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Five Phases of Lean Six Sigma: A Complete Guide

• Written by Contributing Writer
• Updated on March 21, 2023

Customer expectations and behavior are constantly changing. Competition in nearly every industry seems to be intensifying. Profitability and growth now depend in large part on the efficiency of products and services and their speed to market.

Six Sigma is a process that organizations employ to optimize business processes for the most efficient and cost-effective approach while producing continuous product improvements.

In this article, we’ll explain the Six Sigma methodology, explore its benefits and challenges, and detail the five phases of Lean Six Sigma with examples.

What is the Six Sigma Methodology?

The Six Sigma methodology identifies defects and roadblocks that hinder performance, enabling companies to use strategies to streamline processes, decrease production variation, and improve the quality of products and services.

Six Sigma is a data-driven approach to establishing a culture committed to continuous process improvement. When implemented effectively and consistently, Six Sigma provides a framework for repeatable and systematic problem-solving.

Also Read: Six Sigma Methodologies for Process Improvement

What Is the Difference Between Six Sigma and Lean Six Sigma?

Six Sigma focuses on creating rigid consistency to reduce process variation and enhance process control. Lean Six Sigma eliminates processes that do not add value to promote more streamlined workflows.

In short, Six Sigma emphasizes reduction in variation using processes such as:

• Statistical data analysis
• Design of experiments
• Hypothesis testing

Lean Six Sigma focuses on reductions in waste using processes such as:

• Workplace organization
• Visual controls

In most cases, organizations today incorporate both methodologies into their Six Sigma quality management practices.

What Are the Benefits of Six Sigma?

The benefits of Six Sigma and the DMAIC process include:

Improvements in Quality

By focusing on identifying and eliminating defects and wasted steps in processes, organizations can improve the quality of operations and products or services.

Increases in Efficiency

Six Sigma identifies roadblocks and inefficiencies in systems. Efficiency and productivity gains provide significant results in many cases. In manufacturing, for example, these efficiencies can improve quality, turnaround times, and cycle times for equipment.

More Efficient Decision Making

By putting quantifiable data at the heart of decisions, organizations can reduce making decisions based on intuition or assumptions. Instead, decisions are made based on facts and evidence and are measured against baselines for continuous improvement.

Improved Customer or End-User Satisfaction

When organizations can streamline processes to produce faster or higher-quality results, it improves customer satisfaction. This, in turn, can generate more loyal customers and higher customer retention levels.

Cost Savings

There can be significant financial benefits from implementing a Six Sigma methodology. Increased efficiency reduces waste and defects, creates efficiencies and streamlines processes, and produces better customer satisfaction.

Competitive Advantage

Organizations that utilize the five phases of Lean Six Sigma methodology can gain a competitive advantage in several ways, including delivering higher-quality products or services more efficiently and cost-effectively than their competitors.

Employee Engagement

Not to be overlooked in the five phases of Six Sigma are the benefits to employee engagement. Project teams typically include employees from various disciplines. Working together to understand problems and develop solutions encourages teamwork and is fundamental to creating a culture of continuous improvement.

Involving team members in the process also creates buy-in since team members have a stake in the success of the Six Sigma process.

Also Read: Six Sigma Principles: A Comprehensive Guide to Implementing and Optimizing Your Processes

What is DMAIC?

DMAIC is an acronym for the five phases of Six Sigma.

The DMAIC phases are an iterative process used to seek quality improvement by focusing on the process to create more efficient and permanent solutions. DMAIC provides the structure to the process, enabling project teams to use specific tools and deliverables that lead to process improvements. While most teams work through DMAIC in a linear fashion, it isn’t mandatory to do it this way. The process itself encourages team members to backtrack to previous steps, especially when additional information or insight is needed.

The Five Phases of Lean Six Sigma

Each of the five phases of Six Sigma is data-driven and focuses on standardizing an organization’s approach to problem-solving. So, let’s dig deeper into the DMAIC phases.

Phase 1: Define

In the define stage, team members work together to identify the information they’ll need to break down components of a problem or process and create smaller actionable terms. Rather than focusing on abstract goals, it seeks quantifiable and qualifiable data to clearly identify the objective of the project.

Teams will identify the Critical to Quality (CTQ) attributes as determined by the end-user or customer — called the voice of the customer (VOC) — and create a process map, including process inputs and process outputs.

For example, a manufacturing company has identified a problem somewhere in their production process that is leading to product defects outside of acceptable ranges but doesn’t know where or why these defects occur. In the define phase, they would design the project scope and establish objectives, such as reducing the number of acceptable defects in the production process to a specific number.

Phase 2: Measure

The measure step of the DMAIC phases of the Six Sigma process assesses current processes and capabilities. While the goal is to make process improvements, teams need a clear understanding of the current conditions to judge the effectiveness of any future changes. Without a baseline, it’s hard to measure if you’ve made any progress.

In this phase, team members will measure the current process and create a baseline for future comparison.

For example, this phase would identify the frequency of the defects and information about potential causes, such as production line speed or equipment breakdowns, deviations in material or suppliers, or other mitigating factors.

Phase 3: Analyze

The analysis phase of the Six Sigma methodology takes a deep dive into the data that’s been gathered to isolate root causes of inefficiencies and identify defects. Teams in this phase often create detailed subprocess maps for every step with the goal of eliminating and streamlining steps to improve performance and quality.

Teams might deploy several analysis tools, such as Pareto charts or fishbone diagrams, to analyze the root causes of the high defect rate.

Teams also analyze the performance and financial benefits of solving a problem or improving a process.

Phase 4: Improve

After identifying the root cause of any issues, this phase focuses on finding the solution or improvement. Common methods include deploying a design of experiment model to isolate variables and test hypotheses until obstacles are uncovered.

Once process improvements are identified, teams create a proposed solution and then implement pilot programs to test, ensuring solutions meet project objectives and are financially viable.

As an outcome of analyzing the data, teams might redesign the production process, recommend upgrading equipment or maintenance procedures, or provide additional training to operators.

Phase 5: Control

The final step of the five phases of Lean Six Sigma involves documentation of the solutions created for process owners. This includes actionable steps, timelines, and milestones for implementation. In this phase, the control plan details the daily workflow.

The project team then monitors the project for a prescribed period to make sure the process meets performance expectations in real-world environments before turning it over to process owners.

In the control phase, organizations might implement control charts to tightly monitor production output and defect rates, the impact of operator training, and any other solutions deployed.

Each of the five phases of Six Sigma works together to create a repeatable template for improving business processes. When fully integrated into an organization’s culture, it enables teams to innovate new solutions, measure effectiveness and efficiency, and create quantifiable process improvements.

Also Read: Six Sigma vs. Lean Six Sigma: Which Methodology Is Right for Your Business?

Challenges with Implementing Six Sigma

Even though Six Sigma can help your team become more efficient and cost-effective, there are implementation challenges when it comes to DMAIC phases.

The five phases of Lean Six Sigma examine increasingly minute details and micro-steps in every aspect of task completion. This can be challenging for team members to accomplish without experienced project managers that are trained in Six Sigma methodologies. Organizations need team members that understand statistical training and quantifying data points effectively in order to successfully implement this methodology — it’s not something you can pick up on the fly.

Implementing Six Sigma Tools

There’s also a learning curve for the diverse set of tools required to uncover root causes and validate potential solutions. Throughout the DMAIC process, teams may need to be proficient in using tools such as:

• Pareto charts
• Gage R&R
• Process capability upper and lower bounds
• Attribute agreement analysis
• ANOVA statistical modeling
• Regression equations
• Control charts
• Statistical process control (SPC)
• Value stream mapping

Other tools may also be needed depending on industry and functionality. As you can see, some of these tools are incredibly specific and scientific, so it can be tricky to implement if someone on your team isn’t familiar enough with them while going through the five phases of Lean Six Sigma

Organizational Commitment

Effective Six Sigma implementation required buy-in across the wider organization, starting at the very top. Without proper funding, resources, and continued support, the process can be ineffective. In some cases, this leads to incomplete solutions, lack of follow-through, or failure to embrace workplace changes.

To be successful, Six Sigma needs to be embraced and become part of the company culture.

Also Read: Value Stream Mapping in Six Sigma

Fast Track Your Career in Quality Management

Efficiently deploying Six Sigma methodologies and DMAIC phases requires training and expertise. Professionally-trained and certified Six Sigma professionals can make substantive contributions to organizational improvement and earn a lucrative career as a Six Sigma expert.

If you are looking to fast-track your career in Quality Management, an accredited Six Sigma course can help. You can get hands-on experience and mentoring as you solve real-world business processes and learn about:

• Agile management
• Lean management
• Six Sigma Green Belt
• Lean Six Sigma Black Belt
• Quality management
• Digital transformation

Become a Lean Six Sigma Expert with the post graduate program delivered by Simplilearn in collaboration with the University of Massachusetts. Download the program brochure to learn more about the Lean Six Sigma course. This program is accredited by the International Association for Six Sigma Certification (IASSC) and has professors who can share real-world experiences to help bring these complicated concepts to life.

You might also like to read:

The Top 24 Lean Six Sigma Interview Questions for 2023

Six Sigma Methodologies for Process Improvement

Ultimate Guide to Six Sigma Control Charts

Process Mapping in Six Sigma: Here’s All You Need to Know

What Are the Elements of a Six Sigma Project Charter?

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What Is Lean Six Sigma?

Lean Six Sigma combines lean manufacturing and Six Sigma to help organizations improve their processes and reduce waste. Here’s why it’s effective.

Lean Six Sigma brings together principles from lean manufacturing and Six Sigma.  Lean manufacturing is a philosophy that emphasizes the elimination of waste and the improvement of production flow through collaborative team effort. Six Sigma is a data-driven methodology that uses statistical analysis and problem-solving tools to identify and eliminate defects as well as process variations. Lean Six Sigma combines these methodologies to increase organizational efficiency.

Why Is Lean Six Sigma Important?

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Lean Six Sigma Techniques

Lean Six Sigma uses a variety of techniques to improve processes and reduce waste.

Value Stream Mapping 

VSM is a tool we use to identify and eliminate waste in a process by mapping out the entire value stream, from the start of the process to the end.

DMAIC 

DMAIC (Define, Measure, Analyze, Improve, Control) is a problem-solving methodology used to improve existing processes by identifying and eliminating the root cause of problems.

What Are the 5 Phases of Lean Six Sigma?

The Lean Six Sigma methodology typically consists of five phases known as DMAIC, which stands for define, measure, analyze, improve and control.

Kanban 

Kanban is a visual management tool that helps manage and control the flow of work by using cards or other visual indicators to signal where tasks are within a given project workflow.

5S is a workplace organization methodology that aims to improve efficiency and productivity by creating a clean, safe and organized work environment.The term 5S stands for the five Japanese words that describe the steps involved in the method: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize) and shitsuke (sustain).

Poka-Yoke 

Poka-yoke is a mistake-proofing technique used to prevent errors from occurring in a process by designing products or processes that make it impossible for errors to occur. We can accomplish this by implementing physical or visual cues that alert the worker to a potential mistake or prevent the mistake from happening in the first place.

For instance, most modern microwave ovens have a safety mechanism that prevents the oven from operating if the door is not properly closed. This ensures that the user will not accidentally turn on the microwave with the door open, which could result in injury. This is a perfect example of Poka-Yoke implementation that protects users from injuries.

Statistical Process Control (SPC) 

SPC is a technique used to monitor and control a process by using statistical methods to measure and analyze data . Control charts, process capability analysis and sampling plans are among these statistical methods used in SPC. 

Sampling plans help us determine how many samples of a product or process output we should take for analysis. The goal is to obtain enough data to make accurate inferences about the overall process performance while minimizing the cost and time required for data collection and analysis. 

Control charts help identify when a process is producing results that are outside of the expected range, which can signal the need for corrective action.

Process capability analysis involves calculating statistical metrics such as Cp and Cpk, which measure how well the process is centered and how much variation it produces. 

Root Cause Analysis (RCA) 

RCA is a problem-solving technique used to identify the underlying causes of problems by asking “why” until we reach the root cause.

Advantages of Lean Six Sigma

Improved quality.

• Increased Efficiency

Cost Reduction

Improved customer satisfaction, cultural change.

• Competitive Advantage

Lean Six Sigma methodologies are designed to improve process efficiency and reduce defects. By using data-driven analysis and process improvement techniques, Lean Six Sigma can help organizations improve product or service quality, which can lead to greater customer satisfaction and loyalty.

Increased Efficiency 

Lean Six Sigma helps organizations identify and eliminate waste, non-value-added activities and other process inefficiencies. These improvements help reduce process cycle times, increase throughput and reduce costs, all of which lead to greater efficiency and productivity .

By reducing defects and inefficiencies, Lean Six Sigma can help organizations reduce costs associated with rework, scrap and other forms of waste. This can result in significant cost savings and improved profitability.

Lean Six Sigma helps organizations focus on customer needs and expectations, which can lead to improved customer satisfaction and loyalty. By reducing defects and improving quality, organizations can increase customer trust and confidence.

