dmaic problem solving template

The Easy Guide to Solving Problems with Six Sigma DMAIC Method

The most commonly used methodology in Six Sigma is the DMAIC process. Many use it to solve problems and identify and fix errors in business and manufacturing processes.

In this post, we will look at how to use the DMAIC process to solve problems. You will also find useful and editable templates that you can use right away when implementing DMAIC problem-solving in your organization.

• What are 5 the Steps of Six Sigma

DMAIC Process and Problem-Solving

Common mistakes to avoid when using six sigma dmaic methodology, how to use the dmaic methodology for problem solving in project management, what are the 5 steps of six sigma.

DMAIC is one of the core methodologies used within the Six Sigma framework. It is a data-driven method used to systematically improve the process. The approach aims to increase the quality of a product or service by focusing on optimizing the process that produces the output. This way DMAIC seeks to provide permanent solutions when it comes to process improvement.

It provides a structured problem-solving framework to identify, analyze, and improve existing processes. DMAIC guides practitioners through a series of steps to identify the root causes of process issues, implement solutions, and sustain the improvements over time.

Following we have listed down the 5 phases of the DMAIC process along with the steps you need to take when using it to solve problems. Different tools for each phase is provided with editable templates.

Step 1: Define the Problem

So there’s a problem that affects your customer or your company processes. In this first step of the DMAIC problem solving method , you need to focus on what the problem is and how it has affected you as a company.

There are a few steps you need to follow in this phase.

• Create a problem statement which should include a definition of the problem in quantifiable terms and the severity of the problem.

•  Make sure necessary resources such as a team leader and competent team members, and funds etc. are available at hand.

•  Develop a goal statement based on your problem statement. It should be a measurable and time-bound target to achieve.

•  Create a SIPOC diagram which will provide the team with a high-level overview of the process (along with its inputs, outputs, suppliers, and customers) that is being analyzed. You can also use a value stream map to do the same job.

•  Try to understand the process in more in-depth detail by creating a process map that outlines all process steps. Involve the process owners when identifying the process steps and developing the map. You can add swimlanes to represent different departments and actors responsible.

Step 2: Measure the Problem

In this step, you should measure the extent of the problem. To do so you need to examine the process in its current state to see how it performs. The detailed process map you created in the ‘Define’ phase can help you with this.

The baseline measurements you will need to look into in this phase, are process duration, the number of defects, costs and other relevant metrics.

These baseline measurements will be used as the standards against which the team will measure their success in the ‘Improve’ phase.

Step 3: Analyze the Problem

The analyze phase of the DMAIC process is about identifying the root cause that is causing the problem.

•  Referring to the process maps and value stream maps you have created, further, analyze the process to identify the problem areas.

•  Visualize the data you have collected (both in the ‘Measure’ phase and the analyze phase) to identify signs of problems in the processes.

•  Use Pareto charts, histograms, run charts etc. to represent numerical data. Study them with team leaders and process owners to identify patterns.

•  With the results of your process analysis and your data analysis, start brainstorming the root causes of the problem. Use a cause and effect diagram/ fishbone diagram to capture the knowledge of the process participants during the session.

 •  Using a 5 whys diagram, narrow down your findings to the last few causes of the problem in your process.

Step 4: Improve (Solve the Problem)

In this phase, the focus is on mitigating the root cause identified and brainstorming and implementing solutions. The team will also collect data to measure their improvement against the data collected during the ‘Measure’ phase.

•  You may generate several effective solutions to the root cause, but implementing them all would not be practical. Therefore, you will have to select the most practical solutions.

To do this you can use an impact effort matrix . It will help you determine which solution has the best impact and the least effort/ cost.

 • Based on different solutions, you should develop new maps that will reflect the status of the process once the solution has been applied. This map is known as the to-be map or the future-state map. It will provide guidance for the team as they implement changes.

•  Explore the different solutions using the PDCA cycle and select the best one to implement.  The cycle allows you to systematically study the possible solutions, evaluate the results and select the ones that have a higher chance of success.

Step 5: Control (Sustain the Improvements)

In the final phase of the DMAIC method , the focus falls on maintaining the improvements you have gained by implementing the solutions. Here you should continue to measure the success and create a plan to monitor the improvements (a Monitoring plan).

You should also create a Response plan which includes steps to take if there’s a drop in the process performance. With new process maps and other documentation, you should then proceed to document the improved processes.

Hand these documents along with the Monitoring plan and the response plan to the process owners for their reference.

Insufficiently defining the problem can lead to a lack of clarity regarding the problem statement, objectives, and scope. Take the time to clearly define the problem, understand the desired outcomes, and align stakeholders' expectations.

Failing to engage key stakeholders throughout the DMAIC process can result in limited buy-in and resistance to change. Ensure that stakeholders are involved from the beginning, seeking their input, addressing concerns, and keeping them informed about progress and outcomes.

Collecting insufficient or inaccurate data can lead to flawed analysis and incorrect conclusions. Take the time to gather relevant data using appropriate measurement systems, ensure data accuracy and reliability, and apply appropriate statistical analysis techniques to derive meaningful insights.

Getting caught up in analysis paralysis without taking action is a common pitfall. While analysis is crucial, it’s equally important to translate insights into concrete improvement actions. Strive for a balance between analysis and implementation to drive real change.

Failing to test potential solutions before implementation can lead to unintended consequences. Utilize methods such as pilot studies, simulation, or small-scale experiments to validate and refine proposed solutions before full-scale implementation.

Successful process improvement is not just about making initial changes ; it’s about sustaining those improvements over the long term. Develop robust control plans, standard operating procedures, and monitoring mechanisms to ensure the gains achieved are maintained and deviations are identified and corrected.

Applying DMAIC in a one-size-fits-all manner without considering the organization’s unique culture, context, and capabilities can hinder success. Tailor the approach to fit the specific needs, capabilities, and culture of the organization to enhance acceptance and implementation.

In the project management context, the Define phase involves clearly defining the project objectives, scope, deliverables, and success criteria. It entails identifying project stakeholders, understanding their expectations, and establishing a project charter or a similar document that outlines the project’s purpose and key parameters.

The Measure phase focuses on collecting data and metrics to assess the project’s progress, performance, and adherence to schedule and budget. Key project metrics such as schedule variance, cost variance, and resource utilization are tracked and analyzed. This phase provides insights into the project’s current state and helps identify areas that require improvement.

The Analyze phase involves analyzing the project data and identifying root causes of any performance gaps or issues. It aims to understand why certain project aspects are not meeting expectations. Techniques such as root cause analysis, Pareto charts, or fishbone diagrams can be used to identify factors impacting project performance.

In the Improve phase, potential solutions and actions are developed and implemented to address the identified issues. This may involve making adjustments to the project plan, reallocating resources, refining processes, or implementing corrective measures. The goal is to optimize project performance and achieve desired outcomes.

The Control phase focuses on monitoring and controlling project activities to sustain the improvements made. It involves implementing project control mechanisms, establishing performance metrics, and conducting regular reviews to ensure that the project remains on track. Control measures help prevent deviations from the plan and enable timely corrective actions.

What are Your Thoughts on DMAIC Problem Solving Method?

Here we have covered the 5 phases of  Six Sigma DMAIC and the tools that you can use in each stage. You can use them to identify problem areas in your organizational processes, generate practical solutions and implement them effectively.

Have you used DMAIC process to improve processes and solve problems in your organization? Share your experience with the tool with us in the comment section below.

Also, check our post on Process Improvement Methodologies to learn about more Six Sigma and Lean tools to streamline your processes.

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FAQs about Six Sigma and DMAIC Approaches

What is six sigma, what is the difference between dmaic and dmadv.

DMAIC and DMADV are two methodologies used in Six Sigma. DMAIC is employed to enhance existing processes by addressing issues and improving efficiency, while DMADV is utilized for creating new processes or products that meet specific customer needs by following a structured design and verification process.

• Used for improving existing processes
• Define, Measure, Analyze, Improve, Control
• Identifies problem areas and implements solutions
• Focuses on reducing process variation and enhancing efficiency
• Used for developing new products, services, or processes
• Define, Measure, Analyze, Design, Verify
• Emphasizes meeting customer requirements and creating innovative solutions
• Involves detailed design and verification through testing

When to Use the DMAIC Methodology?

Problem identification : When a process is not meeting desired outcomes or experiencing defects, DMAIC can be used to identify and address the root causes of the problem.

Process optimization : DMAIC provides a systematic approach to analyze and make improvements to processes by reducing waste, improving cycle time, or enhancing overall efficiency.

Continuous improvement : DMAIC is often used as part of ongoing quality management efforts. It helps organizations maintain a culture of continuous improvement by systematically identifying and addressing process issues, reducing variation, and striving for better performance.

Data-driven decision making : DMAIC relies on data collection, measurement, and analysis. It is suitable when there is sufficient data available to evaluate process performance and identify areas for improvement.

Quality control and defect reduction : DMAIC is particularly useful when the primary objective is to reduce defects, minimize errors, and enhance product or service quality. By analyzing the root causes of defects, improvements can be made to prevent their occurrence.

More Related Articles

Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.

Guide: DMAIC

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

The DMAIC methodology is a popular problem-solving framework that is used to drive process improvements and achieve measurable results. Businesses can improve efficiency, quality, and customer satisfaction by using a structured and data-driven approach to identify, analyze, and address issues.

The DMAIC Steps

Step 1: define.

In step one of the DMAIC process, you are focused on defining, which involves defining all of the elements of the improvement process and is one of the most important stages as it lays the foundation for stages that follow and ensures the project goes on the right track.

By the end of the define stage, the project should have the following defined:

• Define the problem
• Defined goal
• Defined the process
• Identify the customers and their needs ( VOC )
• Identify Stakeholders
• Define the project timeline

DMAIC Project Report Template- Page 1

Step 2: Measure

After successfully defining the problem you are looking to resolve or the process you want to improve, it is time to work on the measurement phase, which involves collecting data on the problem to verify what the problem is.

Within this you will work with a cross-functional team to initially create a data collection plan which will plan out what data is needed to verify the problem and also help with the analysis stage that comes next.

The data collection plan plans out what data will be collected, where it is collected from when it will be collected, the frequency, who will record it and the method. To get an in-depth understanding, take a look at the Data Collection Guide.

Once you have this data collected, you should be able to get a baseline measurement understanding of the process, which would be referred to as the current state. 

Another way the measure phase can be conducted is by creating a process map to define the process “as-is,” or the current state of how the process is being completed.

Detailed sub process map

By mapping out the process, you can analyse the current state and later create the future state process map that will look to improve the process and remove waste from the process in relation the 8 Process Wastes

Value add analysis example

Step 3: Analyze

Following the collection of the data needed to understand the problem, the next step is to conduct analysis, which in Lean Six Sigma is a huge topic as there are many ways analysis can be done depending on the problem and the type of data that you have.

In the analysis phase, some of the methods that can be used include Fishbone Diagram, 5 Whys and FMEA for non-numerical data. However, for numerical data, the list of tools includes the following:

• Hypothesis Testing
• Correlation Analysis
• Regression Analysis
• Pareto Chart
• Scatter Plot
• Time Series Plot

We could not cover all of these methods within this guide. However, if you are looking to use one or more of these methods, consult our guides section to learn more about them and how to conduct the analysis.

This analysis is done to verify the root causes of problems, understand what is causing them, and direct the improvement team to know what action needs to be taken to address them. 

DMAIC-Template-Example-Page-2

Step 4: Improve

After the analysis has been completed, and the root cause of the problem has been identified, the project team should conduct a brainstorming session to gather various potential solutions to the problem. 

Once the brainstorming has been done and the solutions have been identified, the team should then create a plan for implementation. This will likely be in the form of an action plan that sets out what the actions are when they need to be done, and who will do them.

The plan will likely involve pilot testing the improvements by conducting small tests or trials and analyzing the results before full implementation. It is also common practice to conduct a cost-benefit analysis to evaluate if it is feasible to take full advantage of the potential solutions.

Step 5: Control

Once the improvements are in place, they need to be controlled and sustained to ensure that they are long-term solutions and not short-term ones, following the improvement and then reverting back to pre-improvement levels. 

This is usually done using tools such as control charts that collect data at regular intervals to measure process performance, supported by updating documentation and standard operating procedures that confirm and formalize any changes to the process. It could also include updating any training to individuals involved with the process and regular audits of the process.

DMAIC-Template-Example-Page-3

DMAIC Template

If you are looking to use the DMAIC methodology you might find it useful to use the DMAIC project report template to structure and communicate your project to the business. Feel free to download it from the template section.

The DMAIC methodology is a proven, structured approach for process improvement that stands for Define, Measure, Analyze, Improve, and Control. As a backbone of Lean Six Sigma, it offers a comprehensive roadmap for problem-solving and optimizing business processes.

Starting with the ‘Define’ phase, the methodology emphasizes laying a strong foundation by setting objectives and assembling a team. The ‘Measure’ phase focuses on collecting relevant data to understand the current state. Then comes ‘Analyze,’ where the focus shifts to identifying root causes through a variety of analytical tools. ‘Improve’ involves brainstorming solutions and pilot testing, while the ‘Control’ phase ensures that improvements are sustainable over the long term. Altogether, DMAIC offers a complete, data-driven strategy for achieving measurable improvements in efficiency, quality, and customer satisfaction.

• Berardinelli, C.F., 2012. TO DMAIC or not to DMAIC? .  Quality Progress ,  45 (11), p.72.
• De Mast, J. and Lokkerbol, J., 2012. An analysis of the Six Sigma DMAIC method from the perspective of problem solving.  International Journal of Production Economics ,  139 (2), pp.604-614.

A: DMAIC stands for Define, Measure, Analyze, Improve, and Control. It is a structured problem-solving methodology used in Six Sigma to improve processes and reduce defects.

A: The purpose of DMAIC is to identify and address problems or inefficiencies in a process, leading to measurable and sustainable improvements. It provides a framework for problem-solving and continuous improvement.

A: The steps in DMAIC are as follows:

• Define: Clearly define the problem and project goals.
• Measure: Gather data and measure the current state of the process.
• Analyze: Analyze the data to identify the root causes of the problem.
• Improve: Develop and implement solutions to address the identified causes.
• Control: Establish control mechanisms to sustain the improvements made and prevent future issues.

A: No, DMAIC is a versatile problem-solving methodology that can be applied to various industries and processes, including manufacturing, service, healthcare, software development, and more. It is applicable wherever there is a need for process improvement and reducing defects.

Daniel Croft

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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Define, measure, analyze, improve, and control with our DMAIC template

Identify your problems, then bid them farewell with roadmapping templates from FigJam’s expansive, all-angles toolkit.

