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The phases of DMAIC

The phases or stages of DMAIC include:

Define – The project begins by creating a team charter to identify team members, select the process the team will be improving and clearly define the objective of the project. The project team will then identify the CTQs to help measure the impact the problem has on the customer. This phase is completed when the team creates a process map that includes the process’s inputs and outputs.

Measure – This phase includes creating and executing a data collection plan that provides reliable and significant data. The data indicates how the process is performing and helps identify the villain in the Six Sigma narrative – variance. After this point, the project team’s efforts focus on eliminating or reducing variance as much as possible.

Analyze – Once process performance has been quantified, the analyze phase of DMAIC helps identify possible causes of the problems. A sub-process map can help identify the problems in the process and tools such as ANOVA and regression analysis can help narrow these problems to root causes. In this phase, the team is able to quantify the financial benefit of solving the problem.

Improve – Once the problem’s root cause is brought to light, the improve phase focuses on finding a permanent solution to the problem. This is where the project team’s creativity comes into play in finding an answer to a longstanding process problem. The team then tests a proposed solution in a pilot program to test if the solution is effective and financially viable.

Control – In this phase, the project team documents the new solution that they have created so that it can be passed on to process owners. The project team then implements the solution according to the timeline and key milestones they have developed. Once the solution has been implemented, the project team monitors it for several months and if it meets performance expectations turns it over to the process owner.

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Transport: Unnecessary movement of products, equipment, and people. Results in time wasted and materials are more likely to be damaged.

Inventory: There are different views as to whether or not excessive inventory should be included in these wastes, as inventory (no matter how much) is considered an asset. Having too much inventory however, can lead to longer lead times, damaged or defected products, and an inefficient use of capital. Trying to maintain excessive inventory means reducing available storage space and utilizing extra resources just to manage it.

Movement/Motion: Unnecessary, dangerous, and complicated movements are wasteful; they can cause harm to employees, damages to equipment, or defects in the product.

Waiting and Delays: Waiting is often an easy waste to overlook. Time that is lost due to a lull in productivity is considered a waste. This usually happens when workers need to wait on material or when production is halted for unexpected equipment maintenance.

Overproduction: Did you know overproduction can lead to other types of waste while hiding the need for improvement? When production exceeds customer demand, facilities are left with excessive inventory to store and manage.

Over Processing: A product or service that has more features or capabilities than required or expected by the company would be considered over processing. It is important for businesses to understand what they’re customer requires from the product and eliminating any tasks or processes that is not useful or necessary to those requirements.

Defects: Many consider defects to be the worst of the seven wastes. Characterized as products that do not meet company standards, these products must either be scrapped or reworked, thus adding costs to the operation but not adding value for the customer.