six sigma problem solving method

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.

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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.

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:

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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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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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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

Six Sigma Study Guide

Study notes and guides for Six Sigma certification tests

DMAIC Overview

Posted by Ted Hessing

DMAIC is Six Sigma’s signature framework for process improvement. It provides a structured way of improving a process.

Key Attributes

A DMAIC improvement process:

• Is data-driven.
• Is followed in a strict sequence.
• Uses all five steps.

The Five DMAIC Stages

The five stages we use are:

• Define : Collate what we already know about the existing process.
• Measure : Collect further data about the existing process.
• Analyze : Identify the core problems that we’ll address.
• Improve : Plan, test, and implement solutions.
• Control : Set up supports to ensure that successful solutions are sustainable.

Note how this is reminiscent of the Deming wheel or Shewhart Wheel: Plan-Do-Study-Act ).

History of DMAIC

Michel Harry & Bill Smith created “MAIC” – the methodology that evolved to become DMAIC.

Harry includes the following strategy elements in the traditional approach to Six Sigma:

• (R) Recognize the true state of your business
• (S) Standardize the systems that prove to be best-in-class
• (I) Integrate best-in-class systems into the strategic planning framework.

What’s the difference between Six Sigma and DMAIC?

Six Sigma and DMAIC are closely related, as DMAIC is the problem-solving methodology used in Six Sigma. Six Sigma is a data-driven approach to process improvement that aims to minimize defects and variability in products and services. It uses statistical analysis and other tools to identify and eliminate the root causes of defects, and ultimately improve business performance.

DMAIC, on the other hand, is the acronym that describes the five-step problem-solving process used in Six Sigma projects. It stands for Define, Measure, Analyze, Improve, and Control. DMAIC provides a structured and disciplined approach to problem-solving that enables organizations to achieve Six Sigma levels of quality and efficiency.

Can you use DMAIC outside of Six Sigma?

Absolutely! DMAIC can be used for non-Six Sigma purposes as well.

DMAIC is a structured and disciplined problem-solving methodology that can be applied to a wide range of industries and situations beyond just Six Sigma. The five steps of DMAIC (Define, Measure, Analyze, Improve, and Control) provide a framework for identifying and eliminating problems, improving processes, and achieving better outcomes.

For example, DMAIC can be used in healthcare to improve patient care processes, reduce medical errors, and increase patient satisfaction. In the software industry, DMAIC can be used to identify and fix software bugs, improve user experience, and optimize software development processes. In construction, DMAIC can be used to improve safety practices, reduce waste, and increase productivity.

The key benefit of using DMAIC outside of Six Sigma is that it provides a standardized and data-driven approach to problem-solving that can be applied in any industry or situation. By using DMAIC, organizations can identify and address the root causes of problems, improve processes, and achieve better outcomes, regardless of whether they are formally practicing Six Sigma or not.

The DMAIC Phases

Define phase.

In the Define phase, you collate a lot of information you already have available. You’ll:

• Understand the project, including its purpose and scope.
• Map the current process.
• Determine whether the process is a good candidate for DMAIC.
• Detail customer expectations.
• Estimate timelines and costs.

Should you use DMAIC?

Some projects aren’t suitable for this process. For example:

• It’s already very clear what the problem is and how to solve it.
• There’s no or little available data on the process to be improved.
• Managers and leaders do not support improvements to this process.
• The process does not directly impact key performance indicators.
• Measuring process improvements would be difficult or impossible.

Further information about the Define phase

For more information about the Define phase, the steps to go through, and the tools to use, see Define Phase (DMAIC) .

Measure Phase

You’ve mapped the existing process, understood the project, and decided that this is a good DMAIC candidate. You’ve listed customer expectations and estimated the times and costs involved.

Your next phase involves a lot of measurements. You need to have baseline figures to assess progress accurately in later phases.

During this phase, you will:

• Identify the data that you need to collect.
• Decide what measurements to use.
• Figure out what methods to use to collect your measurements.
• Determine the level of variation that you’ll be dealing with.
• Collect the data as per previous points.

Further information about the Measure phase

For more information about the Measure phase, the steps to go through, and the tools to use, see Measure Phase (DMAIC) .

Analyze Phase

In the Analyze phase, you work with the data that you collected in the Measure phase. You’ll:

• Identify defect causes.
• Analyze these to pinpoint the root cause.

Further information about the Analyze phase

For more information about the Analyze phase, the steps to go through, and the tools to use, see Analyze Phase (DMAIC) .

Improve Phase

You’ve identified the root cause of your issue in the Analyze phase. Now you need to come up with a solution. You’ll:

• Pull in people who perform or oversee the process.
• Brainstorm potential solutions.
• Determine criteria for selecting a solution.
• Weigh potential solutions against the criteria.
• Pick a solution.
• Test the chosen solution.
• Measure the results and compare them to the Measure phase data.

