DMAIC:

The 5 Phases of
Lean Six Sigma
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reduced costs and improved collaboration by using
Lean Six Sigma Process Improvement.
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Table of Contents
What is DMAIC and Lean Six Sigma? X
1

Before Beginning DMAIC: Select the Right Projects 2 X

Define 3X

Define the Problem 3 X

Define the problem by developing a “Problem Statement” 3 X

Define the goal by developing a “Goal Statement” 4 X

Define process by developing maps of the process 4 X

Define your customer and their requirements 4 X

Measure 5 X

Map Out the Current Process 5 X

Determine how the process currently performs 5 X

Look for what might be causing problem 5 X

Create a plan to collect the data 5 X

Ensure your data is reliable 5 X

Update your project charter 6 X

Analyze 7 X

Identify the Cause of the Problem 7 X

Closely examine the process 7 X

Visually inspect the data 7 X

Brainstorm potential cause(s) of the problem 8 X

Verify the cause(s) of the problem 8 X

Update your Project Charter 8 X

Improve 9X

Implement and Verify the Solution(s) 9 X

Brainstorm solutions that might fix the problem 9 X

Select the practical solutions 9 X

Develop maps of processes based on different solutions 9 X

Select the best solution(s) 9 X

Implement the solution(s) 10 X

Measure improvement 10 X
Control .......................................................................
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X
Maintain the Solution(s) 11 X

Continuously improve the process using Lean principles 11 X

Ensure the process is being managed and monitored properly 11 X

Expand the improved process throughout organization 12 X

Apply new knowledge to other processes in your organization 12 X

Share and celebrate your success X

12

About Go Lean Six Sigma 13 X

GoLeanSixSigma.comX
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What is DMAIC and Lean Six Sigma?
Lean Six Sigma is simply a process for solving a problem.

It consists of five basic phases:

Define, Measure, Analyze, Improve, and Control. This process is also known
as DMAIC (pronounced “duh-may-ik”), its acronym.

Lean and Six Sigma complement each other. Lean accelerates Six
Sigma, delivering greater results than what would typically be achieved by
Lean or Six Sigma individually.

Combining these two methods gives your improvement team a

comprehensive tool set to increase the speed and effectiveness of any
process within your organization – resulting in increased revenue,
reduced costs and improved collaboration.

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Before Beginning DMAIC:
Select the Right Projects

Before beginning any process improvement project, it’s vital that you choose projects
that are good candidates for improvement. A good project for improvement:

Has an obvious problem within the process

Has the potential to result in increased revenue, reduced cost or improved efficiency

Has collectable data

DMAIC (Lean Six Sigma) is also a system of management that results in a steady pipeline
of projects that are ready for improvement. There are obstacles to smooth operations in
any business, and Lean Six Sigma provides guidelines to help you select the right projects
at the right time. Once projects are selected, you and your improvement team(s) can use
DMAIC to further refine the projects and deliver quantifiable, sustainable results.

Now, on to the DMAIC process!

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Define
Define the Problem
What problem would you like to fix? The Define Phase is the first phase of the Lean Six
Sigma improvement process. In this phase, the leaders of the project create a “Project
Charter”, create a high-level view of the process, and begin to understand the needs of
the customers of the process. This is a critical phase of Lean Six Sigma in which your
teams define the outline of their efforts for themselves and the leadership (executives)
of your organization.

Define the problem by developing a “Problem Statement”

Confirm the process is causing problems.

At this stage the team should have access to some existing data that shows an
ongoing problem. They will refine the data during data collection, but they must confirm
that there are indications of an issue.

Confirm the problem is high priority and will have a high impact.

Having established the existence of a process issue, the team must create a Problem
Statement. The Problem Statement includes:

Severity: How big is the problem? This can consist of the percentage of the time there
are errors, the number of late orders per month, etc. Be specific to put data into
perspective. Specific data may not be available right away, so the team can fill in the
blanks later during the Measure Phase.

Business Impact: What is the pain felt by the business or why should anyone care
about the solving this issue? Will solving the problem result in greater revenue or cost
savings?

Specific Area: What department or what units are involved?

Confirm resources are available.