DMAIC template

Fill out this interactive six sigma template to smooth out every existing processand set strong structures.

Produce problem-free projects

Tackle issues efficiently and effectively with a customizable DMAIC lean six sigma tool.

Structure your solutions: Simplify complex conundrums with strictly-defined guidelines.

Streamline your comms: Improve team- and organization-wide communication to guarantee alignment.

Stay on topic: Resolve the right issue the right way by defining and measuring the problem at hand.

With DMAIC, you’ll be A-OK

No problem is too mighty for you and your squad to solve. Start with a tried-and-true DMAIC process example from FigJam, then tailor it to your needs with branded content and time-saving widgets including Lil Notes, Alignment Scale, and Timeline.

Say ta-ta to your troubles

Overcome your obstacles and power up your entire processwith our free DMAIC tools. Become a problem-solving pro with more templates from our Community.

Problem statement

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What does DMAIC stand for?

DMAIC (which is pronounced “duh-may-ic”) is an acronym that stands for:

Define – Identify and explain the problem you’re trying to solve.

Measure – Quantify the issue as best you can.

Analyze – Dig deeper into the cause of the problem.

Improve – Work to solve the root cause of the issue.

Control – Continue monitoring to ensure your adjustments are sufficient.

What is a DMAIC template?

A DMAIC example template takes the five directives of the acronym (define, measure, analyze, improve, and control) and turns them into a fill-in-the-blanks graphic. By following DMAIC examples, you can work toward solving inefficiencies in a system—even if you’re not 100% sure what the problem is.

As a problem-solving method geared toward quality control, the six sigma DMAIC approach can be used when you have an existing process that you want to streamline. DMAIC encourages you to work methodically through a process rather than jump into fix-it mode right away.

To see DMAIC project examples up close, download the template from FigJam and start locating and eliminating those pesky problems.

How is the lean six sigma process defined?

We can define the lean six sigma process by breaking its title into two parts.

The “lean” part refers to reducing waste—in other words, eliminating potential problems by streamlining a system as much as possible.

The “six sigma” part brings statistics and bell curves into the mix. In statistics, the Greek letter sigma refers to one standard deviation from the mean. If you have six sigmas, the chance of something deviating from the mean (here, causing an issue) becomes infinitesimally small.

Put it all together, and you have a process that helps you reduce errors and increase efficiency.

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Free DMAIC template for rapid process improvement

DMAIC — a structured, five-step approach to process improvement — is integral to the Six Sigma initiative. It’s a popular and robust methodology for identifying areas of improvement and determining appropriate actions to remedy them.

Creating a brand new document every time the DMAIC model is used? Not ideal That’s where templates come in.

A DMAIC template lets product and project managers skip the document setup phase and dive into process improvement initiatives . It also ensures consistency across multiple departments and Sigma DMAIC studies.

This article will share the monday.com DMAIC template and explain how to use it to kickstart DMAIC initiatives. We’ll even showcase some helpful examples for inspiration.

Get the template

What is a DMAIC template?

DMAIC ( D efine. M easure. A nalyze. I mprove. C ontrol) is a business process improvement methodology that collects extensive data, analyzes it to find an opportunity for improvement, and suggests appropriate business changes. As a data-driven quality management framework, users of DMAIC need a formalized document for capturing this information (aka, the DMAIC template).

Download Excel template

A DMAIC template includes headers for each of the five high-level phases involved in the quality improvement procedure, with space to include information specific to the DMAIC study under each header.

Example: Here’s what a PowerPoint template for DMAIC might look like.

Why use a DMAIC template?

The main benefit of using a DMAIC template is efficiency. Rather than spending 20-30 minutes creating a document to capture the DMAIC data, simply save a copy of the template — keeping the original intact for future use — and get straight into identifying areas for improvement.

The main reason to use DMAIC is to identify opportunities to increase efficiency . Therefore, it makes sense to take the most efficient route to get there!

A few other benefits to using a DMAIC template include:

• Consistency : Use the same template across all departments, team members, and DMAIC studies. Data will be easier to understand and interpret across the board.
• Improved results : Use learnings from each DMAIC study to change the template and apply these learnings to subsequent studies.
• Professionalism : DMAIC templates are designed to look sharp and professional.

What are common use cases for the DMAIC template?

Let’s explore how different industries can use a DMAIC template to boost product quality and productivity.

Manufacturing

Repetitive and cyclical jobs (like manufacturing lines) are ideal candidates for DMAIC as they provide ample opportunity to capture data to analyze and improve upon.

Here’s how a company could use the monday.com DMAIC template to improve its manufacturing process:

• Define : Identify the specific products and workflows to monitor and the goal — for example, green widget, packaging workflow, increased throughput.
• Measure : Define the metrics. Monitor for a reasonable period to capture statistically meaningful data. For example: number of products packaged correctly. Monitor production for five days.
• Analyze : Identify and address outliers and look for trends. For example: production output drops between 3 PM and 5 PM.
• Improve : Put countermeasures in place. Monitor the process to ensure the desired improvement. For example: machine shut off from 2:30 to 3 PM to cool down and replace component A.
• Control : Implement measures to maintain. For example: install an output monitoring device to notify operators when production drops due to machine overheating.

By following the lead of this example, it’s easy to optimize any process within a manufacturing plant. It’s also easy to use a similar approach when developing software, apps, or other digital products.

All industries: improving company culture

DMAIC templates can also be used outside of the production realm. For example, it can be a helpful framework for improving company culture:

• Define : Live up to the company’s value statements.
• Measure : Determine the leadership behaviors that will influence cultural change — such as demonstrating the values in practice, communicating goals to employees, and conducting team meetings to identify paths to achieving the company vision.
• Analyze : Understand the gaps between the current and desired cultures. For example, leaders may not be observably demonstrating the defined values. Then, define the actions that will close these gaps — leadership focus on values, for example.
• Improve : Implement these measures. Provide training and coaching to leaders. Consider removing reluctant or incapable leaders. Conduct employee surveys and one-on-one interviews to understand the impact of new initiatives.
• Control : Establish a regular cadence for monitoring employee sentiment. Implement an employee of the month initiative based on company values.

Don’t be afraid to use the DMAIC template to improve various workflows and processes within the business.

monday.com’s DMAIC template

While most DMAIC templates are designed on word editors and presentation platforms like PowerPoint, we’ve decided to take ours further. The monday.com template includes everything you need to run a DMAIC study. It’s built on the monday.com Work OS , opening up a world of helpful process improvement and workflow management tools. Let’s look at a few.

1. Time tracking column

Use the Time Tracking Column in the monday.com work management board to measure the amount of time spent on each activity if your DMAIC study intends to identify areas of slow performance.

2. Custom reporting dashboards

Once the DMAIC review has been completed, and appropriate controls have been implemented, set up a custom dashboard in the monday.com Work OS with the relevant reports — stacked charts, performance by employee, and Pareto charts. Check at a glance that the controls put in place are doing what they’ve been designed for.

3. Multiple workflow views

Managing work on monday.com means teams can view upcoming tasks in whichever way they work most efficiently. For example, do you have one employee who likes Kanban and another who prefers data to be displayed in a table? Not a problem.

With monday.com, each employee can use their preferred view while simultaneously working on the same board!

DMAIC template tips & tricks

Unsure about the best way to use our DMAIC template? Here are a few helpful tips and tricks.

Choosing an appropriate goal

When defining project goals, choose tasks that make a meaningful and noticeable difference but aren’t too challenging to address. That’s the sweet spot where you’ll get the most return on investment.

Observe before acting

Use the DMAIC framework to improve the company’s process of designing content briefs for its freelance writers. Rather than simply setting this as a goal, spend some time observing first. A more appropriate definition would be to improve the keyword research aspect of that process.

The “mere measurement effect.”

Be careful of a scientific phenomenon known as the “mere measurement effect” — simply observing and measuring an action can influence how the action is performed and, thereby, the data you capture.

Solve this potential effect by spending extra time during the measurement phase — several days, for example — and ignoring the data captured in the first few observations.

FAQs about DMAIC templates

What is the dmaic procedure.

DMAIC is a five-step procedure (5 phases) for business process improvement :

• Define : Determine the problem you are looking to solve. What is the ideal outcome?
• Measure : Capture relevant data regarding the process and the problem.
• Analyze : Review data, identify cause-effect relationships between inputs and outputs, and determine potential solutions.
• Improve : Implement suggested solutions.
• Control : Establish standards to maintain going forward to ensure improvements are sustained.

How to write a DMAIC problem statement?

A problem statement in the lean Six Sigma/DMAIC technique should include the following information:

• A brief description of the problem
• The metric used to monitor and describe the problem
• Where the problem is occurring (the name of the process)
• The timeframe over which the problem has been identified
• The magnitude of the problem

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DMAIC: A Guide to Lean Six Sigma Process Improvement

Lean Six Sigma DMAIC process offers a structured approach to problem-solving, leading to process optimisation and continuous improvement.

What is DMAIC, and Why is it important?

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DMAIC, an acronym denoting Define, Measure, Analyse, Improve, and Control, is a structured data-driven problem-solving framework within Lean Six Sigma that enhances business processes. The DMAIC process begins by defining the problem and project goals and measuring key metrics to establish a baseline. Then, a detailed analysis is performed, where the root causes of inefficiencies are identified, leading to targeted improvements to reduce process variability and enhance overall process stability.

The DMAIC project management helps organisations achieve process optimisation, cost reduction, quality improvement, and enhanced customer satisfaction. Product and project managers use a DMAIC template for process efficiency. DMAIC templates can enhance the visual representation of DMAIC data and help create DMAIC reports easily. A copy of the DMAIC template can be used for every project, keeping the original DMAIC template available for future use.

Main objectives of the DMAIC approach include the following:

• Reaching meaningful improvement opportunities and defining success criteria effectively.
• Utilising data to comprehend the problem's scope accurately.
• Analysing root causes of business issues and directing improvement efforts accordingly.
• Exploring solutions through brainstorming and employing the affinity diagram for selection.
• Using Lean Six Sigma DMAIC tools to enhance the efficiency and effectiveness of the organisation's current processes.
• Sustaining improvements from the 'Improve' phase beyond project completion.

How to use DMAIC to solve problems? The 5 steps of the DMAIC process—Define, Measure, Analyse, Improve, and Control—can efficiently address challenges and drive process enhancement for sustained improvements. Understanding each DMAIC phase and DMAIC tools by phase is essential for successful implementation of DMAIC projects.

Define phase in DMAIC

The define stage within the DMAIC process of Six Sigma marks the initial step in identifying and understanding the issues that a business is facing, setting a crucial foundation for subsequent problem-solving efforts. The define phase in DMAIC emphasises the importance of a shared understanding of the problem and project goals among team members, which helps with successful project execution. By collaboratively defining the scope and objectives, the team ensures alignment and commitment to the project's goals. Best practices, such as brainstorming the problem statement and conducting Gemba walks before drafting the project charter, facilitate successfully completing the define phase within the DMAIC framework.

DMAIC Define Phase Tools Include:

• Stakeholder Analysis Matrix : Identifies and categorises stakeholders, understanding their interests and influence levels for effective engagement.
• Hoshin Kanri X Matrix : Utilised in the DMAIC process to ensure alignment of strategic goals, Key Performance Indicators, action plans, and responsible individuals and fosters interconnectedness among them. Hoshin Kanri X Matrix is a helpful feature within the DataPoint Balanced Scorecard software that aligns long-term needs with strategic initiatives, and identifies where you need to improve.
• Project Charter : Officially launches the project, outlining objectives, scope, resources, and timelines, empowering the Six Sigma professional to lead effectively.
• SIPOC Diagram : Maps out the Suppliers, Inputs, Processes, Outputs, and Customers of a process, providing a high-level view of the process flow and helping to identify areas for improvement.
• Gantt Chart : Visual project management tool that illustrates the timeline of a project, detailing tasks, milestones, and dependencies, providing a clear overview of project progress.
• DMAIC Checklists : DMAIC process checklists ensure that all necessary steps and considerations are addressed during the measure phase of DMAIC, helping maintain consistency and thoroughness in data collection and analysis.
• Multi-Generational Planning (MGP) : Breaks down projects into manageable stages, aiding in clearer project management and task prioritisation. It also facilitates progress tracking and scope management within the define phase of the DMAIC method.

Measure Phase in DMAIC

The measure phase is the second stage in the Lean Six Sigma DMAIC process (Define, Measure, Analyse, Improve, Control). It helps gather relevant data by assessing how operations are currently performed based on a set frequency to identify improvement areas and evaluate the overall performance of various shop floor operations. Hence, the Measure phase quantifies the current state of the process through data collection and analysis, establishing a baseline performance metric.Key tasks in the measure phase of DMAIC framework include:

• Determining suitable metrics for measuring the process.
• Developing a data collection plan.
• Comparing the Actual performance with Target performance based on strategic plans.
• Gathering relevant information through surveys, interviews, and observation.

By comprehensively understanding the process's current performance, Six Sigma professionals can pinpoint the root causes of inefficiencies. The Measure phase provides the necessary insights and groundwork for effective process improvement initiatives within the DMAIC framework.

DMAIC Measure Phase Tools include:

• Control Charts : Tracks process variation over time, aiding in stability monitoring and anomaly detection, which are crucial for maintaining quality standards.
• Process Maps : Helps Visualise process flow, clarifying step sequences and interactions between inputs, outputs, and activities, enhancing process understanding.
• Quad Chart : By dividing the chart into four quadrants, teams can effectively summarise and analyse data on factors such as process performance, customer requirements, potential causes of defects, and project goals. The digital Quad Chart is a supporting feature within the DataPoint Balanced Scorecard software, facilitating comprehensive data visualisation for efficient performance evaluation.
• Measurement System Analysis (MSA) : Evaluates measurement system reliability, ensuring accurate data collection for analysis by focusing on factors like accuracy and precision.
• Process Capability Analysis : Assess the process's ability to meet specifications, analyse variation against tolerance limits, and improve quality and efficiency.

