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Student HandoutsModule 2: DMAIC

Copyright 2015 JCG Ltd.

Olin Brass White Belt Student Handouts: DMAIC

(C) 2015 JCG Ltd. 1

Copyright © 2015 JCG Ltd. 1

DMAIC


DMAIC Background

When Motorola created Six Sigma in 1986 they didn’t use

the DMAIC method. They only had M-A-I-C. General Electric

later added the “D” step

The DMAIC method for Six Sigma Process Improvement is

composed of five steps:Define, Measure, Analyze,

Improve, and Control


DMAIC Steps

Each of DMAIC’s five steps address a different question


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DMAIC Tollgates

DMAIC is a

toll-gated methodology

That means at the end of each of the D-M-A-I-C steps, you take the resulting deliverables from that step and review them with your sponsor prior to proceeding to the next step.


DMAIC Projects

Not every project qualifies to be a Six Sigma project!

DMAIC is the method to use when you have …

• an existing process• it’s broken (too slow, poor quality, too costly, etc.)

• you don’t know the cause or solution


DMAIC Outcomes

If you stay disciplined and follow the DMAIC “recipe”

you will get results.

Source: 2006 Aberdeen Group Benchmark Study


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DMAIC Overview

Let’s take a look at what goes on in each of the DMAIC steps.


The Define Step – Key Tasks

• Select a Project• Develop a Project Charter• Capture the Voice of the Customer• Draw a SIPOC Diagram• Draw a Process Map• Conduct the Define Tollgate Review

The Define Step of DMAIC addresses the question “What is Important?” As with any project, you begin with several fundamental activities that plan out the project and lay the groundwork for success in later steps.


The Define Step – Deliverables

Define:Deliverables

Define:Key Tools

• Project Charter• SIPOC Diagram• Process Map• Customer Requirements• Project “Y” Variable

By the end of the Define Step you will have created the following:

During the Define Step you may use several different tools such as:

• Project Charter Template• SIPOC Diagram• Surveys, Interviews, Focus Groups• Various Process Flowcharts:

• Value Stream Map• Functional Deployment Map• Top-Down Flowchart• Spaghetti Diagram


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Define – Project Selection

There are several ways to find projects at Olin Brass:

Look for processes that are causing you “pain” – customers are complaining, things that are taking too long or aren’t done right

Look for processes that are too complex, areas

with too much waste, cost or confusion, or where

excess variation is causing problems

Compare yourarea’s process outcomes to

to competitors, standards or

best practices


Define – Charter Statement

Source: SigmaXL

Every Six Sigma project must have a Project Charter.

A Charter acts as a “contract” between the team and the business defining what the project will accomplish.

Formats vary, but at a minimum should include:• Business Case• Problem Statement• Goal Statement• Project Scope• Project Plan/Timeline• Team Member Names


Define – Voice of the Customer

Using tools such as surveys, interviews, and focus groups, you talk to the customers of the process to understand their requirements. This is called the Voice of the Customer (VOC).

The VOC data are translated into

specific, measureable requirements – the

Project “Y” variable:

Voice of the Customer Project “Y” Specifications

It takes too long between runs Changeover time < 30 min.

My invoice is always incorrect # Errors per bill 0 Errors


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Define – SIPOC Diagram

A SIPOC depicts a high level process in a simple form on one page

It serves as a great communication aid during the project

SIPOC is an acronym:

– S upplier

– I nput

– P rocess

– O utput

– C ustomer


Define – Process Maps

A key part of Define is to draw a picture of the process you are studying. Being able to visualize all the process steps is valuable in understanding how the work happens and in making improvements.

Earlier we saw several types of process maps:

Value Stream Map Flowchart Top-Down “Swim Lanes”


Define – Tollgate Review

At the end of each D-M-A-I-C step, the team presents their deliverablesto the Sponsor in a formal Tollgate Review. This helps ensure you follow the DMAIC process with rigor and stay true to the project charter.

If you “followed the recipe” in Define, your Sponsor will

approve your deliverables, and give a green light to

move onto the Measure Step.


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The Measure Step – Key Tasks

In DMAIC, the Measure Step addresses the question “How are we doing?” Here, you determine what to measure, collect the data, and draw a baseline for your process.

• Determine “X” Variables• Develop a Data Collection Plan• Analyze the Measurement System• Collect Data• Calculate a Process Baseline• Conduct the Measure Tollgate Review


The Measure Step – Deliverables

Measure:Deliverables

Measure:Key Tools

• List of “X” Variables to Study• Data Collection Plan• Validated Measurement System• Collected Data That You Trust• Charts/Graphs of Project “Y”• Calculated Baseline of “Y”

By the end of the Measure Stepyou will have created the following:

During the Measure Step you may use several different tools such as:

• Brainstorming• Cause/Effect Diagram• Cause/Effect Matrix• Operational Definitions• Data Collection Template• Histograms/Dotplots/Boxplots• Run Charts/Control Charts• Measurement Systems Analysis • Capability Analysis/Sigma Level


Measure – Identify X Variables

Y = ƒ(x’s)In the Define step as part of VOC you determined the Project “Y” variable. In Measure you start by determining potential “X” variables for your study.

