| The Six Sigma DMAIC process methodology is a | | | | various process improvement scenarios and determine |
| system that brings measurable and significant | | | | which has the best net benefit impact to the company. |
| improvement to existing processes that are falling | | | | A common error people make when they discuss Six |
| below specifications. The DMAIC methodology can be | | | | Sigma is thinking that the DMAIC process takes too |
| used when a product or process is in existence at | | | | long to achieve improvements. This is far from the |
| your company but is not meeting customer | | | | truth. Quick improvements are often achieved early in |
| specification or is otherwise not performing adequately. | | | | the project and frequently already implemented by the |
| DMAIC is an acronym for five interconnected phases: | | | | time the team reaches the Analyze phase. If the team |
| * Define the project goals and deliverables for both | | | | has not already identified major improvements, then |
| internal and external customers | | | | the breakthrough often results from careful process |
| * Measure the process to determine current | | | | analysis with data. Six Sigma analysis techniques are |
| performance | | | | valuable tools to uncover more difficult solutions. |
| * Analyze and determine the root cause(s) of the | | | | Step Four Improve |
| defects | | | | The Improve phase is where the process transitions |
| * Improve the process by eliminating defects | | | | into solutions. Critical inputs have been verified and |
| * Control future process performance | | | | optimized toward nailing down the problem causes. |
| Step One: Define | | | | Once problem causes are determined in the Analyze |
| In the Define phase, the Six Sigma project team | | | | phase, the team finds, evaluates through testing, and |
| identifies a project for improvement based on business | | | | selects creative new improvement solutions. The team |
| objectives and the needs and requirements of the | | | | identifies and quantifies what will happen if needed |
| customers. Six Sigma is about "solving a problem with | | | | improvements are not made and what will happen if |
| an unknown solution." To unearth the solution, the | | | | the improvements take too long. This develops a cost |
| problem needs to first be defined in concrete | | | | benefit analysis. More often than not simple process |
| measurable terms. The team identifies critical-to-quality | | | | experimentation and simulation bring the team big gains |
| (CTQ) characteristics that have the most impact on | | | | in this step. Also at the Improve stage, the team |
| quality-separating the "vital few" from the "trivial many." | | | | develops an implementation plan with a change |
| With the CTQs identified the team can create a map | | | | management approach that will assist the organization |
| of the process to be improved with defined and | | | | in implementing and adapting to the solutions and the |
| measurable, deliverables, and goals. | | | | changes that will result from them. |
| Step Two: Measure | | | | Step Five: Control |
| In the Measure phase, the team begins with the proper | | | | Success in the Control phase depends upon how well |
| metrics. Critical measures that are necessary to | | | | the team did in the previous four phases. The keys are |
| evaluate the success of the project are identified and | | | | a solid monitoring plan with proper change |
| determined. The initial capability and stability of the | | | | management methods that identify key stakeholders. |
| project is determined in order to establish a | | | | Lessons learned are now implemented and tools are |
| measurement baseline. Valid and reliable metrics to | | | | put in place to ensure that the key variables remain |
| monitor the progress of the project are established | | | | within the acceptable ranges over time so that |
| during the Measure phase; input, process, and output | | | | process improvement gains are maintained. The team |
| indicators are identified. Once the project has a clear | | | | develops a project hand off process, reaction plans, |
| definition with a clear measurable set of indicators, the | | | | and training materials to guarantee performance and |
| process is studied to determine the Key Process | | | | long-term project savings. Documenting the project is |
| Steps and an operational plan defined to measure the | | | | very important so that the new procedures and |
| indicators. Potential impacts on CTQs from each input | | | | lessons learned are maintained and provide concrete |
| are considered with respect to the defects currently | | | | examples for the organization. At the close of the |
| generated in the process. Key Inputs are prioritized to | | | | Control phase, ownership and knowledge is |
| establish a short list to study in more detail and to | | | | transferred to the process owner and process team |
| determine the potential ways the process could go | | | | tasked with the responsibilities. Finally, the team |
| wrong. Once the reasons for input failure are | | | | identifies what the next steps are for future Six Sigma |
| determined, preventative action plans are put into | | | | process improvement opportunities by identifying |
| place. | | | | replication and standardizations opportunities and plans. |
| Step Three: Analyze | | | | Step Six: Synergize |
| Through the Analyze phase, the team can determine | | | | This extra step is to ensure the gains a Six Sigma |
| the causes of the problem that needs improvement | | | | Team has made are shared with the organization as a |
| and how to eliminate the gap between existing | | | | whole. This sharing is needed to help create a learning |
| performance and the desired level of performance. | | | | organization. Integrating and institutionalizing the lessons |
| This involves discovering why defects are generated | | | | learned and the improvements made multiply the real |
| by identifying the key variables that are most likely to | | | | gains generated by the Six Sigma project. A Six |
| create process variation. As the Six Sigma team | | | | Sigma project should not be an isolated process. It is |
| moves through the Analyze stage and subsequent | | | | not the end but just the beginning. |
| Improve stage of the process they will discover | | | | |