Analyse Phase in DMAIC

The analysis phase of DMAIC in Lean Six Sigma is crucial for understanding collected data to pinpoint the root causes of issues. It involves examining data to inform decisions on prioritising improvements and adjusting project charters if needed. By analysing data, practitioners gain insights into process states and interplaying factors, ensuring focus on urgent problems. The analyse phase of DMAIC prevents the team from premature conclusions and ensures improvement efforts are based on a thorough investigation and analysis. Outcomes expected from this phase include:

• Identification of critical Root Causes
• Action plans for improvement
• Revised Project Charter
• Identifying process variation and calculating variance percentage
• Prioritisation of process failure points
• Review of supplier-generated waste and defects
• Correlations between inputs and process variation

DMAIC Analyse Phase Tools include:

• Pareto Charts : Graphs showing key problem factors, helping prioritise improvements based on the 80/20 principle.
• Fishbone Diagram : Visual tool that helps identify potential causes of a problem by organising them into categories, aiding root cause analysis and action planning. Digital Fishbone diagrams are integrated into DataPoint Balanced Scorecard Software which aids in problem solving and root cause analysis.
• Failure Modes and Effects Analysis (FMEA) : Systematically helps identify and prioritise potential failures, enhancing proactive risk management.
• Scatter Diagrams : Display variable relationships, aiding data analysis and decision-making.
• 5 Why Analysis : Repeatedly asks "Why" to uncover root causes, enabling effective problem-solving.

Improve Phase in DMAIC

The improve phase of the DMAIC methodology within Lean Six Sigma focuses on implementing solutions to enhance product or service quality. This phase involves making minor, incremental adjustments to processes, training methods, communication strategies, or technology to achieve improvements. Key tasks in improve phase of Lean Six Sigma DMAIC include:

• Documenting process standards
• Planning for pilot DMAIC projects to measure successes and failures
• Reducing risks in DMAIC projects

Improve phase in DMAIC is important because it can drive significant improvements in product or service quality by leveraging data collected in the measure and analyse phases. Sustained improvement requires thorough planning, clear understanding, and effective implementation of solutions. Strategies for driving lasting enhancements include:

• Focusing on long-term process improvements
• Adopting digital technologies
• Refining training methods

DMAIC Improve Phase Tools include:

• Design of Experiments (DOE) : Systematically plans and analyses experiments to optimise processes, aiding data-driven decisions during improvement stages within DMAIC.
• Brainstorming : Fosters collaboration and innovation in generating diverse solutions to address process issues throughout DMAIC's enhancement process.
• Kaizen : Drives incremental improvements involving all employees, fostering sustainable enhancements in the continual improvement phase of DMAIC.
• Poka-yoke : Prevents errors, ensuring reliability and consistency of process outputs during the improvement process in DMAIC approach.

Control Phase in DMAIC

The control phase, the final stage in DMAIC within Six Sigma, ensures the sustainability of improvements. Its goal is to establish mechanisms for lasting process enhancement. This phase involves:

• Creating a structured control plan and aligning it with FMEA (Failure Modes and Effects Analysis)
• Implementing process monitoring tools, which facilitate communication and transition to the process owner and relevant stakeholders.
• Formalising control measures helps maintain optimised processes.

The control phase in DMAIC serves as a checkpoint to assess the effectiveness of implemented solutions and promptly address any persisting issues. Tracking progress and performance metrics using visual management boards like SQDCP allows for ongoing refinement and adjustment to ensure continuous improvement. The control phase of DMAIC ensures that the improvements made during the previous stages are maintained and sustained for long-term success, preventing backsliding.

DMAIC Control Phase Tools include:

• Control Plans : Documents ensuring process stability and sustaining DMAIC improvements, detailing steps, measures,metrics, and team responsibilities.
• SQDCP Boards : Serve as visual management tools used in the measure phase of DMAIC, focusing on Safety, Quality, Delivery, Cost, and People metrics to track and communicate performance indicators effectively.
• Statistical Process Control (SPC) : Monitors and controls process variation in real-time during the control phase of DMAIC. SPC analyses data, enabling swift corrective actions using statistical techniques like control charts.
• 5S Audits : Assessments ensuring workplace organisation and efficiency are conducted in the control phase to uphold improvements from prior DMAIC stages. They evaluate based on Sort, Set in Order, Shine, Standardise, and Sustain principles, fostering continuous improvement and productivity.

The DMAIC Lean Six Sigma process offers a structured approach for measuring and driving process improvement. It enables organisations to systematically Define, Measure, Analyse, Improve, and Control processes, leading to improved performance, reduced waste, and enhanced quality control. DMAIC cycle is a data-driven decision-making approach that empowers teams to identify root causes of issues, implement targeted solutions, and sustain improvements over time. The DMAIC method results in increased customer satisfaction, higher productivity, and better financial performance, making the DMAIC tool essential for organisations striving for operational excellence and competitive advantage.

DMAIC should be employed when improving existing processes, particularly in cases where the problem is complex or associated risks are high. DMAIC diagrams offer a systematic approach to problem-solving, making it ideal for managing complex issues and ensuring sustainable improvements. By following the Define, Measure, Analyse, Improve, and Control phases, organisations can effectively address challenges, optimise processes, and achieve desired outcomes while mitigating risks and maximising efficiency.

Utilising a Balanced Scorecard (BSC) for DMAIC projects is crucial for measuring success comprehensively. The Balanced Scorecard software integrates all DMAIC phases and aligns DMAIC projects with the organisational vision, mission, and goals. This ensures balance across Financial, Customer, Internal processes, and Learning & Growth (FCIL) perspectives.

• The Key Performance Indicators (KPIs) in the Balanced Scorecard framework track and report project results.
• The Balanced Scorecard's Strategy Maps and Interactive Dashboards aid in strategic planning, process visualisation, and measurement of performance metrics associated with DMAIC projects.

How does the Balanced Scorecard work for your DMAIC projects?

Successful DMAIC projects have reduced process variation and enhanced KPI performance across all four Balanced Scorecard perspectives : Financial, Customer, Internal processes, and Learning & growth. If the KPIs set against DMAIC objectives in the Balanced Scorecard indicate low performance, then it's time to improve some of your internal processes associated with that KPI. Implementing necessary action plans to improve the particular internal processes that are falling behind will enhance the other three perspectives within your scorecard, leading to overall business success. Balanced Scorecard offers comprehensive insights into the Key Performance Indicators (KPIs) that are performing well and fall behind, helping you make data-driven decisions for your business. It also helps in easier analysis of root causes that resulted in performance losses and what actions you should take to overcome this in a single interactive visual platform that offers dashboards, performance indicators, trend comparison graphs and charts for a comprehensive analysis of your business needs. Implementing Balanced Scorecard Software for your business can take your strategic implementation to the next level, letting you prioritise your action plans promptly to achieve your goals and align your operational processes with your strategic goals.

DMAIC, PDCA, 8D, and A3 are problem-solving methodologies with unique approaches and applications. PDCA (Plan-Do-Check-Act) is a cyclic method focused on continuous improvement, suitable for well-defined and simple problems due to its simplicity and speed. A3 problem solving is a structured approach that uses a single sheet of paper to outline problems, analyse them, and find solutions. It is ideal for straightforward issues. In contrast, DMAIC (Define, Measure, Analyse, Improve, Control) and 8D (Eight Disciplines) are more rigorous and comprehensive, best suited for vague and complex problems, offering detailed steps and tools for thorough problem analysis and resolution. In other words, PDCA or A3 methodologies are suitable for well-defined and simpler issues, while DMAIC or 8D are better suited for complex problems requiring in-depth analysis and solution implementation.

The DMAIC model finds application across various industries and sectors, including manufacturing , automotive , healthcare , energy , electronics , banking , FMCG & Retail , government and many more. Six Sigma practitioners leverage the DMAIC process for improvement projects to enhance efficiency and quality. The 6 Sigma DMAIC method has proven effective in manufacturing for process improvement, healthcare for addressing care delivery issues, and business for instigating company-wide behavioural changes. Whether streamlining production processes, optimising healthcare delivery, or driving organisational transformations, DMAIC is a versatile and valuable framework for achieving desired outcomes and sustaining improvements.

• Improved Organisational Efficiency :The DMAIC method identifies and eliminates inefficiencies, streamlining processes and enhancing productivity through systematic data analysis and targeted improvements. This ultimately reduces operational costs and contributes to overall operational efficiency.
• Enhanced Quality Control : The DMAIC framework contributes to quality improvement by employing tools like Statistical Process Control (SPC) to promptly monitor and address process defects, ensuring consistent process efficiency and customer satisfaction.
• Data-Driven Decision-Making : The DMAIC methodology relies on data analysis for informed decision-making, enabling organisations to identify improvement opportunities and maximise effectiveness.
• Continuous Improvement Culture : DMAIC tool fosters innovation and excellence by engaging cross-functional teams in problem-solving, promoting organisational agility and long-term success.
• Customer Satisfaction : The DMAIC process aligns processes with customer needs, enhancing satisfaction, loyalty, and competitiveness through consistent quality and customer-centric improvements.
• Cost Reduction : The DMAIC diagram identifies and eliminates wasteful activities, reducing operational expenses and improving profitability.
• Strategic Alignment of Goals : The DMAIC framework links improvement initiatives to strategic objectives, focusing efforts on areas with the greatest impact on performance and competitiveness.
• Risk Mitigation : The DMAIC initiatives proactively identify and mitigate risks, enhancing resilience and stability against costly errors and disruptions.

• The project goals and the deliverables associated with each goal.
• Assessment of the current performance by comparing it to established benchmarks and quantifiable metrics.
• A thorough analysis of collected data that pinpoints the root causes of the identified problem.
• Potential steps implemented to enhance the process, systems, or design to address identified issues.
• Control measures to monitor and maintain the effectiveness of the improved process or system over time

Six Sigma DMAIC project management stands out as a systematic approach to process improvement and quality enhancement regardless of organisational background, processes and practices.

Selecting the right projects for DMAIC implementation is crucial, ensuring alignment with organisational goals and the potential to impact organisational performance significantly. Understanding the deliverables of a Lean DMAIC project and its distinct phases—Define, Measure, Analyse, Improve, and Control—provides a roadmap for the successful execution of a DMAIC project.

While the duration of a DMAIC project varies depending on complexity, scope, and resources, it typically involves a defined timeline to achieve measurable improvements.

A well-defined DMAIC project plan and templates for DMAIC project management streamline the process and facilitate efficient progress tracking.

With a comprehensive awareness of DMAIC principles and strategies, organisations can guide projects effectively, using DMAIC diagrams and tools to uphold quality standards and achieve positive results throughout the DMAIC project lifecycle.

In a manufacturing organisation , the lack of performance data availability for analysis, inadequate strategic project planning, and inefficient coordination across departments resulted in production line inefficiency. The company's project managers decided to implement the DMAIC methodology to overcome these challenges.

As the DMAIC cycle proceeded through various DMAIC phases, the following findings, key activities and outcomes were observed:

• Define phase : Identified the issues affecting production line efficiency, such as frequent downtime or bottlenecks, and marked the associated KPIs in the Balanced Scorecard framework. The Hoshin Kanri X Matrix feature within the Balanced Scorecard helped identify correlations between performance indicators, goals, operational processes, and responsible individuals.
• Measure phase : Measured the performance metrics associated with the production rates and quality management using Quad Charts or Balanced Scorecard's internal processes perspective to compare the actual performance with target plans.
• Analyse phase : Analysed KPI data to pinpoint root causes of inefficiencies, such as equipment malfunctions and analysed overall process variance based on data-driven insights gained using the Balanced Scorecard Software.
• Improve phase : Implemented solutions like predictive maintenance using CMMS software (Computerised Maintenance Management System) to prevent equipment breakdowns and redesigned the workflow to minimise bottlenecks.
• Control phase : The team monitored the real-time progress of KPIs for various processes using the digital SQDCP visual management board software to ensure sustained efficiency gains and promptly address any emerging issues.

Hence, the DMAIC implementation and adequate DMAIC training to support employees helped overcome the challenges associated with production line inefficiencies, significantly improving productivity, quality, and overall shop floor performance within the manufacturing organisation.

• Undefined project goals and scope lead to ambiguity and scope creep; establish specific, measurable objectives aligned with organisational priorities from the beginning of the DMAIC six Sigma process.
• Inadequate data collection undermines analysis effectiveness; implement robust data collection strategies and tools like Balanced Scorecard software for accurate insights.
• Neglecting stakeholder involvement hampers buy-in and sustainability; foster open communication, engage stakeholders, and seek their input and support.
• Rushing analysis compromises effective solutions; conduct comprehensive root cause analyses using tools like fishbone diagrams and Pareto charts.
• Improvements without monitoring and control risk regression; establish clear control plans and performance metrics using a Balanced Scorecard and conduct regular reviews for sustained success.

DMAIC training is crucial in project management, leadership, statistical analysis, and understanding complex business processes. The Six Sigma DMAIC methodology offers various levels of certification, catering to different roles and expertise levels. These include Yellow Belt, Green Belt, and Black Belt certifications. A Yellow Belt certification provides an entry-level understanding of DMAIC and Lean Six Sigma, while a DMAIC Green Belt certification offers intermediate-level proficiency in applying DMAIC to projects. Advanced practitioners seek DMAIC Black Belt certification , which signifies mastery of DMAIC and leadership skills in managing complex projects and teams. When seeking DMAIC training, choosing reputable providers offering comprehensive curricula, flexible scheduling, and reasonable costs is essential. Evaluation of prerequisites, course duration, format, and assessment methods ensure suitability and effectiveness in mastering the DMAIC model and Lean Six Sigma principles.

The DMAIC methodology, while closely associated with Six Sigma, can indeed be applied outside of this specific framework, finding utility in various industries and contexts. Here are some instances where DMAIC is utilised beyond Six Sigma:

• Process Improvement Initiatives : DMAIC is employed in any organisation seeking to enhance processes and achieve operational excellence.
• Quality Management : Industries such as healthcare, manufacturing, and service sectors utilise DMAIC to improve quality standards.
• Product Development : DMAIC aids in streamlining product development processes and ensuring customer satisfaction.
• Supply Chain Optimisation : DMAIC helps identify inefficiencies and improve supply chain processes for enhanced performance.
• Risk Management : DMAIC is applied to identify and mitigate risks associated with various business processes.
• Environmental Sustainability : DMAIC can be utilised to analyse and improve processes related to environmental sustainability initiatives.
• Information Technology (IT) Management : DMAIC optimises IT processes and systems for improved efficiency and effectiveness.

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DMAIC Analysis Template

Use the DMAIC process (or Six Sigma Map) to solve problems using a structured approach. The letters in the acronym represent the five phases that make up the process.

About the DMAIC template

From software development to manufacturing, the DMAIC Template helps project teams improve their processes. While it’s part of the Six Sigma initiative (a method for improving the manufacturing process), it’s now widely adopted as a quality improvement procedure.

Using this five-step framework, you can identify and address inefficiencies in processes across your entire business. As a result, you’ll improve the quality of your deliverables and help your business get better results. 

What is a DMAIC analysis? 