The “X” factors are those things you control in your organization that can impact the “Y” variable. A great way

to begin is by having your team brainstorm the most likely “X” factors.


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Measure – Data Collection Plan

After you have identified the potential “X” factors it is important that you clearly define how to measure each variable. You do this by creating an “operational definition”.

Prior to collecting any data on the X and Y variables you need to develop a Data

Collection Plan. This determines who will get the data, when & where they get

it, how much data to collect, etc.


Measure – Data Collection Plan (Cont’d)

Here is an example of a typical Data Collection Plan:

Adapted from SigmaXL


Measure – Validation

There is an old adage from IBM in the 1960’s –“Garbage In – Garbage Out”. This applies to data in a Six Sigma project. If you allow bad data into a project your analysis and conclusions may be very wrong! So, what do we do?

The answer is something called “Measurement Systems Analysis”

(MSA) which you do prior to collecting data to ensure your data are accurate, precise, and reliable.


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Measure – Validation (Cont’d)

Here’s a secret: Absolutely bad, bogus, corrupt, dirty, unusable data looks exactly like pristine, wonderful, usable data once

it’s in a spreadsheet. There are many ways to “screw-up” data collection!

Take 30 seconds and count the number of “F”s in this paragraph:

Finished files are the effect of years of scientific study combined with the experience of years. From every file of information, there are four backup files of data that support the original file of information. The files are stored in file cabinets in folders.


Measure – Validation (Cont’d)

Did you come up with 21? If so congratulations – many people don’t get the right answer. Tasks as simple as counting things can sometimes go wrong in data collection.

With MSA, you think through what might go wrong with data collection

and proactively put in place procedures to ensure you can trust

the data you collect.


Measure – Collect Data

After validating your measurement system, it is time to execute your data

collection plan.


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Measure – Baseline Calculation

At this point, you have collected data that you can trust on your Project “Y” and potential “X” factors. It is time to establish a process baseline.

This “Before” measurement lets you know the level at which the process is

performing today and allows you to compare it to the “After” measurement at the end to see how much you improved.


Measure – Baseline (Cont’d)

The baseline can take several forms both graphically and numerically.

Time Plots orControl Charts

Bar Charts orHistograms

Dot Plots

Box Plots

Numerical Baseline Examples


Measure – Tollgate Review

As in the prior tollgate, you meet with your sponsor to

review progress and deliverables to date and gain

permission to move to the Analyze step.

Questions you might get asked include:

• What are the X factors?• How did you choose them?• Can we trust your data?• What is our baseline?• Have there been any changes to the charter?


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The Analyze Step – Key Tasks

The Analyze Step of DMAIC addresses the question “What is wrong?” Here, you analyze the data collected in the prior step and determine the root cause of the problem.

• “Slice & Dice” Data to Find Root Causes• Identify Cause/Effect Relationships• Verify Cause/Effect Relationships• Conduct the Analyze Tollgate Review


The Analyze Step – Deliverables

Analyze:Deliverables

Analyze:Key Tools

• Validated Root Cause(s)• Graphical Analysis• Statistical Analysis

By the end of the Analyze Step you will have created the following:

During the Analyze Step you may use several different tools such as:

• Scatter Plots• Correlation / Regression• Statistical Hypothesis Testing• Histograms/Dotplots/Boxplots• Time Plots/Control Charts• Five-Whys• Force-Field Analysis• FMEA• Cause/Effect Diagram


Analyze – Find Root Cause(s)

The main task in the Analyze step is to isolate the true root cause(s) of the problem. This can be done using a variety of graphical or statistical tools.

A cause/effect (or fishbone) diagram allows

you to brainstorm and visually organize

potential root causes.


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Analyze – Root Cause (Cont’d)

The errors are occurring in the Centerville facility on

Wednesdays with Technician C

Using software to help you “slice and dice” data into different segments can often isolate where the root cause is.

Lab “B” has the highest error rate



“Wrong service code” and “Wrong amount” account

for 80% of all billing errors.

Simple tools like the Pareto Chartcan be very helpful in instances where you are studying the frequency of different defect types.



Tools like Run Charts or Control Charts let you see if there is any time-oriented pattern related to your problem.

Shipment wait times are peaking

on Tuesdays


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More advanced Statistical Toolscan also help to isolate a root cause.

ANOVA analysis shows the problem is

in Group 3



Simple techniques like the “Five Whys” can also help you get to the final root cause.

Asking “Why?” multiple times helps

drill-down past symptoms to get to the true root cause.


Analyze – Verify Root Cause(s)

Verification of cause/effect relationships can be done through experimentation or statistical hypothesis testing.

The outcome of an experiment using 2 brands is verified graphically & statistically


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Analyze – Tollgate Review

At the end of Analyze, you meet with your sponsor to review your analysis and conclusionsregarding true root causes.

As in the previous tollgates, if you have followed the steps without taking any

shortcuts, you should get a green light to proceed to the Improve step.


The Improve Step – Key Tasks

The Improve Step of DMAIC addresses the question “What is the solution?” Here, you create several potential solutions, pick the best one and test it.

