1. Overview of DMAIC A Systematic Framework for Problem Solving
Organization:
Name:
Date: 1 2 3 4 5
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
This module provides a quick tour through all steps of DMAIC. Later modules explore each step in depth.
DEFINE: Define the Project
Define the project’s purpose and scope and get background on the process and customer
MEASURE: Measure the Current Situation
Focus the improvement effort by gathering information on the current situation
ANALYZE: Analyze to Identify Causes
Identify root causes and confirm them with data
IMPROVE: Implement Solutions & Evaluate Results
Develop, try out, and implement solutions that address root causes
Use data to evaluate both the solutions and the plans used to carry them out
CONTROL: Standardize & Make Future Plans
Maintain the gains by standardizing work methods or processes
Anticipate future improvements and preserve the lessons from this effort

2. Why Use an Improvement Method?
Provides a framework
Provides common language
Provides a checklist to prevent skipping critical steps
Allows you to improve how you improve

3. Overview of DMAIC 1 2 3 4 5 DEFINE MEASURE ANALYZE IMPROVE CONTROL
This module provides a quick tour through all steps of DMAIC. Later modules explore each step in depth.
DEFINE: Define the Project
Define the project’s purpose and scope and get background on the process and customer
MEASURE: Measure the Current Situation
Focus the improvement effort by gathering information on the current situation
ANALYZE: Analyze to Identify Causes
Identify root causes and confirm them with data
IMPROVE: Implement Solutions & Evaluate Results
Develop, try out, and implement solutions that address root causes
Use data to evaluate both the solutions and the plans used to carry them out
CONTROL: Standardize & Make Future Plans
Maintain the gains by standardizing work methods or processes
Anticipate future improvements and preserve the lessons from this effort

4. DEFINE: Define the Project1 2 3 4 5
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
Goal
Define the project’s purpose and scope and get background on the process and customer
Understand current situation
Output
A clear statement of the intended improvement and how it is to be measured
A high level map of the process
A translation of the “Voice of the Customer” into “Critical To Quality”
What is the objective?
Voice of the customer – what is important to them

5. Stake-holder Analysis
DEFINE, cont.
Approach
Identify Key Players
Stake-holder Analysis
Create Charter
Map the Process
Voice of
the
Customer

6. DEFINE, cont. Tools Charter (Passport) to proceed
Link to Business needs
High-level flow analysis depicting the major components of your process
Charter
Purpose:
Importance:
Resources:
Scope:
Schedule:
____
A project charter documents what the project is supposed to achieve and what resources are available to you. A written charter is an important communication and reference tool.
A SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers) helps you understand the key elements of your process and define the boundaries and scope for your project.
Note: We’ll give a brief overview of the tools here. They will be covered in greater depth later, so don’t worry about memorizing them now.

7. DEFINE, cont.
Tools
Customer research such as interviews, focus groups, surveys, complaints, data
Pareto chart(s) depicting why this project is important to the customer
Data from customers will help you understand what’s important about your project and set priorities if the project needs to be narrowed in scope.
A Pareto chart helps you focus your effort on the problems that are causing the most trouble—helping you identify the areas where your efforts will have the biggest payback.
Note: Depending on what kinds of data you are already collecting, you may also be able to use other data tools that help you quantify the opportunity or gap. For instance, if you have time plots or control charts, you can mark the goal or customer criteria on those charts.

8. MEASURE: Understand the Current Situation
Goal
Focus the improvement effort by gathering specific information
Output
Data that pinpoints problem location or occurrence
Baseline data on how well the process meets customer needs
Understanding of how current process operates
More focused problem statement 5 1
CONTROL
DEFINE
IMPROVE
MEASURE 4 2
ANALYZE 3

9. MEASURE, cont. Approach Collect baseline data on defects and possible
causal factors
Plot defect data
over time and
analyze for
special causes
Calculate process capability
Create & stratify
frequency plots and do Pareto analysis
(if appropriate)
Create detailed process maps

10. MEASURE, cont.
Tools
Process behavior charts or time plots help you look for patterns over time (variation)
Frequency plots reveal differences in how often a problem occurs in different settings
Control charts help you quantify the current capability of your process and identify when special events interrupt usual operations
Stratified frequency plots help you identify process characteristics that may provide clues on the potential causes of problems

11. MEASURE, cont.
Components of
the problem
Tools
Pareto charts used to stratify the indicator into its major contributors
Subcomponents of
Problem A A B C D A1 A2 A3 A4
Problem Statement
“We’ve pinpointed
where a specific
problem occurs most
often. Biggest payback
will come from focusing
our attention here.”
As in DEFINE, Pareto charts help you focus your attention and develop a detailed problem statement.

12. MEASURE, cont.
Tools
Process sigma calculations that describe current process capability
Flowcharts that depict process problems (such as steps that don’t add value)
Calculating a baseline process sigma level provides a gauge for you to evaluate your progress
Flowcharts will help you identify problems in the process that are contributing to waste and defects
Value is something the customer is willing to pay for, done right the first time, and changes form, fit or function

13. ANALYZE: Investigate to Identify Causes
Goal
Identify root causes and confirm them with data
Output
A theory that has been tested and confirmed 5 1
CONTROL
DEFINE
IMPROVE
MEASURE 4 2
ANALYZE 3

14. ANALYZE, cont. Approach Develop a focused problem statement
Brainstorm potential causes
Use statistical methods to quantify cause-effect relationship
Collect data
Organize potential causes

15. ANALYZE, cont.
Tools
Cause-and-effect diagrams or other tools that show potential causes
Tree diagram
Cause-and-effect diagrams and tree diagrams are perhaps the most common tools used to depict the links between root causes and their effects on an identified problem. Laying out potential causes in this way helps you make sure you haven’t overlooked important causes, and encourages you to dive deep into underlying causes. The deeper you can push for causes, the more likely your solutions will be long-lasting.
Other tools you can use to depict potential cause relationships include relations diagrams and affinity diagrams.

