six sigma problem solving steps

How to Solve Your Problems With Lean Six Sigma (Free DMAIC Checklist)

Elisabeth Swan is the co-author of “The Problem-Solver’s Toolkit” and co-host of “The Just-in-Time Cafe Podcast.” She’s been a process improvement consultant, speaker, and innovator for over 30 years. She’s the Chief Learning Experience Officer for GoLeanSixSigma.com, a former cast member of ImprovBoston, and – if asked – may still be able to ride a unicycle.

Surgeon Atul Gawande made headlines when he told the world that a simple checklist could drastically reduce unnecessary deaths in The Checklist Manifesto .

Yet, checklists conjure images of forklift drivers on loading docks with clipboards counting boxes. How could they transform healthcare?

“ He has… produced a 90-second checklist which reduced deaths and complications by more than one-third in eight hospitals around the world – at virtually no cost and for almost any operation. ” – James Clarke, reviewing The Checklist Manifesto,  Ulster Med J. 2011 Jan; 80(1): 54.

Aviation was transformed decades earlier when management and engineers at Boeing Corporation created the pre-flight checklist after the 1935 crash of the prototype Boeing B-17 at Wright Field in Dayton, Ohio. Checklists have become so essential to the airline industry that most crashes can be traced to the misuse or failure to complete a checklist.

A New York Times reviewer noted, “no matter how expert you may be, well-designed checklists can improve outcomes”. Since the purpose of process improvement is improving outcomes, Lean Six Sigma and checklists are natural companions.

To prove that, this Process Street blog post will show the relationship between checklists and lean six sigma, and provide you with a free  DMAIC Improvement Project Tollgate Checklist that you can use right now.

Use the links below to jump to that section of the post:

Lean Six Sigma and the role of problem-solving

Lean six sigma & the checklist, introduction phase, define phase, measure phase, analyze phase, improve phase, control phase, checklists and lean six sigma, use process street to reduce error.

Or, if you just want the checklist, check it out below!

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For those unfamiliar with Lean Six Sigma and process improvement, it is a structured approach for organizations to scrutinize how things are done, poke at data and processes to uncover waste and then cut out things like extra forms, out-dated approvals and other time-wasting steps.

It’s a customer-focused, 5-step problem-solving model that engages entire workforces to constantly seek a better way of doing things.

Proof of Lean Six Sigma’s influence is evident in today’s hiring practices. A poll by GoLeanSixSigma highlights that hiring managers prefer a person who is “ Green Belt Certified ” – having substantial Lean Six Sigma skills – by an almost 80% margin. In an interview with the former head of Twitter, problem-solving emerged as the top skill sought by today’s most influential hiring managers.

In other words, problem-solving (especially via Lean Six Sigma) is an absolutely vital skill.

If problem-solving is a must-have skill and checklists are key to good outcomes, then combining the two makes sense.

DMAIC – Define, Measure, Analyze, Improve & Control – is the 5-Step model for Lean Six Sigma and there’s a set of required tollgates at the end of each phase. These tollgates outline what has to be done in order to move the problem-solving process forward.

Using the tollgates as an outline, we created a dynamic  Process Street template  that you can use for free and run checklists from to track your progress!

Before you can start solving problems, you need a problem to solve.

Picking a process issue – and finding someone in leadership to support you – are two required tasks in this first tollgate. Scoping the project is important (bigger than a “just-do-it” and smaller than “solving world hunger”) but even more critical is finding a Sponsor.

Finding a Sponsor

In a poll asking Lean Six Sigma practitioners what they considered the biggest obstacle to process improvement success, “Getting Leadership Support” accounted for almost a third.

When we coach team leads who tell us they can’t find someone to back their project, we let them know, “No Sponsor, no project”. If nobody in charge has any skin in the game, there’s no point in attempting the process fix. Find a different project that leadership supports.

One thing that helps when searching for leadership backing is being able to explain what Lean Six Sigma is and why it makes a difference. Since the checklist template is dynamic we inserted a video in the Define Phase within the checklist item, “Enlist a Project Champion/Sponsor who will support you and the project”. The team lead can share the video with managers or directors who they consider Sponsor candidates.

There’s also a Project Selection Guide Template embedded in the checklist so users can take a project idea and put it through a few screening questions. Is it a repeating problem? Is there a way to measure it? The checklist serves as a reminder, a source of templates, supporting videos and other just-in-time guidance.