Lean Six Sigma methodologies emphasize collaboration, data-driven decision-making, customer value and a culture of continuous improvement . 

The methodology encourages employees to constantly look for ways to improve processes, reduce waste and increase efficiency by promoting collaboration across teams. By breaking down silos and encouraging teamwork, it fosters a more positive and collaborative work environment.

Lean Six Sigma promotes data-driven decision making as it helps to establish a culture of continuous improvement. By regularly collecting and analyzing data on process performance, companies can identify trends and patterns that indicate areas for improvement. 

Competitive Advantage 

By improving quality, efficiency and customer satisfaction, Lean Six Sigma can help organizations gain a competitive advantage in the marketplace. This can lead to increased market share, revenue growth and improved profitability.

Lean Six Sigma Phases

1. define .

In this phase, we establish a project team. The team then works to define the project goals and objectives as well as identify the process to be improved. The team also clarifies the problem and the customer’s requirements.

2. Measure 

In this phase, teams measure and baseline the current performance of the process, collect data and develop a process map (or flowchart) to understand the process steps and potential areas for improvement.

3. Analyze 

In this phase, teams analyze data to identify the root cause of problems and process variations. The team may use statistical analysis and other tools to help them identify the most significant causes of process problems.

4. Improve 

In this phase, the team develops and implements process improvements by using the information gathered in the previous phases. The team may use lean tools to reduce waste, improve flow and make the process more efficient. The team may also use Six Sigma tools to reduce variation and improve quality.

5. Control 

Finally, the team monitors and sustains process improvements over time. During the control phase, teams focus on monitoring and sustaining the improvements achieved in the previous phase. The team also develops a control plan to monitor the process and take corrective action when necessary.

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DMAIC in Lean Six Sigma vs. Six Sigma

The DMAIC process in Six Sigma and Lean Six Sigma is essentially the same. However, there are some key differences in how we apply DMAIC in the context of Six Sigma versus Lean Six Sigma.

In Six Sigma, DMAIC is typically focused on improving the quality of a process by reducing defects and minimizing variability. The emphasis is on achieving statistical process control and improving process capability. The team may use statistical tools such as hypothesis testing, design of experiments and control charts to identify and eliminate sources of variation and improve process performance.

In Lean Six Sigma, we use the DMAIC process to improve both the quality and efficiency of a process by reducing waste and improving flow. The team may use lean tools such as value stream mapping, 5S and kaizen events to identify and eliminate non-value-added activities and streamline the process flow. The team may also use Six Sigma tools to reduce variability and defects and improve quality.

Another key difference is that Lean Six Sigma places a greater emphasis on the customer and their needs throughout the DMAIC process. Teams identify and analyze customer needs in the define phase, then monitor and measure customer satisfaction throughout the process. This helps ensure the process improvements are aligned with the needs of the customer and deliver value to the organization.

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There are five levels of Lean Six Sigma belts.

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This is the introductory level of Lean Six Sigma training and provides an overview of the basic concepts and principles of Lean Six Sigma.

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Lean Six Sigma and Six Sigma are two related methodologies that share the goal of improving business processes and reducing defects. However, there are some key differences between the two.

Six Sigma is a methodology that focuses on reducing defects and improving quality by using statistical analysis to measure and improve process performance. 

Lean Six Sigma, on the other hand, combines the principles of lean manufacturing and Six Sigma. In addition to the DMAIC process, Lean Six Sigma also includes lean manufacturing principles such as value stream mapping, 5S and Kanban to improve process efficiency.

The main difference between Lean Six Sigma and Six Sigma is that Lean Six Sigma places a greater emphasis on the reduction of waste and non-value-added activities, while Six Sigma focuses more on reducing defects and improving process quality. 

Another difference is that Lean Six Sigma is more focused on continuous improvement and cultural change, while Six Sigma is more focused on solving specific problems and implementing process improvements.

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DMAIC Model | The 5 Phase DMAIC Process to Problem-Solving

• 5 mins to read
• July 1, 2020
• By Reagan Pannell

Summary: An Introduction to DMAIC

Dmaic – the dmaic model.

The 6 Sigma DMAIC model remains the core roadmap for almost all Lean Six Sigma problem-solving approaches that drive quality improvement projects. It is used to ensure a robust problem-solving process is followed to give the best chance of the best solution being found.

A note about the structure and the approach used in this article.

Our approach to DMAIC follows Quentin Brook’s book “Lean Six Sigma & Minitab” which for anyone wishing to study Lean Six Sigma is a must for the  Green Belt Course  and the  Black Belt Course .

What is the dmaic model.

DMAIC is short for: Define, Measure, Analyse, Improve and Control. These are the key phases that each project must go through to find the right solution. This flow is the concept behind DMAIC Analysis of an issue and its the DMAIC cycle all projects must go through.

As you can quickly see from the 5 DMAIC phases they follow a logical sequence as we will go through in more detail below. But they also make sure you do not try to jump to implementing a solution before you have properly, defined and measured what you are going to be an improvement.

We all love to jump to solutions, but the DMAIC problem-solving structure helps us have a more rigorous approach so that we do not short cut the process and perhaps miss the best solution or perhaps implement the wrong solution as well. It can help companies better structure their problem-solving approaches and be more robust in their approach. 

DMAIC – The 5 DMAIC Process Phases

The phases throughout the DMAIC model have and can be broken down in many different ways. One of the best approaches we have found is from Opex Resources which shows how to examine the existing processes, and with a project team, and the sigma improvement process, we can solve complex issues.

DMAIC Define Phase

The purpose of the Define phase is ultimately to describe the problems that need to be solved and for the key business decision-makers to be aligned on the goal of the project. Its about creating and agreeing the project charter .

All too often, teams have identified solutions without actually defining what it is they will actually be trying to do or perhaps not do. This can lead to internal confusion and often solutions which completely miss the business requirements and needs.

• Define the Business Case
• Understand the Consumer
• Define The Process
• Manage the Project
• Gain Project Approval

DMAIC Measure Phase

In the measure phase, the goal is to collect the relevant information to baseline the current performance of the product or the process. In this stage, we want to identify the level of “defects” or the errors that go wrong and use the baseline to measure our progress throughout the project.

The key goal of this phase is to have a very strong and clear measure/baseline of how things are performing today so that we can always monitor our progress towards our goals. We need to understand our cycle times , process times, quality metrics.

Many projects are delivered without clear benefits being shown because the team never fully baseline the current status before making changes.

The Measure phase can be broken down into 5 key areas:

• Develop Process Measures
• Collect Process Data
• Check the Data Quality
• Understand Process Behaviour
• Baseline Process Capability and Potential

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DMAIC Analyse Phase

The goal of the DMAIC Analyse phase with the lean six sigma improvement process is to identify which process inputs or parameters have the most critical effect on the outputs. In other words, we want to identify the root cause(s) so that we know what critical elements we need to fix.

During this phase, the teams need to explore all potential root causes using both analytical approaches, statistical approaches or even graphical tools such as VSM’s and Process maps to uncover the most important elements which need to be changed/fixed.

The Analyse phase can be broken down into:

• Analyse the Process
• Develop Theories and Ideas
• Analyse the Data
• and finally, Verify Root Causes 

DMAIC Improve Phase

The goal of the improvement phase is to identify a wide range of potential solutions before identifying the critical solutions which will give us the maximum return for our investment and directly fix the root cause we identified.

During this phase, the team brainstorm, pilot, test and validate potential improvement ideas before finally implementing the right solutions. With each pilot, the team can validate how well it improves the key measures they identified back in Define and Measure. When the team finally roll out the solution, the results should be seen if the right solution has been found and implemented correctly.

The Improve phase can be broken down into:

• Generate Potential Solutions
• Select the Best Solution
• Assess the Risks
• Pilot and Implement

DMAIC Control Phase

The final part of the DMAIC Model is the Control phase where we need to ensure that the new changes become business as normal and we do not revert to the same way of working as before.

During this phase, we want to ensure that we close the project off by validating the project savings and ensuring the new process is correctly documented. We also need to make sure that new measures and process KPI’s are in place and, finally that we get the business champion to sign off on both the project and the savings. We may need to redesign the workplace following the 5S principles .

The Control phase can be broken down into:

• Implement Ongoing Measurements
• Standardise Solutions
• Quantify the Improvement
• Close The Project

The key closing documents of the Control Phase is a Control Plan that documents all the changes and process steps with key risks, standard work instructions and the Project Close-Out document signed by the business owners to accept the change and the validated benefits.

The DMAIC Model vs. A3 Management vs. 8D Problem Solving

The DMAIC model is not the only project management roadmap. Two others which are important is the A3 format which originally comes from Toyota and is very Lean focused and the 8D which draws more of the DMAIC structure but with the 1-page idea of the A3.

Everyone has their own preference but each method is interchangeable. The DMAIC Structure lends its self naturally to a multi-slide Powerpoint presentation. Whereas the A3 is a single-page document which is perfect for internal communication and adding into War Rooms and Control Towers.

What’s important is that every problem-solving approach follows the PDCA (Plan, Do, Check and Act) Scientific Problem Solving format. The reset is just a preference or using the right tool in the right circumstances.

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Reagan pannell.

Reagan Pannell is a highly accomplished professional with 15 years of experience in building lean management programs for corporate companies. With his expertise in strategy execution, he has established himself as a trusted advisor for numerous organisations seeking to improve their operational efficiency.

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The Easy Guide to Solving Problems with Six Sigma DMAIC Method

The most commonly used methodology in Six Sigma is the DMAIC process. Many use it to solve problems and identify and fix errors in business and manufacturing processes.

In this post, we will look at how to use the DMAIC process to solve problems. You will also find useful and editable templates that you can use right away when implementing DMAIC problem-solving in your organization.

• What are 5 the Steps of Six Sigma

DMAIC Process and Problem-Solving

Common mistakes to avoid when using six sigma dmaic methodology, how to use the dmaic methodology for problem solving in project management, what are the 5 steps of six sigma.

DMAIC is one of the core methodologies used within the Six Sigma framework. It is a data-driven method used to systematically improve the process. The approach aims to increase the quality of a product or service by focusing on optimizing the process that produces the output. This way DMAIC seeks to provide permanent solutions when it comes to process improvement.

It provides a structured problem-solving framework to identify, analyze, and improve existing processes. DMAIC guides practitioners through a series of steps to identify the root causes of process issues, implement solutions, and sustain the improvements over time.

Following we have listed down the 5 phases of the DMAIC process along with the steps you need to take when using it to solve problems. Different tools for each phase is provided with editable templates.

Step 1: Define the Problem

So there’s a problem that affects your customer or your company processes. In this first step of the DMAIC problem solving method , you need to focus on what the problem is and how it has affected you as a company.

There are a few steps you need to follow in this phase.

• Create a problem statement which should include a definition of the problem in quantifiable terms and the severity of the problem.

•  Make sure necessary resources such as a team leader and competent team members, and funds etc. are available at hand.

•  Develop a goal statement based on your problem statement. It should be a measurable and time-bound target to achieve.

•  Create a SIPOC diagram which will provide the team with a high-level overview of the process (along with its inputs, outputs, suppliers, and customers) that is being analyzed. You can also use a value stream map to do the same job.

•  Try to understand the process in more in-depth detail by creating a process map that outlines all process steps. Involve the process owners when identifying the process steps and developing the map. You can add swimlanes to represent different departments and actors responsible.

Step 2: Measure the Problem

In this step, you should measure the extent of the problem. To do so you need to examine the process in its current state to see how it performs. The detailed process map you created in the ‘Define’ phase can help you with this.

The baseline measurements you will need to look into in this phase, are process duration, the number of defects, costs and other relevant metrics.

These baseline measurements will be used as the standards against which the team will measure their success in the ‘Improve’ phase.

Step 3: Analyze the Problem

The analyze phase of the DMAIC process is about identifying the root cause that is causing the problem.

•  Referring to the process maps and value stream maps you have created, further, analyze the process to identify the problem areas.

•  Visualize the data you have collected (both in the ‘Measure’ phase and the analyze phase) to identify signs of problems in the processes.

•  Use Pareto charts, histograms, run charts etc. to represent numerical data. Study them with team leaders and process owners to identify patterns.

•  With the results of your process analysis and your data analysis, start brainstorming the root causes of the problem. Use a cause and effect diagram/ fishbone diagram to capture the knowledge of the process participants during the session.

 •  Using a 5 whys diagram, narrow down your findings to the last few causes of the problem in your process.

Step 4: Improve (Solve the Problem)

In this phase, the focus is on mitigating the root cause identified and brainstorming and implementing solutions. The team will also collect data to measure their improvement against the data collected during the ‘Measure’ phase.

•  You may generate several effective solutions to the root cause, but implementing them all would not be practical. Therefore, you will have to select the most practical solutions.

To do this you can use an impact effort matrix . It will help you determine which solution has the best impact and the least effort/ cost.

