DMAIC, DMADV, and Agile methodologies all evolved from concepts like Deming's work in post-war Japan and the Toyota Production System. They provide structured approaches for process improvement and new product development. DMAIC follows the phases of Define, Measure, Analyze, Improve, and Control for operational process improvement using Lean and Six Sigma tools. DMADV is similar but used for new product Design and Verification. Agile focuses on iterative product delivery and can complement DMAIC/DMADV. The role of the business analyst is evolving to incorporate requirements gathering and user stories within these methodologies to help different parts of organizations work together effectively.

1. DMAIC, DMADV
& Agile
Business Analysis & why these matter

2. Jason Kingston
• Partner @ CUBE Thinking
• Previously Business Analysis Team Leader @ The Guinness Partnership
• Almost 30 years experience, accountancy, audit & transformational change
• Cross sector & international experience
• Lean, Six Sigma & Shingo
• Passion not fashion

3. Evolution
• Deming
• Post war Japan
• Cultural merger

5. Rethinking the production line
• End to end process re-engineering
• Inviting innovation by operatives
• Aim for perfection
• Target defect elimination
• Build the culture

6. Toyota
• Toyota Production System (TPS)
• Thinking differently
• Japanese growth – innovate not replicate

7. More evolution
• Decoding TPS
• Womack & Jones
• Beyond Toyota

8. Lean & Six Sigma
• Sibling methodologies
• Statistically strong
• Scientific
• Lean focus on process flow
• Six Sigma on defect elimination

9. Methodology
• Need for blueprint
• Became portable
• Professional –
‘bean counters to
bean growers’

10. Define
• What do we think is the problem
• What do we know
• Validate financial benefits
• Map the process & SIPOC
• Communication plan

11. SIPOC – pizza example

12. Measure
• Value Stream Map
• Data – critical inputs & outputs
• Redefine
• Create data analysis plan
• Use measurement system analysis & Gage R&R
• Make quick win improvements

13. Analyse
• Correlation
• Prove critical inputs
• Process analysis
• Root cause analysis
• Theories/hypotheses
• Revisit data analysis
• Requirements identification

14. Improve
• Generate & prioritise solutions
• Challenge solutions
• Innovation – Kano Analysis
• Develop future state/to be process map
• Develop pilot solution
• Develop implementation plan

15. Control
• Transformation plan
• Data on process metrics
• Training, feedback & documents
• Control plans
• Audit & validate

16. DMAIC & the BA
• The BA role is evolving
• Not everyone sees the whole jigsaw
• Specialisms, schisms & client understanding
• Requirements gathering, epics, user stories etc all have a DMAIC place
• Different types of accountant, different types of BA
• All has roots in Kaizen, Deming & TPS

17. DMAIC & DMADV
• Design & Verification
• Same toolkit
• New product development

18. DMAIC, DMADV & Agile
• Complementary to each
other
• Operational to digital
• Shared toolkit
• Product delivery
especially for Agile

19. Thank you
• Questions
• Now
• Later – jkingston@cubethinking.co.uk
• www.cubethinking.co.uk