The DMAIC improvement process

DMAIC provides five phases for a Lean Six Sigma improvement project. ITVC Global introduces the activities and outputs of each phase below.

Step 1: Define

Define establishes the improvement project and the outcomes expected by management. The team should clarify three basic areas:

• Who are the customers, what do they need and which requirements are critical?
• How does the process operate from start to finish?
• What is the current performance, which productivity or quality measures should improve, what is in scope and what resources are needed?

Define-phase outputs

• A clear problem statement.
• Improvement objectives and project scope.
• A project charter or registration record.
• Project approval and management support.

Step 2: Measure

Measure establishes a reliable, quantitative baseline for process performance. Evaluate the measurement system and collect data on the process and its stages. Identify variables relevant to stability and the ability to meet requirements; assess process capability or defect measures where appropriate.

Measure-phase outputs

• A process map or flowchart.
• Measurement-system analysis results.
• Baseline performance and applicable process-capability results.
• Management confirmation and support.

Step 3: Analyse

Analyse investigates the root causes of the problem and identifies the priority areas for improvement. Examine the causes and effects of process variation and confirm the factors that the improvement work needs to address.

Analyse-phase outputs

• A list of potential causes.
• Root-cause investigation results.
• The factors requiring improvement.
• Confirmation of root causes, improvement priorities and management support.

Step 4: Improve

Improve develops and implements solutions to address the confirmed causes. Where needed, pilot or test the proposed changes and compare the results with the objectives established in Define.

Improve-phase outputs

• Feasible solution options.
• Selected and tested solutions.
• An implementation plan.
• Verified improvement results and management support.

Step 5: Control

Control sustains the improvement by standardising the agreed methods, updating procedures, assigning responsibilities and monitoring ongoing performance.

Control-phase outputs

• A control plan for the improved process.
• Rollout of the selected improvements where appropriate.
• Handover to the responsible operational teams.
• Confirmation of effectiveness and project closure.

Three related process-management activities

Process improvement

Improvement raises the performance of an existing process, for example from a lower to a higher sigma level where the measure is appropriate. Establish the baseline and defects per million opportunities (DPMO), then investigate variation in people, machines, materials, methods and information. The aim is to reduce defects and improve capability; results depend on the process and the effectiveness of the changes.

Process redesign

An existing process may eventually reach practical limits that incremental changes cannot overcome. There is no universal ceiling at 4.6 or 4.7 sigma. A major redesign may need different technology or methods and a design framework such as DMADV. Translate customer requirements into the new product or process design and verify that the design meets them.

Process management

After improvement or redesign, management must maintain stable operation under the new conditions. Monitor performance against the agreed limits, identify significant patterns or changes and act when the process no longer performs as intended.

ASQ - DMAIC process