Using the AchieveIt DMAIC Template

Introduction:
At AchieveIt, we focus on driving execution for companies of all sizes and industries. Since the problem of
execution is widespread, our clients use numerous methodologies to plan, manage and assist with process
and plan implementation. Our custom DMAIC template will help ensure your six sigma projects are designed
with best practices in mind and align directly with the AchieveIt platform. By combining your DMAIC process
with this template and the AchieveIt platform, better execution is right around the corner.

How to Use the Template:

Whether you are using DMAIC principles to improve manufacturing processes, operational effectiveness or
another corporate initiative, this template will ensure the proper information, steps and accountable parties
are established. As shown in the template, separate sections are available for each of the stopgates of
DMAIC: Define, Measure, Analyze, Improve and Control. This how-to will ensure you include the most critical
steps and information when completing your DMAIC template and enable success when using the AchieveIt
platform to track, monitor and report your progress both through the DMAIC process and and the lifecycle of
the continuous improvement initiative

Define:
Define the Opportunity: In this section, include the key information regarding the opportunity for continuous
improvement.
Key Deliverables: Problem statement or goal; financial and customer benefits analysis; construction of team
and project charter.
Sucess Factors to Consider: Does management agree the ROI is high and goal is achievable? Is the goal highly
focused? Are clear expectations, including timing, risks and accountable parties, properly created?

Measure
Observe Issues & Collect Data: In this section, you must identify how you will measure success and validate
these measurements.
Key Deliverables: Process flowchart; validation of measurement system; performance baseline of the process
capability.
Sucess Factors to Consider: Is the baseline data accurate? Is the study Gage R&R approved (repeatable and
reproduceable)? Are applicable subject matter experts assigned to and supporting the teams?

Analyze
Generate Ideas and Establish Solutions: When setting goals for Analyze, it is important to consider the
previous goals from Define and Measure in hopes that the problem can be discoverd. Analyze is a key
collaborative step in achieving success where ideas and solutions are established.
Key Deliverables: Major problem causes are understood; data supports the major problem analysis; steps are
established to begin hypothesis testing.
Sucess Factors to Consider: Are the problems strongly proven with data or is it still speculation?

Improve
Implement Solutions: Improve is the key timeframe to implement remediation plans and strive towards
improvement.
Key Deliverables: Test/Pilot potential solutions; update SOPs and process maps; create rollout plan;
implement final solution.
Sucess Factors to Consider: Is the solution indisputable or are there other potential solutions? Are the proper
steps, team members and dates assigned to ensure execution of the remediation plan?
Implement Solutions: Improve is the key timeframe to implement remediation plans and strive towards
improvement.
Key Deliverables: Test/Pilot potential solutions; update SOPs and process maps; create rollout plan;
implement final solution.
Sucess Factors to Consider: Is the solution indisputable or are there other potential solutions? Are the proper
steps, team members and dates assigned to ensure execution of the remediation plan?

Control
Validate Results & Monitor: Lastly, you must establish steps to ensure the Implementation is both successful
and sustainable.
Key Deliverables: Appropriate controls to ensure long-term success; permanent design changes or a control
plan in place; Establishment of on-going tracking and reporting with firm due dates and status updates.
Sucess Factors to Consider: Is a strong audit system in place to verify the control plan over time? Do you have
a system to monitor status updates, metrics and changes?

For more information about DMAIC, check out our blog post.
DMAIC Six Sigma Template
Project Name: Cardiac Excellence Initiative

Problem Statement: We've falled behind the Centers for Medicare and Medicaid Services (CMS) standards for quality. One oppo
documenting administered cardiac medications for cardiac patients.
(Summarize)

Business Unit: Cardiac Excellence

Executive Sponsor: Dr. Bill Newburry, head of strategic initiatives

Business Case Impact: This initiative will substantially improve our quality rating with CMS, as well as positively impacting long-term
(direct and indirect cost) over the next 4 years.
Team Members

Phase Order Level

1 Phase
1.1 Step
1.2 Step
1.3 Step

D
1.4 Step
1.5 Step
1.6 Step
1.7 Step
1.8 Step
1.9 Step
1.10 Step
1.11 Step

2 Phase
2.1 Step
2.2 Step
2.3 Step

M
2.4 Step
2.5 Step
2.6 Step
2.7 Step
2.8 Step
2.9 Step
M 2.10 Step
2.11 Step
2.12 Step

3 Phase
3.1 Step

A
3.2 Step
3.3 Step
3.4 Step
3.5 Step
3.6 Step
3.7 Step
3.8 Step

4 Phase
4.1 Step
4.2 Step
4.3 Step

I
4.4 Step
4.5 Step
4.6 Step
4.7 Step
4.8 Step
4.9 Step
4.10 Step
4.11 Step
4.12 Step

