesson course. CRC Press, Taylor & Francis Group.

Mitchell, B., & Gamlem, C. (2015). The essential workplace conflict handbook: A quick and

handy resource for any manager, team leader, HR professional, or anyone who wants to

resolve disputes and increase productivity. Career Press.

Monday, L. M. (2022). Define, Measure, Analyze, Improve, Control (DMAIC) methodology as a

roadmap in quality improvement. Global Journal on Quality and Safety in Healthcare,

            5(2), 44–46. https://doi.org/10.36401/jqsh-22-x2

Williams, P. M. (2001, April). Techniques for root cause analysis. In Baylor University Medical Center Proceedings (Vol. 14, No. 2, pp. 154–157). Taylor & Francis.

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prompt: First, read Chapter 10 in The Essential Workplace Conflict Handbook. Additionally, read the CONTROL Supplementary Document as well as CONTROL: The Final Phase of a DMAIC Project.

In your initial post, address the following:

Can you find any limitations to your Control phase that should be addressed? What are they specifically?
What might you need to do to ensure that the process owners in the organization will accept your Control measures?

Successful Implementation and Close Out of the DMAIC Process

How will the Control phase learning apply to your organization’s specific conflict or to the Garden Depot case study?