About Lesson
DMAIC Overview
During this section, you will be able to learn and understand what are the DMAIC and DMADV methodologies as foundational elements of Continuous Improvement.
DMAIC Overview
DMAIC (an acronym for Define, Measure, Analyze, Improve, and Control)(pronounced də-MAY-ick) refers to a data-driven improvement cycle used for improving, optimizing, and stabilizing business processes and designs. The DMAIC improvement cycle is the core tool used to drive Six Sigma projects. However, DMAIC is not exclusive to Six Sigma and can be used as the framework for other improvement applications.
Define
- The purpose of this step is to clearly pronounce the business problem, goal, potential resources, project scope, and high-level project timeline. This information is typically captured within the project charter document. Write down what you currently know. Seek to clarify facts, set objectives, and form the project team. Define the following:
- A problem
- The customer(s), SIPOC
- Voice of the customer (VOC) and Critical to Quality (CTQs) — what are the critical process outputs
Measure
- The purpose of this step is to measure the specification of the problem/goal. This is a data collection step, the purpose of which is to establish process performance baselines. The performance metric baseline(s) from the Measure phase will be compared to the performance metric at the conclusion of the project to determine objectively whether significant improvement has been made. The team decides on what should be measured and how to measure it. It is usual for teams to invest a lot of effort into assessing the suitability of the proposed measurement systems. Good data is at the heart of the DMAIC process.
Analyze
- The purpose of this step is to identify, validate and select the root cause for elimination. A large number of potential root causes (process inputs, X) of the project problem are identified via root cause analysis (for example a fishbone diagram). The top 3-4 potential root causes are selected using multi-voting or other consensus tools for further validation. A data collection plan is created and data are collected to establish the relative contribution of each root cause to the project metric, Y. This process is repeated until “valid” root causes can be identified. Within Six Sigma, often complex analysis tools are used. However, it is acceptable to use basic tools if these are appropriate. Of the “validated” root causes, all or some can be.
- List and prioritize potential causes of the problem
- Prioritize the root causes (key process inputs) to pursue in the Improve step
- Identify how the process inputs (Xs) affect the process outputs (Ys). Data are analyzed to understand the magnitude of the contribution of each root cause, X, to the project metric, Y. Statistical tests using p-values accompanied by Histograms, Pareto charts, and line plots are often used to do this.
- Detailed process maps can be created to help pinpoint where in the process the root causes reside, and what might be contributing to the occurrence.
Improve
- The purpose of this step is to identify, test, and implement a solution to the problem; The improvements depend on the situation. Identify creative solutions to eliminate the key root causes in order to fix and prevent process problems. Use brainstorming or techniques like Six Thinking Hats, Random Word or SCAMPER. Some projects can utilize complex analysis tools like DOE (Design of Experiments), but try to focus on obvious solutions if these are apparent.
- Create
- Focus on the simplest and easiest solutions
- Test solutions using the plan-do-check-act (PDCA) cycle
- Based on PDCA results, attempt to anticipate any avoidable risks associated with the “improvement” using the Failure mode and effects analysis (FMEA)
- Create a detailed implementation plan
- Deploy improvements
Control
- The purpose of this step is to embed the changes and ensure sustainability, this is sometimes referred to as making the change ‘stick’. Control is the final stage within the DMAIC improvement method. In this step; Amend ways of working; Quantify and sign-off benefits; Track improvement; Officially close the project; Gain approval to release resources.
- A Control chart can be useful during the Control stage to assess the stability of the improvements over time by serving as 1. a guide to continue monitoring the process and 2. provide a response plan for each of the measures being monitored in case the process becomes unstable.
- Standard operating procedures (SOP’s) and Standard work
- Process confirmation
- Development plans
- Transition plans
- Control plan
- Benefit delivery
What is the difference between a methodology and tools?
- Examples
Define key questions and problem statement example
- Key Reflection Questions (included in participant guide):
- Describe a problem that you see happening within your team or in your organization? (Define) Type your answer here
- Share 3 lessons you have learned about the current situation surrounding this problem (Measure)
- What do you think are the main 2 causes of this problem? (Analyze)
- What specific actions do you and/or your team recommends taking in order to tackle the causes identified in your previous answer? (Improve)
- What would you recommend to prevent this problem from happening again? (Control)
- Other Resources