Using DMAIC to Improve Your Processes

You may have heard of the acronym, especially if you have had some exposure to the powerful and widely known Six Sigma methodology. But what does DMAIC mean and how is it properly used? Allow us give you a hint: no matter how mature an organization is on process management and control, there is always room for improvement.

DMAIC stands for Define, Measure, Analyze, Improve, and Control. It is the core framework behind the Six Sigma approach, and it has helped many organizations in the betterment of their processes. Although a must in any Six Sigma project deployment, DMAIC can also be used on its own. In fact, many quality practitioners use DMAIC as a way of introducing continuous improvement to novice users. DMAIC utilizes a step-by-step approach that is meant to effectively look into undesirable results and bring improvement to any organizational setting (although the focus has been on manufacturing, the framework can be applied to any industry). The following is a brief explanation of how DMAIC is deployed. As always, EZSigma can help your organization in the implementation of this and many other improvement methods.

D (Define): a team charter with clear expectations of high impact projects is a vital component and deliverable of this step. Usually, the team responsible for the project will write down the problem statement,  the main metrics related to it, and the potential opportunities that the organization can gain with an established improved process. Clarity is the key word here.

M (Measure): perhaps the most time consuming step. Data collection can be done through the use of quality tools such as check sheets and/or automated reading systems (PLC). The use of video recording and interviews are also commonly used, but the more quantitative data the better.

A (Analyze): once factual data have been collected, many other tools can aid in the analysis of process behaviour: control charts, scatter diagrams, and regression analysis are just a few of them.

I (Improve): the word redesign is often used in this step. Practitioners look for solutions to the issue or undesirable result previously identified and confirmed by thorough data collection and analysis. The new process is then tested - hypothesis testing and design of experiments (DOE) are often used here.

C (Control): in order for the new process to be sustainable in the long term, a control plan is developed with the sole objective of locking in the newly and better implemented process. The establishment of a routine management program can also help in this step.