Further information about the Improve phase

For more information about the Improve phase, the steps to go through, and the tools to use, see Improve Phase (DMAIC) .

Control Phase

Once you’re happy that the chosen solution will improve the process, it’s time to implement the Control phase. This is where you actually implement the said solution, but there are some other tasks too:

• Document the solution.
• Collect data about how the solution is working in production.
• Put supports in place to ensure the solution is permanent, not temporary.
• Set up a plan to deal with any issues that might arise.
• Plan handover to the operations personnel.

Further information about the Control phase

For more information about the Control phase, the steps to go through, and the tools to use, see Control Phase (DMAIC) .

DMAIC Tollgate Reviews

You’ll typically review progress regularly with your sponsors. This kind of review, especially when ending one phase and moving on to the next, is called a Tollgate review.

Learn more about DMAIC tollgate reviews here.

Comments (8)

Is there suppose to be a “what makes a good DMAIC project” video attached?

There will be soon. We’re currently reconstructing this page to have a different organization and more details.

Can DMAIC tools or methodology can be used in FOCUS PDCA project? what tools are relevant? What tools are not relevant?

I hadn’t heard of FOCUS so thank you for mentioning it so I could look it up.

DMAIC is an offshoot of the PDCA process (As is Agile and many other frameworks) so I’m inclined to say yes, it is.

Here’s how I would see it stacking up:

Plan -> D: Define, M: Measure, A: Analyze Do – > I: Implement. Check -> C: Control. Act -> C: Control (specifically Control Plans which could be a simple process, return to Implement and do a new thing, or even return to Define / Measure / Analyze)

Thanks for the great question!

Hi, could DMAIC be used as a root cause analysis method, specifically for the resolution of failures/problems/deviations not necessarily generated in a project but by normal operations within a process?

Hi Jennifer,

DMAIC is an acronym for the framework (Define, Measure, Analyze, Improve, Control). Root cause analysis is one step inside the Analysis phase.

I just wanted to let you know that while studying for my Green Belt in Six Sigma I have found this an invaluable resource that has demystified the whole concept of lean and DMAIC! I work in the intellectual disability sector where it is not the norm to apply lean / DMAIC to quality improvement, but where it absolutely can be applied to great effect. Thanks and kind regards, Emer

Thank you so much for the kind words, Emer! We work hard to make these concepts clear and it’s gratifying to know it’s helpful!

I don’t want to presuppose, but you might be interested in a few articles that Jamie Garret contributed about how he applied Lean Six Sigma teaching – another field where Six Sigma is not traditionally applied.

• How Lean Six Sigma Saved my Teaching Career
• How Control Charts Made Me a Better Teacher
• How Advanced Control Charts Can Save Our Schools

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1. Focus on the customer

This first Lean Six Sigma principle emphasizes the importance of understanding and meeting the needs and expectations of the customer in order to deliver high-quality products or services. By prioritizing the customer, organizations can identify areas for improvement, reduce waste, and increase customer satisfaction. In short, this principle involves gathering feedback from customers, analyzing data to identify customer requirements, and continuously striving to enhance the customer experience.

2. Map out the value stream

The second principle involves identifying and visualizing every step in the process that adds value to the end product or service. By mapping out the value stream, teams can gain a clear understanding of how value is created and where there may be inefficiencies or waste in the process. As a result, this enables them to pinpoint specific problems or bottlenecks that impact productivity, quality, or customer satisfaction. The purpose of the value stream map is to streamline processes, eliminate non-value-added activities, and improve overall efficiency.

3. Remove waste to create flow

The third principle emphasizes the importance of eliminating any processes or activities that do not add value to the final product or service. According to the principles of lean methodology, there are seven kinds of waste : transportation, inventory, motion, waiting, overproduction, over processing, and defects. By minimizing waste, organizations can streamline their operations and improve efficiency. What’s more, creating a smooth flow of work ensures that tasks are completed in a timely manner, further reducing lead times and increasing customer satisfaction.

4. Communicate with your team

Communication is essential in Lean Six Sigma, and the fourth principle emphasizes the importance of effective communication within your team. Clear and open communication ensures that everyone is on the same page, working towards the same goals, and can help in identifying and addressing any issues that may arise during the project. By fostering a culture of transparent communication, team members can share ideas, feedback, and concerns. Consequently, this leads to improved collaboration and ultimately better outcomes.

5. Create a culture of change and flexibility

The fifth and final key principle of Lean Six Sigma emphasizes the importance of creating a culture of change and flexibility within an organization. Lean Six Sigma principles involve a significant amount of change in processes and procedures to improve efficiency and reduce waste. So, to successfully implement these principles, it’s crucial to encourage employees to embrace and accept change. This involves fostering a work environment where employees feel empowered to adapt to new ways of working and are open to continuous improvement.

