DMAIC

• Define
  • 1. Define CTQ
    • QFD
    • Scorecards
    • Data Gathering
  • 2. Develop Charter
    • Charter Template
    • Problem Statement
  • 3. Define Performance Standards
    • Process Map
    • Data Gathering
    • Pareto
    • Check Sheets
• Measure
  • 4. Identify Data, Plan and Collect Data
    • Data Gathering
    • Detailed Process Mapping
    • Value Stream Mapping
    • Y=f(X)
    • SIPOC
    • Check Sheets
  • 5. Measurement System Analysis
    • Gauge R&R
    • Basic Statistics
  • 6. Finalize Performance Measures
    • Basic Statistics
    • FMEA
    • Benchmarking
    • Process Capability
    • Process Control
• Analyze
  • 7. Define Entitlement
    • Benchmarking
    • Process Capability
    • Basic Statistics
  • 8. Identify Variation Sources
    • Cause and Effect Diagram
    • Brainstorming
    • NGT
    • Regression
  • 9. Screen Potential Root Causes
    • Regression
    • DOE
    • FMEA
    • Inferential statistics
• Improve
  • 10. Establish Transfer Function
    • Simulation
    • DOE
    • FMEA
    • Inferential statistics
  • 11. Establish Operating Tolerances
    • Basic Statistics
    • FMEA
    • Process Capability
    • Lean Tools
    • Value Stream Mapping
    • Spaghetti Mapping
  • 12. Confirm Results
    • Basic Statistics
    • Process Capability
    • Data Gathering
• Control
  • 13. Measurement Systems Analysis
    • Gauge R&R
    • Basic Statistics
  • 14. Determine Process Capability
    • Process Capability
    • Basic Statistics
  • 15. Implement Control
    • FMEA
    • Control Plans
    • Process Control
    • Process Documentation & Training
    • Transfer Ownership to Process Owners

DMAIC is a six sigma term that stands for Define, Measure, Analyze, Improve and Control. One of our consultants recently used this term in the context of a process improvement project, and I can’t believe I hadn’t heard about it before! It is certainly strongly rooted in the six sigma and lean concepts, but the fundamental principles apply to any problem solving approach.
Define: This is where you identify what the real issue is. What is important? What is the key problem, the key process we are looking at? When I do the standard problem solving training, I always spend a lot of time on the first step – problem definition. Really step back and define the problem clearly, force yourself to fill out a “problem statement worksheet.” Other elements that are also part of this critical problem definition phase: Who are the customers? What are the critical outputs / deliverables? What is the goal of the project? What are the boundaries of the process or project, what’s in scope / out of scope? If you can fill out a clear project charter or project objective statement, you will have done a good job here.

Measure: The second step answers the question “How are we doing?” In the six sigma context, this is the data collection step, where you establish the base line. What are the inputs and outputs? Typically, you want to establish a measurement plan first, and make sure you really gather the relevant information. In a broader context, the M for “Measurement” is sometimes also used for “Map:” This stage is where you map the service flow and information flow, for example in a process improvement project.

Analyze: With the data you have collected, a root cause analysis is being performed. This is where a number of the classic six sigma concepts and tools apply (5 Why’s, Ishikawa diagram, etc.). Questions to ask here: What are the gaps between the current performance and target performance? What are the sources of variability? How can improvement opportunities be prioritized?

Improve: The goal of this stage is to find creative solutions to the process problems and root causes identified above. Brainstorming techniques apply here, and in a six sigma manufacturing environment, you may also define clear experiments to try novel approaches. Once you have identified a number of possible solutions, an implementation plan is created.

Control: Monitoring improvements is key to ensure success of the project. Document the findings, create a plan to control key parameters of the process. This should help validate and verify that the actual improvements are really implemented and will have their desired effect.