DMAIC is an acronym for Define, Measure, Analyze, Improve, and Control. Performing a DMAIC analysis allows businesses to do the following:

Improve existing processes

Identify new processes

Perform structured change management

A DMAIC analysis is a data-driven quality strategy. It strongly emphasizes measurement and analysis, helping companies identify process improvement initiatives based on real data. This makes sure that any changes have the most positive impact on the business. 

The 5 factors of DMAIC 

To better understand the DMAIC process, let’s outline the five main steps in more detail. To perform a successful DMAIC analysis, you must follow the process steps in this order. 

1. Define: Start by defining your team’s project, problems, and goals. Be as specific as possible. The more specific you are, the easier it’ll be to solve each concrete problem and complete the project. You can use the SMART goals template to make sure your project goals are specific, and take a look at this Problem Framing Template to identify your challenges. You should also outline your project scope in a project charter to clearly display all the key project information. 

2. Measure: During the Measure phase, you need to figure out how to measure the solution. What key metrics can you track? How will you know whether you have succeeded? You need these in place to track progress and measure success. 

3. Analyze: With your measurements in place, it’s time to analyze the data. This will help you identify the root cause of your problem. Start by listing and prioritizing potential causes of the problem. Then, prioritize root causes (or key process inputs) and identify how they affect outputs. You can use process maps to analyze your existing processes better. 

4. Improve: By the time you reach this step, you’ll probably already have a possible solution to your process. Now, it’s time to visualize how it’ll pan out. Review the solutions and anticipate how each of them will perform. If you find potential consequences, you might have to go back to the Measure or Analyze steps. If things look good, take the necessary steps to improve your process . 

5. Control: After the Improve stage, you need to Control the process. Monitor the improvements and adjust as needed to ensure continued and sustainable success.

Although DMAIC may be sequential, it’s not always linear. For example, if you get to the Improve stage and realize that your solutions aren’t viable, you’ll have to backtrack to a previous stage. 

This is where using a template can be helpful. You can easily track the process and visualize everything in one location. If you need to go back or make changes to the process, it’s easy to do.

Why use a DMAIC Template? 

A DMAIC analysis is complex. There are a lot of moving parts to analyze and different solutions to contend with. 

A DMAIC Template makes the process easier to manage. Here’s how: 

Easily identify opportunities. The clear structure and format of a DMAIC Template make it easier to spot areas of improvement and opportunities for the future. 

Standardize the process. Create consistency across the business by using the same template. This makes it easier for everyone in the business to perform a DMAIC analysis and fully understand the process. 

Display information professionally. If you need to share your findings with key stakeholders or clients, using a professional and visually-appealing template gives them a good impression. It also helps them understand the analysis and visualize your plan of action.

Increase efficiency. Instead of creating a document from scratch, a ready-made template allows you to get straight into identifying areas for improvement. You’ll spend less time figuring out how to design the analysis and more time doing it. 

Create a DMAIC analysis with Miro 

Miro’s digital workspace is the perfect location for collaborative teams to plan and share new ideas. Using our DMAIC template, you can easily share your analysis and identify the best process improvements with your team. 

Here’s how it works:

Step 1: Select this template. Get started by selecting this DMAIC template. It’s free to use, and you can easily customize it to your team’s specific needs. Drag and drop items , add new text , or upload your own files and visuals. 

Step 2: Add the relevant information. Populate the template with all the information you have from your DMAIC analysis. You can add charts , images, and any other relevant information. 

Step 3: Share the template with your team. Get your team involved in the process and share the template . They can access the template from anywhere and add visual notes with questions or feedback. 

Step 4: Collaborate and make changes. If your team has any feedback, dedicate some time to discussing their thoughts. When you’re all on the same page, make any necessary changes to the analysis. 

Step 5: Create a plan of action. With your DMAIC analysis in place, it’s time to create an action plan for the future. This will outline how you plan to make improvements to your processes. 

Connect teams, optimize business processes, and scale your organization with Miro's process mapping tool .

Who should use DMAIC?

A Project Manager usually uses DMAIC to improve project processes. Ultimately, anyone that wants to improve their business processes can use it.

Get started with this template right now.

Project - Timeline & Key Infos

Works best for:.

Agile, Project Management

The Project - Timeline & Key Infos template provides a visual framework for planning and tracking project timelines, milestones, and key information. It enables teams to align on project objectives, allocate resources, and monitor progress effectively. With customizable timelines and informative dashboards, this template empowers project managers and stakeholders to stay organized and informed throughout the project lifecycle, ensuring successful delivery within scope, time, and budget constraints.

Gap Analysis Template

Marketing, Strategic Planning, Business Management

Consider your team’s or organization’s ideal state. Now compare it to your current real-world situation. Want to identify the gaps or obstacles that stand between your present and future? Then you’re ready to run a gap analysis. This easy-to-customize template will let your team align on what obstacles are preventing you from hitting your goals sooner, collaborate on a plan to achieve those goals, and push your organization toward growth and development. You can focus on specific gap analyses — including for skills, candidates, software, processes, vendors, data, and more.

UML Diagram Template

Diagrams, Software Development

Originally used as a modeling language in software engineering, UML has become a popular approach to application structures and documenting software. UML stands for Unified Modeling Language, and you can use it to model business processes and workflows. Like flowcharts, UML diagrams can provide your organization with a standardized method of mapping out step-by-step processes. They allow your team to easily view the relationships between systems and tasks. UML diagrams are an effective tool that can help you bring new employees up to speed, create documentation, organize your workplace and team, and streamline your projects.

Data Flow Diagram Template

Flowcharts, Software Development, Diagrams

Any process can get pretty complex, especially when it has multiple components. Get a better grasp of your process through a data flow diagram (DFD). DFDs create a simple visual representation of all components in the flow of data and requirements in an entire system. They’re most often used by growth teams, data analysts, and product teams, and they’re created with one of three levels of complexity—0, 1, or 2. This template will help you easily build the best DFD for your process.

UML Component Diagram Template

Mapping, Diagrams, Software Development

Use our Component Diagram template to show how a system’s physical components are organized and wired together. Visualize implementation details, make sure planned development matches system needs, and more — all in a collaborative environment.

Miro Basics: Guide for New Participants

The Miro Basics: Guide for New Participants template offers a comprehensive overview of essential Miro functionalities and best practices for new users. It provides step-by-step instructions, tips, and examples to help participants navigate the Miro platform confidently and effectively. This template empowers new users to leverage Miro's collaborative features and unleash their creativity in visual collaboration. By promoting proficiency and engagement, the Miro Basics: Guide for New Participants enhances collaboration and productivity across teams.

DMAIC: The Complete Guide to Lean Six Sigma in 5 Key Steps

One of the core techniques behind any process improvement, particularly in Six Sigma, is DMAIC.

This handy approach, pronounced duh-may-ik, is the key to employing Six Sigma and beginning your journey to being a process hero. We’re going to cover each step in the process and detail how to effectively enact every section.

This guide will lead you through from start to finish and get you ready to start employing lean Six Sigma within your business!

What is DMAIC?

DMAIC stands for:

DMAIC is a data driven improvement cycle designed to be applied to business processes to find flaws or inefficiencies – particularly resulting in output defects – and to combat them. The goal of employing DMAIC is to improve, optimize, or stabilize existing processes.

The development of the DMAIC methodology is credited to Motorola , but is largely a further expansion of systems developed by Toyota. You can read more about how Toyota has employed their process improvement techniques in our article  How Toyota Saved Children’s Lives with Process Implementation .

What we’re going to do is look at each stage of the process and consider what needs to be explored and what kinds of tools and methodologies you might use throughout.

Before you dive in, consider reading this DMAIC Case Study to give yourself an overview of the process from start to finish with handy graphs. This case study should help you be able to visualize each step we undertake throughout the article within a broader context.

When do we use DMAIC?

Though we’re not formally recognizing that step within this article, it would be remiss to not appreciate the importance of this addition.

DMAIC cannot be used in all situations. It pertains to specific opportunities for process improvement.

So what are these specific conditions?

There are three main things worth considering when assessing a situation for whether DMAIC would fit:

• There is an obvious problem of some form with an existing process or set of processes.
• The potential is there to reduce variables like lead times or defects while improving variables like cost savings or productivity.
• The situation is quantifiable; the process itself involves measurable data and the results can be appropriately understood through quantifiable means.

Once you’ve recognized whether or not your process is a good fit for DMAIC, you can get started!

Define: Map the project and understand your aims

The Define stage is essentially the planning part of the exercise.

It consists of 7 key sections:

Define Customers and Requirements

How you carry out this stage depends on who your customers are. There are two subsections of customers, either internal customers or external customers .

Internal customers are levels of management within your organization or other departments who are reliant on the output of the particular process you are attempting to improve.

External customers would be the end users of your product or services. These would normally be your business clients but could also be the company’s shareholders.

We tend to divide the expectations of these customers into two related categories: needs and requirements. Needs refer to the end goals of a product: someone buys an air-conditioning unit because they want to keep a room cold. Requirements refer to features or aspects of a product: an air-conditioning unit needs to have a thermostat of some description in order to deliver the cold room the customer needs.

When judging the output of a process, we analyze who the customers are, what their needs are, and what the requirements are to fulfill these needs.

Develop Problem Statement, Goals and Benefits

The next step is to bring that customer information into actionable steps.

We want to develop a clear Problem Statement in order to communicate the purpose of the process and to help us understand how our actions will relate directly to the end results. This should not look to define the solution, but instead focus on the following aspects :

• What is the pain point?
• Where is it hurting?
• When has it been hurting? Is it long term or short?
• What is the extent of the pain?

The Six Sigma Institute provide the following example problem statement:

“In the last 3 months (when), 12% of our customers are late, by over 45 days in paying their bills (what) . This represents 20% (magnitude) of our outstanding receivables & negatively affects our operating cash flow (consequence) .”

In doing so, we should clearly define what our ultimate goals will be from the process improvement work we undertake. This might be identifying something simple like a need to increase output per hour from 100 units to 200 units. Or it might be improving clearly measurable rates of customer satisfaction or other similar quantifiable variables. In a pure Six Sigma approach, your goal would be to improve your Sigma baseline and reduce whatever your defined defects are – but we’ll come to all that later.

The goal statement should be SMART: Specific, Measurable, Attainable, Relevant and Time Bound.

The Six Sigma Institute example:

To reduce the percentage of late payments to 15% in next 3 months, and give tangible savings of 500K USD/ year.

Identify Champion, Process Owner and Team

In order for us to implement this process improvement, we need to determine the roles of different employees in bringing the project to completion. Different companies will put differing emphasis on roles, so take the following as an example as much as a definition.

If you’re familiar with lean methodologies like Scrum, this will quickly make sense to you.

The Process Owner is the person who is responsible for the process improvement project. This is the hands on position where the person involves themselves with each team involved in the process, analyzes and tracks data and output, and looks to manage the process from above from the first step to the last. The Process Owner’s primary function is to provide the planning and overview to allow everyone else to flourish.

The Process Champion is an individual within the organization who has the power to make key decisions and facilitate the work of the Process Owner. This would likely be an executive who can help allocate resources to serve the needs of the Process Owner. The Champion aims to remove barriers which the Process Owner is facing and help facilitate the process improvement project from another step above.

The team in this context are the employees who will be putting the desired changes into action and helping monitor the effects of these changes. The main person in this team is the Black Belt; the project manager for the team. The other employees who focus on the Six Sigma process might be referred to as Green Belts (at this point it starts to feel a little like a karate kid cosplay).

Define Resources

In order to undertake this process improvement project, we need to know what resources are available for the Process Owner to utilize.

This might include a budget for contracting external services, purchasing additional tools, or travel expenditures. It might also refer to how many staff will be needed in order to make this change effectively; do staff need to be brought in from other departments, or will new staff need to be hired?

The amount of resources required will be defined by the problem and goal statements. You don’t want to spend $1 million to save the company half a million. We need to understand what resources are needed to tackle the project and what resources are reasonably available.

Evaluate Key Organizational Support

Now you know what resources you need to begin the project, you need to know what support you can gather from other actors within your organization.

The Process Champion will be in charge of attempting to mobilize this support from other areas of the company. In order to do this, the Process Champion will likely try to create a Business Case.

The purpose of a Business Case is to demonstrate the importance of this process to the broader operations of the company. The Six Sigma Institute give us an example of 7 questions which a Business Case should answer:

• Why is the project worth doing? Justify the resources necessary to engage in the project.
• Why is it important to customers?
• Why is it important to the business?
• Why is it important to employees?
• Why is it important to do it now?
• What are the consequences of not doing the project now?
• How does it fit with the operational initiatives and targets?

The Institute also provides us with an example Business Case:

By reducing the average transaction length, the queue would be able to enhance the Speed of Resolution and assist the end-users in fastest possible manner. This will not only help in achieving client targets but also increase end-user satisfaction score by offering lesser turn-around time.

… although a full Business Case should include more detail and more clearly address each of the above questions.

Develop Project Plan and Milestones

We should now be in a position where we understand the different requirements, the available resources, and role allocation.

At this point, we can begin to develop a detailed project plan with attainable and realistic milestones.

The first step of our project planning is to develop our project scope. In doing so, it is useful to use both longitudinal and lateral scoping. Longitudinal scoping relates to the length of the process, whereas lateral scoping refers to the breadth.

For example, if I was to analyze the process I use to write articles, the longitudinal scope would stretch from having the idea for the article to the moment the article goes live. That’s the scope of the process I would be investigating; with a clear start and end date.

The lateral scope would be the scope of my investigation. Am I going to analyze only the process of writing this article? Am I going to analyze the process repeatedly over a period of 6 weeks? Am I going to analyze my process and the same longitudinal process of my colleagues over that period too?

Think of it as the scope of the process vs the scope of the investigation.

Once we have this in place, we can look to lay out milestones for when different key moments in the DMAIC process will be achieved. What date will we begin the first step of the Measure stage? What date will we commence the Improve stage? When will we complete the DMAIC process?

It is recommended to set aggressive milestones as efficiency savings benefit from being brought in sooner rather than later, naturally. However, setting milestones which are too aggressive can result in what’s called “band-aid” solutions; where quality is sacrificed in order to reach arbitrary targets.

Develop High Level Process Map

This will serve to demonstrate to each individual player where they fit within the process and how their role relates to the next.

You can use tools like LucidChart to help you create process maps and diagrams simply and effectively.

If you want to read more about process mapping and other in-depth process overview techniques you can read this article of ours:  BPMN Tutorial: Quick-Start Guide to Business Process Model and Notation

Measure: Gather the data to understand performance

In the next few subsections we’re going to look at some key Six Sigma terms to understand what we’re measuring, then we’ll develop a research methodology and put it into practice.

This step is all about gathering our data!