 • Based on different solutions, you should develop new maps that will reflect the status of the process once the solution has been applied. This map is known as the to-be map or the future-state map. It will provide guidance for the team as they implement changes.

•  Explore the different solutions using the PDCA cycle and select the best one to implement.  The cycle allows you to systematically study the possible solutions, evaluate the results and select the ones that have a higher chance of success.

Step 5: Control (Sustain the Improvements)

In the final phase of the DMAIC method , the focus falls on maintaining the improvements you have gained by implementing the solutions. Here you should continue to measure the success and create a plan to monitor the improvements (a Monitoring plan).

You should also create a Response plan which includes steps to take if there’s a drop in the process performance. With new process maps and other documentation, you should then proceed to document the improved processes.

Hand these documents along with the Monitoring plan and the response plan to the process owners for their reference.

Insufficiently defining the problem can lead to a lack of clarity regarding the problem statement, objectives, and scope. Take the time to clearly define the problem, understand the desired outcomes, and align stakeholders' expectations.

Failing to engage key stakeholders throughout the DMAIC process can result in limited buy-in and resistance to change. Ensure that stakeholders are involved from the beginning, seeking their input, addressing concerns, and keeping them informed about progress and outcomes.

Collecting insufficient or inaccurate data can lead to flawed analysis and incorrect conclusions. Take the time to gather relevant data using appropriate measurement systems, ensure data accuracy and reliability, and apply appropriate statistical analysis techniques to derive meaningful insights.

Getting caught up in analysis paralysis without taking action is a common pitfall. While analysis is crucial, it’s equally important to translate insights into concrete improvement actions. Strive for a balance between analysis and implementation to drive real change.

Failing to test potential solutions before implementation can lead to unintended consequences. Utilize methods such as pilot studies, simulation, or small-scale experiments to validate and refine proposed solutions before full-scale implementation.

Successful process improvement is not just about making initial changes ; it’s about sustaining those improvements over the long term. Develop robust control plans, standard operating procedures, and monitoring mechanisms to ensure the gains achieved are maintained and deviations are identified and corrected.

Applying DMAIC in a one-size-fits-all manner without considering the organization’s unique culture, context, and capabilities can hinder success. Tailor the approach to fit the specific needs, capabilities, and culture of the organization to enhance acceptance and implementation.

In the project management context, the Define phase involves clearly defining the project objectives, scope, deliverables, and success criteria. It entails identifying project stakeholders, understanding their expectations, and establishing a project charter or a similar document that outlines the project’s purpose and key parameters.

The Measure phase focuses on collecting data and metrics to assess the project’s progress, performance, and adherence to schedule and budget. Key project metrics such as schedule variance, cost variance, and resource utilization are tracked and analyzed. This phase provides insights into the project’s current state and helps identify areas that require improvement.

The Analyze phase involves analyzing the project data and identifying root causes of any performance gaps or issues. It aims to understand why certain project aspects are not meeting expectations. Techniques such as root cause analysis, Pareto charts, or fishbone diagrams can be used to identify factors impacting project performance.

In the Improve phase, potential solutions and actions are developed and implemented to address the identified issues. This may involve making adjustments to the project plan, reallocating resources, refining processes, or implementing corrective measures. The goal is to optimize project performance and achieve desired outcomes.

The Control phase focuses on monitoring and controlling project activities to sustain the improvements made. It involves implementing project control mechanisms, establishing performance metrics, and conducting regular reviews to ensure that the project remains on track. Control measures help prevent deviations from the plan and enable timely corrective actions.

What are Your Thoughts on DMAIC Problem Solving Method?

Here we have covered the 5 phases of  Six Sigma DMAIC and the tools that you can use in each stage. You can use them to identify problem areas in your organizational processes, generate practical solutions and implement them effectively.

Have you used DMAIC process to improve processes and solve problems in your organization? Share your experience with the tool with us in the comment section below.

Also, check our post on Process Improvement Methodologies to learn about more Six Sigma and Lean tools to streamline your processes.

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FAQs about Six Sigma and DMAIC Approaches

DMAIC and DMADV are two methodologies used in Six Sigma. DMAIC is employed to enhance existing processes by addressing issues and improving efficiency, while DMADV is utilized for creating new processes or products that meet specific customer needs by following a structured design and verification process.

• Used for improving existing processes
• Define, Measure, Analyze, Improve, Control
• Identifies problem areas and implements solutions
• Focuses on reducing process variation and enhancing efficiency
• Used for developing new products, services, or processes
• Define, Measure, Analyze, Design, Verify
• Emphasizes meeting customer requirements and creating innovative solutions
• Involves detailed design and verification through testing

Problem identification : When a process is not meeting desired outcomes or experiencing defects, DMAIC can be used to identify and address the root causes of the problem.

Process optimization : DMAIC provides a systematic approach to analyze and make improvements to processes by reducing waste, improving cycle time, or enhancing overall efficiency.

Continuous improvement : DMAIC is often used as part of ongoing quality management efforts. It helps organizations maintain a culture of continuous improvement by systematically identifying and addressing process issues, reducing variation, and striving for better performance.

Data-driven decision making : DMAIC relies on data collection, measurement, and analysis. It is suitable when there is sufficient data available to evaluate process performance and identify areas for improvement.

Quality control and defect reduction : DMAIC is particularly useful when the primary objective is to reduce defects, minimize errors, and enhance product or service quality. By analyzing the root causes of defects, improvements can be made to prevent their occurrence.

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Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.

• Guide: DMAIC

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

• Last Updated: June 2, 2023
• Learn Lean Sigma

The DMAIC methodology is a popular problem-solving framework that is used to drive process improvements and achieve measurable results. Businesses can improve efficiency, quality, and customer satisfaction by using a structured and data-driven approach to identify, analyze, and address issues.

Table of Contents

The dmaic steps, step 1: define.

In step one of the DMAIC process, you are focused on defining, which involves defining all of the elements of the improvement process and is one of the most important stages as it lays the foundation for stages that follow and ensures the project goes on the right track.

By the end of the define stage, the project should have the following defined:

• Define the problem
• Defined goal
• Defined the process
• Identify the customers and their needs ( VOC )
• Identify Stakeholders
• Define the project timeline

DMAIC Project Report Template- Page 1

Step 2: Measure

After successfully defining the problem you are looking to resolve or the process you want to improve, it is time to work on the measurement phase, which involves collecting data on the problem to verify what the problem is.

Within this you will work with a cross-functional team to initially create a data collection plan which will plan out what data is needed to verify the problem and also help with the analysis stage that comes next.

The data collection plan plans out what data will be collected, where it is collected from when it will be collected, the frequency, who will record it and the method. To get an in-depth understanding, take a look at the Data Collection Guide.

Once you have this data collected, you should be able to get a baseline measurement understanding of the process, which would be referred to as the current state. 

Another way the measure phase can be conducted is by creating a process map to define the process “as-is,” or the current state of how the process is being completed.

Detailed sub process map

By mapping out the process, you can analyse the current state and later create the future state process map that will look to improve the process and remove waste from the process in relation the 8 Process Wastes

Value add analysis example

Step 3: Analyze

Following the collection of the data needed to understand the problem, the next step is to conduct analysis, which in Lean Six Sigma is a huge topic as there are many ways analysis can be done depending on the problem and the type of data that you have.

In the analysis phase, some of the methods that can be used include Fishbone Diagram, 5 Whys and FMEA for non-numerical data. However, for numerical data, the list of tools includes the following:

• Hypothesis Testing
• Correlation Analysis
• Regression Analysis
• Pareto Chart
• Scatter Plot
• Time Series Plot

We could not cover all of these methods within this guide. However, if you are looking to use one or more of these methods, consult our guides section to learn more about them and how to conduct the analysis.

This analysis is done to verify the root causes of problems, understand what is causing them, and direct the improvement team to know what action needs to be taken to address them. 

DMAIC-Template-Example-Page-2

Step 4: Improve

After the analysis has been completed, and the root cause of the problem has been identified, the project team should conduct a brainstorming session to gather various potential solutions to the problem. 

Once the brainstorming has been done and the solutions have been identified, the team should then create a plan for implementation. This will likely be in the form of an action plan that sets out what the actions are when they need to be done, and who will do them.

The plan will likely involve pilot testing the improvements by conducting small tests or trials and analyzing the results before full implementation. It is also common practice to conduct a cost-benefit analysis to evaluate if it is feasible to take full advantage of the potential solutions.

Step 5: Control

Once the improvements are in place, they need to be controlled and sustained to ensure that they are long-term solutions and not short-term ones, following the improvement and then reverting back to pre-improvement levels. 

This is usually done using tools such as control charts that collect data at regular intervals to measure process performance, supported by updating documentation and standard operating procedures that confirm and formalize any changes to the process. It could also include updating any training to individuals involved with the process and regular audits of the process.

DMAIC-Template-Example-Page-3

DMAIC Template

If you are looking to use the DMAIC methodology you might find it useful to use the DMAIC project report template to structure and communicate your project to the business. Feel free to download it from the template section.

The DMAIC methodology is a proven, structured approach for process improvement that stands for Define, Measure, Analyze, Improve, and Control. As a backbone of Lean Six Sigma, it offers a comprehensive roadmap for problem-solving and optimizing business processes.

Starting with the ‘Define’ phase, the methodology emphasizes laying a strong foundation by setting objectives and assembling a team. The ‘Measure’ phase focuses on collecting relevant data to understand the current state. Then comes ‘Analyze,’ where the focus shifts to identifying root causes through a variety of analytical tools. ‘Improve’ involves brainstorming solutions and pilot testing, while the ‘Control’ phase ensures that improvements are sustainable over the long term. Altogether, DMAIC offers a complete, data-driven strategy for achieving measurable improvements in efficiency, quality, and customer satisfaction.

• Berardinelli, C.F., 2012. TO DMAIC or not to DMAIC? .  Quality Progress ,  45 (11), p.72.
• De Mast, J. and Lokkerbol, J., 2012. An analysis of the Six Sigma DMAIC method from the perspective of problem solving.  International Journal of Production Economics ,  139 (2), pp.604-614.

A: DMAIC stands for Define, Measure, Analyze, Improve, and Control. It is a structured problem-solving methodology used in Six Sigma to improve processes and reduce defects.

A: The purpose of DMAIC is to identify and address problems or inefficiencies in a process, leading to measurable and sustainable improvements. It provides a framework for problem-solving and continuous improvement.

A: The steps in DMAIC are as follows:

• Define: Clearly define the problem and project goals.
• Measure: Gather data and measure the current state of the process.
• Analyze: Analyze the data to identify the root causes of the problem.
• Improve: Develop and implement solutions to address the identified causes.
• Control: Establish control mechanisms to sustain the improvements made and prevent future issues.

A: No, DMAIC is a versatile problem-solving methodology that can be applied to various industries and processes, including manufacturing, service, healthcare, software development, and more. It is applicable wherever there is a need for process improvement and reducing defects.

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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How to Solve Your Problems With Lean Six Sigma (Free DMAIC Checklist)

Elisabeth Swan is the co-author of “The Problem-Solver’s Toolkit” and co-host of “The Just-in-Time Cafe Podcast.” She’s been a process improvement consultant, speaker, and innovator for over 30 years. She’s the Chief Learning Experience Officer for GoLeanSixSigma.com, a former cast member of ImprovBoston, and – if asked – may still be able to ride a unicycle.

Surgeon Atul Gawande made headlines when he told the world that a simple checklist could drastically reduce unnecessary deaths in The Checklist Manifesto .

Yet, checklists conjure images of forklift drivers on loading docks with clipboards counting boxes. How could they transform healthcare?

“ He has… produced a 90-second checklist which reduced deaths and complications by more than one-third in eight hospitals around the world – at virtually no cost and for almost any operation. ” – James Clarke, reviewing The Checklist Manifesto,  Ulster Med J. 2011 Jan; 80(1): 54.

Aviation was transformed decades earlier when management and engineers at Boeing Corporation created the pre-flight checklist after the 1935 crash of the prototype Boeing B-17 at Wright Field in Dayton, Ohio. Checklists have become so essential to the airline industry that most crashes can be traced to the misuse or failure to complete a checklist.

A New York Times reviewer noted, “no matter how expert you may be, well-designed checklists can improve outcomes”. Since the purpose of process improvement is improving outcomes, Lean Six Sigma and checklists are natural companions.

To prove that, this Process Street blog post will show the relationship between checklists and lean six sigma, and provide you with a free  DMAIC Improvement Project Tollgate Checklist that you can use right now.

Use the links below to jump to that section of the post:

Lean Six Sigma and the role of problem-solving

Lean six sigma & the checklist, introduction phase, define phase, measure phase, analyze phase, improve phase, control phase, checklists and lean six sigma, use process street to reduce error.

Or, if you just want the checklist, check it out below!

Let’s get started.

For those unfamiliar with Lean Six Sigma and process improvement, it is a structured approach for organizations to scrutinize how things are done, poke at data and processes to uncover waste and then cut out things like extra forms, out-dated approvals and other time-wasting steps.