The most popular Lean Six Sigma tools and techniques

Several Lean Six Sigma tools and techniques have emerged as the most popular choices for process improvement. From the versatile DMAIC (Define, Measure, Analyze, Improve, Control) framework to the powerful fishbone diagram (Ishikawa) for root cause analysis, these tools play a crucial role in streamlining operations and enhancing quality. We’ll now dive into the top Lean Six Sigma tools and techniques that can revolutionize your process improvement strategy.

Value stream mapping

Value stream mapping is a powerful tool used in Lean Six Sigma to visualize and analyze the steps involved in delivering a product or service to a customer. It provides a detailed overview of the current state of a process, highlighting areas of waste, inefficiency, and opportunities for improved capabilities within the process. By mapping out every step in the value stream, from raw materials to the finished product reaching the customer, teams can identify bottlenecks, redundancies, and non-value-added activities. As a result, this enables organizations to streamline their processes, reduce lead times, improve quality, and ultimately deliver greater value to customers.

The 5 Whys technique is one of the most commonly used Lean Six Sigma tools for problem-solving. It involves asking “why” at least five times to get to the root cause of a particular issue or problem. By repeatedly asking “why,” teams can uncover the underlying reasons behind issues rather than just addressing the symptoms. This method helps in identifying the true cause of a problem, leading to more effective and sustainable solutions. In essence, the 5 Whys technique encourages a deeper level of thinking and analysis. This promotes a culture of continuous improvement within organizations by addressing issues at their core.

Kanban is a visual scheduling system used in Lean Six Sigma to improve efficiency and reduce waste in manufacturing processes. Originating from Japan, Kanban means “visual card” or “signal,” and it involves using visual cues like cards or boards to signal the need for production or replenishment of materials. By adopting Kanban, organizations can streamline their supply chain control system (and other workflows), minimize inventory levels, and enhance overall productivity. Basically, this method enables teams to prioritize tasks, identify bottlenecks, and maintain a smooth, continuous workflow. Kanban promotes a pull-based system where work is only pulled through the system when needed, thus reducing overproduction and improving lead times.

Failure Modes and Effects Analysis (FMEA)

Failure Modes and Effects Analysis (FMEA) is an analysis technique used in Lean Six Sigma to proactively identify and address potential failures in a process or product. By systematically analyzing the various failure modes and their potential effects, FMEA helps teams prioritize their efforts towards preventing or mitigating the most critical risks. This structured approach not only improves the overall quality and reliability of a system, but also reduces costs associated with rework, scrap, or customer complaints. FMEA can be applied at different stages of a project or product lifecycle. So, this makes it a versatile tool for continuous improvement and risk management in various industries.

Process mapping

Process mapping is a valuable tool in Lean Six Sigma that helps organizations visualize and understand their business processes. Essentially, it involves creating detailed flowcharts or diagrams that outline each step in a process, from start to finish. This allows for a clear identification of inefficiencies, bottlenecks, and opportunities for improvement. What’s more, this visual representation helps teams identify redundancies, unnecessary steps, or areas where errors commonly occur, enabling them to streamline processes and increase overall efficiency.

5S is one of the most fundamental Lean Six Sigma tools that focuses on organizing the workplace for efficiency and effectiveness. The 5S stands for Sort, Set in Order, Shine, Standardize, and Sustain. Each of these steps plays a crucial role in creating a well-structured and organized work environment. The purpose of implementing 5S is to eliminate waste, reduce errors, and optimize productivity by streamlining processes, improving safety, and promoting a culture of continuous improvement.

Pareto chart

A Pareto chart is a Lean Six Sigma tool used to identify and prioritize the most significant factors contributing to a problem or issue. Named after Vilfredo Pareto, an Italian economist, the chart uses the Pareto principle which states that a majority of problems come from vital few causes. In other words, it follows the 80/20 rule, which suggests that 80% of the effects come from 20% of the causes. By visually displaying data in descending order of frequency or impact, Pareto charts help teams focus their efforts on the vital few rather than the trivial many. This prioritization enables organizations to allocate resources efficiently and effectively to address the root causes of problems, leading to improved processes and outcomes.

Kaizen (continuous improvement)

Kaizen is another fundamental concept in Lean Six Sigma that involves the continuous effort to improve processes, products, or services incrementally. That is to say, the purpose of Kaizen is to create a culture of continuous improvement within an organization, where employees at all levels are encouraged to identify areas for enhancement and implement small, incremental changes to achieve ongoing improvements. By focusing on Kaizen, companies can streamline operations, reduce waste, increase efficiency, and ultimately enhance customer satisfaction. This systematic approach to improvement empowers employees to take ownership of their work and contribute to the overall success of the organization.