Define Defect, Opportunity, Unit and Metrics

At the beginning of the Measure stage, we need to first define what we should be measuring.

To do this, we’ll need to understand a couple of key terms :

• Unit in the Six Sigma context refers to a single item of the product. This is our smallest indivisible point of reference.
• Defect refers to a problem with the product which has arisen from an issue in the process.
• Opportunity refers to the potential points within a process where the possibility for a defect occurring is present.

Once we understand these terms, we can see how they start to fit together to help us make decisions:

• Defects per unit (DPU) : number of defects / total number of units
• Defects per opportunity (DPO) : number of defects / (number of units x number of defect opportunities per unit)
• Proportion defective (p) : number of defective units / total number of units

Work out all the possible opportunities for problems and then begin to filter that list to remove extremely rare events, or to group problems with related causes together. This should give you a workable estimation for your Opportunity.

Develop Data Collection Plan

In order for us to make the necessary calculations, we need to gather our data about the process.

To do so we will create a data collection plan which will outline our approach and help us clarify our methods.

This analysis will focus on the minutiae of what exactly we want to measure, how the data will be collected, and the methodology by which we want to handle the data, including:

• How many observations are needed
• What time interval should be part of the study
• Whether past, present, and future data will be collected

If this process improvement project is geared toward internal processes then your  customer – another department, for example – might also be gathering this data. This is useful to check because it gives you a control against which you can verify your data once it has been collected, provided any variables are taken into consideration.

The difficulty of this data collection could lie in translating the outcomes into numerical values. For a manufacturing process it is fairly straightforward to understand the process and its outcomes in numerical terms, but less grounded processes can prove trickier. This is why it is important to plan carefully at this stage.

It’s also important to note that while historical data can be used in this analysis, it will likely not have been collected via the same structures and methodologies as you’re creating in this step. This presents a problem as it de-standardizes the data; use historical data with caution.

Having a standardized data collection process gives better data and ultimately better results.

Research 101.

Validate the Measurement System

Well done, you have a research methodology!

But don’t get too excited – we’re not quite ready yet.

Like any piece of research, it is vital to test the methodology – or measurement system – before releasing it into the wild. As a researcher might conduct a pilot study, so too must we test our research methods and review them on a couple of key areas.

There are 4 specific things we want to test before we launch our data gathering project in full:

• Repeatability : If the same operator reaches pretty much the same outcome multiple times on the same item with the same equipment, we can see an adequate level of repeatability.
• Reproducibility : This becomes reproducible if multiple operators measuring the same items with the same equipment end up with the same outcomes.
• Accuracy : It’s a little trickier to be certain on accuracy, but we can broadly say that this can be seen in the difference between an observed average measurement and the associated known standard value.
• Stability : The level of stability is, in a sense, a further extension of repeatability and reproducibility. Stability can be seen by what extent the same operator gets the same outcomes from measuring the same item with the same equipment over a longer period of time. One of the things this stability check is looking for is whether there are external variables which can impact reproducibility over time.

The best way to test your measurement system is to undertake a Gage Repeatability and Reproducibility Study (GR&R), which you can read more about here in this mini library of GR&R materials from iSixSigma .

Once we’re sure that our methodology is clearly defined and we’ve validated our measurement system, we can begin to collect our data!

Collect the Data

Not too much needs to be written about the actual data collection as all the previous steps have been building up to this point.

The key thing to remember is simply to stick to your plan as you defined it and to adhere stringently to the research practices and methods which you validated.

The Black Belt should be the primary point of command in this data collection process, making sure that all procedures are adhered to. The Black Belt needs to take responsibility for all the Green Belts understanding the necessary steps, definitions, and goals.

Begin Developing Y=f(x) Relationship

This is where things will start to sound a little technical. But don’t worry, we’ll walk through it.

Think of Y as representing the output of a process. It doesn’t technically refer to Yield at this point, but we’ll come to that later on.

So, Y is the output of a process and X is the input. The f represents the function of the variable X.

Y is the output we care about and X can be multiple different variables which impact on Y. Here’s an example from iSixSigma :

For example, if you call your major department store to ask a question, the ability to have your question answered (Y) is a function (f) of the wait time, the number of people answering the phones, the time it takes to talk with the representative, the representative’s knowledge, etc. All of these X’s can be defined, measured and improved.

At this point, you don’t need to work out the Y=f(x) relationship in full, but you can start bearing it in mind. It is considered best practice to keep work oriented around the Y=f(x) formula.

Estimate the Sigma Baseline

Again, we can prepare ourselves for the future stages by running a quick calculation.

To work out your Sigma, you can calculate your Defects per Million Opportunities (DPMO) and run it through a handy conversion chart.

You calculate your DPMO by simply multiplying your DPO by a million.

To make it all easier, just use this straightforward Sigma Calculator .

Analyze: Understand where the problems in your process lie

The analysis step is where we have to dig in deep into the existing processes and work out the root causes of the problems.

Finding these causes should allow us to tackle them in our Improve stage. It’s all about finding the pertinent Xs for the Y=f(x) formula we mentioned above.

Define Performance Objectives

Having measured the process in the previous steps, we should be in a position where we roughly know what it is we want to improve.

Before we begin analyzing in depth, we should lay out what our objectives are so that these goals can guide us. Think through the process and the data you have to calculate what the key performance objectives would be.

These objectives can prove slightly flexible as your analysis moves forward but it is always better to start with clear goals.

Develop a Detailed Business Process Map

We’ve already mentioned in this article how you can use strategies like BPMN to map business processes, but it isn’t the only approach. A very similar approach might be to use an As Is Process Map, which can incorporate BPMN elements but is not defined by it.

This business process map can help show us the granular make up of the company process we are analyzing and reveal factors like which process steps are value added and which are non-value added. Identifying non-value added steps at this stage opens up the potential for us to eliminate waste in our process improvements.

This process map should be analyzed for potential areas of variation. These variations, or potentials for variation, will likely lead us to the root causes behind our Opportunities (for defects).

Determine Root Cause(s)

There are many different techniques you can utilize in order to attempt to dig down into what the root causes of a variation are, and we’re going to look at three specific examples of methods you can use:

The 5 Whys Analysis

The Fishbone Diagram

• The Pareto Chart

This is a fairly simple technique to start you off. The idea is that you ask “why?” five times to dig deep into the root of a problem. The logic behind it is that in the first few questions you will find one of the causes of the problem, and by the 5th question you will see the process failure behind that problem. This example from Wikipedia does an excellent job of conveying it:

The vehicle will not start. (the problem) Why?  – The battery is dead. (First why) Why?  – The alternator is not functioning. (Second why) Why?  – The alternator belt has broken. (Third why) Why?  – The alternator belt was well beyond its useful service life and not replaced. (Fourth why) Why?  – The vehicle was not maintained according to the recommended service schedule. (Fifth why, a root cause)

This approach takes 6 different variable categories and feeds the information together to help you visualize what factors within the business operations are contributing collectively to the same problem. One of the advantages of this method is that it forces us to view the problem holistically, rather than the potentially blinkered approach of the 5 Whys.

According to the Six Sigma Institute , the 6 key variables are:

Machine : This category groups root causes related to tools used to execute the process. Material : This category groups root causes related to information and forms needed to execute the process. Nature : This category groups root causes related to our work environment, market conditions, and regulatory issues. Measure : This category groups root causes related to the process measurement. Method : This category groups root causes related to procedures, hand-offs, input-output issues. People : This category groups root causes related people and organizations.

You might already be familiar with the Pareto Chart. The purpose of the Pareto approach for us is to understand which variations have the highest impact on our output; it helps us determine the Vital Few.

If the other techniques assist in finding variations and identifying potential root causes, the Pareto Chart allows us to prioritize which root causes to target first to have the greatest impact on improvement in relation to our stated objectives.

Determine the Y=f(x) Relationship

Once we’ve identified the Vital Few, we’re able to return to our Y=f(x) formula.

Remember, Y is simply a variable which is defined by the relationship between our Xs and their functions. So, if we want to improve Y then we should identify which X has the biggest impact on the Y value and improve that X.

Our ultimate aim is to better understand the relationship represented by this formula and to round out errors from it. For example, there may be an X which has a major impact on Y but is not due to a process problem but simply a natural or unchangeable element of the manufacturing process. In which case, we need to identify that this particular X, while important, is not one we can tackle as part of our process improvement.

Our job isn’t just to find the Xs which contribute to Y, but to find the right Xs.

Improve: Work out how defects could be reduced

The improve section of the DMAIC process is where we take advantage of all the preparatory work we’ve done so far.

Our goal here is to highlight our Xs and look to maximize the performance of those inputs. The key element of the Six Sigma approach is the importance of doing this through mathematical and scientific means.

Perform Design of Experiments

Our Design of Experiments (DOE) is probably the key step to getting this right and achieving the improvements we want to make.

This DOE approach highlights the relationships between different Xs and the output (Y). Factorial experiments are one of the crucial methods to show how different Xs can relate to each other.

Controllable input factors .

These are your Xs. These are variables within the process which we can experiment with and change. In baking a cake this might include the number of eggs or the amount of flour.

Uncontrollable input factors .

These are variables which may have arisen earlier in the investigation but we can’t act upon. In a baking scenario it might refer to the resting temperature of the kitchen. Or, to make an infrastructural analogy, the capacity of the oven – a factory might produce more goods if it was bigger, but increasing its size might be prohibitively expensive, for example.

Responses .

This is the extent to which the output services the customer needs and wants. In baking this could refer to a simple taste test. This factor, like the others, would need to be quantified. “Good or bad” is not enough; a score out of 10 from the customer averaged out as a final percentage figure from all testing would be a more effective approach.

Hypothesis testing .

In a hypothesis test there are two potential outcomes: null and alternative. A hypothesis test focuses the accuracy of a hypothesis with each test. The null hypothesis is valid if the status quo is true. The alternative hypothesis is true if the status quo is not valid. We get our results by analyzing significance which means results are based on probabilities – so get your p-values at the ready!

In baking, we might have a brand name cake mix which declares that it takes on average 30 minutes to bake. You might classify this as your hypothesis. The null hypothesis would be that the average amount of time it takes to bake this particular cake is in fact 30 minutes. But you can’t have a null hypothesis without an alternative hypothesis. You should select your alternative hypothesis in advance in order to construct the experiment properly. We have 3 choices of alternative hypotheses to choose from:

• The average time to bake the cake is not 30 minutes (not equal)
• The average time to bake the cake is more than 30 minutes (greater than)
• The average time to bake the cake is less than 30 minutes (less than)

The formula for checking whether the average baking time is 30 minutes or not would be:

Ho:μ=30  versus  Ha:μ≠30

Blocking and Replication .

Blocking and replication are fortunately much simpler concepts. Blocking is just about making sure the conditions for each experiment are the same; use the same stirrer and tray to bake the cakes with. And replication is simply the principle of running the experiment multiple times to gain more accurate results – a great excuse to bake extra cakes.

Interaction .

This refers to a situation where an experiment has three or more variables and the simultaneous influence of two of the variables on the third is not additive. Sadly, my knowledge of baking has let the analogy down on this one. My bad.

Two-Level Factorial Design

This experiment will be constructed to look at 3 variables where each can be tested at a low or high level. This kind of structure gives us the ability to investigate deeper into a process yet is still simple enough for us to see how the experiment works.

Consider our process to be baking a cake. Our three variables are the Vital Few we identified in our Analysis stage. They are:

• Brand of flour
• The temperature of baking
• The baking time

Taste-testing will be a score out of 10 with the average multiplied by 10 to give a percentage result. The crust-formation will be measured by weight with lighter crusts being the goal.

The simplest overview of ANOVA tables can be found here , and it gives us this handy summary:

It doesn’t look at the differences between pairs of group means; instead, it looks at how the entire collection of group means is spread out and compares that to how much you might expect those means to spread out if all the groups were sampled from the same population (that is, if there were no true differences between the groups).

Which means roughly that our ANOVA table on taste testing will look at how all the results impact on taste to see how each group should impact on taste and then tells us how each group performs relative to that expected impact; higher or lower impact.

All this is conveyed through the F Ratio which tells us about the levels of variance between the groups relative to the variance within the groups.

If the null hypothesis is true, then F should be close to 1. The further F is from 1 the more it suggests the alternative hypothesis to be true. In the case of our experiments, the higher F is the more important an input factor is on output.

Develop Potential Solutions

With a strong working knowledge of your business processes and systems, you’re now able to develop solutions which can tackle the key issues hindering output within the business.

The results of the DOE tests can also assist in that optimization process as the visual graph above shows. This data gathered from varying iterations of your key potential Xs, provides a series of potential avenues to explore.

When constructing the different options for solutions make sure to propose enough to test and evaluate.

These solutions should be rooted in the deep analysis you’ve undertaken.

Assess Failure Modes of Potential Solutions

Failure Modes and Effects Analysis is a method which can identify risk ahead of time. This quasi-predictive process analysis tool can help you evaluate the details of your proposed business process solutions.

You can read more about FMEA in a previous article of mine:  FMEA: The Analysis Method to Prevent the £100m British Airways Catastrophe .

Validate Potential Improvement by Pilot Studies

Lastly, to complete the Improve section of our DMAIC process, it’s important to test out the solutions which have made it to this point.

The few solutions you’re left with can be part-deployed live in controlled conditions as part of a pilot study to gage their relative effectiveness.

The Process Owner can map out the design for these pilots and the Black Belt can manage the pilots in practice.

The performance of the proposed solutions should leave you with an overall best performing process improvement solution based on output. To measure these proposed solutions effectively, try to calculate the Sigma Baseline as before.

Control: Plan out how you will implement your solutions

The Control section is all about putting processes and procedures in place to make sure the implementation of the new solution runs smoothly and can be tracked and optimized over time.

Ultimately, the rest of the DMAIC process prior to this stage was dedicated to the Xs whereas the Control stage is devoted to the Y; the output.

Standardize and Document Processes

This is the most obvious step and echoes what we always discuss in our articles on Process Street .

To implement a new process, you need to make sure each step is documented thoroughly and it is mapped out in a way which is actionable and provides space for measurement.

These processes should be consistent at all times and this can be achieved through simply standardizing approaches across teams.

Prepare Implementation Plan

This task may be planned by the Process Owner and implemented by the Black Belt, though different companies might look to do it in different ways.

The important factors here concern how the new process can be effectively integrated into the company workflow .

• What teams within the company need to adapt to suite the new process?
• Does this change need to be simultaneous or can it be rolled out iteratively?
• Do we require multiple Six Sigma advocates to embed into each team for implementation?
• What budget or resources does the Champion need to secure to ensure effective rollout?
• When does implementation begin?
• What is the target date for complete implementation of the new process?