It’s a customer-focused, 5-step problem-solving model that engages entire workforces to constantly seek a better way of doing things.

Proof of Lean Six Sigma’s influence is evident in today’s hiring practices. A poll by GoLeanSixSigma highlights that hiring managers prefer a person who is “ Green Belt Certified ” – having substantial Lean Six Sigma skills – by an almost 80% margin. In an interview with the former head of Twitter, problem-solving emerged as the top skill sought by today’s most influential hiring managers.

In other words, problem-solving (especially via Lean Six Sigma) is an absolutely vital skill.

If problem-solving is a must-have skill and checklists are key to good outcomes, then combining the two makes sense.

DMAIC – Define, Measure, Analyze, Improve & Control – is the 5-Step model for Lean Six Sigma and there’s a set of required tollgates at the end of each phase. These tollgates outline what has to be done in order to move the problem-solving process forward.

Using the tollgates as an outline, we created a dynamic  Process Street template  that you can use for free and run checklists from to track your progress!

Before you can start solving problems, you need a problem to solve.

Picking a process issue – and finding someone in leadership to support you – are two required tasks in this first tollgate. Scoping the project is important (bigger than a “just-do-it” and smaller than “solving world hunger”) but even more critical is finding a Sponsor.

Finding a Sponsor

In a poll asking Lean Six Sigma practitioners what they considered the biggest obstacle to process improvement success, “Getting Leadership Support” accounted for almost a third.

When we coach team leads who tell us they can’t find someone to back their project, we let them know, “No Sponsor, no project”. If nobody in charge has any skin in the game, there’s no point in attempting the process fix. Find a different project that leadership supports.

One thing that helps when searching for leadership backing is being able to explain what Lean Six Sigma is and why it makes a difference. Since the checklist template is dynamic we inserted a video in the Define Phase within the checklist item, “Enlist a Project Champion/Sponsor who will support you and the project”. The team lead can share the video with managers or directors who they consider Sponsor candidates.

There’s also a Project Selection Guide Template embedded in the checklist so users can take a project idea and put it through a few screening questions. Is it a repeating problem? Is there a way to measure it? The checklist serves as a reminder, a source of templates, supporting videos and other just-in-time guidance.

The next set of tollgate tasks cover the Define Phase of DMAIC. This is where problem-solvers clarify the problem, the process impacted and customers of the process.

There is a journey of discovery during this phase as everyone agrees on the issue to solve. One of the big challenges is the tendency of ambitious team leads—or equally ambitious Sponsors—to try to “shoot the moon.”

Shooting the moon

They might want to reduce cycle time, reduce defects , improve margins, and increase customer satisfaction all by next Tuesday. But a project that focuses on everything accomplishes nothing. It’s okay to measure the cost reduction that results from reducing defects. But pick one of those to be the goal. Success is more possible if you focus on one goal at a time .

It takes practice and discipline to develop a manageable goal statement. Another moon shot is aiming for perfection out of the starting gate. When we see a goal statement that claims the team will, “reduce defects from 25% to 0%” then we know there is a sizable risk of failure and disappointment.

That’s why the Define Phase of the checklist includes a Goal Builder Template along with a blog providing tips on how to create well-crafted goal statements.

The primary focus of the Measure Phase is to baseline the process. If you’re trying to reduce defects, you need to know how you’re doing at that now. What’s your track record? You need to know the baseline of the process in order to measure whether or not you made a difference with your improvement when you get to the Improve Phase.

You need to know the gap, so you can close the gap.

The data’s in the system, somewhere…

One of the issues we run into in this phase is problem solvers assuming that data is sitting in a system somewhere waiting to be accessed. If they simply run a report, they’ll have the baseline. Check that off the list. But that rarely goes according to plan.

Maybe there’s system data, but was it entered with care? Is it reliable? We’ve seen teams struggle to use data that didn’t make sense. They could access cycle time data, but it didn’t take into account that the workday ended at 5:00. I had another team looking at why healthcare invoices had to be manually adjusted. They looked up the defect codes and the biggest category was “Other”. System data existed, but it was useless.

Most of the time, it helps to collect some data manually. In order to think through your approach, you need a Data Collection Plan. That involves listing the data you want and considering things like stratification factors—the “who, what, when, where” of data. If you’re looking at defects, should you collect data on defects by product? Defects by the fields on a form? Defects by customer type?

Within the task: “Develop a Data Collection Plan with Operational Definitions and create Check Sheets as Needed”, we’ve embedded a template (The Data Collection Plan) and a video to guide the process.

You’ll learn a lot by collecting the data firsthand, so if the perfect data set is not magically sitting in the system, it helps to have a plan.

Analyze is the crux of the DMAIC method. This is where learners drill down and discover the root cause of the process problem they’ve been chasing. Once you do that, you can solve the problem for good.

But if you have not determined the root cause then you might be solving a “symptom,” putting a bandaid on the problem or implementing a change based on a hunch. All of this means there’s a high likelihood the problem will remain and the efforts will have been in vain.

Finding the smoking gun

If you’ve always been told, “don’t bring me a problem, bring me a solution,” that’s an encouragement to jump right past this step into the fun of solutions. I’ve seen teams go with their assumptions regardless of what the data says or the process analysis reveals. I’ve seen Sponsors who tell teams what solutions they want to be implemented right from the get-go.

How do you stick with analysis long enough to find the smoking gun? The trick is to keep collecting the clues in the Cause & Effect Diagram , aka The “Fishbone Diagram”. It’s an aptly named tool, popularized by Dr. Ishikawa , which resembles a fish skeleton. Its construction allows teams to develop root cause theories around a problem as they build their knowledge of the process.

Each time they collect data, interview process participants on a Gemba Walk or map the process steps, they uncover potential reasons for defects. Making the most of the Fishbone Diagram is key but, during a poll, users reported where they fell short.

Solutions masquerading as problems

Over a third of respondents reported the issues of “listing solutions” on the Fishbone instead of causes. What we hear are phrases like, “the root cause is a lack of training”.

The problem with “lack of” anything is that it’s a sneaky way of putting a solution on the Fishbone.

The question is, “what is the training addressing?” Is it lack of user knowledge? If that’s the problem, could it be solved with helpful visuals, a simpler process? There are a lot of ways to address user knowledge before jumping to more employee training.

This is when you want to behave like the persistent detective – think Columbo, the classic 70’s TV icon. Every question helps you accumulate clues. People working through the process may have the answer without knowing it. The trick is to keep looking upstream until you find potential culprits. Dig past the symptoms.

To help with this phase, the checklist includes both a Fishbone Diagram Template as well as a video on how to get the most out of the Fishbone.

The Improve Phase is a long-anticipated step in the journey. It’s the step teams generally want to jump to from the start. Testing countermeasures, piloting solutions, watching the problem disappear, that’s the fun of process improvement. If you’ve done a proper job of Define, Measure, and Analyze, this phase falls nicely into place.

The ripple effect

The catch? Unintended consequences.

If you toss a stone into a lake you can see the ripples flow out from the center. The same principle holds true for process change. If you remove a step, change a form, skip an approval , will things fall apart? For that, we look to the Failure Modes & Effects Analysis or FMEA for short.

It’s a methodical way of assessing the potential for things to go wrong. It Involves deciding the potential severity and frequency of future problems and then mistake-proofing the process to prevent them. The technique originated at NASA since they couldn’t risk trial and error when sending men to the moon. By thinking through the risks of change they developed the kind of contingency plans you saw on display in movies like Apollo 13.

That’s why there’s an FMEA Template and a video on how to use it tucked into the main checklist from this post.

It’s okay to make changes. It’s simply key to think through the impact of those changes on other parts of the business.

Process Improvement can happen quickly and have a dramatic impact, but it’s critical to “stick the landing.” The Control Phase exists to see the improvement through to stability.

If teams move on and everyone takes their eyes off the ball, things may start to slip. What they need is the ability to continuously see the performance of the new process.

Sticking the landing

Have you ever tried to watch a game without a scoreboard? How would you know who was winning? Or how much time was left?

It’s the same with process work.

How does your team know how they’re doing? How do you stay aware of how the new process is performing?

By making the data visible.

Keeping an eye on Process Performance can be done with a single metric — you need to focus on one thing. If the goal was to reduce defects, then the single metric would be tracking the daily percentage of defects. A great way to measure success is with a Control Chart.

Control Charts are time charts. You might know them as Line Charts or Run Charts. They include a measure of variation so they are often referred to as “Run Charts that went to college”. They can be created in Excel , but they can also be drawn by hand.

Teams often set up whiteboards in the shared workspace to track things like defects. People can rotate responsibility for updating the chart. If people can see the measure and are responsible for it—they pay attention to it. What gets measured gets managed.

The Control Chart Template is embedded in the checklist for the Control Phase.

Process Improvement is a mainstay of Operational Excellence and checklists are simple but effective ways to make sure you get the outcomes you want. The following quote comes from the interim CEO/President of the Association for Manufacturing Excellence ( AME ).

“ I am a big fan of checklists for ensuring quality at the source. They serve an important purpose in reminding us of all that’s needed in a particular process or project. Without checklists, we risk missing or overlooking something by mistake. Checklists work best when ticking off items as they are completed, not en masse once the entire project is done. The key point is to use and follow them, not “pencil-whip” them from memory after the fact. While not foolproof, checklists can help us cover the details and result in more thorough, successful improvement efforts. ” – Jerry Wright , President, AME

Checklists have transformed healthcare, aviation, and countless other industries. Run this Process Street DMAIC Tollgate Checklist and make sure your next improvement effort gets great results.

Process Street is a powerful piece of workflow software that lets you crush the human error in your organization.

By creating process templates (like the free DMAIC checklist in this post) you can give your whole team a central location for them to see what they have to do, and how exactly they should do it.

No more confusion, no more errors.

Take advantage of our powerful feature set to create superpowered checklists, including:

• Form fields
• Conditional logic
• Variable user permission levels
• Exporting and printing templates
• And much, much more!

Check out our intro webinar to see the app in action!

Stop leaving the success of your processes up to chance. Get started with a free trial of Process Street today!

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Ben Mulholland is an Editor at Process Street , and winds down with a casual article or two on Mulholland Writing . Find him on Twitter here .

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• > Lean Six Sigma: Definition, Principles, and Benefits

Lean Six Sigma: Definition, Principles, and Benefits

Posted by Danielle Yoon

Nov 20, 2023 10:13:00 AM

Lean Six Sigma, a secret weapon of some of the world's most successful companies, is not just a data-driven methodology; it's a revolution in how we approach business processes. Whether you're an executive, a manager, or simply someone with a curious mind, Lean Six Sigma is the key to unlocking the secrets of peak performance. 

This article will look into the heart of this transformative force. We'll cover Lean Six Sigma principles, the keys to successful Six Sigma projects, and the benefits you can expect to enjoy.

What Is Lean Six Sigma?

Lean Six Sigma is a data-driven process improvement methodology and project management structure that combines two powerful approaches: "Lean," which focuses on reducing waste and inefficiency, and "Six Sigma," which aims to minimize defects and variations in processes. This combined approach is used to streamline operations, enhance quality, and increase organizational efficiency.

One of the earliest adopters of Lean Six Sigma was Motorola in the 1980s. They successfully reduced defects in their manufacturing processes , and it is said that their efforts saved over $16 billion. Their breakthrough inspired many other manufacturing companies, like General Electric, which credits Lean Six Sigma projects with saving them billions and improving product quality. It soon became a cornerstone of operational excellence in the manufacturing industry, proving that it wasn't just a passing trend.

In healthcare , where patient safety is paramount, Lean Six Sigma has played a crucial role. By streamlining processes and reducing errors, some organizations enhance patient satisfaction and reduce costs. This shows how Lean Six Sigma's principles could be applied outside traditional business settings, revolutionizing healthcare management and patient outcomes.

Even the financial sector , often associated with complex transactions, embraced Lean Six Sigma. A notable example is Bank of America, which used Lean Six Sigma to streamline its mortgage operations. They reduced processing times, minimized errors, and improved customer service. This demonstrated the adaptability of Lean Six Sigma principles across diverse sectors, proving its effectiveness in optimizing financial services.

The Six Sigma Methodology 

The DMAIC process in Lean Six Sigma (Define, Measure, Analyze, Improve, Control) is vital for structured problem-solving and continuous improvement. It provides a systematic approach to identifying issues, measuring their impact, analyzing root causes, implementing solutions, and maintaining long-term control over processes, ensuring sustainable results. DMAIC fosters data-driven decision-making, reduces errors, and maximizes efficiency, making it a cornerstone of Lean Six Sigma's success in achieving quality and process improvements.

Several best practices and Sigma tools support the effective implementation of DMAIC in the Lean Six Sigma methodology.

Clear Project Definition:  Start with a well-defined problem statement and project scope in the "Define" phase. This clarity ensures that the team's efforts remain focused on the most critical issues and opportunities for improvement.