Are there people close to the issue who can spend time working on the issue? Is there
someone in a leadership position who would like to see the issue resolved? It is critical
to have some form of team leader (also known as a Black Belt or Green Belt), as well
as someone in a leadership position, who is called a Sponsor or Project Champion,
involved with the project. Team members can come from different areas but should all
have some connection to the project area.

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Define the goal by developing a “Goal Statement”
The Goal Statement should be a direct reflection of the Problem Statement. For
example, if orders are 10% late, then the goal might be to cut that down to 5% late.
This statement defines measurable, time-bound terms of exactly when the team and
project will be considered successful.

Define process by developing maps of the process

The team begins with the a bird’s eye view of the process, also known as a high-level
process map. The classic tool here is called a SIPOC which stands for Suppliers,
Inputs, Process, Outputs and Customers. This initial one-page document is used
throughout the life of the project.

Once the high-level map is completed, the team can choose a key area of the process to
conduct a deep dive into more process detail. This is called Detailed Mapping. This can be
done in lanes representing departments, or it can be done as a simple flow-chart.

Define your customer and their requirements

The focus of each project is the customer of the process. The customer is defined as
the individuals or groups who receive the goods or services of the process. Customers
can be external to the organization or an internal component of the organization.

During the Define phase, the team must contact customers to better understand their
requirements of the process, or the “Voice of the Customer.” After interviewing or
surveying customers, the team must translate that information into measurable
requirements that will give the team insight on how to improve the process or solve the
problem.
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Measure
Map Out the Current Process
How does the process currently perform? Measurement is critical throughout the life of
the project and as the team focuses on data collection initially they have two focuses:
determining the start point or baseline of the process and looking for clues to
understand the root cause of the process. Since data collection takes time and effort it’s
good to consider both at the start of the project.

Determine how the process currently performs

First, your team must establish the current state, or the “baseline” of the process before
making any changes. The baseline becomes the standard against which any
improvement is measured. This is a key step as the data collected will be used
throughout the life of your project.

Look for what might be causing problem

To do this, your team collects data and reviews it to try to uncover the reasons, or the
“root cause” for Waste in the process or defects as a result of the process.X

Create a plan to collect the data

Once the team has determined how to find both baseline and root cause data, they
must consider where to get the data, how much to get and who will do the collecting. A
well-thought out data collection plan is critical as the data that is gathered must be
accurate and reliable.

Ensure your data is reliable

By defining, testing and refining their measurements throughout the life of the project, the
team will be able to make good decisions on sound information. This ensures future
corrective action is based on facts and data, rather than assumptions and opinions.

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Update your project charter
Once the team has conducted their initial data collection they will have more details
around process performance, potential causes and potential goals. This data is
incorporated into the Charter to more accurately describe the issue.
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Analyze
Identify the Cause of the Problem
What does your data tell you? This phase is often intertwined with the Measure Phase.
As data is collected, the team may consist of different people who will collect different
sets of data or additional data. As the team reviews the data collected during the
Measure Phase, they may decide to adjust the data collection plan to include additional
information. This continues as the team analyzes both the data and the process in an
effort to narrow down and verify the root causes of waste and defects.X

Closely examine the process

After creating, verifying and examining detailed process maps created in the Measure
Phase, the team will be able to list concerns or pain points within the process. This
allows the team to take advantage of the collective wisdom of process participants.
Then, the team can determine the value of each step by performing analyzing the
process by performing “Process Analysis” which consists of:X

“Time Analysis“: focuses on the actual time work is being done in the process in versus
the time spent waiting. What teams discover is that whereas people are 99% busy,
“things” are 99% idle.

“ Value Added Analysis“: adds another dimension of discovery by looking at the process
through the eyes of the customer to uncover the cost of doing business. X

“ Value Stream Mapping”: combines process data with a map of the value-adding steps
to help determine where Waste can be removed. X

Visually inspect the data

After data collection, the team will be able to display the data using charts and graphs
for visual indications for problems in the process. The transformation of numbers into
visuals allows the team to easily communicate their findings to leadership and other
process participants.

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Brainstorm potential cause(s) of the problem
Teams are able to develop theories around possible causes of the problem by
brainstorming together. By using a tool called a “Cause & Effect Diagram“, the teams
are able to perform structured brainstorming that can help them narrow down to the
vital few causes of lost time, defects and waste in the process.