DMAIC process

DMAIC , standing for Define, Measure, Analyze, Improve, and Control, is a systematic and data-driven tool in Lean Six Sigma. It has five phases and is used to provide a structured approach for problem-solving and process improvement within organizations:

• 1. The “define” phase involves clearly outlining the problem, project goals, and customer requirements.
• 2. In the “measure” phase, data is collected to establish a baseline performance level.
• 3. The “analyze” phase focuses on identifying root causes of issues through data analysis.
• 4. Improvement actions are then implemented in the “improve” phase to address the root causes and improve processes.
• 5. Finally, the “control” phase ensures that the improvements are sustained over time by implementing controls and monitoring the process.

RACI matrix

The RACI matrix is a Lean Six Sigma tool used to clarify roles and responsibilities within a project or process. RACI stands for Responsible, Accountable, Consulted, and Informed, representing the different levels of involvement individuals can have in a task. By clearly defining who is responsible for completing a task, who is ultimately accountable for its success, who needs to be consulted for input, and who needs to be informed of progress, the RACI matrix helps streamline decision-making processes and enhances communication among team members. In short, this tool is particularly useful in ensuring that everyone understands their role in achieving project goals, reducing confusion, and improving overall efficiency.

Fishbone diagram

The fishbone diagram , also known as the Ishikawa diagram or cause-and-effect diagram, is a Lean Six Sigma tool used for problem-solving and root cause analysis. This diagram takes its name from its appearance, resembling the skeleton of a fish, with the “head” representing the problem or effect, and the “bones” representing the various potential causes contributing to that problem. By visually mapping out these potential causes in categories such as people, process, equipment, materials, and environment, the fishbone diagram helps teams identify the root causes of issues, leading to more targeted and effective solutions. Its purpose is to promote a structured approach to problem-solving, encourage team collaboration, and ultimately drive continuous improvement within an organization.

Regression analysis

Regression analysis is a powerful statistical process control tool used in Lean Six Sigma to understand the relationship between variables and make predictions based on observed data. Its primary purpose is to identify and quantify the relationship between a dependent variable and one or more independent variables. By analyzing data through regression analysis, teams can determine how changes in one variable may impact another, allowing them to make informed decisions to enhance existing processes and reduce variation. This tool helps organizations identify key factors that influence process performance and enables them to optimize operations for better efficiency and quality.

Control charts

A control chart is a Lean Six Sigma tool used to monitor process variation over time. It helps identify any trends, shifts, or patterns in data. This allows teams to distinguish between common cause variation (inherent to the process) and special cause variation (due to external factors). By plotting data points on a control chart to track all improved capabilities, teams can determine if a process is in control or out of control. Consequently, this enables them to take corrective actions promptly, reducing variation, enhancing quality, and increasing efficiency.

How to pick the right Lean Six Sigma tools and techniques

Selecting the right Lean Six Sigma tools is crucial for the successful implementation of process improvement initiatives. To begin, it’s essential to clearly define the problem or opportunity you aim to address. Understanding the nature of the issue will guide you in choosing the most suitable Lean Six Sigma tools for analysis and improvement.

Next, consider the data requirements for the project. Some Lean Six Sigma tools, such as Pareto charts or fishbone diagrams, rely heavily on data analysis, while others, like process mapping or value stream mapping, focus more on visualizing the workflow. Therefore, matching the tools to the data availability and complexity of the problem will ensure effective analysis and decision-making.

Additionally, take into account the expertise and skills of your team members. Different Lean Six Sigma tools require varying levels of statistical knowledge and experience. Hence, it’s important to select tools that align with the capabilities of your team to maximize efficiency and accuracy in the improvement process. By carefully evaluating the problem, data requirements, and team proficiency, you can confidently choose the right Lean Six Sigma tools to drive impactful and sustainable change within your organization.

Lean Six Sigma vs Six Sigma

Lean Six Sigma and Six Sigma are both methodologies that aim to improve processes and eliminate defects within organizations. While they share the common goal of enhancing efficiency and quality, there are some key differences between the two approaches.

Six Sigma focuses primarily on reducing variation and defects in processes by using statistical analysis and data-driven decision-making. It aims to ensure that outputs meet customer requirements and that processes operate as efficiently as possible. On the other hand, Lean Six Sigma combines the principles of the Six Sigma process with those of lean manufacturing, which focuses on minimizing waste and maximizing value. This means that Lean Six Sigma not only targets defects and process variations, but also looks at streamlining processes and eliminating non-value-added activities.

