{"id":2953,"date":"2018-10-09T12:56:39","date_gmt":"2018-10-09T11:56:39","guid":{"rendered":"https:\/\/fr.theleansixsigmacompany.be\/?post_type=wiki&p=2953"},"modified":"2026-02-06T11:18:00","modified_gmt":"2026-02-06T10:18:00","slug":"modele-dmaic","status":"publish","type":"post","link":"https:\/\/www.theleansixsigmacompany.com\/be\/fr\/bibliotheque\/modele-dmaic\/","title":{"rendered":"Mod\u00e8le DMAIC"},"content":{"rendered":"

Le mod\u00e8le DMAIC est un plan d\u2019action utilis\u00e9 dans le Six Sigma pour am\u00e9liorer la qualit\u00e9 des processus au sein d\u2019une entreprise. DMAIC est un acronyme anglais pour\u00a0: Define, Measure, Analyse, Improve et Control. Les 5 phases du mod\u00e8le sont divis\u00e9es en 12 \u00e9tapes, pour qu\u2019elles soient r\u00e9alis\u00e9es d\u2019une bonne mani\u00e8re.<\/span><\/p>\n

\"\"<\/p>\n

Les cinq phases du mod\u00e8le DMAIC<\/h2>\n

Les cinq phases du mod\u00e8le DMAIC sont subdivis\u00e9es en 12 \u00e9tapes. Nous \u00e9num\u00e9rerons ci-dessous les 5 phases et les 12 \u00e9tapes d\u2019un projet r\u00e9ussi.<\/span><\/p>\n

La phase ‘Define’<\/h2>\n

L\u2019objectif de la phase Define est comme suite :<\/span><\/p>\n

D\u00e9crivez le probl\u00e8me \u00e0 aborder et la valeur du probl\u00e8me pour le business. Formez une \u00e9quipe d\u2019am\u00e9lioration.<\/span><\/p>\n

Dans la phase Define, les deux \u00e9tapes suivantes sont primordiales :<\/span><\/p>\n

1.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>S\u00e9lection du projet et scope<\/span><\/p>\n

2.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>D\u00e9finition du D\u00e9faut<\/span><\/p>\n

Pour r\u00e9aliser l\u2019\u00e9tape 1<\/b> avec succ\u00e8s, il faut parcourir les 5 \u00e9tapes suivantes :<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>Identifiez les \u00e9l\u00e9ments qui d\u00e9terminent la valeur de l\u2019entreprise,<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>identifiez les opportunit\u00e9s et les possibilit\u00e9s,<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>examinez la liste des possibilit\u00e9s,<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>d\u00e9finissez le scope et les projets,<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>indiquez la priorit\u00e9 de chaque projet dans la liste.<\/span><\/p>\n

Ce plan d\u2019\u00e9tapes m\u00e8ne au choix du projet Lean Six Sigma.<\/span><\/p>\n

Etape 2 :<\/span><\/b> D\u00e9finition du D\u00e9faut, qui peut \u00eatre traduit en un probl\u00e8me ou une demande du client. Au moyen d\u2019un projet d\u2019am\u00e9lioration, il faudra r\u00e9pondre aux exigences de qualit\u00e9 concr\u00e8tes qui ont \u00e9t\u00e9 d\u00e9termin\u00e9es pour ce processus. En termes Lean Six Sigma, la voix du client (Voice of the Customer) est traduite en Critical to Quality. Critical to Quality (CTQ) est le terme utilis\u00e9 pour les caract\u00e9ristiques mesurables qui sont importantes pour un produit ou un processus. Le CTQ est aussi une indication du \u201cperformance standard\u201d, qui doit \u00eatre atteint pour satisfaire le client.<\/span><\/p>\n

La phase ‘Measure’<\/h2>\n

Les objectifs de la phase Measure :<\/span><\/p>\n

D\u00e9finissez le d\u00e9faut et collectez des informations de base sur la performance du produit ou du processus. D\u00e9terminez les objectifs d\u2019am\u00e9lioration. Pr\u00e9voyez un syst\u00e8me de mesure appropri\u00e9.<\/span><\/p>\n

La phase Measure contient les \u00e9tapes suivantes:<\/span><\/p>\n

1.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>D\u00e9termination et analyse du syst\u00e8me de mesure Y<\/span><\/p>\n

2.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>Baseline performance<\/span><\/p>\n

3.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>L\u2019objectif sur la base du baseline performance<\/span>\u00a0<\/span><\/p>\n