All of these questions should be answered in the drafting of a report so that the company can act upon our DMAIC work.

Additionally, it is important to create a Response Plan which tackles the what ifs of managing the process. This would come under the realm of risk management as it looks at putting processes and procedures in place for if problems occur within the process or are seen in the output.

Implement Statistical Process Control

Once your process is standardized and documented, implementation must undergo monitoring. One industry standard approach to process monitoring is Statistical Process Control.

Statistical Process Control (SPC) was originally developed in 1924 by Walter Shewhart. It is used to monitor and control the output parameters of a process.

A short definition is given to us by InfinityQS :

Quality data in the form of Product or Process measurements are obtained in real-time during manufacturing. This data is then plotted on a graph with pre-determined control limits. Control limits are determined by the capability of the process, whereas specification limits are determined by the client’s needs.

This basically means that we gather quantifiable data about the process and look at the size of the output vs the quality of the output.

On the graph you make, you’ll set control limits. These define an acceptable range which your process should operate within. When data points start appearing outside of this range, this acts as a red flag to show us that variations are occurring.

If done properly, these red flags should catch variations before variations result in defects; allowing us to tackle process problems before they result in output or product problems.

Use DMAIC to help you reach your Six Sigma goals

Once you’ve successfully undertaken your DMAIC project, you might think your job is done.

A crucial part of any lean Six Sigma process is to keep the principle of continuous improvement in mind. Within lean philosophies we might refer to this as Kaizen. In Japanese this translates to “change for better”, but within the world of process improvement it has come to reflect a continuous iterative model for gradual change.

Once one Six Sigma project is done, it is likely time to move onto the next.

If you can reach your goal of Six Sigma then your processes will be functioning at the highest industry standards and your business will be in the best position it can be.

It’s up to you to make sure the rest of the business runs as effectively as your best processes!

Are you a Six Sigma enthusiast? Have you employed DMAIC in your business before? Let me know in the comments your experiences, tips, and tricks!

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Adam Henshall

I manage the content for Process Street and dabble in other projects inc language exchange app Idyoma on the side. Living in Sevilla in the south of Spain, my current hobby is learning Spanish! @adam_h_h on Twitter. Subscribe to my email newsletter here on Substack: Trust The Process . Or come join the conversation on Reddit at r/ProcessManagement .

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• Quality Management

Home » Free Resources » »

What is DMAIC in Six Sigma? How to Use the DMAIC Model?

• Written by John Terra
• Updated on July 15, 2024

Today’s forward-thinking businesses are constantly looking for ways to improve and skilled professionals to help them achieve this. Given our current commercial atmosphere of increased competition and economic uncertainty, that’s a prudent strategy. Only companies that evolve and quickly solve problems will flourish and last.

The DMAIC model is a valuable resource that helps businesses improve performance while dealing quickly with issues. This article explains DMAIC processes, DMAIC models, DMAIC phases, and the impact of DMAIC. We’ll also share a Lean Six Sigma program that helps professionals learn how to utilize this method.

So, what’s DMAIC, anyway?

What is DMAIC?

DMAIC stands for Define, Measure, Analyze, Improve, and Control. It is a problem-solving and quality improvement methodology businesses use to improve performance. It’s a customer-focused, structured approach that also serves as a foundation for Lean Six Sigma.

Business improvement happens during the DMAIC process by taking things project by project. In this context, projects are defined as problems scheduled for solutions. The whole point of the DMAIC process is to introduce structure to problem-solving.

Some people like to shorten the term and pronounce DMIAC as “de-may-ick,” while others say “duh-may-ick.” Either way, the pronunciation issue is another example of “po-tay-to” versus “po-tah-to.”

Now, look at the classic DMAIC template based on its established steps.

Note: An effective Six Sigma Project Charter should clearly define project goals, scope, timeline, and team roles, providing a roadmap for success and effective stakeholder communication.

Also Read: What Is Process Capability and Why It’s More Interesting Than It Sounds

The DMAIC Model and its Phases

Here’s where we break down the DMAIC methodology into its distinct phases. This setup is the basis for every DMAIC template used to solve problems and improve efficiency.

The team asks, “What problem are we trying to fix?” In this first stage of the DMAIC model, Six Sigma professionals state the issue, specify the customers, outline the process, and set goals. We can subdivide this phase into:

• Identify the problem, also known as an opportunity for improvement
• Delineate the project’s scope
• Develop the client’s requirements
• Estimate the project’s impact
• Identify the project’s stakeholders
• Create the team

The team asks, “How big of an issue is this, and how does the process currently perform?” In the Measure stage, the team quantifies parameters, decides how best to measure them, gathers pertinent data, and performs the measuring by experimentation. We break down this phase as follows:

• Develop data collection methods
• Identify the input, processes, and output indicators
• Collect and analyze the current data
• Perform and finish failure modes and effects analysis

This step concerns one simple question, “What is causing the issue?” The team identifies the gaps between the desired and actual performance, determines what is causing the gaps, ascertains how process inputs affect the outputs, and ranks or prioritizes improvement opportunities. We break down the Analyze phase as follows:

• Develop the problem statement
• Write a root cause analysis
• Implement process control
• Create necessary measurable improvement experiments
• Figure out an improvement plan, sometimes called a “goal statement.”

Now we ask, “How will the project team address the root causes of the issue?” The Analyze phase identifies the issue, and the Improve phase prompts us to take action. This phase is where the team devises potential solutions, recognizes the solutions most accessible to put into action, tests likely hypothetical solutions, and then implements actual improvements:

• Discuss and generate ideas for solutions
• Determine the expected benefits of the solutions
• Develop a revised process map and related plan
• Define a pilot solution and plan
• Relay the answers to stakeholders

And finally, there is one question left, “How do we sustain the improvements?” The team must devise a detailed solution monitoring plan, watch implemented improvements for success, regularly update the plan’s records, and sustain a workable employee training process. Control is broken down into:

• Verify that failure incidents have been reduced
• Determine if additional improvements will be needed to meet the goal
• Identify and document the new work standards and procedures
• Integrate the latest strategies and share the learning experience with the appropriate parties

Although teams use the DMAIC model for Six Sigma, it shouldn’t be confused with a similar Six Sigma process known as Sigma DMADV. DMADV is an acronym standing for “define, measure, analyze, design, verify.” The Six Sigma team applies these steps to new processes to ensure they achieve the desired Six Sigma quality standards.

Note: The Central Limit Theorem is a fundamental concept in statistics. It states that the means of many independent and identically distributed random variables will be approximately normally distributed.

Also Read: Demystifying the Theory of Constraints

DMAIC Tools per Phase

There are tools that teams should use to carry out each DMAIC process phase. Here’s a quick breakdown.

• Stakeholder analysis
• Collect the customer’s voice using the VOC matrix
• Translate the voice of the customer to critical to quality (CTQ). In other words, get customer feedback and see how it translates into expectations, preferences, and dislikes.
• SIPOC diagrams/high-level process maps.
• Data Collection Plan
• Detailed Process Mapping
• Juran’s Pareto Analysis
• Value Stream Maps
• Why Analysis
• Brainstorming
• Calculating Sigma Level
• Cause and Effect Diagrams
• Failure Mode and Effect Analysis
• Graphs and Charts
• Scatter Diagrams
• Impact Control Matrix
• Stratification
• Barriers and Aids Chart
• Benchmarking
• Mistake Proofing
• Pilot Study
• Pugh Matrix
• Solution Matrix.
• Control Charts
• Process Control Plan

The Impact of the DMAIC Model

The DMAIC model is a game-changer, a valuable framework for any organization that wants to reduce waste, improve efficiency, deal with problems, and improve customer relations. Here is how the DMAIC methodology delivers a positive impact.

1) It ensures that quality thinking becomes the default way of conducting business, focusing on customers and building and sustaining customer loyalty.

2) It applies recognizable and effective quality tools to improve the organization’s goods and services and help the company achieve breakthrough performances.

3) It defines quality process performance metrics, tying them to the organization’s goals.

4) It creates a culture centered on quality that is also fun and offers a practical, measurable, and pragmatic means of achieving greater process quality levels.

5) It identifies the projects needed to drive improvements that yield sustainable results and superior quality.

The DMAIC methodology is a roadmap that keeps the team and the project moving forward efficiently. Some Six Sigma professionals refer to DMAIC as the “boss of the project” because the team’s leader, although in charge, still follows the outlined steps to complete the project and ensures that everyone on the team does so. If the team omits a step, it could prevent a business from wasting resources, devising ineffective solutions, and causing unnecessary negative culture issues.

Why Use the DMAIC Process and When Should You Use It?

Although the DMAIC process is helpful, it only fits some situations. That’s why most organizations take the extra step of determining why they think DMAIC is the correct methodology. This additional step is called “recognize.”

When evaluating the whys of the DMAIC process, consider these three factors:

• The existing process has apparent inefficiencies and defects
• There is a reasonable probability of reducing variables like lead times or other flaws while improving variables such as productivity or cost savings
• The condition is assessable; outcomes can be appropriately understood through quantifiable means.

If the above three factors apply to your situation, use DMAIC.

The Benefits of DMAIC

DMAIC offers benefits such as:

• Faster cycle times
• Improved collaboration
• Support for a culture of improvement.
• Greater impact from improvement measures.

The Differences Between DMAIC and DMADV

Both DMAIC and DMADV are part of the Lean Six Sigma philosophy. The chief difference between DMAIC and DMADV is that DMAIC improves existing processes, and DMADV emphasizes developing new processes, services, or products. So, DMAIC measures a process’s performance, while DMADV measures customer needs and specifications. Furthermore, DMADV develops business models to satisfy customer requirements, and DMAIC focuses on improving business processes by reducing and eliminating defects.

Long story short: use DMADV when launching new products or features, and use DMAIC when enhancing or improving existing products, processes, and services.

The Differences Between DMAIC and PDCA

The main difference between DMAIC and PDCA is that the former represents a data-driven improvement approach to improving, enhancing, and stabilizing business processes through five stages: Define, Measure, Analyze, Improve, and Control. Meanwhile, PDCA is a repetitive four-stage model: Plan, Do, Check, and Act, which is implemented to achieve continuous improvement in business process management.

The PDCA approach is mainly used in Lean, while DMAIC is widely utilized in Six Sigma. Also, DMAIC uses advanced statistical resources, while PDCA relies on more straightforward, simple tools.

Now, let’s check out some DMAIC examples.

Examples of DMAIC Usage

DMAIC can be used in many different industries and situations. For example:

• Evidence-Based Care Affecting Hospital Outcomes. Infections are a massive concern in hospitals, so a process like DMAIC can be used to define the problem, measure the current rate of infections, determine the underlying causes, implement a series of measures to combat infections, train and reinforce the culture among the staff, and report the successful results.
• Improving a Manufacturing Shop Floor’s Yield. Here, we’re looking at a repetitive manufacturing process. The goal is to enhance the yield. First, identify the products in question and the goals. Next, define the metrics used in the process and gather the needed data. Then, analyze the data for trends, deviations, and outliers. Once the issues have been identified, define and install countermeasures to answer the problems. Then, implement the measures to sustain improved performance. And finally, apply the process to future machines and products.

Also Read: Value Stream Mapping in Six Sigma

How Do You Use the DMAIC Model in Six Sigma?

So, how do we use the DMAIC template? An organization should follow four easy steps to implement DMAIC and start seeing positive results.

1) Training. Begin your organization’s DMAIC journey by training your team in the DMAIC methodology and how you expect it to be employed. Place a strong emphasis on the model’s data collection characteristics. After all, knowledge is power.

2) Line up your support and DMAIC tools. Since the DMAIC model is strongly associated with Lean Six Sigma, it’s not surprising that many Lean Six Sigma tools are compatible with the DMAIC life cycle. These tools include the Five Whys, fishbone diagrams, control charts, and Catchball. Decide which tools your team can use and how they will be shared and documented. Use improvement management to store all your DMAIC-related documents and progress notes.

3) Provide examples. Prevent confusion and reinforce DMAIC understanding by providing your team with examples of new or existing processes within your company that can benefit the most from DMAIC implementation. People typically grasp things faster and better if given practical application examples. Once everyone on the team understands how DMAIC can be used, create an atmosphere where it’s easy for the team members to suggest process improvement opportunities.

4) Initiate a pilot project. Now that you have gotten this far and laid the groundwork, it’s time to take DMAIC out for a quick spin. Pilot projects are initial, small-scale tests that show how the full-scale project will work in practice. So, pick a simple project that draws in people from multiple teams. This exercise helps test cross-team cooperation and collaboration, an essential element in future projects. Then, carefully monitor every cycle step and ensure each step is complete before moving on to the next.

Do You Want to Learn About Six Sigma?

Six Sigma is a proven methodology that helps businesses reach their full potential and remain relevant in today’s highly competitive marketplace. If you’re intrigued by Six Sigma and want to learn more, Simplilearn, in collaboration with the University of Massachusetts, offers a post graduate program in Six Sigma training that will sharpen your skills.

When you attend the program’s live interactive classes and work on real-world business problems via case studies and projects, you will pick up valuable Six Sigma skills like:

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Every course is aligned with IASSC-Lean Six Sigma and features real-world case studies and a capstone project that provides you with the real-world experience you need to master Six Sigma. Additionally, graduates earn certificates and membership in the UMass Amherst Alumni Association.

According to Salary.com , the median salary for Green Belt Lean Six Sigma professionals working in the United States is $115,800 and ranges over $128K at the high mark. So, whether you want to start a new career in Six Sigma or just upskill to enhance your skill set, this post-graduate program will undoubtedly provide you with the valuable Six Sigma training that today’s business world wants in its new candidates. Sign up today!

Q: What does DMAIC mean in Six Sigma?

A: DMAIC stands for Define, Measure, Analyze, Improve, and Control.

Q: What is the DMAIC process used for?

A: The DMAIC process is a data-driven process improvement cycle that aims to optimize, improve, and stabilize business designs and processes.

Q: How does Six Sigma use DMAIC?

A: DMAIC is a problem-solving approach that drives Lean Six Sigma. DMAIC’s five-phase method, Define, Measure, Analyze, Improve, and Control, improves existing process problems with unknown causes.

Q: What are the DMAIC tools?

A: DMAIC tools are, by phase:

• Define Phase: Project Charters, SIPOC Diagrams
• Measure Phase: Data Collection Plans, Process Mapping
• Analyze Phase: Cause-and-Effect Diagrams, Pareto Charts, Hypothesis Testing
• Improve Phase: Brainstorming, Design of Experiments (DOE)
• Control Phase: Control Charts, Standard Operating Procedures (SOPs)

Q: What is the benefit of DMAIC?