Data Collection and Analysis:  In the "Measure" phase, gather relevant data systematically and ensure its accuracy. Employ statistical tools to quantify process performance, identify variations, and prioritize areas that need improvement.

Root Cause Analysis : During the "Analyze" phase, dig deep to identify the root causes of issues rather than addressing symptoms. Techniques like Fishbone diagrams and the " 5 Whys " can help uncover underlying problems.

Solution Testing:  In the "Improve" phase, pilot test proposed solutions on a small scale before full implementation. This minimizes risks and allows for adjustments before rolling out changes across the organization.

Change Management: Implementing improvements using the Lean method can face resistance. Effective change management strategies, such as involving key stakeholders and communicating the benefits of the changes, are essential in the "Control" phase to ensure sustainable results.

Continuous Monitoring:  Develop control plans and establish Key Performance Indicators (KPIs) to monitor process performance over time. Regularly review data and conduct periodic audits to ensure that the improvements are maintained.

Cross-Functional Teams:  Involve employees from different departments and levels of the organization in the Lean methodology. Their diverse perspectives can lead to more comprehensive problem-solving and better solutions.

Training and Education:  Invest in training team members in Lean Six Sigma principles and using relevant tools and methodologies to ensure they have the skills needed for each phase of the DMAIC process.

Documenting the Process:  Keep detailed records and documentation, ideally using Six Sigma software ,  at each stage to provide a clear trail of the project's progress and results. This aids in knowledge sharing and future reference.

Celebrate Success:  Recognize and celebrate the achievements and contributions of the team and the positive impact of improvements. Broadcasting success can motivate team members and foster a culture of continuous improvement within the organization.

By following these best practices and using the Sigma tools, organizations can effectively implement DMAIC and drive sustainable process improvements using the Lean Six Sigma methodology.

What Is the Difference Between Six Sigma and Lean Six Sigma? 

Lean Six Sigma combines two distinct methodologies.

Lean Manufacturing (1900s - 1950s):  The concept of "lean" can be traced back to the early 20th century, particularly with the development of the Toyota Production System (TPS) in post-World War II Japan. Taiichi Ohno, a Toyota engineer, is often credited with pioneering the principles of reducing waste, improving efficiency, and enhancing overall quality in manufacturing processes. This concept gained international attention during the 1980s when authors like James Womack and Daniel Jones introduced it in their book, "The Machine That Changed the World."

Six Sigma (1980s - 1990s):  Motorola is credited with developing Six Sigma in the 1980s. Engineer Bill Smith at Motorola pioneered this methodology to reduce product defects. The term "Six Sigma" reflects the goal of achieving a process with so little variability that it falls within six standard deviations from the mean. Six Sigma gained momentum when Jack Welch adopted it as a central part of General Electric's management strategy during the 1990s, making it famous worldwide.

Integration and Evolution:  The integration of Six Sigma and Lean into Lean Six Sigma became prominent in the late 1990s and early 2000s. This integration was primarily a response to the realization that while Six Sigma was excellent at reducing defects, it didn't address efficiency and speed in the same way that Lean principles did. Lean focuses on reducing waste and increasing process flow. By combining the two methodologies, organizations could address both quality and efficiency simultaneously.

Over time, Lean Six Sigma has evolved to be more than just a process improvement methodology in manufacturing. It has applications in various industries, including healthcare, finance, and services. The historical context of Lean Six Sigma showcases a journey from its humble beginnings in manufacturing to becoming a comprehensive approach for improving processes, reducing costs, and enhancing quality across diverse sectors. Its adaptability and proven track record have cemented its place as a valuable tool for organizations seeking operational excellence.

Lean Six Sigma Principles

Lean principles focus on eliminating waste and improving process flow, while Six Sigma emphasizes reducing defects and variations. When combined using Lean Six Sigma, these principles create a holistic approach that optimizes efficiency and quality, resulting in streamlined, high-performing processes.

1. Focus on the Customer 

The Lean Six Sigma principle of "Focus on the customer" underscores the importance of understanding and meeting customer needs and expectations. It involves actively listening to customer feedback, identifying their requirements, and aligning processes and improvements to deliver products or services that provide the highest value and satisfaction to the end user. This customer-centric approach not only enhances product or service quality but also strengthens customer loyalty and trust, ultimately driving long-term business success.

2. Measure the Value Stream and Find Your Problem

Measuring the value stream involves systematically analyzing and mapping the entire process, from start to finish, to identify areas of waste, inefficiency, and defects. By measuring the value stream, organizations gain a comprehensive understanding of the current state of their processes, enabling them to pinpoint specific problems or bottlenecks that hinder productivity, quality, or customer satisfaction. This step serves as a foundational element in the Lean Six Sigma methodology, as it helps to target and prioritize improvements that will have the most significant impact on overall performance and customer value.

3. Remove Waste to Create Flow 

This Lean Six Sigma principle emphasizes the systematic elimination of non-value-added activities or waste from processes to achieve smooth and efficient workflow. By identifying and reducing unnecessary steps, delays, or resources that do not contribute to the end product or service, organizations can optimize their operations, reduce costs, and deliver value to customers more swiftly and consistently

4. Eliminate Variations  

Eliminating variations involves reducing and controlling process variations to enhance consistency and quality. Variations can lead to defects, inefficiencies, and customer dissatisfaction. By systematically identifying and addressing the sources of variation, organizations can ensure that their processes operate within tight tolerances and produce more predictable and reliable results, ultimately leading to higher product and service quality and greater customer satisfaction.

5. Undertake Improvements in a Systematic Process  

Lean Six Sigma emphasizes the structured and data-driven approach to making process improvements within an organization. It involves following a defined methodology, such as DMAIC, to identify, analyze, and implement changes systematically and methodically. This approach ensures that improvements are well-founded, based on evidence and analysis, and that their impact can be measured and sustained over time, leading to more consistent and effective enhancements in processes and performance.

6. Equip People in Processes

It is critical to empower employees by providing them with the necessary skills, knowledge, and tools to participate in and contribute to process improvement efforts actively. By involving and training individuals at all levels of the organization, Lean Six Sigma fosters a culture of continuous improvement. This principle acknowledges that people on the front lines often have valuable insights into process inefficiencies and can be the driving force behind positive change when adequately equipped with the skills and resources to identify and address issues.

7. Understand the Real Work Flow  

The Lean Six Sigma principle of "Understand the Real Work Flow" emphasizes the need to gain a deep and accurate understanding of how work processes truly function in practice. Getting to the actual workflow involves going beyond theoretical or idealized representations of operations and, instead, directly observing and studying how tasks are executed, how information flows, and where potential bottlenecks or inefficiencies exist. By comprehensively grasping the actual workflow, organizations can make more informed decisions about process improvements and better align their efforts with the practical realities of their operations, leading to more effective and sustainable changes.

Lean Six Sigma Phases of Business Transformation

The DMAIC improvement cycle, a fundamental framework within the Lean Six Sigma methodology, consists of five stages, each with tools and techniques to support it. DMAIC software is frequently used to structure the team's work.

In this initial phase, the project's objectives are clearly defined. This includes outlining the problem, setting specific goals, and creating a project outline that sets the scope, resources, and the project team.

The key objective is to establish a clear understanding of the problem and its impact on the organization, ensuring that everyone involved is on the same page and working towards a common goal.

The Lean Six Sigma tools used at this stage include:

Project Charter:  Summarizes the project's scope, goals, team members, and stakeholders.

Voice of the Customer (VOC) Analysis:  Captures customer needs and expectations.

Measure 

During the "Measure" phase, the current state of the process is assessed. Measurement involves collecting relevant data and metrics, creating process maps to visualize the workflow, and determining the process capability.

The goal is to establish a baseline of how the process is currently performing, identifying any deviations from desired performance standards.

The following techniques are used to support this phase:

Data Collection Plan:  Outlines how data will be gathered.

Process Maps:  Visual representations of the current process.

Statistical Analysis:  Tools like descriptive statistics and hypothesis testing.

Analyze 

In this stage of the Lean methodology, the collected data is analyzed in-depth to identify the root causes of the problem. The aim is to pinpoint the fundamental reasons behind the issues and prioritize which factors must be addressed for improvement.

Popular analysis tools include:

Cause-and-effect Diagrams (Ishikawa or Fishbone Diagram ):  Identifies potential causes of issues.

Root Cause Analysis:  Techniques such as the "5 Whys."

Data Analysis: Statistical methods to pinpoint the main contributors to problems.

Improve 

The "Improve" phase focuses on developing and implementing changes to resolve the root causes identified in the previous stage. It involves brainstorming ideas, redesigning processes, and conducting experiments to test potential improvements.

The objective is to find and apply solutions that will result in a more efficient and effective process, ultimately eliminating or minimizing the issues.

Improvement is supported by:

Brainstorming and Idea Generation:  Generate potential solutions.

Process Redesign:  Restructure processes to eliminate waste and improve efficiency.

Design of Experiments (DOE):  Systematically test solutions.

Control 

In the "Control" phase, the improvements are integrated into the standard processes. Control requires establishing control charts and systems to monitor performance, documenting new procedures (Standard Operating Procedures or SOPs), and ensuring that employees are trained and equipped to sustain the improvements.

The primary goal is to maintain the gains achieved during the project and prevent regression to the previous state.

Useful tools and techniques to maintain control include:

Control Charts:  Monitor and maintain process stability.

Standard Operating Procedures (SOPs):  Documented and accessible procedures for standard work.

Training and Communication Plans:  Ensure changes are well-implemented.

Lean Six Sigma Belt Levels 

Lean Six Sigma uses a "belt" system to designate levels of expertise and responsibilities within the methodology. The Six Sigma belt levels, from lowest to highest, are as follows:

White Belt:  This is the entry-level designation. White Belts typically have a basic understanding of Six Sigma concepts and may be involved in local problem-solving teams. They assist Yellow Belts, Green Belts, and Black Belts in projects.

Yellow Belt:  Yellow Belts have a foundational knowledge of Six Sigma principles. They work on project teams and support process improvements within their areas. Their role is often to collect data, assist with problem analysis, and implement solutions.

Green Belt : Green Belts are more advanced and take on more prominent roles within Six Sigma projects. They lead smaller projects, conduct data analysis, and work closely with Black Belts. They usually have full-time jobs outside of their Six Sigma responsibilities.

Black Belt:  Black Belts are leaders of Six Sigma projects. They have extensive training in statistical methods and problem-solving techniques. They can lead and mentor Green Belts, facilitate cross-functional teams, and are responsible for significant process improvements.

Master Black Belt:  These individuals are Six Sigma experts with extensive experience. They provide leadership, mentoring, and training to Black and Green Belts. They often work on high-level strategic projects and help organizations implement Six Sigma across various departments.

These Six Sigma belt levels help organizations structure their Lean Six Sigma efforts, with each group representing a different degree of expertise and responsibility in process improvement.

Benefits of Lean Six Sigma 

Lean Six Sigma is widely used as a continuous improvement framework because it is a repeatable, scalable approach that offers significant benefits to organizations of all types and sizes.

Increased Efficiency and Productivity 

Lean Six Sigma increases efficiency and productivity by identifying and eliminating waste and process defects. It streamlines operations, reduces unnecessary steps, and optimizes workflows. Through data-driven analysis and continuous improvement, it not only enhances quality and customer satisfaction but also reduces costs, ultimately leading to more efficient and productive processes within an organization.

Improved Quality 

The approach improves quality by systematically identifying and eliminating errors, defects, and process variations. It analyzes the root causes of quality issues, allowing for targeted improvements. Lean Six Sigma enhances process consistency and efficiency, leading to higher-quality products and services, ultimately resulting in improved customer satisfaction.

Employee Engagement and Development 

Lean Six Sigma leads to employee engagement and development by involving employees in problem-solving and improvement efforts. It empowers them to contribute to the organization's success, fostering a sense of ownership and pride in their work. Additionally, the training and skill development offered as part of Lean Six Sigma equips employees with valuable tools and knowledge, further enhancing their professional growth and engagement in the organization.

Reduced Costs

The Lean Six Sigma method reduces costs by identifying and eliminating waste and inefficiencies in processes, resulting in lower operational expenses. It targets areas where resources are underutilized, streamlines workflows, and minimizes defects, reducing rework and material costs. Eliminating waste leads to improved cost control and enhanced profitability for organizations.

Increased Customer Satisfaction 

Lean Six Sigma increases customer satisfaction by improving the quality and consistency of the product or service. It identifies and eliminates errors and defects, leading to higher reliability and meeting customer expectations. Additionally, streamlined processes lead to quicker delivery and better customer service, ultimately enhancing the overall customer experience and satisfaction.

How Much Does It Cost to Get Lean Six Sigma Training?

The cost of Lean Six Sigma training can vary widely depending on factors such as the level of training, the training provider, and the specific program or certification you're pursuing.

Online training courses are usually more affordable than classroom-based training. They can range from a few hundred dollars to a few thousand dollars, depending on the level of training, the belt rank of the trainee, and the provider.