The next set of tollgate tasks cover the Define Phase of DMAIC. This is where problem-solvers clarify the problem, the process impacted and customers of the process.

There is a journey of discovery during this phase as everyone agrees on the issue to solve. One of the big challenges is the tendency of ambitious team leads—or equally ambitious Sponsors—to try to “shoot the moon.”

Shooting the moon

They might want to reduce cycle time, reduce defects , improve margins, and increase customer satisfaction all by next Tuesday. But a project that focuses on everything accomplishes nothing. It’s okay to measure the cost reduction that results from reducing defects. But pick one of those to be the goal. Success is more possible if you focus on one goal at a time .

It takes practice and discipline to develop a manageable goal statement. Another moon shot is aiming for perfection out of the starting gate. When we see a goal statement that claims the team will, “reduce defects from 25% to 0%” then we know there is a sizable risk of failure and disappointment.

That’s why the Define Phase of the checklist includes a Goal Builder Template along with a blog providing tips on how to create well-crafted goal statements.

The primary focus of the Measure Phase is to baseline the process. If you’re trying to reduce defects, you need to know how you’re doing at that now. What’s your track record? You need to know the baseline of the process in order to measure whether or not you made a difference with your improvement when you get to the Improve Phase.

You need to know the gap, so you can close the gap.

The data’s in the system, somewhere…

One of the issues we run into in this phase is problem solvers assuming that data is sitting in a system somewhere waiting to be accessed. If they simply run a report, they’ll have the baseline. Check that off the list. But that rarely goes according to plan.

Maybe there’s system data, but was it entered with care? Is it reliable? We’ve seen teams struggle to use data that didn’t make sense. They could access cycle time data, but it didn’t take into account that the workday ended at 5:00. I had another team looking at why healthcare invoices had to be manually adjusted. They looked up the defect codes and the biggest category was “Other”. System data existed, but it was useless.

Most of the time, it helps to collect some data manually. In order to think through your approach, you need a Data Collection Plan. That involves listing the data you want and considering things like stratification factors—the “who, what, when, where” of data. If you’re looking at defects, should you collect data on defects by product? Defects by the fields on a form? Defects by customer type?

Within the task: “Develop a Data Collection Plan with Operational Definitions and create Check Sheets as Needed”, we’ve embedded a template (The Data Collection Plan) and a video to guide the process.

You’ll learn a lot by collecting the data firsthand, so if the perfect data set is not magically sitting in the system, it helps to have a plan.

Analyze is the crux of the DMAIC method. This is where learners drill down and discover the root cause of the process problem they’ve been chasing. Once you do that, you can solve the problem for good.

But if you have not determined the root cause then you might be solving a “symptom,” putting a bandaid on the problem or implementing a change based on a hunch. All of this means there’s a high likelihood the problem will remain and the efforts will have been in vain.

Finding the smoking gun

If you’ve always been told, “don’t bring me a problem, bring me a solution,” that’s an encouragement to jump right past this step into the fun of solutions. I’ve seen teams go with their assumptions regardless of what the data says or the process analysis reveals. I’ve seen Sponsors who tell teams what solutions they want to be implemented right from the get-go.

How do you stick with analysis long enough to find the smoking gun? The trick is to keep collecting the clues in the Cause & Effect Diagram , aka The “Fishbone Diagram”. It’s an aptly named tool, popularized by Dr. Ishikawa , which resembles a fish skeleton. Its construction allows teams to develop root cause theories around a problem as they build their knowledge of the process.

Each time they collect data, interview process participants on a Gemba Walk or map the process steps, they uncover potential reasons for defects. Making the most of the Fishbone Diagram is key but, during a poll, users reported where they fell short.

Solutions masquerading as problems

Over a third of respondents reported the issues of “listing solutions” on the Fishbone instead of causes. What we hear are phrases like, “the root cause is a lack of training”.

The problem with “lack of” anything is that it’s a sneaky way of putting a solution on the Fishbone.

The question is, “what is the training addressing?” Is it lack of user knowledge? If that’s the problem, could it be solved with helpful visuals, a simpler process? There are a lot of ways to address user knowledge before jumping to more employee training.

This is when you want to behave like the persistent detective – think Columbo, the classic 70’s TV icon. Every question helps you accumulate clues. People working through the process may have the answer without knowing it. The trick is to keep looking upstream until you find potential culprits. Dig past the symptoms.

