1. DMAIC Roadmap DMAIC methodology is central to Six Sigma process improvement projects. Each phase provides a problem solving process where-by specific tools are employed to turn a practical problem into a statistical problem, then generate a statistical solution and turn it back into a practical solution. Each letter represents a phase in six sigma implementation, from the initial project design to ensuring the benefits gained using this system stay implemented. The DMAIC roadmap is usually implemented for a process that is underperforming, not a process in the design stage.

2. The purpose of the define phase is to clearly identify the problem, the requirements of the project, or it’s objectives. These should be critical issues and aligned with the company business strategy, and the customer requirements. This phase includes: –Development of defect definitions –Development of a team charter and a champion –Estimate the financial impact of the project –Senior management approval D: Define

3. Key Questions for the Define phase What matters to the customer? What defect are we trying to reduce? By how much? By when? How much are defects costing right now? Who will be in the project team? Who is going to support this project implementation? At this point in implementation, visual charts (pareto, trend, process flow,) are useful to see the development of defects.

4. M: Measure The purpose of the measure phase is to fully understand the process and it’s current performance by identifying how to best measure performance. These measurements must be realistic as well as useful, in order to provide help in reducing defects. This phase includes –Identifying specific performance requirements of relevant critical-to-quality (CTQ) characteristics –Mapping of relevant processes, with all inputs that effect a particular output identified. –Analyze measurement system capability & establish relevant baseline for process capacity –Collect data (ensuring opportunities for error are evaluated) –Verify the problem actually exists

5. Key Questions for the Measure phase What is the process? How does it function? Which outputs effect CTQ the most? Which inputs effect outputs the most? Is the ability to measure/detect sufficient? How is the current process performing? What is the “best” the process was designed to do? At this point fishbone diagrams, process mapping and cause and effect analysis are useful tools.

6. A: Analyze In the analyze phase, the information collected in the measure phase is analyzed. Hypotheses on root cause of variations in measured values are developed. Statistical analysis is undertaken to validate these hypotheses. This phase includes: –Generation of hypotheses about possible root causes of variation & potential critical inputs. –Identify the vital root causes and critical inputs that have the most significant impact. –Validate these hypotheses by performing multivariable statistical analysis.

7. Key Questions for the Analyze phase Which inputs actually affect CTQ’s most (based on actual data)? By how much? Do combinations of variables affect inputs? If an input is changed, does the output really change in the desired way? How many observations are required to draw conclusions? What is the level of confidence? At this point in the process, statistical analysis, as well as the “five why’s” are useful tools.

8. I: Improve The improve phase focuses on developing ideas to remove root causes of variation, testing & standardizing these solutions. This phase includes: –Identifying ways of removing causes of variation. –Verify critical inputs. –Discover relationships between variables. –Establish operating tolerances which are upper and lower specifications. of the process, and if followed precisely will ensure “defect free” products. –Optimize critical inputs or reconfigure the current process.

9. Key Questions for the Improve phase Once it is known which inputs affect the outputs most, how can they be controlled? How many trials do we need to ensure optimal settings have been achieved? Should the old process be improved, or should a new process be designed? By how much has the defects per million opportunities decreased? The most applicable tool at this phase is process mapping to show new & improved processes.

10. Key Questions for the Control phase Once defects have been reduced, how to ensure the improvement is sustained? What systems need to be in place to check that the improved procedures stay implemented? How can these improvements be shared with the rest of the company? During the control phase, a standardized set of documents for procedures, as well as a means to record data and check it against historical values are important tools.

11. So you want to implement Six Sigma? Although the results of a six sigma project are highly desirable by most companies, the implementation process must be carefully considered. Six Sigma is a long term commitment, and will not produce results overnight. To build six sigma capacity requires the following steps: –Discover: recognize the need for six sigma & explore the impact it may have on the company. –Decide: management approves the initiative, then defines purpose & scope. –Initialize: create detailed deployment plans for numbers of Black Belts, as well as other human resources needed, training requirements, proposals for 6σ projects and the financial impact of each. –Deploy: train project Champions & Black Belts. Meanwhile select and implement improvement projects: –Sustain: train 6σ Green Belts & process improvement team leaders to speed up improvements & maintain acheivements.

12. Factors Critical to Six Sigma Success Senior management must be committed: without this six sigma projects are doomed to failure. GE’s success with the program is due to the role Jack Welch (former CEO) played in advocating the program and integrating it into the core of business strategy at GE. Training the right people: The methods of analysis often used for six sigma projects are technical by nature, and training programs focused on analytical problem solving skills as well as leadership are critical to initial momentum. People selected for a six sigma initiative should be motivated by compensation, rewards, recognition & promotion. Selecting the right project: Initial six sigma projects should be focused on key problem areas with impact to critical aspects of business success. Not all business problems need a six sigma solution.