In addition to training, certification fees may apply, which can range from $300 to $800 or more, depending on the certifying body and the level of certification.

It's essential to research different training providers, compare their offerings, and consider your specific needs and goals when determining the cost of Lean Six Sigma training. Additionally, some organizations offer in-house training, which can have varying costs depending on the scale and customization of the program.

(Conclusion): Transforming Businesses with Lean Six Sigma

The value of Lean Six Sigma lies in its ability to enhance organizational efficiency, quality, and profitability systematically. By fostering a culture of continuous improvement, it empowers businesses to meet customer demands, reduce waste, and maintain a competitive edge in a rapidly evolving global marketplace.

Embracing Lean Six Sigma in your organization isn't just a choice; it's a strategic imperative. By implementing these principles, you pave the way for efficient, high-quality processes that drive customer satisfaction and fuel your competitive advantage. Don't just consider it—take the leap and experience the transformational power of Lean Six Sigma for lasting process improvement and success.

How KaiNexus Can Help

If you have any Lean Six Sigma tips or best practices to add to the discussion, please comment on this post. This is also a great way to pose questions to the continuous improvement community. 

If you are ready to start your Lean Six Sigma journey, KaiNexus can help. Contact one of our improvement experts today to learn more about how your organization can spread, sustain, and measure the impact of your improvement culture.

Topics: Lean , Improvement Methodology

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Unraveling the Six Sigma DMAIC Analyze Phase

• On March 19, 2024
• By David Usifo (PSM, MBCS, PMP®)

For any Six Sigma project, analyzing data is a critical step after measurement and data collection. When using the DMAIC approach in the Six Sigma methodology, teams examine the data to identify the root causes of defects and errors in the Analyze phase.

Understanding the importance of thorough analysis using the right tools can help Six Sigma practitioners extract meaningful insights that are key to the overall goal of process improvement.

In this article, we’ll discuss the Six Sigma DMAIC Analyze phase and explain what it entails, as well as its importance, common tools used, and examples of how statistical analysis techniques are leveraged to find solutions in this stage of the DMAIC roadmap.

Table of Contents

Six Sigma DMAIC Phases

Six Sigma typically follows the DMAIC (Define, Measure, Analyze, Improve, Control) problem-solving approach. Each phase has specific goals and deliverables that set the foundation for the next stage.

The Define phase identifies the problem and sets project goals and deliverables. Measurement establishes metrics, collects data on the current process, and determines baselines.

The Analyze phase, which is the focus of this article, involves identifying root causes through statistical analysis and tools like hypothesis testing and ANOVA.

The Improvement phase develops solutions to address the vital few root causes. Finally, the improved process is implemented, monitored, and controlled to hold the gains in the Control Phase.

Understanding the purpose of each DMAIC phase ensures you apply the appropriate tools at the right time. Progression through the phases provides a structure for completing process improvement projects successfully.

What is the DMAIC Analyze Phase in Six Sigma?

As earlier highlighted, the Analyze phase is the third stage in the DMAIC methodology. In this critical phase, the Six Sigma team dives into the data gathered during measurement to uncover the root causes of defects and variations.

The core purpose of analyzing is to make sense of the collected data. Statistical analysis, hypothesis testing, DOE, and other methods identify trends, patterns, and relationships between inputs and outputs. These insights reveal the vital few factors that contribute the most to problems in the process.

Armed with this understanding, the team can then focus on developing targeted solutions that will have the biggest impact. The Analyze phase prevents jumping to conclusions or solutions without first thoroughly investigating the facts. Analyzing the data is essential to set the direction and priorities for improvement.

At the end of this DMAIC stage, you will have clear actionable focus areas to address in the upcoming Improve phase.

Importance of the Six Sigma DMAIC Analyze Phase

The Analyze phase plays a crucial role in Six Sigma DMAIC projects. Here are five key reasons why thoroughly analyzing the data is so important:

Identifying Root Causes

By using statistical analysis tools and techniques, teams can pinpoint the vital few sources contributing the most to defects, errors, and variations in the process.

Understanding the underlying root causes paves the way for developing targeted solutions.

Prioritizing Issues

The analysis provides insights into the factors that are having the biggest negative impact on critical-to-quality metrics. This allows you to focus improvement efforts on addressing the most significant pain points and problems first.

Verifying Assumptions

Actually analyzing the data verifies whether your assumptions and hypotheses about the root causes are correct before moving forward with developing solutions. The data may reveal unexpected findings that go against initial assumptions.

Providing Validation

Rather than relying on subjective opinions or guesses about causes, the Analyze phase provides objective validation and backs up conclusions with hard data.

Setting the Direction

The results of the Analyze phase set the direction for the rest of the project by revealing where and how to improve. This prevents wasting time and resources improving the wrong or insignificant parts of a process.

What Happens in the Analyze Phase of DMAIC?

The Analyze phase involves several key steps you should take to extract meaning from the data gathered during the Measure phase. These are:

1. Reviewing Process Maps

Start by reviewing the process maps created earlier in the DMAIC flow. Look for opportunities to add more detail to capture the current state. Also, identify value-added vs non-value-added activities to pinpoint waste and inefficiency.

2. Identifying Potential Causes

Next, use tools like the Five Whys and fishbone diagrams to identify potential causes of defects and variations. Brainstorming sessions can uncover hypotheses to test.

3. Prioritizing Causes

Filter down the list of potential causes to the vital few factors that likely have the biggest impact. These become the focus for the data analysis.

4. Verifying Root Causes

Here statistical analysis tools come into play. Use methods like hypothesis testing, ANOVA, regression, and DOE to verify the true root causes from your prioritized list. The data reveals if your initial assumptions were correct.

5. Refining the Problem Statement

Based on the findings, the problem statement and goals may need refinement. For example, new root causes could emerge requiring additional data collection.

6. Documenting Results

Finally, document all data analysis, tools, findings, recommendations, and refinements to the project plan. This provides the foundation for the next stage which is the Improve phase.

Six Sigma Analyze Phase Deliverables

The Analyze phase concludes by compiling key deliverables and outputs that guide the rest of the DMAIC project. These deliverables are:

• Verified Root Causes : The core deliverable is the verified list of vital few root causes behind defects, validated through statistical analysis. These become the priority areas to address.
• Updated Process Maps : Enhanced process maps may reveal new problem areas or waste and shape later solutions.
• Data Analysis Results : Document all hypothesis tests, analytical findings, and discoveries from exploring the data.
• Refined Problem Statement : If new discoveries emerge, the problem statement may need adjustment, which would require revisiting the project charter .
• Prioritized Factors : Compile a priority list of the inputs and variables that contribute significantly to process issues to concentrate improvements on.

These outputs provide a solid fact base to drive the Improve phase as the team now knows where to focus solutions and has quantitative insights rather than assumptions.

Common Pitfalls in the Six Sigma Analyze Phase

For all its benefits, the Analyze phase is prone to several pitfalls that can undermine the credibility of your analysis. Being aware of these missteps can help avoid them.

Some pitfalls to watch out for in the Six Sigma Analyze phase include:

Not Gathering Enough Data Initially

Many project teams do not collect enough baseline data during the Measure phase. This provides insufficient information to conduct proper statistical analysis. If this is the case, then go back and gather more complete data sets before analyzing.

Prioritizing Incorrectly

Failing to use Pareto charts and other techniques for proper prioritization can lead teams to chase too many potential root causes without focusing on the vital few sources of the problems.

Relying on Basic Graphical Methods

While histograms, scatter plots, and trend charts provide visualization, relying solely on graphical analysis does not provide enough statistical rigor. Incorporate more advanced tools like hypothesis testing, DOE, regression, and ANOVA.

Biased Sampling

Careful sampling is crucial to the success of your analysis. Using biased, unrepresentative samples or insufficient sample sizes negatively affects the accuracy and validity of your analysis.

Disorganized Documentation

Letting analysis and discoveries get lost without thorough documentation causes rework and lack of continuity into later phases. Document statistical tests, results, recommendations, and decisions meticulously.

Scope Creep

It’s easy to get distracted by branching off into tangents outside the core problem statement. Continuously reference the project charter to avoid these rabbit holes.

Six Sigma DMAIC Analyze Phase Tools

The Analyze phase involves a wide range of statistical and analytical tools to uncover the vital few sources of defects and variations. Here are some examples:

Hypothesis Testing

Hypothesis testing allows you to make statistical decisions using experimental data. For example, you could test if production line speed has a significant effect on defect rate. Based on the test results, you would either reject or fail to reject the null hypothesis.

Regression Analysis

Regression analysis quantifies the relationship between a dependent variable and one or more independent variables. For instance, you could use linear regression to identify which factory environmental factors (temp, humidity, etc.) most influence product failure rates.

DOE (Design of Experiments)

DOE provides a structured framework for systematically varying input factors to determine their effect on process outputs. It helps identify which variables have the greatest impact. Taguchi methods and factorial designs are powerful DOE techniques.

Analysis of variance (ANOVA) evaluates differences between two or more processes or population means. Using ANOVA can reveal if batch oven temperature causes differences in material strength between production lines.

Process Mapping

Enhanced process mapping adds granularity to visualize waste, delays, and root causes. A detailed process map uncovers opportunities for improvement.

Pareto Analysis

The Pareto principle states that 80% of problems stem from 20% of the causes. Pareto analysis focuses efforts on the vital few sources with the biggest impact on quality.

Combining various statistical techniques provides hard data to back up your findings and recommendations.

Six Sigma Analyze Phase Example

Let’s walk through an example of the Analyze phase for a project aimed at reducing defects in a furniture manufacturer’s upholstery process.

The Measure phase generated data on defect rates, production volumes, and process cycle times. Initial Pareto analysis indicates that 80% of defects originate in the sewing workstation.

Enhanced Process Mapping

By observing the sewing station, the team creates a detailed process map showing the steps, inputs, and outputs. This reveals inefficiencies like repetitive motions and wait times.

The team uses hypothesis testing to evaluate which factors significantly influence stitching defects. The data shows that operator experience, machine age, and thread type all pass the significance threshold.

Design Of Experiments (DOE)

Next, a fractional factorial DOE varies combinations of thread type, stitching speed, and needle size to determine the factor settings that minimize defects.

Linear Regression

Regression modeling indicates the top predictors of upholstery failure rates are thread quality, operator fatigue, and stitch tension.

Documentation

All statistical analysis, tests, findings, recommendations, and discoveries are compiled into a report that shapes the Improve phase of the DMAIC process.

In this example, the Analyze phase zeroes in on the vital few variables that contribute to sewing defects so focused solutions can be developed. The data steers the team away from less impactful factors.

Final Thoughts on the DMAIC Analyze Phase

As discussed in this article, the SIX Sigman DMAIC Analyze phase is the engine that drives effective data-based decision-making in DMAIC projects.

Leveraging the right statistical tools and techniques uncovers the vital few root causes of defects and variations. This provides focus for developing targeted solutions that will have maximum impact.

A robust Analyze stage prevents wasting time and resources on insignificant factors while optimizing improvements. Allowing the data to guide your way sets up the rest of the project phases for success.

David Usifo (PSM, MBCS, PMP®)

David Usifo is a certified project manager professional, professional Scrum Master, and a BCS certified Business Analyst with a background in product development and database management.

He enjoys using his knowledge and skills to share with aspiring and experienced project managers and product developers the core concept of value-creation through adaptive solutions.

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Six Sigma Basics: DMAIC Like Normal Problem Solving

Published: February 26, 2010 by Chew Jian Chieh

What is the usual way most people go about solving problems? Most people and organizations consciously or unconsciously use this method, as illustrated in Table 1 below.

This is not a bad method, provided what one thinks is causing the problem is really causing the problem. In this case, if a person is fat simply because they do not exercise enough and eat too much, then by exercising and eating less, they should weigh less. And if they do lose weight after taking such action, then the theory is validated. People solve a fair number of problems in this manner – using conventional wisdom and gut theories that also happen to be correct. In those cases, there is little need for Six Sigma – it is just a waste of time. Just do the above.

How Six Sigma Problem Solving Is Different

How is the Six Sigma problem-solving methodology different? Actually it is really not so different from how people normally go about solving day-to-day problems, except in Six Sigma, nobody knows what is really causing the problem at the beginning of the project. And because all attempts to solve the problem in the past have failed, largely because conventional wisdom and gut theories were wrong about the cause of that problem, people conclude that the problem cannot be solved.

These types of problems are really the best candidates for Six Sigma. The Six Sigma DMAIC methodology differs from conventional problem solving in one significant way. There is a requirement for proof of cause and effect before improvement action is taken. Proof is required because resources for improvement actions are limited in most organizations. Those limits preclude being able to implement improvement actions based on 100 hunches hoping that one hits the mark. Thus, discovering root causes is at the core of the methodology.

Here are the steps in the DMAIC process:

• Define phase: Understand what process is to be improved and set a goal.
• Measure phase: Measure the current state.
• Analyze phase: a) Develop cause-and-effect theories of what may be causing the problem; b) Search for the real causes of the problem and scientifically prove the cause-and-effect linkage
• Improve phase: Take action.
• Control phase: a) Measure to verify improvement has taken place; b) Take actions to sustain the gains.