In essence, Six Sigma is more focused on quality and reducing defects, while Lean Six Sigma takes a broader approach by incorporating waste reduction and process optimization. Both methodologies have their strengths and can be effective in different contexts. So, choosing the right one depends on the specific goals and challenges of the organization.

What are the Lean Six Sigma certification levels?

Lean Six Sigma certification levels provide a structured framework for individuals to showcase their expertise and proficiency in process improvement methodologies. These levels signify different levels of knowledge and experience in Lean Six Sigma practices. There are six different certification levels: white belt, yellow belt, green belt, black belt, and master black belt.

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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.

• > 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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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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Six Sigma for Students

A Problem-Solving Methodology

• © 2020
• Fatma Pakdil 0

Eastern Connecticut State University, Willimantic, USA

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• Gives students opportunities to practice on examples, practice, and discussion questions
• Gives students opportunities to take a role as a decision-maker in Six Sigma process
• Teaches students to apply the tools and methods of Six Sigma in each phase of the DMAIC process using a step by step approach
• Request lecturer material: sn.pub/lecturer-material

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Introduction

Six Sigma and Business Process Management

A complete project environment simulation to improve six sigma training class engagement.

• quality management
• project management
• process improvement
• International Organization for Standardization
• organizational culture
• Gage R&R Analysis
• Improvement

Table of contents (11 chapters)

Front matter, organization of six sigma, overview of quality and six sigma.

Fatma Pakdil

Organization for Six Sigma

Cultural considerations for effective six sigma teams.

• Karen Moustafa Leonard

Define Phase: D Is for Define

Measure phase: m is for measure, measurement system analysis: gage r&r analysis, analyze phase: a is for analyze, analyze phase: other data analysis tools, control charts, improve phase: i is for improve, control phase: c is for control, back matter.

“This textbook provides students with a thorough understanding of the Six Sigma approach through practical examples, utilizing a statistical perspective in problem-solving and decision-making processes.” — Dan Tenney , Board of Directors, The Child and Family Guidance Center

Authors and Affiliations

About the author, bibliographic information.

Book Title : Six Sigma for Students

Book Subtitle : A Problem-Solving Methodology

Authors : Fatma Pakdil

DOI : https://doi.org/10.1007/978-3-030-40709-4

Publisher : Palgrave Macmillan Cham

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer Nature Switzerland AG 2020

Softcover ISBN : 978-3-030-40708-7 Published: 22 December 2020

eBook ISBN : 978-3-030-40709-4 Published: 21 December 2020

Edition Number : 1

Number of Pages : XXVII, 492

Number of Illustrations : 161 b/w illustrations

Topics : Operations Management , Management , Operations Research/Decision Theory , Business Mathematics

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The Six Sigma Strategy's DMAIC Problem-Solving Method

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Six Sigma is a business management strategy that was initially developed by Motorola in the 1980s and is used by many Fortune 500 companies today. It is primarily used to identify and rectify errors in a manufacturing or business process.

The Six Sigma system uses a number of quality methods and tools that are used by Six Sigma trained professionals within the organization. The DMAIC problem-solving method can be used to help with any issue that arises, usually by professionals in the organization who have reached the "green belt" level.

The DMAIC Method

The DMAIC problem-solving method is a roadmap that can be used for any projects or quality improvements that need to be made. The term DMAIC stands for the five main steps in the process: Define, Measure, Analyze, Improve, and Control.

• Define: It is important in Six Sigma to define the problem or project goals. The more specific the problem is defined, the greater the chance of obtaining measurements and then successfully completing the project or solving the problem. The definition should describe the issue accurately with numeric representation. For example, “damaged finished goods from the production line have increased 17 percent in the last three months." The definition of the problem or project should not be vague, such as, “quality has fallen.” As part of the definition stage, the scope of the project or issue should be defined, as well as the business processes involved.
• Measure: When the project or problem has been defined, decisions should then be made about additional measurements required to quantify the problem. For example, if the definition of the problem is “damaged finished goods from the production line have increased 17 percent in the last three months,” then additional measurements might need to be looked at. This includes what finished goods are being damaged, when they are being damaged, and the level of damage.
• Analyze: Once the measuring stage has defined the additional measurements, the data is then collected and analyzed. At this point, it is possible to determine whether the problem is valid or whether it is a random event that does not have a specific cause that can be corrected. The data that has been collected can be used as a base level to compare against measurements after the project has been completed to ascertain the success of the project.
• Improve: After measurements have been taken and analyzed, possible solutions can then be developed. Test data can be created and pilot studies launched to find which of the solutions offers the best improvements to the issue. The team should also look at the results to ensure that there are no unanticipated consequences to the selected solution. When the most appropriate solution is selected, then the team can develop an implementation plan and a timeline for the completion of the project.
• Control: After the implementation of the solution or project, a number of controls must be put in place so that measurements can be taken to confirm that the solution is still valid and to prevent a recurrence. The control measurements can be scheduled for specific dates, e.g., monthly, daily, and yearly. The solution should also be well documented and any other related process documentation updated.