A: DMAIC offers benefits such as:

• Support for a culture of improvement
• Greater impact from improvement measures

You might also like to read:

Demystifying Kaizen Lean Six Sigma

A Deep Dive Into the Five Phases of Lean Six Sigma

Ultimate Guide to Six Sigma Control Charts

DMADV: Everything You Need to Know

Describing a SIPOC Diagram: Everything You Should Know About It

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Free DMAIC Template: Streamline Process Improvement with Six Sigma

Lean Six Sigma and the DMAIC (Define, Measure, Analyze, Improve, Control) methodology is a data-driven approach to process improvement that can help organizations streamline operations and improve quality. Using a free DMAIC template can provide structure and guidance to Six Sigma projects to ensure successful results. This article will outline what DMAIC is, the benefits of using a template, and provide a customizable DMAIC PowerPoint template to manage process improvement initiatives.

What is DMAIC and Six Sigma?

DMAIC is a five-phase problem-solving methodology used in Six Sigma projects. It provides a structured framework to identify and solve problems to improve business processes.

The five phases of DMAIC are:

Define - Identify the problem, goals, stakeholders, and create a project charter.

Measure - Measure the current process and collect relevant data.

Analyze - Analyze the data to identify root causes of problems.

Improve - Generate solutions and implement changes to address root causes.

Control - Control the improved process and prevent defects.

Six Sigma itself is a quality management methodology developed in the 1980s by Motorola. It utilizes statistical tools and techniques to improve quality by minimizing variability and defects in processes.

The DMAIC methodology is an integral part of Six Sigma, providing the framework to carry out process improvement projects. Organizations use DMAIC and Six Sigma principles to increase customer satisfaction, reduce costs, and improve bottom line results.

Benefits of Using a DMAIC Template

Using a pre-made DMAIC PowerPoint template can provide the following benefits for Six Sigma projects:

Provides structure - The template gives a clear roadmap to follow through each phase.

Saves time - A template has the basic slides already created, so you don’t have to start from scratch.

Ensures consistency - Using a standard template helps maintain consistency in reporting across multiple projects.

Organizes information - Slides are logically organized to walk through the methodology.

Aids analysis - Built-in tables, charts, and visuals help gather, analyze, and present data.

Facilitates teamwork - Provides a tool for teams to collaborate and track progress.

Creates presentations - The completed template can be used to create presentations to update stakeholders.

Documents results - The finished template serves as documentation of the project.

In summary, a DMAIC template jumpstarts Six Sigma projects, provides an organized structure, and facilitates superior results.

Free Downloadable DMAIC Template

Below you can freely download a customizable DMAIC PowerPoint template to structure Six Sigma process improvement initiatives:

[Link to downloadable template]

This template includes an organized set of slides to guide teams through the DMAIC methodology. It contains agenda slides, data collection tables, analysis tools like fishbone diagrams, as well as tabs for each phase. The template can be easily customized by adding a project name, company logo, changing colors, and inserting relevant data.

Let's take a look at how to use this free DMAIC template.

Using the DMAIC Template

The DMAIC template includes a title slide, agenda, and tabs for each of the five phases as below:

Define Phase

The Define phase starts with an overview of the problem statement, project goals, scope, stakeholders and timeline. This phase involves defining the goals and parameters of the Six Sigma project.

Next are tools to identify the current process, Voice of Customer Analysis, and metrics. A SIPOC diagram, swim lanes, and high-level process map can be completed to visualize the existing process.

Measure Phase

In the Measure phase, the current process is measured and relevant data is collected. Tools include a data collection plan, measurement system analysis, process capability analysis, and metrics dashboard.

Charts are included to display data such as a process metrics dashboard, Pareto chart, and control charts. Data should be reviewed to identify problem areas.

Analyze Phase

During the Analyze phase, root causes of problems are identified through analytical techniques. Tools include fishbone diagram, 5 Whys, failure mode analysis, and hypothesis testing.

The data is analyzed to find correlations and pinpoint vital factors driving defects and bottlenecks. Analytical tools help uncover root causes to address.

Improve Phase

In the Improve phase, solutions are developed and implemented to remedy root causes identified from data analysis. Potential solutions are evaluated and changes are made to the process to improve quality and performance.

Tools include brainstorming techniques, solution selection matrix, FMEA, pilot studies, and implementation plans. Changes should be tested before full deployment.

Control Phase

Finally, in the Control phase processes are monitored through dashboards, statistical process control, audits, and control plans. The improved process is standardized and controlled to sustain gains.

The purpose is to ensure improvements are maintained over time through process controls, monitoring, training, and documentation.

Get Started with Process Improvement

In summary, the free DMAIC PowerPoint template provides a structured methodology to streamline and control business processes. The Define, Measure, Analyze, Improve, Control phases guide teams through a data-driven approach to problem-solving.

Using this ready-made template saves time, provides consistency, and facilitates organizational process improvement. It can kickstart any Six Sigma project and be customized as needed for superior results.

Download the free DMAIC template today and get started on improving efficiency, reducing costs, and boosting quality!

Key Takeaways:

DMAIC provides a structured approach to process improvement used in Six Sigma.

Benefits of a template include time savings, consistency, analysis tools, and presentation. 

Free downloadable DMAIC template to streamline Six Sigma projects.

Template includes slides for Define, Measure, Analyze, Improve, Control phases.

Customizable format to add project data and company branding.

Following the template guides teams through data-driven problem solving.

Six Sigma Certification & Training

How to use the DMAIC Methodology: 5 Steps + Example

DMAIC is a popular Six Sigma process in the world of statistics and business. There’s a good chance you’ve heard the term before, but what exactly is it? Each letter represents a particular part of the methodology. DMAIC stands for Define, Measure, Analyze, Improve, and Control.

Whether the industry is manufacturing, marketing, retail, military, or HR, Six Sigma practitioners can use the DMAIC process for improvement projects. Following the five steps allows businesses to systematically find and fix issues, ultimately boosting productivity and quality. This article will explain the DMAIC process steps and provide a DMAIC process example.

On this page:

Why the DMAIC Process is Important

5 steps in the dmaic process, dmaic process example.

The DMAIC process is important because it allows you to improve your business by creating a systematic approach for identifying problems, creating solutions, and measuring the success of your product or process improvement project.

First, the DMAIC process helps you get an overview of the situation and identify potential problems with your product or service. It’s also important to understand what success looks like in order to know how to measure it.

Second, the DMAIC process helps you look at your resources and see what you have available to tackle the problem. This will help you decide what’s feasible and what isn’t—and that’s especially important if you have a budget or timeline to stick to for improvements.

Third, the DMAIC process gives you a plan for tackling those issues so that when you’re looking at your data and making decisions about moving forward, they’re based on facts rather than feelings or assumptions.

In the DMAIC Define Phase , you will define the problem or opportunity. You’ll define what you want to improve in your process. This involves defining the goal and developing an understanding of what success will look like. You will also identify the current situation and how it compares to your desired outcome. This includes identifying any constraints or limitations and determining if there is adequate support for achieving success.

In the DMAIC Measure Phase , you will measure key aspects of the current process by collecting data to obtain quantitative evidence about its current state. You’ll compare it with the ideal state. You’ll measure defects or other metrics that indicate problems with your process. This evidence helps you identify where improvement opportunities exist to drive future actions.

In the DMAIC Analyze Phase , you will analyze the data to identify root causes. You’ll analyze trends in your data using statistical techniques such as control charts or ANOVA analysis to determine if there are any factors impacting quality that you can eliminate from your process. You may also use decision models such as Pugh charts or cause-and-effect diagrams to evaluate alternatives and select appropriate solutions for implementation.

In the DMAIC Improve Phase , you will improve the process by implementing solutions based on what you learned during the analysis. These solutions require clear specifications so they can be implemented consistently. In addition, you should document these changes in case they need to be replicated later.

In the DMAIC Control Phase , you will control the new process to prevent problems from recurring. You’ll monitor results after making improvements to ensure they are working as planned.

So how does this all come together in a real-life scenario? Let’s walk through a hypothetical scenario of how a nonprofit organization uses DMAIC methodology .

Let’s say the nonprofit company wants to increase its fundraising success with outbound calls made to clients who signed up for newsletters on their website but chose not to make an online donation.

1. Define Stage:

The company would first need to define what success looks like with outbound calls and how it will be measured.

In this case, the company aimed to increase conversion rates from 45% to 50%. The company used the length of contact and conversion metrics to define successful and unsuccessful calls. They defined a successful call as lasting longer than two minutes. Additionally, they defined conversion as when a donation was made during a call.

2. Measure Stage:

Key aspects of the call experience would then be identified and monitored.

Now that the Six Sigma project team has defined the goal and metrics, they must collect data about the successful and unsuccessful calls. In this case, the company created a process map to understand the current process. They recorded data regarding several factors, such as the script used during the call, the time of day the outbound team made the call, and how much time had passed since the user had signed up for the newsletter before the outbound team made the call.

The project team brainstormed potential explanations for the unsuccessful calls. The conversion rate was the primary metric, so a fishbone diagram was utilized to depict the link between the many factors at play.

3. Analyze Stage

Data would be collected and analyzed to identify any areas where the calls were more likely to lead to a successful call or a conversion.

After gathering information, the next step is to analyze it statistically. The project team devised a preliminary hypothesis testing the call data. This testing revealed that the time of day the outbound team made the call and the time lag between the newsletter sign-up and the outbound call both had a substantial impact on the success of the call and the conversion rate.

Design of experiment (DOE) tools assessed the significant factors from hypothesis testing. The designed experiment optimized critical factors and responses. The DOE results showed how critical factors interacted and affected the main measure, including the time of day and the appropriate sign-up-to-call lag time.

This analysis showed that afternoon calls made within 24 hours of the online sign-up were most effective.

4. Improve Stage

Implement solutions to improve the call experience in those areas.

There was initially at least a 24-hour lag between sign-up and follow-up calls because the outbound team had been using a third-party firm to compile lists of users who had signed up for the newsletter but had not donated. With the help of the newly implemented internal reporting system, the outbound team could generate this list within hours, significantly reducing call times. The outbound team also began prioritizing afternoon calls.

The team documented these changes and updated the process map to reflect the improvements.

5. Control Stage

New processes would be monitored to ensure that successful calls and conversions continue.

The Six Sigma project team completed three months of monitoring after the company implemented the improvement measures. According to an analysis, the project’s conversion rate increased to 52% from 45%, achieving the project goal.

The Six Sigma DMAIC process is an effective tool that can be used in any industry. It gives businesses the ability to analyze and improve their processes, leading to better results. By reviewing the example and following the five steps of the DMAIC Process – Define, Measure, Analyze, Improve and Control – businesses can create meaningful changes in their operations.

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The History of Six Sigma

Originally developed by Bill Smith at Motorola in 1986, the Six Sigma Training program was created using some of the most innovative quality improvement methods from the preceding six decades. The term “Six Sigma” is derived from a field of statistics known as process capability. The term 6 Sigma refers to the ability of manufacturing processes to produce a very high proportion of output within specification. Processes that operate with “six sigma quality” over the short term are assumed to produce long-term defect levels below 3.4 defects per million opportunities. Six Sigma’s goal is to improve overall processes to that level of quality or better.

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DMAIC Template

Dmaic templates.

Standardize your product and process improvement initiatives for business growth with a free DMAIC template.

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• Generate reports from completed checklists
• Free to use for up to 10 users

This DMAIC template allows Six Sigma professionals, project managers, and other project stakeholders to perform DMAIC studies for enhancing products and processes. Use this tool to delve deeper into the roots of the existing problems and develop appropriate solutions to resolve them. Fill out this template following these five steps:

• Define the goals of the project and their corresponding deliverables.
• Measure the current performance against quantifiable benchmarks.
• Analyze collected data to determine the root cause of the problem.
• Improve the process, system, or design by reviewing possible steps to address inadequacies.
• Control and keep track of the process or system in place.

What is a DMAIC Template?

A DMAIC (Define-Measure-Analyze-Improve-Control) template is a tool used to systematically tackle deficiencies in existing practices and strategize process improvement initiatives. It follows the five-step structure of the DMAIC method as a best practice for Six Sigma practitioners. This document is ideal for enhancing underperforming products, services, and systems in sectors such as manufacturing and healthcare.

The DMAIC method takes a data-driven angle to process and product improvement. Using a systematic approach, they can implement targeted solutions for resolving issues down to their roots. However, drafting DMAIC reports from scratch can take time to complete.

Enter the DMAIC template, a more streamlined route to carrying out the DMAIC method. Having a ready-made template allows Six Sigma practitioners to gather data in an efficient manner, as they only need to fill out the form in the order it’s structured. They no longer need to create reports from the beginning, for they can save this template on their device for future use.

By simplifying the paperwork side of things using a DMAIC template, Six Sigma professionals can focus their efforts on applying DMAIC effectively.

The DMAIC template consists of five components representing the phases of the DMAIC model: Define , Measure , Analyze , Improve , and Control . This section explores each of these phases as follows:

The first element in a DMAIC template calls for the project goals. In this section, you must specify the primary objective or problem of the DMAIC study in detail. Here are some guide questions to help you answer this portion effectively.

• What goal are you aiming to achieve? / What issue are you trying to address?
• Why is it important?
• What are its corresponding customer deliverables (both internal and external)?

After determining the main goal or issue, it’s also essential to include quantifiable metrics in obtaining the data you need. Consider the following guide questions when establishing benchmarks for your DMAIC report:

• Is there a data collection plan for quantifying the problem?
• Is the current performance of the process determined through measurable targets?
• On what basis can you determine if the data collection plan is successful?
• What outcomes are you looking for in the process?

The analysis component adds another layer to your DMAIC process template. In this portion, you will investigate the roots of the problem and categorize possible causes or key processes into different priority levels.

A sound DMAIC analysis follows the set of questions listed below:

• What are the performance objectives?
• What are the steps that add or provide no value to the process?
• Why did the issue happen?
• How does it impact the process outcomes?
• What are the primary root causes of the problem?

This component explains the possible courses of action to enhance underperforming processes or products. In this part, you will implement potential solutions based on the data you’ve gathered and analyzed in the previous section.

The following guide questions will steer you in the right direction while testing and setting out improvement measures:

• What solutions can you implement to resolve the issue?
• Are operating tolerances of the potential system well-defined?
• Were design experiments performed?
• Were potential improvements validated through pilot studies?
• Were potential solutions assessed and re-evaluated?

