DMAIC Process

This article explains DMAIC Process in a practical way. After reading

you will understand the basics of this powerful Six Sigma and problem
solving tool.

What is the DMAIC Process?

The DMAIC Process is a problem solving tool that can be used to improve,
optimize and stabilize business processes. This cyclical problem solving
model seeks to improve the processes within an organization. DMAIC is
an acronym that stands for: Define, Measure, Analyse, Improve and
Control. The base of this problem solving tool is founded by Shingeo
Shingo during the development of Poka Yoke.

Five basic steps

The DMAIC Process consists of five steps that match the cycle process
perfectly.
Define

The problem is defined in this first step.Furthermore, it is important to

recognize and define the following elements:
  who are the customers?
 what are the critical stages in the process?
 what is the objective and what are the related business
processes?

Measure

The purpose of this step is to establish the most important aspects of the
current process and to collect relevant data. The following aspects are
important in this:

 analyse the output and the input

 define the measurement plan
 test the measurement system

Analyse

Subsequently, the data that was collected in the previous step is

analysed. The purpose of this step is to identify the root cause
relationships. The deeper causes of defects and errors are investigated.
Basic tools are used to:

 identify the gap between current and required performance

 identify the input and the output
 list and prioritize potential opportunities to improve

Improve

The current process is improved by using techniques and creative

solutions. Brainstorming sessions can be a useful tool. Other, obvious
solutions are:

 innovative ideas
  focus on the simplest and easiest solutions
 create a detailed implementation plan
 implementation of improvements
 identify errors and causes using an Ishikawa diagram

Control

This step does not only focus on control but on monitoring as well.
Control ensures that any deviations can be corrected in the future.
Monitoring leads to sustainable improvements and guarantees long-term
success. Permanent monitoring is therefore required.

Linking with business processes

To supplement the standard DMAIC Process, it is recommended to
implement this step-by-step plan in other business processes as well. By
sharing experiences and new knowledge with other departments, changes
can be effected more easily within the entire organization. It is important
that employees have a good understanding of the usefulness of the
procedure of the DMAIC process, that they discuss it with each other and
that they are willing to share their experiences.

DMAIC versus Six Sigma

Initially, the DMAIC process was linked to Six Sigma. Six Sigma was
developed by Motorola and General Electrics to improve the quality of
process outputs. This is done by identifying and removing the causes of
errors. The DMAIC Process is not exclusive to Six Sigma and can
therefore be used to improve processes in other organizations.

Comparison with PDCA cycle (Deming)

The DMAIC Process is actually an application of Deming’s PDCA cycle.
The DMAIC Process takes a project based approach, whereas the PDCA
cycle has a wider application. This means it is can also be applied to one
project. The DMAIC process analyses the root cause of the problem
whereas the PDCA cycle focuses on the entire operation and it unearths
other causes as well.

Benefits of DMAIC
The DMAIC Process is based on framework thinking within for example a
product group, customer group or service. The strengths of this problem
solving approach lie in the addressing and optimizing of the root causes
in a process. For a creative change in which an organization changes
course completely, however, the model is less applicable. When going
through the steps of the DMAIC Process, there may not be any overlaps.
The best results are achieved with a plan-led team approach.

DMAIC Process example

Let us look at a car garage with 50 locations who specialise in car tyres
as an example. So far, in each branch, they have plenty of stock in
various types of summer and winter tyres. This enables them to quickly
help the customer, delivering customer satisfaction and good word-of-
mouth advertising. It now appears that the costs of the car company
where very high last year. Management then decides to speak with all 50
branches in order to find out why.

Define

The costs have risen sharply due to employee costs, renting space for 50
branches and inventory.

Measure
The costs are compared to that of last year and it turns out the costs are
20% higher, without creating more revenue.

Analyse

Together with all 50 branches, the biggest cost item is examined. Several
different factors are then identified. On average, it appears that inventory
costs were 15% higher than in the previous year, among other things due
to insufficient variety whereby ‘older’ models are left longer in the
warehouse.

Improve

Together with the 50 branches, management looks at methods for

improvement. For example, they propose to work from a central
warehouse, supplying the branches 3x per week. Another option is to
only have conventional tyres in stock while keeping specific tyre types in
the central warehouse. The first solution is chosen unanimously.

Control

After a test period an evaluation takes place with all branches and
management. It turns out that employees have to cancel a sale more
often or only help customers after a few days. After evaluation, they
examine the other solution they had at their disposal and decide to stock
conventional tyres and have the rest delivered from the central
warehouse. This solution will of course also undergo an evaluation period
and full cost overview

It’s Your Turn

What do you think? Is the DMAIC Process applicable in today’s modern
economy and companies? What is your experience? What tips can you
share to help others being successful in applying the DMAIC process?

Share your experience and knowledge in the comments box below.

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More information

1. de Mast, J., & Lokkerbol, J. (2012). An analysis of the Six Sigma

DMAIC method from the perspective of problem solving.
International Journal of Production Economics, 139(2), 604-614.
2. Pyzdek, T., & Keller, P. A. (2003). The six sigma handbook.
McGraw-Hill.
3. General Electric. (2006). Six Sigma. Available
at: http://www.ge.com/sixsigma/. Accessed March 7, 2006.

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