The DMAIC problem-solving method can produce significant improvements for an organization that is using the Six Sigma methodology and tools. The method offers a five-step plan that gives organizations a roadmap to follow so that issues can be resolved using a structured methodology.

Table of Contents

What is six sigma, what is lean six sigma, the 5 key principles of six sigma, the six sigma methodology, the six sigma process of business transformation, six sigma techniques, the six sigma tools, six sigma levels, what are the six sigma career choices and salary prospects, six sigma learning resources, what is six sigma: everything you need to know about it.

Reviewed and fact-checked by Sayantoni Das

The term "Six Sigma" refers to a statistical measure of how far a process deviates from perfection. A process that operates at six sigma has a failure rate of only 0.00034%, which means it produces virtually no defects. Six Sigma was developed by Motorola in the 1980s, and it has since been adopted by many other companies around the world, including General Electric, Toyota, and Amazon. It is used in industries such as manufacturing, healthcare, finance, and service industries to improve customer satisfaction, reduce costs, and increase profits.

Check out this video to know more about Six Sigma:

Six Sigma is a set of methodologies and tools used to improve business processes by reducing defects and errors, minimizing variation, and increasing quality and efficiency. The goal of Six Sigma is to achieve a level of quality that is nearly perfect, with only 3.4 defects per million opportunities. This is achieved by using a structured approach called DMAIC (Define, Measure, Analyze, Improve, Control) to identify and eliminate causes of variation and improve processes.

Six Sigma is a disciplined and data-driven approach widely used in project management to achieve process improvement and minimize defects. It provides a systematic framework to identify and eliminate variations that can impact project performance.

The etymology is based on the Greek symbol "sigma" or "σ," a statistical term for measuring process deviation from the process mean or target. "Six Sigma" comes from the bell curve used in statistics, where one Sigma symbolizes a single standard deviation from the mean. If the process has six Sigmas, three above and three below the mean, the defect rate is classified as "extremely low." 

The graph of the normal distribution below underscores the statistical assumptions of the Six Sigma model . The higher the standard deviation, the higher is the spread of values encountered. So, processes, where the mean is minimum 6σ away from the closest specification limit, are aimed at Six Sigma.

Credit: Cmglee , via Wiki Creative Commons CC BY-SA 3.0

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Lean Six Sigma is a methodology that combines two powerful process improvement techniques: Lean and Six Sigma.

Lean focuses on minimizing waste and maximizing efficiency by identifying and eliminating non-value-adding activities. This involves streamlining processes, reducing defects, improving quality, and optimizing resources to deliver more value with less effort.

On the other hand, Six Sigma is a statistical approach to process improvement that aims to reduce variation and defects by using data-driven decision making. It involves defining, measuring, analyzing, improving, and controlling processes to achieve consistent and predictable results.

By combining the strengths of these two methodologies, Lean Six Sigma provides a comprehensive approach to process improvement that can be applied to any industry or sector. It is widely used in manufacturing, healthcare, finance, and service industries to improve efficiency, reduce costs, and enhance customer satisfaction.

The concept of Six Sigma has a simple goal – delivering near-perfect goods and services for business transformation for optimal customer satisfaction (CX).

Goals are achieved through a two-pronged approach:

Six Sigma has its foundations in five key principles:

Focus on the Customer

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The two main Six Sigma methodologies are DMAIC and DMADV. Each has its own set of recommended procedures to be implemented for business transformation.

DMAIC is a data-driven method used to improve existing products or services for better customer satisfaction. It is the acronym for the five phases: D – Define, M – Measure, A – Analyse, I – Improve, C – Control. DMAIC is applied in the manufacturing of a product or delivery of a service.

DMADV is a part of the Design for Six Sigma (DFSS) process used to design or re-design different processes of product manufacturing or service delivery. The five phases of DMADV are: D – Define, M – Measure, A – Analyse, D – Design, V – Validate. DMADV is employed when existing processes do not meet customer conditions, even after optimization, or when it is required to develop new methods. It is executed by Six Sigma Green Belts and Six Sigma Black Belts and under the supervision of Six Sigma Master Black Belts. We'll get to the belts later.

The two methodologies are used in different business settings, and professionals seeking to master these methods and application scenarios would do well to take an online certificate program taught by industry experts.

Operations Manager or Auditor? Your Choice

Although what is Six Sigma uses various methods to discover deviations and solve problems, the DMAIC is the standard methodology used by Six Sigma practitioners. Six Sigma uses a data-driven management process used for optimizing and improving business processes. The underlying framework is a strong customer focus and robust use of data and statistics to conclude.  

