DMAIC Framework

DMAIC (pronounced də-MAY-ick) is a data-driven technique used to improve processes. It is a key tool of the Six Sigma methodology, but it can be implemented as a standalone improvement method or as part of other process initiatives like Lean. The technique is simple, yet powerful. It brings structure to the improvement process and helps teams explore potential solutions, decide a course of action, and implement process controls in short order.

The Major Steps in DMAIC

Almost all implementations of Six Sigma employ DMAIC for project management and completion of process improvement projects. However, DMAIC is not necessarily formally tied to Six Sigma, and can be used regardless of an organization’s use of Six Sigma. It is a general and very useful approach to management of change and improvement. DMAIC is a generalization of Walter Shewhart’s Plan-Do-Check-Act cycle, which provides a roadmap to help people understand how to integrate the various tools into an overall approach to quality improvement.

The DMAIC steps are illustrated graphically in the Figure below . Notice that there are “tollgates” between each of the major steps in DMAIC. At a tollgate, a project team presents its work to managers and “owners” of the process. In a Six Sigma organization, the tollgate participants also would include the project Champion, MBBs, and other BBs not working directly on the project. Tollgates are where the project is reviewed to ensure that it is on track. They provide a continuing opportunity to evaluate whether the team can successfully complete the project on schedule. Tollgates also present an opportunity to provide guidance regarding the use of specific technical tools and other information about the problem. Organization problems and other barriers to success, as well as strategies for dealing with them, are often identified during tollgate reviews. Tollgates are critical to the overall problem-solving process. It is important that these reviews be conducted very soon after the team completes each step.

source: Douglas C. Montgomery and William H. Woodall

The DMAIC structure encourages creative thinking about the problem and its solution within the definition of the originalproduct, process, or service. When the process is operating so poorly that it is necessary to abandon the original process and start over, or if it is determined that a new product or service is required, then the improved step of DMAIC actually becomes a process design or re-design step. In a Six Sigma organization, that means that a design for Six Sigma (DFSS) effort is required.

DMAIC Implementation Approaches

There are two approaches to implementing DMAIC:

• The first is the team approach in which individuals who are skilled in the tools and method, such as quality or process improvement specialists, lead a team. The team members work on the project part-time while still taking care of their everyday duties. The specialist team leader might be assigned to several projects simultaneously, which are usually long-term projects that take several months to complete.
• The second tactic involves the kaizen method, an intense progression through the DMAIC process typically completed within a week. Prep work is completed by the quality or process improvement specialist, and is centred on the Define and Measure phases. The rest of the phases are completed by a team of individuals who have been pulled from their regular duties for the duration of the kaizen approach.

In most cases, the changes are piloted during the event, and full-scale implementation is completed after the event. It is crucial that the impact of these changes – whether they’re desired or not – is closely monitored. The advantage of this approach is the ability to make rapid changes. (The case study Kellogg’s kaizen spells success in a product relaunch is a great example of this tactic in action.)

The real strength of the DMAIC steps is the Control step. Too often, teams manage to improve the process and get the results, but then struggle to implement the improved process smoothly. There’s pressure to move on, time isn’t spent on ensuring a smooth transition and the buy-in for full implementation just isn’t quite there. The result is that sustaining the improvement realised in the Improve step becomes difficult.

The purpose of the Control step is to ensure a successful implementation of the team’s recommendation so that long-term success will be attained. The new and improved process must be captured on a flow chart and these new methods will become the new standard operating procedures. Results will continue to be tracked so that any ‘drift’ back to previous results can be monitored and addressed in a proactive manner. The Control step is about the transfer of responsibilities and establishing plans for long-term process control.

It’s important to realise that DMAIC isn’t an implementation method for best practices; it’s a method to discover best practices. Lastly, DMAIC is a data-driven, customer-focused, structured problem-solving framework that builds on learning from previous phases to arrive at permanent solutions for difficult problems. Define will tell your team what to measure. Measure will tell your team what to analyse. Analyse will tell your team what to improve. And improve will tell them what to control.

Tools Used for DMAIC

Many continuous improvement tools and techniques can be helpful during a DMAIC project. Value stream maps, A3s, fishbone diagrams, and Catchball can all be of great use. Continuous improvement software is also a must for DMAIC. It helps structure the effort, improve communications, collect related documents, calculate results, and preserve the record of the project.

DMAIC is an effective way to improve improvement. If you want projects to flow smoothly, find lasting solutions to difficult problems, and obtain measurable results, DMAIC is an excellent approach.