Using a More Mathematical Language

The above steps can be phrase in another way – using more mathematical language (Table 2). (This kind of mathematical language should not put anyone off. If it is a concern initially, a person just needs to remember than whenever a Y shows up in any sentence, just replace it with word “effect,” or the phrase “outcome performance measure.” And whenever an X shows up , just replace it with the word “cause.”)

The key assumption in Six Sigma is this: If the true causes of any problem can discovered, then by controlling or removing the causes, the problem can be reduced or removed. Now is that not just common sense?

A Series of Common Sense Questions

In summary, Six Sigma DMAIC methodology is really just a series of common sense questions that one asks in order to solve any problem and eventually sustain the gains that come from solving the problem.

• Define: What is the Y that is not doing well?
• Measure: What is Y’s current performance?
• Analyze: What are the potential Xs? What are the real Xs?
• Improve: How can the real Xs be controlled or eliminated?
• Control: How can the Xs continue to be controlled to sustain the gains in Y?

Six Sigma’s DMAIC methodology is nothing but a search for the real causes of problems. With this understanding, what remains for those learning Six Sigma are the various tools and techniques used to answer these questions.

About the Author

Chew Jian Chieh

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Six Sigma: All you need to know about the lean methodology

Six Sigma is a process improvement method that helps organizations improve their business processes. The end goal of Six Sigma is to reduce the amount of variations in a process as much as possible in order to prevent defects within your product. While this methodology is often used to optimize manufacturing processes, it can also be applied to other industries—including tech companies who produce digital products rather than physical ones.

Imagine your development team is in the process of putting the final touches together for a big product launch. When the product gets to the testing stage, the team catches several unanticipated bugs in the code. How can your team prevent this from happening in the future?

One way to do this is to implement an old manufacturing tool: the Six Sigma methodology.

What is Six Sigma?

The main philosophy of Six Sigma is that all processes can be defined, measured, analyzed, improved, and controlled (commonly referred to as the DMAIC method).

According to Six Sigma, all processes require inputs and outputs. Inputs are the actions that your team performs, and the outputs are the effects of those actions. The main idea is that if you can control as many inputs (or actions) as possible, you also control the outputs. 

Where does Six Sigma come from?

In 1809 , German mathematician Carl Friedrich Gauss first used the famous bell curve to explain measurement errors. In the 1920s , Walter Shewhart found that three sigma from the mean is the precise point where a process needs to be corrected. 

But it wasn’t until 1986 that the engineer and developer Bill Smith created the Six Sigma methodology for Motorola that we know today. Motorola used the methodology to identify the maturity of a process by its “sigma” rating, which indicates the percentage of products that are defect-free.

By definition, a Six Sigma process is one in which fewer than 3.4 defects per million opportunities occur. In other words, 99.9997% of opportunities are statistically expected to be free of defects.

Six Sigma is still commonly used in lean manufacturing and production because the process can be helpful in preventing and eliminating defects. However, this methodology can also be used in the service industry and with software engineering teams.

Lean Six Sigma

In general, the goal of a lean methodology is to drive out waste or anything that doesn’t add value to a product or process. The Lean Six Sigma (LSS) methodology values defect prevention over defect detection. This means that the goal of LSS is not to identify where the defect is, but to prevent defects from happening in the first place. 

The 5 key principles of Six Sigma

The Six Sigma methodology has five key principles you can use when analyzing your processes.

1. Focus on the customer

In Six Sigma, the goal is to ensure you can provide your customers with as much value as possible. This means your team should spend a lot of time identifying who your customers are, what their needs are, and what drives their behavior to purchase products. This principle works well for SaaS companies since they often focus on recurring revenue streams.

Identifying your customer’s wants and needs can help your team better understand how to retain customers and keep them coming back to your product.

This requires your team to understand the quality of product your customers would find acceptable, so you can meet or even exceed their expectations. Once you understand that level of quality, you can use it as a benchmark for production. 

2. Use data to find where variation occurs

Outline all of the steps of your current production process. Once you’ve done this, analyze and gather data on the current process to see if there are certain areas that can be optimized or areas that are causing a bottleneck in your workflow.

For example, consider how you share information with your team. Is everyone on your team getting the same information, or are they referencing outdated documents? Establishing a centralized location for all pertinent project information can help minimize the amount of time spent searching for the right documents.

Sometimes it can be challenging to decide what metrics you need to analyze. An easy way to figure this out is by working backward. Identify a goal you want to achieve and work back from there. For example, if your goal is to shorten production time, analyze how long each step in the production process takes.

3. Continuously improve your process

While you’re looking at your production process, consider any steps that don’t add value for your team or your end customers. Use tools such as value stream mapping to identify where you can streamline processes and decrease the amount of bottlenecks. 

The idea of making small improvements to your processes over time is known as kaizen , or continuous improvement. The philosophy behind continuous improvement is that if you’re making small changes over a long period of time, it can lead to major positive changes in the long run.

4. Get everyone involved

Six Sigma is a methodology that allows everyone on the team to contribute. However, this does require everyone on the team to have some training on the Six Sigma process to reduce the risk of creating more blockers instead of getting rid of them. 

Six Sigma works especially well when cross-functional teams are involved, because it provides a holistic view of how a process can affect all parts of your business. When you include representatives from all teams involved in a process, you give everyone insight into the improvements you’re making and how those changes might impact their teams.

We’ll dive into the different types of Six Sigma trainings and certifications later in this article.

5. Ensure a flexible and responsive ecosystem

Six Sigma is all about creating positive change for your customers. This means you should consistently look for ways to improve your processes, and your entire team should stay flexible so they can pivot without much disturbance.

This also means that processes need to be easily interchangeable. An easy way to do this is to break out processes into steps. If there’s an issue with just one step, then only that step needs to be fixed, as opposed to the entire process. 

The two main Six Sigma methodologies

There are two common processes within Six Sigma and they’re each used in different situations.

In general, the DMAIC method is the standard method to optimize existing processes. Alternatively, use the DMADV method when a process is not yet established and you need to create one.

DMAIC is an acronym, meaning each letter represents a step in the process. DMAIC stands for define, measure, analyze, improve, and control.

Define the system. Identify your ideal customer profile, including your customers’ wants and needs. During this stage you also want to identify the goals of your entire project as a whole.

Measure key aspects of current processes. Using the goals you established in the “define” stage, benchmark your current processes and use that data to inform how you want to optimize your project.

Analyze the process. Determine any root causes of problems and identify how variations are formed.

Improve or optimize your process. Based on the analysis from the previous step, create a new future state process. This means you should create a sample of the improved process and test it in a separate environment to see how it performs.

Control the future state process. If the results in the “improve” stage are up to your team’s standards, implement this new process into your current workflow. When doing this, it’s important to try and control as many variables as possible. This is often done using statistical process control or continuous monitoring.

DMAIC example

Your product team notices that the customer churn rate (the rate at which customers stop doing business with you) is increasing. To prevent this problem from getting worse, you can use the Six Sigma DMAIC methodology to identify the issue and develop a solution. 

Define: The customer churn rate has increased from 3% to 7% in the last six months.

Measure: Your team has a lot of information about how prospective customers convert into actual customers, but there’s not much information about what happens after someone becomes a customer. You decide to analyze and measure user behavior after they purchase the product.

Analyze: After looking at the behavior of users after they become customers, your team notices that newer customers are having a harder time getting used to the new product UI than existing customers.

Improve: Your team decides to implement a “new customer onboarding” workflow that helps customers identify key parts of the product and how to use it. Your team works with the customer success team to help set best practices and create trainings. This gives the customer success team all the information they need to train new customers effectively and ensure customer satisfaction. 

Control: Your team monitors both the churn rate and how customers are behaving now that the changes have been implemented. After a few months, you notice the churn rate beginning to decrease again, so you choose to keep the new changes to the process.

The DMADV method is sometimes referred to as Design for Six Sigma (DFSS). DMADV stands for define, measure, analyze, design, and verify. Here’s what to do during each phase:

Define your goals. When defining goals for the new process you’re establishing, it’s important to consider both business goals and the goals of your ideal customer profile. 

Measure and identify CTQs. CTQ stands for “critical to quality.” These are the characteristics that define your perfect product. During this step you will identify how your new process can help achieve these CTQs and any potential risks that could impact quality.

Analyze to develop and design multiple options. When you’re designing a new production process, it’s important to have multiple options. Take a look at the different options you create and analyze the strengths and weaknesses of each one. 

Design the chosen option. Based on the analysis in the previous step, take the next step and implement the option that best fits your needs. 

Verify the design and set up pilot runs. Once you finish implementing your process, it’s time to hand it over to process owners and measure how the process works. Once the process is up and running, then your team can optimize it using the DMAIC method. 

Six Sigma certification

Six Sigma is a multi-level training program . Much like in martial arts, each ranking is a different belt color that indicates a different body of knowledge and years of experience. The Six Sigma certification program breaks down into six different rankings—from white belt to champion:

White Belt : If you’re brand-new to the Six Sigma method, you’ll start out in this stage. Someone with a Six Sigma White Belt doesn’t need to have any formal training or certification in Six Sigma, but they understand the basic framework and guidelines. This means they can participate in waste reduction and quality control projects. 

Yellow Belt : This level requires some formal training and you can receive an official Six Sigma Yellow Belt certification. With a Yellow Belt you can help contribute to strategy more than you could with a White Belt. You can now assist higher-ups with problem solving and analysis.

Green Belt : With a Six Sigma Green Belt certification, you can start strategizing and implementing smaller process improvement techniques on your own.

Black Belt : Once you receive the Black Belt certification, you will be able to break down processes and handle more complex projects than any previous belts. In this training, you’re taught how to manage large-scale changes that can impact a business’s bottom line.

Master Black Belt : The Six Sigma Master Black Belt is an additional course that helps you enhance your current skills by deepening your understanding of Lean Six Sigma. You’ll learn more about statistical tools and cultivate a greater appreciation for the DMAIC method.

Champion : You can become a Six Sigma Champion with a final training that is typically helpful for senior managers and executives who want to become proficient in guiding project teams and leaders through the different DMAIC phases. 

While there is no unified standard for certification, the courses are designed to teach the essentials of the process and how to apply Six Sigma tools to your day-to-day work situations.

Track and improve workflows with Six Sigma

Improving your business processes ultimately helps reduce waste. As you brainstorm and analyze workflows, take time to pinpoint and address bottlenecks . Visualize each step in your production process so you can assign them to specific owners.

If you’re looking to improve your team’s workflows , it’s best to use software that helps connect your team and manage goals. Asana workflows can help you manage and automate how work is completed. Plus, you can easily alert other team members of workflow changes, make real-time adjustments, and create a single source of truth for your entire team.

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Study notes and guides for Six Sigma certification tests

Improve Phase (DMAIC)

Posted by Ted Hessing

Improve phase is the fourth phase of DMAIC. The main activity in the Improve phase is determining the solutions for the problems identified in the first three phases of DMAIC. In other words, during this phase, teams focus on eliminating the root causes and implementing the improvements. Additionally, the team designs the action plan to monitor continuous improvements.

Since Six Sigma teams armed with the data analysis completed in the  Analysis Phase of DMAIC  can now make informed decisions to develop a solution. Also, best practices include running a pilot to ensure success and validate the conclusions.

Six Sigma Phases

Six Sigma is a systematic problem-solving approach centered around  defect  elimination and  variation reduction , which leads to process improvement.

One of the principal tools in Six Sigma is using the DMAIC methodology. (Also see DMAIC Overview). DMAIC is a logical framework that helps you think through a process and plan improvements to achieve a Six Sigma level of excellence.

There are five phases that are used in the DMAIC method.

The main purpose of the Improve phase is to identify various solutions using brainstorming techniques and also to apply the  affinity diagram  to generate and select solutions. First, use clarification, duplication, categorization, and  multi-voting  to choose a set of solutions. Then, apply must and want criteria to prioritize the order of those solutions to be implemented.

Improve phase of DMAIC Goals.

• Identify the feasible solutions for the identified root cause(s)
• Select the best solution using statistical tools
• Perform cost-benefit analysis
• Test the solution
• Assess the effectiveness of the solution to ensure measurable improvements in the process.

Improve Phase of DMAIC Overview

The improvement phase is approximately an 8 to 10-week process based on resource availability for implementing the solution. In particular, top management support is vital in providing the budget and resources for implementing solutions.

The improvement phase is all about identifying and prioritizing the list of improvements. In other words, building an implementation plan, implementing a pilot project, and analyzing the effectiveness of the implemented solution. Multiple tools and concepts are available in the Improve phase of Six Sigma.

Identify Solutions

In general, the Improve phase focuses on solutions identified by Six Sigma teams to overcome the impact of the root cause(s) or through data analysis.