The Six Sigma Process of the DMAIC method has five phases:

Each of the above phases of business transformation has several steps:

The Six Sigma methodology also uses a mix of statistical and data analysis tools such as process mapping and design and proven qualitative and quantitative techniques, to achieve the desired outcome.

Fig: Key Six Sigma Techniques in use

Brainstorming

Brainstorming is the key process of any problem-solving method and is often utilized in the "improve" phase of the DMAIC methodology. It is a necessary process before anyone starts using any tools. Brainstorming involves bouncing ideas and generating creative ways to approach a problem through intensive freewheeling group discussions. A facilitator, who is typically the lead Black Belt or Green Belt, moderates the open session among a group of participants.

Root Cause Analysis/The 5 Whys

This technique helps to get to the root cause of the problems under consideration and is used in the "analyze" phase of the DMAIC cycle.

In the 5 Whys technique, the question "why" is asked, again and again, finally leading up to the core issue. Although "five" is a rule of thumb, the actual number of questions can be greater or fewer, whatever it takes to gain clarity.

Voice of the Customer

This is the process used to capture the "voice of the customer" or customer feedback by either internal or external means. The technique is aimed at giving the customer the best products and services. It captures the changing needs of the customer through direct and indirect methods. The voice of the customer technique is used in the "define' phase of the DMAIC method, usually to further define the problem to be addressed.

The 5S System

This technique has its roots in the Japanese principle of workplace energies. The 5S System is aimed at removing waste and eliminating bottlenecks from inefficient tools, equipment, or resources in the workplace. The five steps used are Seiri (Sort), Seiton (Set In Order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain).

Kaizen (Continuous Improvement)

The Kaizen technique is a powerful strategy that powers a continuous engine for business improvement. It is the practice continuously monitoring, identifying, and executing improvements. This is a particularly useful practice for the manufacturing sector. Collective and ongoing improvements ensure a reduction in waste, as well as immediate change whenever the smallest inefficiency is observed.

Benchmarking

Benchmarking is the technique that employs a set standard of measurement. It involves making comparisons with other businesses to gain an independent appraisal of the given situation. Benchmarking may involve comparing important processes or departments within a business (internal benchmarking), comparing similar work areas or functions with industry leaders (functional benchmarking), or comparing similar products and services with that of competitors (competitive benchmarking).

Poka-yoke (Mistake Proofing)

This technique's name comes from the Japanese phrase meaning "to avoid errors," and entails preventing the chance of mistakes from occurring. In the poka-yoke technique, employees spot and remove inefficiencies and human errors during the manufacturing process.

Value Stream Mapping

The value stream mapping technique charts the current flow of materials and information to design a future project. The objective is to remove waste and inefficiencies in the value stream and create leaner operations. It identifies seven different types of waste and three types of waste removal operations.

• Cause and Effect Analysis
• Pareto Chart
• Check Sheet
• Scatter Plot
• Control Chart

The Six Sigma training levels conform to specified training requirements, education criteria, job standards, and eligibility.

This is the simplest stage, where:

• Any newcomer can join.
• People work with teams on problem-solving projects.
• The participant is required to understand the basic Six Sigma concepts.

Yellow Belt

Here, the participant:

• Takes part as a project team member.
• Reviews process improvements.
• Gains understanding of the various methodologies, and DMAIC.

Green level

This level of expertise requires the following criteria:

• Minimum of three years of full-time employment.
• Understand the tools and methodologies used for problem-solving.
• Hands-on experience on projects involving some level of business transformation.
• Guidance for Black Belt projects in data collection and analysis.
• Lead Green Belt projects or teams.

Black Level

This level includes the following:

• Minimum of three years of full-time employment
• Work experience in a core knowledge area
• Proof of completion of a minimum  of two Six Sigma projects
• Demonstration of expertise at applying multivariate metrics to diverse business change settings
• Leading diverse teams in problem-solving projects.
• Training and coaching project teams.

Master Black Belt

To reach this level, a candidate must:

• Be in possession of a Black Belt certification
• Have a minimum of five years of full-time employment, or Proof of completion of a minimum of 10 Six Sigma projects
• A proven work portfolio, with individual specific requirements, as given here , for instance.
• Have coached and trained Green Belts and Black Belts.
• Develop key metrics and strategies.
• Have worked as an organization's Six Sigma technologist and internal business transformation advisor.

