DMAIC (Define, Measure, Analyze, Improve and Control)
DMAIC, an acronym for Define, Measure, Analyze, Improve, and Control, is a structured problem-solving process widely utilized in various businesses and organizations to enhance quality and efficiency. Originating from the Six Sigma methodology developed by Motorola in the late 20th century, DMAIC aims to systematically eliminate variability in processes, which can lead to defects in products. The process consists of five key steps:
1. **Define** the problem and project goals clearly.
2. **Measure** relevant data to quantify the issue.
3. **Analyze** the data to identify root causes of the problem.
4. **Improve** by implementing solutions to address these causes.
5. **Control** to ensure that the improvements are sustained over time.
DMAIC is characterized by its empirical approach, relying on real-world observations and statistical methods to guide teams through the process. While it is primarily used for complex issues, the flexibility of DMAIC allows for adaptations based on the specific context. Collaboration among team members with varied expertise is a hallmark of successful DMAIC projects, which can range from short-term efforts to extensive, long-term initiatives. Overall, DMAIC serves as a roadmap for organizations seeking to enhance their operations and improve overall quality.
On this Page
Subject Terms
DMAIC (Define, Measure, Analyze, Improve and Control)
DMAIC (Define, Measure, Analyze, Improve, and Control) is a problem-solving process used by many businesses and organizations. This process involves a five-step plan for describing problems, gathering data, finding and implementing the best potential solution, and maintaining positive results. The main goal of DMAIC is to remove variability from processes that may be causing defects in products. The process, however, may be applied to a variety of situations and, in some cases, is altered for maximum effectiveness.
Background
Through the twentieth century, businesses grew for many reasons. Technological developments, globalization, consumerism, and many other forces combined to turn businesses into increasingly powerful and complex organizations. Designing and managing these businesses became a science, studied by millions around the world. Thousands of business theories emerged that attempted to correct old problems and bring an ever-higher level of success and refinement to organizations.
In 1986, Motorola engineers Mikel J. Harry and Bill Smith created the theory of Six Sigma. Six Sigma was a set of techniques meant to improve and refine Motorola's manufacturing processes. Under the Six Sigma system, defects in products are to be reduced to an extremely minimal level. The core of the Six Sigma process was known as "Define, Measure, Analyze, Improve, and Control" (abbreviated to DMAIC).
In the coming years, the term Six Sigma became synonymous with the goal of virtually eliminating product defects from manufacturing systems. The term spread from Motorola to General Electric and many other businesses and organizations, establishing a lasting effect on many industries. Similarly, the DMAIC system, which can be used independently of other aspects of Six Sigma, spread across the world and quickly became a staple of modern businesses.
Many minor problems in business can be solved relatively easily. Business leaders and experts usually turn to DMAIC for more difficult or complex problems. Business experts often liken DMAIC, pronounced "duh-may-ick," to a roadmap of the steps of product development or other business-related processes. The steps are divided and organized to help analysts identify and solve problems or address other quality-related concerns. More specifically, analysts usually use DMAIC to remove variability from processes in order to reduce potential causes of defects.
Overview
DMAIC is based on several key concepts. One is empirical methodology, or the use of observation and experience instead of just theories or logic. Users of DMAIC identify their problems and plan their solutions based on real-life information. They try to reach clearly observable and measurable goals, such as reducing costs, reducing material waste, or increasing company income. DMAIC users also use statistical methods, meaning they use mathematics to analyze and compare data. Those methods allow them to more easily measure their progress.
DMAIC users generally work in teams, with team members with particular skills or experience working on related parts of the DMAIC process. Some DMAIC projects may take weeks, months, or even years to carry out. Users often work on them part time while carrying out their regular full-time duties. For projects that require haste, users may try to speed up the process by having experts do preparatory work for the early DMAIC stages before the main teams assemble to carry out the final stages in intensive workshop-like sessions.
The first stage of DMAIC is Define. Defining helps to clarify the problem being examined and the overall goals of the project. The definition should be clear and specific to allow the greatest chance of addressing the situation accurately. A problem defined broadly as "customer satisfaction has fallen" is not as effective as a specific problem such as "customer complaints about defective products increased last quarter." Experts may create the definition using flowcharts, diagrams, various forms of analysis, and customer interviews.
The next stage is Measure. The measuring stage helps to add vital information to the defined problem and goal. For example, the problem "customer complaints about defective products increased last quarter" can be made clearer and more effective with added measurements. A revised problem statement might be "customer complaints about malfunctioning digital watches increased by 2.5 percent between February and March of last year."
The next stage is Analyze, which builds on the measurement stage. Experts collect and study the measurements to begin drawing conclusions about the task at hand. They may learn more about the problem, such as a new method that led to faulty wiring of a product, and begin choosing methods of correcting the problem. Analysis may require many tools and techniques, including histograms, charts, process maps, and data analysis meant to find problematic variability.
Next is the Improve stage, in which experts settle on and execute their plans to solve the problem. These solutions may take many forms, but usually involve technology, alterations to existing plans and methods, and a disciplined timeline for implementation. During this stage, experts should be careful to avoid mistakes that might build in new flaws instead of resolving existing ones. Experts may use many techniques for improvement, ranging from brainstorming between people to using complex computerized simulations.
The final stage is Control. Control has several main aspects. The first is to ensure that the chosen solution is actually working. Experts should monitor the solution and its results to show it performs correctly. Another aspect is merging the new methods into the broader workings of the organization, which may bring new improvements to other areas of business. The final main aspect is to create safeguards to help prevent the company from reverting back to prior, faulty processes.
In some cases, DMAIC users may skip steps, or use improvisations in the ordering or positioning of steps. However, these cases are rare, and most of the effectiveness of DMAIC is in its strict formula. In particularly complex or wide-reaching cases, users may append other management and quality-control techniques to the original DMAIC framework. Some other related techniques include DFSS (Design for Six Sigma) or DMADV (Define, Measure, Analyze, Design, and Verify).
Bibliography
Bisk Education, "Six Sigma: DMAIC Methodology." Villanova University, 2017, www.villanovau.com/resources/six-sigma/six-sigma-methodology-dmaic/. Accessed 28 Nov. 2017.
Berardinelli, Carl F. "To DMAIC or Not to DMAIC?" American Society for Quality / Quality Progress, Nov. 2012, asq.org/quality-progress/2012/11/back-to-basics/to-dmaic-or-not-to-dmaic.html. Accessed 28 Nov. 2017.
Borror, Connie M. (Ed.) The Certified Quality Engineer Handbook (3rd Ed.) ASQ Quality Press, 2009.
"DMAIC." iSixSigma, 2017, www.isixsigma.com/dictionary/dmaic/. Accessed 28 Nov. 2017.
Murray, Martin. "Six Sigma Concepts: The DMAIC Problem Solving Method." The Balance, 19 Nov. 2016, www.thebalance.com/six-sigma-concepts-the-dmaic-problem-solving-method-2221186. Accessed 28 Nov. 2017.
Shankar, Rama. Process Improvement Using Six Sigma: A DMAIC Guide. American Society for Quality, 2009.
"Six Sigma DMAIC Roadmap." iSixSigma, 2017, www.isixsigma.com/new-to-six-sigma/dmaic/six-sigma-dmaic-roadmap/. Accessed 28 Nov. 2017.
"The Define Measure Analyze Improve Control (DMAIC) Process." American Society for Quality, 2017, asq.org/learn-about-quality/six-sigma/overview/dmaic.html. Accessed 28 Nov. 2017.