To help with this phase, the checklist includes both a Fishbone Diagram Template as well as a video on how to get the most out of the Fishbone.

The Improve Phase is a long-anticipated step in the journey. It’s the step teams generally want to jump to from the start. Testing countermeasures, piloting solutions, watching the problem disappear, that’s the fun of process improvement. If you’ve done a proper job of Define, Measure, and Analyze, this phase falls nicely into place.

The ripple effect

The catch? Unintended consequences.

If you toss a stone into a lake you can see the ripples flow out from the center. The same principle holds true for process change. If you remove a step, change a form, skip an approval , will things fall apart? For that, we look to the Failure Modes & Effects Analysis or FMEA for short.

It’s a methodical way of assessing the potential for things to go wrong. It Involves deciding the potential severity and frequency of future problems and then mistake-proofing the process to prevent them. The technique originated at NASA since they couldn’t risk trial and error when sending men to the moon. By thinking through the risks of change they developed the kind of contingency plans you saw on display in movies like Apollo 13.

That’s why there’s an FMEA Template and a video on how to use it tucked into the main checklist from this post.

It’s okay to make changes. It’s simply key to think through the impact of those changes on other parts of the business.

Process Improvement can happen quickly and have a dramatic impact, but it’s critical to “stick the landing.” The Control Phase exists to see the improvement through to stability.

If teams move on and everyone takes their eyes off the ball, things may start to slip. What they need is the ability to continuously see the performance of the new process.

Sticking the landing

Have you ever tried to watch a game without a scoreboard? How would you know who was winning? Or how much time was left?

It’s the same with process work.

How does your team know how they’re doing? How do you stay aware of how the new process is performing?

By making the data visible.

Keeping an eye on Process Performance can be done with a single metric — you need to focus on one thing. If the goal was to reduce defects, then the single metric would be tracking the daily percentage of defects. A great way to measure success is with a Control Chart.

Control Charts are time charts. You might know them as Line Charts or Run Charts. They include a measure of variation so they are often referred to as “Run Charts that went to college”. They can be created in Excel , but they can also be drawn by hand.

Teams often set up whiteboards in the shared workspace to track things like defects. People can rotate responsibility for updating the chart. If people can see the measure and are responsible for it—they pay attention to it. What gets measured gets managed.

The Control Chart Template is embedded in the checklist for the Control Phase.

Process Improvement is a mainstay of Operational Excellence and checklists are simple but effective ways to make sure you get the outcomes you want. The following quote comes from the interim CEO/President of the Association for Manufacturing Excellence ( AME ).

“ I am a big fan of checklists for ensuring quality at the source. They serve an important purpose in reminding us of all that’s needed in a particular process or project. Without checklists, we risk missing or overlooking something by mistake. Checklists work best when ticking off items as they are completed, not en masse once the entire project is done. The key point is to use and follow them, not “pencil-whip” them from memory after the fact. While not foolproof, checklists can help us cover the details and result in more thorough, successful improvement efforts. ” – Jerry Wright , President, AME

Checklists have transformed healthcare, aviation, and countless other industries. Run this Process Street DMAIC Tollgate Checklist and make sure your next improvement effort gets great results.

Process Street is a powerful piece of workflow software that lets you crush the human error in your organization.

By creating process templates (like the free DMAIC checklist in this post) you can give your whole team a central location for them to see what they have to do, and how exactly they should do it.

No more confusion, no more errors.

Take advantage of our powerful feature set to create superpowered checklists, including:

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Ben Mulholland

Ben Mulholland is an Editor at Process Street , and winds down with a casual article or two on Mulholland Writing . Find him on Twitter here .

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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

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

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.

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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.

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DMAIC Model | The 5 Phase DMAIC Process to Problem-Solving

• 5 mins to read
• July 1, 2020
• By Reagan Pannell

Summary: An Introduction to DMAIC

Dmaic – the dmaic model.

The 6 Sigma DMAIC model remains the core roadmap for almost all Lean Six Sigma problem-solving approaches that drive quality improvement projects. It is used to ensure a robust problem-solving process is followed to give the best chance of the best solution being found.

A note about the structure and the approach used in this article.