Verify the cause(s) of the problem

Before moving on to the next phase (Improve), the team must confirm the proposed
root cause is creating the problem by verifying their data through process analysis,
data analysis, process observation and comparative analysis.X

Update your Project Charter

After the team has further investigated the data, they will have additional detail around
process performance and the potential for improvement. The team can update their
Charter with the additional information so they have a more accurate reflection of the
project status.
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Improve
Implement and Verify the Solution(s)
How will you fix the problem? Once the project teams are satisfied with their data and
determined that additional analysis will not add to their understanding of the problem,
it’s time to move on to solution development. The team is most likely collecting
improvement ideas throughout the project, but a structured improvement effort can
lead to innovative and elegant solutions.

Brainstorm solutions that might fix the problem

The teams efforts at this stage are to produce as many ideas as possible based on the
idea that from Quantity, comes Quality. Creative idea generation consists of a host of
techniques intended to lead the team to out-of-the-box solutions.

Select the practical solutions

In many cases, a project team can employ a list of improvements to their processes,
but when they are forced to chose between conflicting options, there are tools like the
“Weighted Criteria Matrix”, which helps your team make the best decision.

Develop maps of processes based on different solutions

With solutions in mind to reduce rework loops, waste and wait times, the team can
draw an improved map of the process, also known as “To-Be Maps.” These new maps
are helpful in guiding the team’s efforts toward the new process, and can be used as a
reference for new employees as they are trained on the new process.

Select the best solution(s)

In order to ensure the right decision is made, the team may employ mini testing cycles
known as “PDCA” or Plan Do Check Act, which can help refine the ideas while
collecting valuable stakeholder feedback. These cycles are a great way to find out if
small improvements are viable in a fast and low impact way.

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Implement the solution(s)
Accomplishing successful implementation requires careful planning. The team must
consider logistics, training, documentation and communication plans. The more time the
team spends on planning , the faster they reach total adaptation to the improvements by
their process participants.

Measure improvement
Once the team is able to show that the solution has resulted in measurable
improvement, then the team can move on to the Control Phase.X
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Control
Maintain the Solution(s)
How do you sustain the newly achieved improvement? This phase is a mini version of
process management. The team has been building a form of infrastructure throughout
the life of the project, and during the Control Phase they begin to document exactly how
they want to pass that structure on to the employees who work within the process.

Continuously improve the process using Lean

principles
The four principles of Value, Flow, Pull and Perfection should remain a constant focus
for every organization. As Continuous Improvement teams hand over the results of each
project, they must make efforts to relay this focus to the employees using the newly
improved process. The process can always be improved.

Value: Determine what steps are required (are of “Value”) to the customer

Flow: Remove Waste in the system to optimize the process to achieve a smoother pace

Pull: Ensure the process responds to customer demand (“Pull” = want)

Perfection: Continuously pursue “Perfection” within the process.

Ensure the process is being managed and monitored properly

In order to maintain this focus, the team must narrow down the vital few measurements
they want to maintain for ongoing monitoring of the process performance. This
monitoring is accompanied by a response plan indicating the levels at which the
process should operate and what to do in the case that the process should exceed
those levels. This may lead to continued process refinement.
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Expand the improved process throughout organization
At this point, the team must update their documentation: process maps, document
checklists, cheat sheets, etc. The better their final documentation, the easier it will be for
process participants to adopt the new way of doing things.

Apply new knowledge to other processes in your organization

One of the ways to increase the power and “bang for the buck” of Lean Six Sigma
efforts is to apply the gains from one project into other areas within the organization.
This transfer of improvement ideas can come from large and small efforts but quickly
multiplies the impact for each business.

Share and celebrate your success

The sharing of project success leads to greater momentum of change within the
organization. Even if the project cannot be transferred to other areas, there may be
parts of it that could be adapted and shared. The marketing and publicizing of each
success increases the speed with with future gains can be realized. Lean Six Sigma
success drives more success.
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About Go Lean Six Sigma

Go Lean Six Sigma is dedicated to helping small- and medium-sized businesses

(SMBs) increase revenue, reduce costs and improve collaboration in today's
increasingly competitive economy.X

For more information, please contact us at [email protected]

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