• Brainstorming : Brainstorming is a method for generating a large number of creative ideas in a short period of time. It is energetic, moves rapidly, and is synergistic. Brainstorming creates a large list of ideas that may eventually be boiled down or funneled down to a smaller list of priority items later in the project.
• Affinity Diagram : An Affinity Diagram is a good technique for identifying & displaying potential  root causes  for unfamiliar problems.
• Poka-Yoke : Poka-Yoke is the act of error-proofing a process through great design. Defining requirements or ensuring continuous flow are good things but not strictly part of error-proofing.
• Standardize
• Takt Time : Takt time is used to synchronize the pace of production with the pace of sales. In fact, it is a sort of just-in-time production measure that helps remove and avoid waste.
• TRIZ : TRIZ helps Six Sigma practitioners innovate by exploring solutions outside the boundaries of the process itself. Use this when typical Six Sigma practices don’t adequately address the problem.
• Lean : The goal of a lean organization is to create and continuously enhance customer value, especially by mitigating waste from its processes and procedures.
• Kanban: Kanban is a popular method for managing tasks in Lean and Agile environments. It can be used at all levels, from individuals to teams and entire companies.
• Cellular Manufacturing: Cellular Systems is a kind of  Lean  approach that seeks to achieve efficiencies by leveraging the similarities between production units.
• Quick Changeover : Single Minute Exchange of Die (SMED) is a process used to reduce waste.
• Visual Workplace : The visual factory is a Lean concept that offers many benefits to Six Sigma. We especially use it to communicate information quickly and easily.
• Kaizen : Kaizen means continuous improvement. In fact, this concept originated in Japan. Kai means change, and zen means for good.

Proposed Solution

Once the team identifies various solutions, it’s time to finalize the best feasible solution. So, identify potential solution relationships concerning cost, resource availability, and implementation time.

• Failure Mode and Effects Analysis (FMEA) : Failure Mode Effects Analysis (FMEA) is a tool that helps us anticipate what might go wrong with a product or process. We can also use it to identify the possible causes and probabilities of failures.
• Cost-benefit analysis involves examining a project’s projected costs and returns. It also provides the data needed to decide whether a project is worth pursuing. 

Organizing the Project / Process Completion

• Process Decision Program Charts (PDPC) : A Process Decision Program Chart (PDPC) has two main uses: document steps to complete a process and impact analysis. 
• Tree Diagram : A tree diagram helps you break down big concepts into progressively greater details. Furthermore, the idea here is to break down a concept into its constituent pieces systematically.
• Activity Network Diagram : The primary intent of creating an Activity Network Diagram is to create a flow chart showing the necessary tasks for a project in sequence order (Both parallel and serial paths).
• Prioritization Matrix: A prioritization matrix can help you determine and negotiate project priorities. It can also be used to prioritize projects themselves, although opinions are mixed on whether this is a good idea.

A Pilot plan is an experimental or preliminary trial or test of your solution on a limited scale. In fact, a pilot plan is the best way to make sure your pilot run is successful.

Documentation & results

• Analyze the gaps between the predicted performance and the actual performance.
• Use a Root Cause Analysis to find the gaps and to determine why and if solution changes are needed.
• Communicate Pilot Results
• Create a summary of the strategy used to pilot the solution and communicate the results to the stakeholders.
• Change management is a key part of project success. Soliciting feedback during stakeholder interviews gives you access to thoughts from those impacted by the project.
• Finally, review the original stakeholder analysis to determine how/if anything has changed and what you may want to do to address those results.

Implementation Plan

Implementation Plan : Successful implementation of a Six Sigma initiative requires thorough planning to ensure success. There are five categories the project owner needs to consider to achieve a fool-proof plan.

• The Work Plan
• Resource Plan
• Stakeholder Management Plan
• Risk Assessment Plan
• Quality Control Plan

Improve Phase of DMAIC Deliverables

• Identify potential solutions
• Finalize the preferred solution
• Pilot test the solution
• Implement the solution
• Ensure the implemented solution results in eliminating the root cause(s)

Improve Phase of DMAIC Videos

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Home / Six Sigma / The Six Sigma Approach: A Data-Driven Approach To Problem-Solving

The Six Sigma Approach: A Data-Driven Approach To Problem-Solving

If you are a project manager or an engineer, you may have heard of the  6 Sigma approach to problem-solving by now. In online Six Sigma courses that teach the Six Sigma principles , you will learn that a data-driven approach to problem-solving , or the Six Sigma approach, is a better way to approach problems. If you have a Six Sigma Green Belt certification then you will be able to turn practical problems into practical solutions using only facts and data.

Attend our 100% Online & Self-Paced Free Six Sigma Training .

This approach does not have room for gut feel or jumping to conclusions. However, if you are reading this article, you are probably still curious about the Six Sigma approach to problem-solving.

What is the Six Sigma Approach?

Let’s see what the Six Sigma approach or thinking is. As briefly described in free Six Sigma Green Belt Certification training , this approach is abbreviated as DMAIC. The DMAIC methodology of Six Sigma states that all processes can be Defined, Measured, Analyzed, Improved and Controlled . These are the phases in this approach. Collectively, it is called as DMAIC. Every Six Sigma project goes through these five stages. In the Define phase, the problem is looked at from several perspectives to identify the scope of the problem. All possible inputs in the process that may be causing the problem are compared and the critical few are identified. These inputs are Measured and Analyzed to determine whether they are the root cause of the problem. Once the root cause has been identified, the problem can be fixed or Improved. After the process has been improved, it must be controlled to ensure that the problem has been fixed in the long-term.

Check our Six Sigma Training Video

Every output (y) is a function of one or multiple inputs (x)

Any process which has inputs (X), and delivers outputs (Y) comes under the purview of the Six Sigma approach. X may represent an input, cause or problem, and Y may represent output, effect or symptom . We can say here that controlling inputs will control outputs. Because the output Y will be generated based on the inputs X.

This Six Sigma approach is called Y=f(X) thinking. It is the mechanism of the Six Sigma. Every problematic situation has to be converted into this equation. It may look difficult but it is just a new way of looking at the problem.

Please remember that the context of relating X and Y to each other would vary from situation to situation. If X is your input, then only Y becomes your output. If X is your cause, Y will not be regarded as the output. If X is your input, Y cannot be called as an effect.

Let’s go further. The equation of Y=f(X) could involve several subordinate outputs, perhaps as leading indicators of the overall “Big Y.” For example, if TAT was identified as the Big Y, the improvement team may examine leading indicators, such as Cycle Time; Lead Time as little Ys. Each subordinate Y may flow down into its own Y= f(X) relationship wherein some of the critical variables for one also may affect another little Y. That another little variable could be your potential X or critical X.

A practical vs. a statistical problem and solution

In the Six Sigma approach, the practical problem is the problem or pain area which has been persisting on your production or shop floor. You will need to c onvert this practical problem into a statistical problem. A statistical problem is the problem that is addressed with facts and data analysis methods. Just a reminder, the measurement, and analysis of a statistical problem is completed in Measure and Analyze phase of the Six Sigma approach or DMAIC.

In this approach, the statistical problem will then be converted into a statistical solution. It is the solution with a known confidence or risk levels versus an “I think” solution. This solution is not based on gut feeling. It’s a completely data-driven solution because it was found using the Six Sigma approach.

A Six Sigma approach of DMAIC project would assist you to convert your Practical Problem into Statistical Problem and then your Statistical Problem into Statistical Solution. The same project would also give you the Practical Solutions that aren’t complex and too difficult to implement. That’s how the Six Sigma approach works.

This approach may seem like a lot of work. Wouldn’t it be better to guess what the problem is and work on it from there? That would certainly be easier, but consider that randomly choosing a root cause of a problem may lead to hard work that doesn’t solve the problem permanently. You may be working to create a solution that will only fix 10% of the problem while following the Six Sigma approach will help you to identify the true root cause of the problem . Using this data-driven Six Sigma approach, you will only have to go through the problem-solving process once.

The Six Sigma approach is a truly powerful problem-solving tool. By working from a practical problem to a statistical problem, a statistical solution and finally a practical solution, you will be assured that you have identified the correct root cause of the problem which affects the quality of your products. The Six Sigma approach follows a standard approach – DMAIC – that helps the problem-solver to convert the practical problem into a practical solution based on facts and data . It’s very important to note that the Six Sigma approach is not a one-man show. Problem solving should be approached as a team with subject matter experts and decicion makers involved.

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What is Six Sigma?

Six sigma actually has its roots in a 19th century mathematical theory, but found its way into today’s mainstream business world through the efforts of an engineer at motorola in the 1980s. now heralded as one of the foremost methodological practices for improving customer satisfaction and improving business processes, six sigma has been refined and perfected over the years into what we see today..

Six Sigma ranks among the foremost methodologies for making business processes more effective and efficient. In addition to establishing a culture dedicated to continuous process improvement, Six Sigma offers tools and techniques that reduce variance, eliminate defects and help identify the root causes of errors, allowing organizations to create better products and services for consumers.

While most people associate Six Sigma with manufacturing, the methodology is applicable to every type of process in any industry. In all settings, organizations use Six Sigma to set up a management system that systematically identifies errors and provides methods for eliminating them.

People develop expertise in Six Sigma by earning belts at each level of accomplishment. These include White Belts, Yellow Belts , Green Belts , Black Belts and Master Black Belts.

How Six Sigma Began

In the 19th century, German mathematician and physicist Carl Fredrich Gauss developed the bell curve. By creating the concept of what a normal distribution looks like, the bell curve became an early tool for finding errors and defects in a process.

In the 1920s, American physicist, engineer and statistician Walter Shewhart expanded on this idea and demonstrated that “sigma imply where a process needs improvement,” according to “The Complete Business Process Handbook: Body of Knowledge From Process Modeling to BPM Vol. 1” by Mark von Rosing, August-Wilhelm Scheer and Henrik von Scheel.

In the 1980s, Motorola brought Six Sigma into the mainstream by using the methodology to create more consistent quality in the company’s products, according to “ Six Sigma ” by Mikel Harry and Richard Schroeder.

Motorola engineer Bill Smith eventually became one of the pioneers of modern Six Sigma , creating many of the methodologies still associated with Six Sigma in the late 1980s. The system is influenced by, but different than, other management improvement strategies of the time, including Total Quality Management and Zero Defects.

Does it work? Motorola reported in 2006 that the company had saved $17 billion using Six Sigma.

What Six Sigma Means

Experts credit Shewhart with first developing the idea that any part of process that deviates three sigma from the mean requires improvement. One sigma is one standard deviation .

The Six Sigma methodology calls for bringing operations to a “six sigma” level, which essentially means 3.4 defects for every one million opportunities. The goal is to use continuous process improvement and refine processes until they produce stable and predictable results.

Six Sigma is a data-driven methodology that provides tools and techniques to define and evaluate each step of a process. It provides methods to improve efficiencies in a business structure, improve the quality of the process and increase the bottom-line profit.

The Importance of People in Six Sigma

A key component of successful Six Sigma implementation is buy-in and support from executives. The methodology does not work as well when the entire organization has not bought in.

Another critical factor is the training of personnel at all levels of the organization. White Belts and Yellow Belts typically receive an introduction to process improvement theories and Six Sigma terminology . Green Belts typically work for Black Belts on projects, helping with data collection and analysis. Black Belts lead projects while Master Black Belts look for ways to apply Six Sigma across an organization.

Methodologies of Six Sigma

There are two major methodologies used within Six Sigma, both of which are composed of five sections, according to the 2005 book “JURAN Institute Six Sigma Breakthrough and Beyond” by Joseph A. De Feo and William Barnard.

DMAIC : The DMAIC method is used primarily for improving existing business processes. The letters stand for:

• D efine the problem and the project goals
• M easure in detail the various aspects of the current process
• A nalyze data to, among other things, find the root defects in a process
• I mprove the process
• C ontrol how the process is done in the future

DMADV : The DMADV method is typically used to create new processes and new products or services. The letters stand for:

• D efine the project goals
• M easure critical components of the process and the product capabilities
• A nalyze the data and develop various designs for the process, eventually picking the best one
• D esign and test details of the process
• V erify the design by running simulations and a pilot program, and then handing over the process to the client

There are also many management tools used within Six Sigma. Some examples include the following.

This is a method that uses questions (typically five) to get to the root cause of a problem . The method is simple: simply state the final problem (the car wouldn’t start, I was late to work again today) and then ask the question “why,” breaking down the issue to its root cause. In these two cases, it might be: because I didn’t maintain the car properly and because I need to leave my house earlier to get to work on time.

The Critical to Quality (CTQ) Tree diagram breaks down the components of a process that produces the features needed in your product and service if you wish to have satisfied customers.

Root Cause Analysis

Much like the Five Whys, this is a process by which a business attempts to identify the root cause of a defect and then correct it, rather than simply correcting the surface “symptoms.”

All the Six Sigma tools and methodologies serve one purpose: to streamline business processes to produce the best products and services possible with the smallest number of defects. Its adoption by corporations around the globe is an indicator of its remarkable success in today’s business environment.