5 Phase
5.1 Step
5.2 Step
5.3 Step

C
5.4 Step
5.5 Step
5.6 Step
5.7 Step
5.8 Step
5.9 Step
5.10 Step
5.11 Step
ellence Initiative

've falled behind the Centers for Medicare and Medicaid Services (CMS) standards for quality. One opportunity for improvement is in cardiac outcomes. The first phase will be i
umenting administered cardiac medications for cardiac patients.

diac Excellence

Bill Newburry, head of strategic initiatives Responsible Party: Dr. Tanya Harding, head of Cardia
business unit
initiative will substantially improve our quality rating with CMS, as well as positively impacting long-term rehospitalization rates and patient outcomes. We also expect a $300,0
the next 4 years.

Title Status Start Date Due Date

Define On Track
Project charter created and approved Achieved
Project team selected At Risk
Project plan created Achieved
Problem statement On Track
Project goal statement On Track
Operational definition of key terms Not Started
"As-is" high-level SIPOC created Off Track
Cost of poor quality and other financial impact On Track
Operational/strategic impact On Track
Define phase approved On Track
Updated project information appropriately communicated On Track

Measure On Track
Measurable definition of Ys in Y = f(X) Achieved
Process map(s) -- current state (as is) Off Track
Photos or schematics of product or key process steps At Risk
Data collection plan for Measure phase On Track
Measurement system analysis (MSA) On Track
Baseline performance of Ys Not Started
Process capability Off Track
Pareto chart(s) On Track
Cause-effect diagram(s) On Track
Failure mode and effects analysis (FMEA) On Track
Measure phase completed and approved On Track
Updated project information appropriately communicated On Track

Analyze Achieved
Affinity on VOC or determine theories to test Off Track
Data collection plan for analyze phase At Risk
Test theories On Track
Analyze data to prove/deny theories On Track
Summary, listing proven theories and disproved theories Not Started
List of (proven Xs) root causes i.e. Y= f (X1, X2,…Xn) Off Track
Analyze phase completed and approved On Track
Updated project information appropriately communicated On Track

Improve On Track
List of alternative remedies (solutions) for each root cause On Track
Pugh or criteria selection matrix to evaluate alternatives On Track
Design of experiments (DOE) plan and results Achieved
Pilot plan Off Track
Pilot results At Risk
List of remedies (solutions) selected On Track
Revised process map (and photos if applicable) On Track
Updated FMEA Not Started
Implementation plan Off Track
Statistical analysis of results -- before vs. after On Track
Improvement phase completed and approved On Track
Updated project information appropriately communicated On Track

Control On Track
Control plan On Track
List and examples of procedures Achieved
Communication and training plans Off Track
Control charts showing results On Track
Graphical and statistical analysis to prove improvement On Track
Results (metrics and COPQ) of actual vs. target vs. baseline On Track
Results signed off by champion and Finance On Track
Updated project plan (timeline/Gantt chart) On Track
Lessons learned Achieved
Control phase completed and approved Off Track
Updated project information appropriately communicated On Track
comes. The first phase will be in better

Tanya Harding, head of Cardiac Excellence

iness unit
omes. We also expect a $300,000 cost savings

Assigned To
DMAIC Six Sigma Template
Project Name:

Problem Statement:

(Summarize)

Business Unit:

Executive Sponsor:

Business Case Impact:

Team Members

Phase Order Level

1 Phase
1.1 Step
1.2 Step
1.3 Step

D
1.4 Step
1.5 Step
1.6 Step
1.7 Step
1.8 Step
1.9 Step
1.10 Step
1.11 Step

2 Phase
2.1 Step
2.2 Step
2.3 Step

M
2.4 Step
2.5 Step
2.6 Step
2.7 Step
2.8 Step
2.9 Step
M 2.10 Step
2.11 Step
2.12 Step

3 Phase
3.1 Step

A
3.2 Step
3.3 Step
3.4 Step
3.5 Step
3.6 Step
3.7 Step
3.8 Step

4 Phase
4.1 Step
4.2 Step
4.3 Step

I
4.4 Step
4.5 Step
4.6 Step
4.7 Step
4.8 Step
4.9 Step
4.10 Step
4.11 Step
4.12 Step

5 Phase
5.1 Step
5.2 Step
5.3 Step

C
5.4 Step
5.5 Step
5.6 Step
5.7 Step
5.8 Step
5.9 Step
5.10 Step
5.11 Step
 Responsible Party:

Title Status Start Date Due Date

Define On Track

Measure On Track
Analyze Achieved

Improve On Track

Control On Track
Assigned To