Our approach to DMAIC follows Quentin Brook’s book “Lean Six Sigma & Minitab” which for anyone wishing to study Lean Six Sigma is a must for the  Green Belt Course  and the  Black Belt Course .

What is the DMAIC Model?

DMAIC is short for: Define, Measure, Analyse, Improve and Control. These are the key phases that each project must go through to find the right solution. This flow is the concept behind DMAIC Analysis of an issue and its the DMAIC cycle all projects must go through.

As you can quickly see from the 5 DMAIC phases they follow a logical sequence as we will go through in more detail below. But they also make sure you do not try to jump to implementing a solution before you have properly, defined and measured what you are going to be an improvement.

We all love to jump to solutions, but the DMAIC problem-solving structure helps us have a more rigorous approach so that we do not short cut the process and perhaps miss the best solution or perhaps implement the wrong solution as well. It can help companies better structure their problem-solving approaches and be more robust in their approach. 

DMAIC – The 5 DMAIC Process Phases

The phases throughout the DMAIC model have and can be broken down in many different ways. One of the best approaches we have found is from Opex Resources which shows how to examine the existing processes, and with a project team, and the sigma improvement process, we can solve complex issues.

DMAIC Define Phase

The purpose of the Define phase is ultimately to describe the problems that need to be solved and for the key business decision-makers to be aligned on the goal of the project. Its about creating and agreeing the project charter .

All too often, teams have identified solutions without actually defining what it is they will actually be trying to do or perhaps not do. This can lead to internal confusion and often solutions which completely miss the business requirements and needs.

• Define the Business Case
• Understand the Consumer
• Define The Process
• Manage the Project
• Gain Project Approval

We can’t solve problems by using the same kind of thinking we used when we created them” Albert Einstein Tweet

DMAIC Analyse Phase

The goal of the DMAIC Analyse phase with the lean six sigma improvement process is to identify which process inputs or parameters have the most critical effect on the outputs. In other words, we want to identify the root cause(s) so that we know what critical elements we need to fix.

During this phase, the teams need to explore all potential root causes using both analytical approaches, statistical approaches or even graphical tools such as VSM’s and Process maps to uncover the most important elements which need to be changed/fixed.

The Analyse phase can be broken down into:

• Analyse the Process
• Develop Theories and Ideas
• Analyse the Data
• and finally, Verify Root Causes 

DMAIC Improve Phase

The goal of the improvement phase is to identify a wide range of potential solutions before identifying the critical solutions which will give us the maximum return for our investment and directly fix the root cause we identified.

During this phase, the team brainstorm, pilot, test and validate potential improvement ideas before finally implementing the right solutions. With each pilot, the team can validate how well it improves the key measures they identified back in Define and Measure. When the team finally roll out the solution, the results should be seen if the right solution has been found and implemented correctly.

The Improve phase can be broken down into:

• Generate Potential Solutions
• Select the Best Solution
• Assess the Risks
• Pilot and Implement

DMAIC Control Phase

The final part of the DMAIC Model is the Control phase where we need to ensure that the new changes become business as normal and we do not revert to the same way of working as before.

During this phase, we want to ensure that we close the project off by validating the project savings and ensuring the new process is correctly documented. We also need to make sure that new measures and process KPI’s are in place and, finally that we get the business champion to sign off on both the project and the savings. We may need to redesign the workplace following the 5S principles .

The Control phase can be broken down into:

• Implement Ongoing Measurements
• Standardise Solutions
• Quantify the Improvement
• Close The Project

The key closing documents of the Control Phase is a Control Plan that documents all the changes and process steps with key risks, standard work instructions and the Project Close-Out document signed by the business owners to accept the change and the validated benefits.

Our approach to DMAIC follows Quentin Brook’s book “Lean Six Sigma & Minitab” which for anyone wishing to study Lean Six Sigma is a must for the  Green Belt Course  and the  Black Belt Course .

The dmaic model vs. a3 management vs. 8d problem solving.

The DMAIC model is not the only project management roadmap. Two others which are important is the A3 format which originally comes from Toyota and is very Lean focused and the 8D which draws more of the DMAIC structure but with the 1-page idea of the A3.

Everyone has their own preference but each method is interchangeable. The DMAIC Structure lends its self naturally to a multi-slide Powerpoint presentation. Whereas the A3 is a single-page document which is perfect for internal communication and adding into War Rooms and Control Towers.

