Six Sigma DMAIC Strategy

Six Sigma Project Phases

Six Sigma process improvement projects follow a five phases pattern known by the acronym DMAIC.

• Define customer requirements
• Measure existing performance
• Analyse the existing process
• Improve the process
• Control the new process


Define Phase

• Is a planning phase – project definition, documentation of the existing process?

• The establishment of precise customer requirements from the process in question is an essential part of this phase.

• Customer requirement can be divided into 3 levels:
o Basic requirements are the minimum the customer will accept.
o Satisfiers improves the quality of the customer’s experience
o Delighters are totally unexpected by the customers

• Both external and internal customers may be vague in stating their requirements so careful research and logical definition are required.

• An important output from this phase is careful documentation of the process as it exists, probably using some form of flow diagram.


Measure Phase

• In this phase, statistical tools selected using black belt expertise, are used to assess current performance. Harmon suggests three measurement principles:
o Only measure what the customer thinks is important.
o Do not measure that the customer is satisfied with.
o Only measure things that can be improved.

• Three main areas for measurement:
o Inputs such as raw materials and product specifications
o Process elements such as cost, time, skills and training
o Outputs and customer satisfaction

• Outputs and customer satisfaction derive from and are determined by inputs and processes. This relationship is represented as an equation Y=f(X), Y is the output and X represent input and processes. Y is used to meant goal or objective.


Analyse Phase

• Each element of the process may be assessed into one of three categories:
o Value adding
o Necessary support to value adding activities
o Non-value adding.

• Establishing the status of the various aspects of the process will require the use of a range of techniques including statistical analysis, Pareto analysis and the Fishbone Analysis.

• Analysis should produce a list of problem causes and potential areas of improvement.


Improve Phase

• It is appropriate to revisit the project charter at the beginning of this phase, so as to incorporate any implications of the information obtained.

• Improving the process demands creative thought, can be guided by the wider experience of the team and its expert consultants.

• The problems identified in the analysis phase will indicate fruitful areas for consideration.

• People closely involved with the operation of a process usually develop ideas for improvement. There is often value in these ideas because of the great intimacy their authors have with the details of the process and its organizational setting.

• It is, however, important that all proposals for improvement are subjected to a rational review so that their implications may be considered in as much detail as possible. Cost and resource consequences are of particular importance.

• Implementation will require careful planning, probably small scale piloting and selling to stakeholders who were not involved in the project.


Control Phase

• Control process is a routine and continuing part of the management role.

• When a process has been improved, it is necessary to maintain some of the measurement process used during the improvement effort in order to exercise control.

• The cost of monitoring must be considered, so that the extent of measurement will be minimized.

• Some processes can be monitored automatically, with control systems that generate exception reports automatically.


(source: BPP Learning Media)

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