Le projet Y est le CTQ exprim\u00e9 comme le r\u00e9sultat mesurable du processus. Le projet Y est toujours quantitatif, mesurable, clair et directement li\u00e9 \u00e0 un processus. L\u2019\u00e9tape 4 : sur la base des donn\u00e9es collect\u00e9es, la performance actuelle du processus est d\u00e9termin\u00e9e, en mesurant le r\u00e9sultat du processus en Y. Cette valeur Y peut \u00eatre exprim\u00e9e comme une temp\u00e9rature, un temps, une vitesse ou une autre unit\u00e9 de mesure. Sur la base de cette valeur li\u00e9e \u00e0 un processus, il faudra d\u00e9terminer un objectif de processus pour viser une am\u00e9lioration.<\/span><\/p>\n

La phase ‘Analyse’<\/h2>\n

L\u2019objectif de la phase Analyse\u00a0:<\/span><\/p>\n

D\u00e9terminez quels param\u00e8tres (inputs) du processus ont le plus d\u2019influence sur les r\u00e9sultats critiques (outputs) du processus<\/span><\/p>\n

La phase Analyse contient deux \u00e9tapes primordiales :<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>Les causes possibles de la variation<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>D\u00e9termination des causes principales<\/span><\/p>\n

Dans l\u2019\u00e9tape 6, on va \u00e0 la recherche des causes du fait qu\u2019Y n\u2019a pas toujours la valeur souhait\u00e9e. Les causes possibles sont la variation ou les d\u00e9viations. Dans l\u2019\u00e9tape 7, on cherche les causes principales. Il est important que ces causes principales puissent \u00eatre justifi\u00e9es par des donn\u00e9es.<\/span><\/p>\n

La phase ‘Improve’<\/h2>\n

L\u2019objectif de la phase Improve :<\/span><\/p>\n

Identifiez les possibilit\u00e9s d\u2019am\u00e9lioration et argumentez que les objectifs du processus peuvent \u00eatre atteints par ces am\u00e9liorations.<\/span><\/p>\n

Cette phase contient les 2 \u00e9tapes suivantes :<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>D\u00e9termination de la solution optimale<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>Contr\u00f4le des solutions<\/span><\/p>\n

Le but est de d\u00e9velopper un processus compl\u00e8tement am\u00e9lior\u00e9 et fonctionnel, qui a \u00e9t\u00e9 test\u00e9 par l\u2019\u00e9quipe de projet et qui est pr\u00eat \u00e0 \u00eatre utilis\u00e9 dans un vrai environnement commercial. La solution optimale est s\u00e9lectionn\u00e9e sur la base de :<\/span><\/p>\n

1.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>La performance de processus pr\u00e9vue<\/span><\/p>\n

2.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>Les co\u00fbts<\/span><\/p>\n

3.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>Les exigences d\u2019impl\u00e9mentation<\/span><\/p>\n

4.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>Les risques<\/span>\u00a0<\/span><\/p>\n

On r\u00e9alise un projet pilote pour tester les solutions propos\u00e9es dans la pratique. Gr\u00e2ce \u00e0 ce pilote, vous r\u00e9duisez le risque d\u2019\u00e9chec et vous avez une id\u00e9e plus pr\u00e9cise des \u00e9conomies (financi\u00e8res) que vous pouvez r\u00e9aliser avec ce projet. Sur la base de ces informations, vous pouvez mettre \u00e0 point le Business Case, comme point de d\u00e9part pour l\u2019impl\u00e9mentation compl\u00e8te.<\/span><\/p>\n

La phase ‘Control’<\/h2>\n

L\u2019objectif de la derni\u00e8re phase du mod\u00e8le DMAIC :<\/span><\/p>\n

Impl\u00e9mentez les solutions choisies et veillez \u00e0 ce qu\u2019elles soient respect\u00e9es dans le processus et dans l\u2019organisation. Partagez les solutions avec d\u2019autres d\u00e9partements qui ont ou qui peuvent avoir un probl\u00e8me de processus similaire.<\/span><\/p>\n

La phase Control contient notamment les \u00e9tapes suivantes :<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>Garantie et analyse du syst\u00e8me de mesure<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>Impl\u00e9mentation et d\u00e9monstration de l\u2019am\u00e9lioration<\/span><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/span><\/span>Documentation du projet et transfert<\/span><\/p>\n