What’s important is that every problem-solving approach follows the PDCA (Plan, Do, Check and Act) Scientific Problem Solving format. The reset is just a preference or using the right tool in the right circumstances.

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Reagan Pannell

Reagan Pannell is a highly accomplished professional with 15 years of experience in building lean management programs for corporate companies. With his expertise in strategy execution, he has established himself as a trusted advisor for numerous organisations seeking to improve their operational efficiency.

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Six Sigma Basics: DMAIC Like Normal Problem Solving

Published: February 26, 2010 by Chew Jian Chieh

What is the usual way most people go about solving problems? Most people and organizations consciously or unconsciously use this method, as illustrated in Table 1 below.

This is not a bad method, provided what one thinks is causing the problem is really causing the problem. In this case, if a person is fat simply because they do not exercise enough and eat too much, then by exercising and eating less, they should weigh less. And if they do lose weight after taking such action, then the theory is validated. People solve a fair number of problems in this manner – using conventional wisdom and gut theories that also happen to be correct. In those cases, there is little need for Six Sigma – it is just a waste of time. Just do the above.

How Six Sigma Problem Solving Is Different

How is the Six Sigma problem-solving methodology different? Actually it is really not so different from how people normally go about solving day-to-day problems, except in Six Sigma, nobody knows what is really causing the problem at the beginning of the project. And because all attempts to solve the problem in the past have failed, largely because conventional wisdom and gut theories were wrong about the cause of that problem, people conclude that the problem cannot be solved.

These types of problems are really the best candidates for Six Sigma. The Six Sigma DMAIC methodology differs from conventional problem solving in one significant way. There is a requirement for proof of cause and effect before improvement action is taken. Proof is required because resources for improvement actions are limited in most organizations. Those limits preclude being able to implement improvement actions based on 100 hunches hoping that one hits the mark. Thus, discovering root causes is at the core of the methodology.

Here are the steps in the DMAIC process:

• Define phase: Understand what process is to be improved and set a goal.
• Measure phase: Measure the current state.
• Analyze phase: a) Develop cause-and-effect theories of what may be causing the problem; b) Search for the real causes of the problem and scientifically prove the cause-and-effect linkage
• Improve phase: Take action.
• Control phase: a) Measure to verify improvement has taken place; b) Take actions to sustain the gains.

Using a More Mathematical Language

The above steps can be phrase in another way – using more mathematical language (Table 2). (This kind of mathematical language should not put anyone off. If it is a concern initially, a person just needs to remember than whenever a Y shows up in any sentence, just replace it with word “effect,” or the phrase “outcome performance measure.” And whenever an X shows up , just replace it with the word “cause.”)

The key assumption in Six Sigma is this: If the true causes of any problem can discovered, then by controlling or removing the causes, the problem can be reduced or removed. Now is that not just common sense?

A Series of Common Sense Questions

In summary, Six Sigma DMAIC methodology is really just a series of common sense questions that one asks in order to solve any problem and eventually sustain the gains that come from solving the problem.

• Define: What is the Y that is not doing well?
• Measure: What is Y’s current performance?
• Analyze: What are the potential Xs? What are the real Xs?
• Improve: How can the real Xs be controlled or eliminated?
• Control: How can the Xs continue to be controlled to sustain the gains in Y?

Six Sigma’s DMAIC methodology is nothing but a search for the real causes of problems. With this understanding, what remains for those learning Six Sigma are the various tools and techniques used to answer these questions.

About the Author

Chew Jian Chieh

Six Sigma Study Guide

Study notes and guides for Six Sigma certification tests

DMAIC Overview

Posted by Ted Hessing

DMAIC is Six Sigma’s signature framework for process improvement. It provides a structured way of improving a process.

Key Attributes

A DMAIC improvement process:

• Is data-driven.
• Is followed in a strict sequence.
• Uses all five steps.

The Five DMAIC Stages

The five stages we use are:

• Define : Collate what we already know about the existing process.
• Measure : Collect further data about the existing process.
• Analyze : Identify the core problems that we’ll address.
• Improve : Plan, test, and implement solutions.
• Control : Set up supports to ensure that successful solutions are sustainable.

Note how this is reminiscent of the Deming wheel or Shewhart Wheel: Plan-Do-Study-Act ).

History of DMAIC

Michel Harry & Bill Smith created “MAIC” – the methodology that evolved to become DMAIC.