• Create Several Potential Solutions• Determine Solution Selection Criteria• Pick the Best Solution• Plan & Conduct a Pilot• Evaluate the Pilot• Conduct the Improve Tollgate Review


The Improve Step – Deliverables

Improve:Deliverables

Improve:Key Tools

• Several Potential Solutions• A Preferred Solution• Logic for Selecting the Solution• Pilot Test Results

By the end of the Improve Step you will have created the following:

During the Improve Step you may use several different tools such as:

• Brainstorming• Creative Thinking Tools• Lean Tools• Designed Experiments• Solution Selection Matrix• Pilot Plan


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Improve – Identify Solutions

Identifying solutions is part art, part science, and a lot of common sense. Creativity techniques can be used to generate ideas and many Lean toolsare also helpful.

Simple ideas like implementing checklists

(so key steps aren’t missed) can help reduce

the number of errors.


Improve – Identify Solutions (Cont’d)

Complex processes can be streamlined, simplified,

or automated to improve speed and quality.

Implementing, monitoring, and acting on simple measurements taken at

key control points in a process can help ensure high quality.


Improve – Identify Solutions (Cont’d)

Error-proofing devices and procedures can be implemented (ex: required fields and spell check in software).

Visual management can be implemented (ex: hospitals

putting fall-risk patients in different color gowns to

identify them).


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Improve – Select Solution

After you have devised several creative solutions, it is time to evaluate those and pick the best one(s) to implement.

Tools like a Solution Selection Matrix let you

evaluate each proposed solution against a set of selection criteria to pick

the best one.


Improve – Plan & Conduct Pilot

Once you have a picked a solution, you develop plans to test it out on a limited basis. This is called a “Pilot”.

Executing the pilot will let you know if your proposed solution actually works as

planned or needs some refinement.


Improve – Evaluate Pilot

Project Y

At the end of the pilot, you want to evaluate the results. Did you generate the expected level of improvement in the Project Y variable?

Based on your findings, you make any refinements

to optimize your process and re-test if needed.


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Improve – Tollgate Review

In this tollgate you review your potential solutions, how you selected the best solution and describe your pilot(s) and the results.

If your solution is sound and results are acceptable

you’ll proceed on to the final Control step.


The Control Step – Key Tasks

The Control Step of DMAIC addresses the question “How do we hold the gains?” Here, you develop a process control system for the owner, initiate full-scale rollout, transfer ownership back to the process owner and close the project.

• Implement the Process • Develop a Process Control System• Document & Train• Transfer Ownership• Quantify Project Gains• Project Close-out• Conduct the Final Tollgate Review


The Control Step – Deliverables

Control:Deliverables

Control:Key Tools

• A Stable, Capable Process• An “Owners Manual” for the Process• Work Instructions• Measurement Systems• Implementation Plan• Project Documentation• Updated Process Maps• Quantified Improvement of the “Y”

By the end of the Control Step you will have created the following:

During the Control Step you may use several different tools such as:

• Process Control Plan Template• Control Charts• Standard Work Instructions• Visual Management• Owner Dashboards• Process Maps• Implementation Plan• Training Plan


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Control – Document & Train

At this point you have an improved process that has proven itself in a pilot. You must now complete any documentation – new process maps, work instructions, policies, performance objectives, IT, job aids, etc.

Anyone who is involved in the new process will then need to be

trained on how the new process works and their specific role.


Control – Process Control System

In order for the process owner to hold the gains, they need some form of Control System with key measures and targets that lets them know the new process is running smoothly.

They will also need to know what to do in the future should anything start

going wrong in the process. This should be spelled out in the plan.


Control – Control System (Cont’d)

The Control System is composed of updated process maps, work instructions, key measures, and a method for monitoring process performance and adjusting when necessary. It makes use of tools such as Process Control Templates.

Adapted from SigmaXL


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Control – Implement Solution

Once your control system, documentation & training are in place, it’s time to execute a full-scale rollout. This may take anywhere from 10 minutes to 10 months depending on the size and complexity of your organization and the solution itself.


Control – Transfer Ownership

Throughout the Improve and Control steps, your team has been closely monitoring and adjusting the new process. Prior to closing the project, you need to formally transfer ownership back to the proper process owner.

Special discussions and trainingshould be conducted with the owner

regarding their specific role in process governance and control.


Control – Quantify & Close

At the end of the project you need to quantify the benefits. This can be done by graphically displaying the Before & After performance of the Project Y variable. You can also use statistical tools.

You can also estimate the financial impact as well as

showing improvement in the Sigma Level, Yield, or whatever

metric you used for the Baseline in the Measure step.


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Control – Final Tollgate Review

In your final tollgate you review the handoff plan, implementation, financial and quality improvements generated, and close the project.

You will be able to hand a stable, capable, and improved process

back to the process owner. They will then use the control system to

hold the gains going forward.


Control – Celebrate

Lastly, it’s time to celebrate!

Reward and recognize the team for a job well done!


Quick Quiz


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Quick Quiz


DMAIC: Conclusion

This concludes the DMAIC module

Please proceed to Module 3: Lean

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