16. ANALYZE, cont.
Tools
Scatter plots that show the relationship between two variables can help verify causal relationships
Stratified frequency plots can also confirm patterns
Made the sale
Did not make the sale
Scatter plots are one of the few data tools that let you examine two measurable characteristics at the same time—and therefore see the relationship between the two.
Stratified frequency plots are created from data on one characteristic or outcome (such as “time with customer,” shown above) that has been sorted into categories. As with scatter plots, they help you understand relationships that can confirm underlying causes of problems.

17. IMPROVE: Implement Solutions & Evaluate Results
Goal
Develop, try out, and implement solutions that address root causes
Use data to evaluate both the solutions and the plans used to carry them out
Output
Planned, tested actions that eliminate or reduce the impact of the identified root causes
Before and After data analysis that shows how much of the initial gap was closed
A comparison of the plan to actual implementation 5 1
CONTROL
DEFINE
IMPROVE
MEASURE 4 2
ANALYZE 3

18. IMPROVE, cont.
Approach
Brainstorm many possible solutions to identified root causes
Select solution(s)
Develop plan(s)
Pilot plan(s)
Implement plan(s)
Quantify results
Evaluate the benefits of the improvement

19. IMPROVE, cont. Tools Prioritization matrix Responsibility chart
A prioritization matrix is a tool that helps you objectively evaluate alternative solutions. The key is reaching consensus on the relative importance of different criteria first, then scoring the alternatives against those criteria.
Responsibility charts and Gantt charts help you keep track of your implementation plans.
Ranking the alternatives to sort out good ideas from effective ideas

20. IMPROVE, cont. Tools Gantt chart Reduce Call Transfers
Update extension lists ID 1 2 3 4 5 6 7 8 9
Dept supv. update job responsibility lists
Mark responsibilities on phone ext. list
Update names and extension numbers
Revise auto-attendant
Assemble team
Examine data
Decide what options should be given
Pilot and test new language
Task Name
5/31
6/7
6/14
6/21
MAY
JUNE
6/28
Calvin, Max, Sheryl
Maria
Calvin
Team, TBD

21. IMPROVE, cont.
Tools
Process behavior charts or time series plots showing both past and present performance of the indicator
Revised Pareto chart from MEASURE that confirms reduction of the root causes
Before
After
Good }
Improvement }
Remaining Gap
Changes implemented
Target
Time
Since time plots and control charts show plots of results as time passes, they are excellent tools for seeing whether a solution has had any real, lasting effect on your process
Comparing Before and After Pareto charts is another way to objectively see how much progress has been made

22. IMPROVE, cont.
Tools
Revised Process performance calculations showing new process capability (sigma)
The true gauge of the effectiveness of any solution will show up in the new process sigma level.

23. CONTROL: Standardize & Make Future Plans
Goal
Maintain the gains by MISTAKE PROOFING and
standardizing work methods or processes
Anticipate future improvements and preserve the lessons from this effort
Output
Documentation of the new method
Training in the new method
A system for monitoring its consistent use and for checking the results
Completed documentation and communication of results, learnings, and recommendations 1 2 3 4 5
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL

24. CONTROL, cont. Approach Develop and document standard practices Train
Perform ongoing monitoring
Build process for updating procedures
Summarize and communicate learnings
Make recommen-dations for future plans

25. CONTROL, cont. Tools Training Process management
“Conspicuous standards” that make new methods obvious
Training
Many tools help you monitor and control processes. Simply thinking in terms of Plan-Do- Check-Act (PDCA)—or in this case, SDCA (Standardize-Do-Check-Act)—creates a mentality of constantly checking the effectiveness of current methods. Training ensures consistency of application, as do “conspicuous standards” that make it easy for people to do the job correctly.
“Kanban” is the Japanese for indicator(s)

26. CONTROL, cont. Tools Process Management Chart Self-Audit Question:
Knowledge/Understanding No
(Never)
Mostly
Some-
times
Yes
(Always) 1.
Have the performers seen the written
procedure? 2.
Are the performers literate in the
language of the procedure? 3.
Do the performers have a common
understanding of the words in the
Process Management charts document your PDCA—the Plan for Doing the work, how to Check the results, and how to Act if something undesirable or unexpected shows up
A self-audit is a tool for checking how well and how consistently the new standards are being applied

27. CONTROL, cont. Tools PDCA Report / Storyboard
Any kind of documentation that helps you communicate effectively with the rest of the organization can be used in CONTROL. Typical documents include a succinct final report and a completed “storyboard” that captures the project in graphics.
The PDCA wheel is simply a reminder to think of improvement as continuous: where can you go next to make the process even better?

28. DMAIC Review 1 2 3 4 5 DEFINE MEASURE ANALYZE IMPROVE CONTROL
DEFINE: Define the Project
• Define the project’s purpose and scope and get background on the process and customer
MEASURE: Measure the Current Situation
• Focus the improvement effort by gathering information on the current situation
ANALYZE: Analyze to Identify Causes
• Identify root causes and confirm them with data
IMPROVE: Implement Solutions & Evaluate Results
• Develop, try out, and implement solutions that address root causes
• Use data to evaluate both the solutions and the plans used to carry them out
CONTROL: Standardize & Make Future Plans
• Maintain the gains by standardizing work methods or processes
• Anticipate future improvements and preserve the lessons from this effort