Le plan de contr\u00f4le contient les changements de processus d\u00e9termin\u00e9s. Pour chaque cause principale, on d\u00e9crit une gestion op\u00e9rationnelle. Le plan de contr\u00f4le indique \u00e9galement comment la valeur Y du projet est suivie. En plus, on d\u00e9termine dans ce plan qui est responsable pour la correction de probl\u00e8mes. Le plan mentionne \u00e9galement quand il faut pr\u00e9voir des contr\u00f4les ou des audits du processus et des modifications de processus, pour s\u2019assurer que les changements soient durables.<\/span>\u00a0<\/span><\/p>\n

Il est important que la solution soit impl\u00e9ment\u00e9e dans le processus de mani\u00e8re contr\u00f4l\u00e9e. Beaucoup d\u2019organisations ont leur propre m\u00e9thode pour la gestion de projets. Nous recommandons de suivre la m\u00e9thode existante, \u00e0 condition qu\u2019il y ait un plan d\u2019action ou un plan d\u2019impl\u00e9mentation qui contienne au minimum les \u00e9l\u00e9ments suivants : la d\u00e9finition du projet, l\u2019organisation du projet, la planification du projet, les outils et le budget n\u00e9cessaires, le plan de gestion des risques, le plan de communication et les exigences de formation.<\/span><\/p>\n

Apr\u00e8s l\u2019impl\u00e9mentation, je projet peut \u00eatre transf\u00e9r\u00e9 \u00e0 l\u2019organisation lin\u00e9aire. La premi\u00e8re personne de contact pour le Black Belt ou le Green Belt est le sponsor, qui est le propri\u00e9taire du probl\u00e8me et donc aussi de la solution. Une bonne documentation du projet forme un outil de r\u00e9f\u00e9rence, tant pour le propri\u00e9taire actuel du processus que pour ses futurs propri\u00e9taires. Pour cette raison, il est important de bien documenter les raisons des changement dans le processus, ainsi que les solutions impl\u00e9ment\u00e9es avec les \u00e9conomies correspondantes. <\/span>De cette fa\u00e7on, on \u00e9vitera de devoir \u201cr\u00e9inventer la roue\u201d dans l\u2019avenir.<\/p>\n

Le mod\u00e8le DMAIC par rapport au Six Sigma<\/h2>\n

Le mod\u00e8le DMAIC est presque toujours mis en relation avec le Six Sigma, ce qui est normal parce que le Six Sigma utilise le mod\u00e8le DMAIC explicitement. N\u00e9anmoins, le mod\u00e8le DMAIC peut \u00e9galement \u00eatre utilis\u00e9 ind\u00e9pendamment.<\/span><\/p>\n

Le mod\u00e8le DMAIC vs le cycle PDCA<\/h3>\n

Le mod\u00e8le DMAIC part plut\u00f4t d\u2019une approche par projet, contrairement au cycle PCDA (Plan, Do, Check, Act). Le DMAIC analyse les causes principales du probl\u00e8me, tandis que le cycle PDCA envisage le probl\u00e8me en g\u00e9n\u00e9ral.<\/span><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Le mod\u00e8le DMAIC est une d\u00e9marche structur\u00e9e au c\u0153ur du Six Sigma, con\u00e7ue pour am\u00e9liorer durablement la performance et la qualit\u00e9 des processus. Reposant sur cinq phases cl\u00e9s, Define, Measure, Analyse, Improve et Control, il guide les \u00e9quipes pas \u00e0 pas, de la d\u00e9finition pr\u00e9cise du probl\u00e8me jusqu\u2019\u00e0 la ma\u00eetrise durable des r\u00e9sultats. Orient\u00e9 donn\u00e9es, focalis\u00e9 sur la voix du client et ancr\u00e9 dans une logique projet, le DMAIC permet d\u2019identifier les causes profondes des dysfonctionnements, de tester des solutions efficaces et de s\u00e9curiser les gains dans le temps. Utilisable aussi bien dans un cadre Six Sigma que de mani\u00e8re autonome, ce mod\u00e8le constitue une r\u00e9f\u00e9rence incontournable pour toute d\u00e9marche d\u2019am\u00e9lioration structur\u00e9e.<\/p>\n","protected":false},"author":26436,"featured_media":17153,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[497,184],"tags":[],"class_list":["post-2953","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-dmaic","category-uncategorized-fr"],"yoast_head":"\nMod\u00e8le DMAIC - theleansixsigmacompany.com\/be<\/title>\n<meta name=\"description\" content=\"Le mod\u00e8le DMAIC est un plan d\u2019action utilis\u00e9 dans le Six Sigma pour am\u00e9liorer la qualit\u00e9 des processus au sein d\u2019une entreprise. DMAIC est un acronyme anglais pour : Define, Measure, Analyse, Improve et Control. 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