The DMAIC process doesn’t end after selecting the most viable solution for the goal or issue. There must also be a system to keep track of and maintain these enhanced processes in the long run. Here are some questions to guide you in monitoring your improvement initiatives:

• What is the monitoring and control system in place?
• Was the statistical process control applied?
• How will the handoff to the process owner proceed?
• Were benefits, cost savings/avoidance, and profit growth verified?

Example of a DMAIC Template

The image below illustrates how a DMAIC template works as a data-driven process improvement tool.

DMAIC Template Sample Report | SafetyCulture

In this example, the company investigates the reason for the increasing costs in three of its branches. Through this template, they can map out the problem, determine its root cause, and implement solutions to reduce their expenses.

FAQs about DMAIC Templates

Is dmaic a six sigma tool.

Yes, the DMAIC process is primarily used for enhancing systems and practices under the Six Sigma framework. However, you can also use this tool on its own or with other process improvement methodologies like Lean.

Who uses a DMAIC template?

Organizations implementing the Six Sigma methodology can benefit from using a DMAIC template. This tool is especially helpful for industries requiring consistent and high-quality results, such as manufacturing, healthcare, construction, education, and professional services.

How do you write a DMAIC report?

• Define the project goals and list their expected outputs.
• Lay down quantifiable benchmarks for data collection.
• Write down the possible root causes of the problem.
• List feasible solutions and note your observations during the testing stage.
• Verify the results of the test and monitor its effectiveness.
• Provide additional remarks not included in any of the previous sections.
• Affix your name and signature as proof of completion.

Utilizing DMAIC Templates for Process Improvement with SafetyCulture (formerly iAuditor)

SafetyCulture is a comprehensive operations platform for improving organizational processes, systems, and practices. This mobile-first software includes functionalities for optimizing Six Sigma tools such as DMAIC, value stream mapping , and root cause analysis , thereby streamlining the groundwork for project managers and Six Sigma professionals.

Organizations can use the following SafetyCulture features to enhance their current practices:

• Standardize DMAIC analyses using ready-made templates from the Public Library.
• Generate custom DMAIC reports to Web, PDF, Word, and CSV formats.
• Access and store completed templates in a secure cloud-based document repository.
• Analyze recurring trends and detect inefficient processes through an intuitive dashboard .
• Proactively resolve process-related issues using the Actions feature.
• Export collected data to existing applications such as Microsoft Excel and Google Sheets .
• Utilize the data collected on your existing platforms through integration .

Free DMAIC Templates

Root cause analysis template.

Use this template in the Analyze phase of the DMAIC cycle to investigate recurring issues and address their root cause. Start by describing the problem and its impact. Then, list possible reasons why the issue happened, determine the root cause, and attach media (photo/video) for verification. Recommend preventive actions and establish intervention strategies before signing off the RCA template with digital signatures.

• 5 Whys Template

This template is a useful tool for determining the primary causes of process defects in the Analyze phase of DMAIC. Start with a clear statement of the problem and continue answering why the problem occurred until you reach its roots. Then, provide a solution to the root cause of the issue and create action items for immediate response.

Failure Modes and Effect Analysis (FMEA) Template

Use this template to Define and Analyze potential deficiencies in a product, service, process, or system and prevent their adverse effects. Begin by describing the process function and determine its potential modes of failure. Next, rate each mode’s severity and impact, and identify their Risk Priority Number (RPN). Create and complete corrective actions and validate the FMEA with digital signatures.

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Free A3 DMAIC Template

We have Toyota to thank for gifting us the 8-step A3 problem solving methodology, and it works equally well for 5-step DMAIC six sigma projects. Download our Excel A3 template for free . As an added bonus you get free is/is not and Gantt chart templates, plus two examples of completed A3s. Enjoy!

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DMAIC (Define, Measure, Analyze, Improve, Control) is one of the most effective methods for problem-solving and process improvement. From mapping customer journeys to identifying areas for cost savings, DMAIC can be applied to virtually any issue or project within an organization.

ClickUp's DMAIC template is designed to help users:

• Define the scope of their project with clearly-defined goals
• Measure key performance indicators against targets
• Analyze data points to determine root causes
• Improve processes with actionable changes
• Control ongoing results with dashboard views and reporting

Whether you're looking to increase efficiency or drive growth, ClickUp's DMAIC template will help you get there—fast!

DMAIC is an effective framework for problem-solving and process improvement. When you use a well-defined DMAIC template, you:

• Can quickly identify and prioritize your business objectives
• Have a systematic approach to improve processes and increase efficiency
• Gain insights needed to make data-driven decisions
• Generate measurable results over time

ClickUp's DMAIC Template is designed to help you manage and track a DMAIC (Define, Measure, Analyze, Improve, Control) project. This Whiteboard template includes:

• Custom Statuses: Create tasks with custom statuses such as Open and Complete to keep track of the progress of each step in the DMAIC project
• Custom Fields: Categorize and add attributes to manage your tasks and easily visualize the steps of a DMAIC project
• Custom Views: Open 2 different views in different ClickUp configurations, such as the Whiteboard and Start Here so that you can hit the ground running
• Project Management: Improve process flow tracking with tags, dependency warning, emails, and more

The DMAIC (Define, Measure, Analyze, Improve, Control) template is an effective tool for problem-solving and process improvement. By following the steps below, you can use it to make sure that your projects are on track and that the solutions you come up with are effective and long-lasting.

The first step in the DMAIC template is to define the project. This includes outlining the problem, the goal of the project, and the timeline.

Use a Doc in ClickUp to clearly outline the goals of the project and create a timeline that everyone can refer to.

Once the project has been defined, it’s time to measure the current state. This includes gathering data, analyzing it, and determining what needs to be improved.

Create tasks in ClickUp to track the data-gathering process and assign specific tasks to team members.

Once the data has been collected, it’s time to analyze it. This includes looking for patterns and trends, identifying root causes, and making decisions based on the findings.

Use the Table view in ClickUp to analyze the data and draw conclusions.

The final step in the DMAIC template is to implement and control changes. This includes putting the solutions into action and monitoring the results to ensure that they are effective.

Create recurring tasks in ClickUp to remind yourself and your team to regularly check in on progress and ensure that the solutions are working as intended.

Six Sigma practicioners can use this DMAIC Template to help everyone stay on the same page when it comes to implementing process improvement initiatives.

First, hit “Add Template” to sign up for ClickUp and add the template to your Workspace. Make sure you designate which Space or location in your Workspace you’d like this template applied.

Next, invite relevant members or guests to your Workspace to start collaborating.

Now you can take advantage of the full potential of this template to improve processes:

• Use the Whiteboard View to brainstorm ideas and create a plan of action
• The Start Here View will help you easily start the process of improving your process
• Organize tasks into two different statuses: Open and Complete, to keep track of progress
• Update statuses as you progress through tasks to keep stakeholders informed of progress
• Collaborate with stakeholders to ensure maximum productivity
• Hold regular meetings to discuss progress and any issues
• Monitor and analyze tasks to ensure maximum efficiency

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Six Sigma DMAIC Roadmap

Published: March 12, 2010 by iSixSigma-Editorial

The Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology can be thought of as a roadmap for problem solving and product/process improvement.

Most companies begin implementing Six Sigma using the DMAIC methodology, and later add the DFSS (Design for Six Sigma, also known as DMADV or IDDOV) methodologies when the organizational culture and experience level permits. You can read the main differences between DMAIC and DMADV , but we’ll focus on the DMAIC in this article.

While the DMAIC methodology presented above in the graphic and below in the listing may appear linear and explicitly defined, it should be noted that an iterative approach may be necessary – especially for Black Belts and Green Belts that are new to the tools and techniques that make up DMAIC. For instance, you may find that upon analyzing your data (Analyze phase) you did not gather enough data to isolate the root cause of the problem. At this point, you may iterate back to the Measure phase.

In addition, prior knowledge of the tools and techniques is necessary in determining which tools are useful in each phase. Remember, the appropriate application of tools becomes more critical for effectiveness than correctness, and you don’t need to use all the tools all the time.

As you can see, the power of the Six Sigma DMAIC methodology lies in the structure and the rigor. Of the hundreds of TQM tools that have been developed over the years, the most important ones (described above) are taught in detail by consultants to Black Belts and Master Black Belts.

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DMAIC template

Helpful for Business Strategy Managing Teams Planning Problem Solving Project management .

Ayoa’s DMAIC template helps you to improve your business processes by effectively identifying errors and generating the best possible solutions.

Ready to get started with this template? It’s ready and waiting in Ayoa! Create your account , then simply open the app , select ‘create whiteboard’ from the homepage and choose this template from the library.

What is DMAIC and what does it mean?

DMAIC is one of the most popular of the Six Sigma methodologies – a set of tools that enable teams and wider businesses to fix errors and improve processes. Standing for D define, M easure, A analyze, I mprove, and C ontrol, DMAIC is a 5-step process that helps you to identify problems and generate effective solutions, using data analysis to help you make improvements.

Why should you use DMAIC?

Although the DMAIC methodology is most commonly used in manufacturing, it is an effective problem-solving technique that can be applied to virtually any project or process where you need to make improvements. DMAIC makes problem solving simple by breaking the process down into 5 clearly defined and streamlined steps.

By requiring you to focus on a specific problem, define how you will measure improvements, use data to analyze the root causes of the problem, devise solutions to your problem and make continuous improvements to how you address it, you can ensure your best chances of success with the DMAIC methodology.

How to use our DMAIC template

In order for DMAIC to be effective, you must complete every stage of the process and ensure that each step is completed in the correct order. Ayoa’s DMAIC template is already set out in order of what needs to be done and is already populated with examples, making it easy to get started.

To access the template, sign up to Ayoa . Once you've signed up, navigate to the homepage to create a new whiteboard , mind map or task board and choose this template from the library .

To get started with the DMAIC process, the first thing you need to do is to define the problem you want to solve or the goal you want to achieve. It can be helpful to examine your existing processes and identify any errors that need to be addressed. Be as specific as possible during this stage, as this will help you when it comes to generating solutions.

Now it’s time to clarify how you will measure the results of your actions. What key metrics will you look at? How will you determine if you’ve been successful?

During this stage of the process, you will need to use data to analyze your problem and identify its root causes. In the case of low sales, it may be that you are targeting the wrong market with your advertising or your product is too expensive. Try to think of as many causes as possible, then add them as individual sticky notes and prioritize them in terms of importance. This will help you to determine which causes you will focus on in the next step.

The answers you added in the previous section of the template should help you to generate solutions to your problem and its root causes. Add these to the ‘Improve’ section of the template, then try to figure out how you can improve them to generate the best results.

The last stage of the DMAIC process is all about control . Use this section of the template to monitor your improvements and (if needed) determine how you will adjust your plan to ensure continued success or further finetune your processes.

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Open the board you would like to submit as a template. Click the settings (cog) icon in the top right hand corner and select ‘Create Template.’ Name the template and click ‘Create Template’ again to confirm.

Once your new template has opened, click the settings icon once again and select ‘Share Template’, ‘Public Share’ and then ‘Yes’. Copy the public sharing URL that is generated.

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About Louise Cunnah

PowerPoint A3 Problem-Solving and Process Templates

By Lulu Richter | August 29, 2024

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We’ve gathered the most useful problem-solving and presentation-enhancing A3 templates in PowerPoint.

Included in this article, you’ll find the following:

• Basic A3 report template
• A3 project problem-solving template
• A3 strategy template
• A3 status report template

PowerPoint A3 Problem-Solving Template

Download the A3 Problem-Solving Template for PowerPoint

When to Use This Template: Choose this A3 slide template when you want to perform a thorough, detailed analysis. This template is suitable for project management, continuous process and product improvement , quality management, and other problem-solving scenarios.

Notable Template Features: This template includes a fishbone diagram for root cause analysis and sections for defining the problem statement , identifying solutions, implementing actions, and evaluating results. The template provides a structured layout that is adaptable to various contexts.

PowerPoint Basic A3 Report Template

Download the Basic A3 Report Template for PowerPoint

When to Use This Template: Use this basic A3 template when you want a streamlined format that covers the essential elements of an A3 report. Add text or images to create a customized template.

Notable Template Features: This template includes three slides: a blank A3 template, an example A3 template with content related to improving warehouse inventory accuracy, and an FAQ slide.

PowerPoint A3 Project Problem-Solving Template

Download the A3 Project Problem-Solving Template for PowerPoint

When to Use This Template: Add visual interest to presentations with this A3 project problem-solving template.

Notable Template Features: This template emphasizes the plan-do-check-act (PDCA) cycle and uses color to highlight each section. The simple layout engages viewers and provides just enough space for adding key details.

PowerPoint A3 Strategy Template

Download the A3 Strategy Template for PowerPoint

When to Use This Template: Use this A3 template to communicate high-level strategic planning and long-term objectives.

Notable Template Features: This template focuses on strategic planning and includes an implementation plan spanning multiple years, plus sections for a current state analysis, a future state vision, long-term goals, and key success metrics. 

PowerPoint A3 Status Report Template

Download the A3 Status Report Template for PowerPoint

When to Use This Template: Use this A3 project status report template to track progress and plan upcoming actions.

Notable Template Features: This template provides sections for a project overview, a summary of planned-versus-actual project status, performance metrics, key milestones, and next steps. A color-coded status column gives viewers at-a-glance updates on milestone performance. 

PowerPoint A3 DMAIC Template

Download the A3 DMAIC Template for PowerPoint

When to Use This Template: Use this A3 template for Six Sigma projects when you’re applying the DMAIC methodology to improve processes and solve problems.

Notable Template Features: This template is structured around the DMAIC phases: define, measure, analyze, improve, and control. Each section includes prompts for information to include. Enter your project details to create a comprehensive DMAIC slide template that mirrors the traditional A3 layout.

For related tools, see this collection of Lean Six Sigma templates and this guide to Lean process improvement .

PowerPoint A3 Root Cause Analysis Template

Download the A3 Root Cause Analysis Template for PowerPoint

When to Use This Template: This template focuses on problem solving and action planning. Use the template to present a strong business case for resolving an issue, to identify underlying causes, and to propose solutions.

Notable Template Features: This template includes space for listing team members or other stakeholders, a tabular action plan for entering owners and dates for each activity, and a follow-up section for evaluating results and sustaining success.

For more options, see this selection of A3 templates in multiple formats, including an A3 proposal template, a Lean A3 DMAIC template with Gantt chart, and more.

Improve Your Problem-Solving and Process Skills with PowerPoint A3 Problem-Solving and Process Templates from Smartsheet

From simple task management and project planning to complex resource and portfolio management, Smartsheet helps you improve collaboration and increase work velocity -- empowering you to get more done. 

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed.

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time. Try Smartsheet for free, today.

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