Fig: The five-tiered levels of Six Sigma Certification

Six Sigma is widely adopted by many industries such as manufacturing, healthcare, finance, and retail, and offers a range of career opportunities with attractive salary prospects. Here are some career choices and salary prospects in Six Sigma:

• Six Sigma Consultant: A Six Sigma consultant advises organizations on process improvements, identifies areas for cost savings, and develops strategies for implementation. The average salary for a Six Sigma consultant is around $96,000 per year.
• Six Sigma Project Manager: A Six Sigma project manager oversees Six Sigma projects, manages project teams, and ensures successful implementation of process improvements. The average salary for a Six Sigma project manager is around $107,000 per year.
• Six Sigma Black Belt : A Six Sigma Black Belt is responsible for leading Six Sigma projects, training team members, and ensuring sustained process improvements. The average salary is around $110,000 per year.
• Six Sigma Master Black Belt: It is the highest level of Six Sigma certification and is responsible for leading organizational Six Sigma initiatives, coaching and mentoring Six Sigma Black Belts and Green Belts, and driving business transformation. The average salary for a Six Sigma Master Black Belt is around $140,000 per year.
• Quality Manager: A Quality Manager ensures that an organization's products or services meet customer expectations, industry standards, and regulatory requirements. Six Sigma certification can be valuable for this role, and the average salary for a Quality Manager is around $91,000 per year.

Overall, Six Sigma offers various career opportunities with competitive salary prospects. Individuals with Six Sigma certification can expect higher salaries and better job prospects than those without certification.

So whether you are a graduate in any stream, an engineer, or an MBA professional, if you want to enhance your career prospects and salary gains, then make sure to get certified in Six Sigma courses. Begin with a Green Belt and climb your way up to Master Black belt to command your salary. As a fresher, you can start learning Six Sigma principles by enrolling into Simplilearn's Green Belt certificate program , and then avail the higher certificate levels as you gain work and project experience.

1. How Can You Get Six Sigma Certification?

Understanding the Management Philosophy of Your Organization, selecting between Six Sigma and Lean Six Sigma, determining which Level Suits You, learning about the Tests Associated with it, Enrolling in a Training Course, and obtaining Your Certification are the steps to obtaining Six Sigma Certification.

2. What Does Six Sigma Mean?

Six Sigma is a quality improvement methodology for businesses that counts the number of flaws in a process and aims to systematically fix them. Businesses utilize it to get rid of flaws and enhance any of their procedures in an effort to increase earnings.

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

Lean and Six Sigma vary primarily in that Lean frequently affects all aspects of an organization rather than being solely focused on production. These two strategies are combined by Lean Six Sigma to produce a potent toolkit for dealing with waste reduction.

4. What Are the Steps of Six Sigma?

Six Sigma's five steps adhere to a methodology known to business insiders as DMAIC. The words "define, measure, analyze, enhance, and control" are all spelled out in this acronym.

5. What is Lean Six Sigma?

Lean Six Sigma is a method for improving performance by systematically removing waste and reducing variation that relies on a collaborative team effort. Increased performance and decreased process variation contribute to defect reduction and improvements in profits, employee morale, and product or service quality.

6. What is continuous improvement?

Continuous improvement (also known as "rapid improvement") is a Lean improvement technique that aids in workflow optimization. The Lean method of working allows for efficient workflows that save time and money, allowing you to cut down on wasted time and effort.

7. What is Lean Six Sigma Yellow Belt?

A Certified Lean Six Sigma Yellow Belt from the Council for Six Sigma Certification (CSSC) is someone who has a basic understanding of Six Sigma but does not lead projects on their own. They are frequently in charge of creating process maps to support Six Sigma projects.

8. What is Lean Six Sigma Green Belt?

Six Sigma Green Belt is a certification course that provides you with hands-on experience with over 100 tools and techniques. These techniques are required for participation in DMAIC improvement projects. DMAIC is an acronym that stands for Define, Measure, Analyze, Improve, and Control.

9. What is Lean Six Sigma Black Belt?

A Lean Six Sigma Black Belt has a thorough understanding of all aspects of the Lean Six Sigma Method, including a high level of competence in the Define, Measure, Analyze, Improve, and Control (DMAIC) phases as defined by the IASSC.

10. What are the Five Key Six Sigma Principles?

The success of Six Sigma relies on five fundamental principles:Customer Focus, Data-Driven Analysis, Proactive Improvement, Cross-Functional Collaboration, and Thoroughness and Flexibility.

11. What are Six Sigma steps?

The Six Sigma Methodology consists of five stages driven by data — Define, Measure, Analyze, Improve, and Control (DMAIC).

12. What is Six Sigma with an example?

Six Sigma is a data-driven methodology used to improve processes by minimizing defects and variations. For example, a manufacturing company may use Six Sigma to reduce the number of defective products produced by optimizing their production process.

13. What are Six Sigma tools?

14. what is the six sigma formula.

Utilizing the equation Y = f(x) aids in identifying cause and effect relationships within a project, enabling performance measurement and the discovery of areas for enhancement. 

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