Harry includes the following strategy elements in the traditional approach to Six Sigma:

• (R) Recognize the true state of your business
• (S) Standardize the systems that prove to be best-in-class
• (I) Integrate best-in-class systems into the strategic planning framework.

What’s the difference between Six Sigma and DMAIC?

Six Sigma and DMAIC are closely related, as DMAIC is the problem-solving methodology used in Six Sigma. Six Sigma is a data-driven approach to process improvement that aims to minimize defects and variability in products and services. It uses statistical analysis and other tools to identify and eliminate the root causes of defects, and ultimately improve business performance.

DMAIC, on the other hand, is the acronym that describes the five-step problem-solving process used in Six Sigma projects. It stands for Define, Measure, Analyze, Improve, and Control. DMAIC provides a structured and disciplined approach to problem-solving that enables organizations to achieve Six Sigma levels of quality and efficiency.

Can you use DMAIC outside of Six Sigma?

Absolutely! DMAIC can be used for non-Six Sigma purposes as well.

DMAIC is a structured and disciplined problem-solving methodology that can be applied to a wide range of industries and situations beyond just Six Sigma. The five steps of DMAIC (Define, Measure, Analyze, Improve, and Control) provide a framework for identifying and eliminating problems, improving processes, and achieving better outcomes.

For example, DMAIC can be used in healthcare to improve patient care processes, reduce medical errors, and increase patient satisfaction. In the software industry, DMAIC can be used to identify and fix software bugs, improve user experience, and optimize software development processes. In construction, DMAIC can be used to improve safety practices, reduce waste, and increase productivity.

The key benefit of using DMAIC outside of Six Sigma is that it provides a standardized and data-driven approach to problem-solving that can be applied in any industry or situation. By using DMAIC, organizations can identify and address the root causes of problems, improve processes, and achieve better outcomes, regardless of whether they are formally practicing Six Sigma or not.

The DMAIC Phases

Define phase.

In the Define phase, you collate a lot of information you already have available. You’ll:

• Understand the project, including its purpose and scope.
• Map the current process.
• Determine whether the process is a good candidate for DMAIC.
• Detail customer expectations.
• Estimate timelines and costs.

Should you use DMAIC?

Some projects aren’t suitable for this process. For example:

• It’s already very clear what the problem is and how to solve it.
• There’s no or little available data on the process to be improved.
• Managers and leaders do not support improvements to this process.
• The process does not directly impact key performance indicators.
• Measuring process improvements would be difficult or impossible.

Further information about the Define phase

For more information about the Define phase, the steps to go through, and the tools to use, see Define Phase (DMAIC) .

Measure Phase

You’ve mapped the existing process, understood the project, and decided that this is a good DMAIC candidate. You’ve listed customer expectations and estimated the times and costs involved.

Your next phase involves a lot of measurements. You need to have baseline figures to assess progress accurately in later phases.

During this phase, you will:

• Identify the data that you need to collect.
• Decide what measurements to use.
• Figure out what methods to use to collect your measurements.
• Determine the level of variation that you’ll be dealing with.
• Collect the data as per previous points.

Further information about the Measure phase

For more information about the Measure phase, the steps to go through, and the tools to use, see Measure Phase (DMAIC) .

Analyze Phase

In the Analyze phase, you work with the data that you collected in the Measure phase. You’ll:

• Identify defect causes.
• Analyze these to pinpoint the root cause.

Further information about the Analyze phase

For more information about the Analyze phase, the steps to go through, and the tools to use, see Analyze Phase (DMAIC) .

Improve Phase

You’ve identified the root cause of your issue in the Analyze phase. Now you need to come up with a solution. You’ll:

• Pull in people who perform or oversee the process.
• Brainstorm potential solutions.
• Determine criteria for selecting a solution.
• Weigh potential solutions against the criteria.
• Pick a solution.
• Test the chosen solution.
• Measure the results and compare them to the Measure phase data.

Further information about the Improve phase

For more information about the Improve phase, the steps to go through, and the tools to use, see Improve Phase (DMAIC) .

Control Phase

Once you’re happy that the chosen solution will improve the process, it’s time to implement the Control phase. This is where you actually implement the said solution, but there are some other tasks too:

• Document the solution.
• Collect data about how the solution is working in production.
• Put supports in place to ensure the solution is permanent, not temporary.
• Set up a plan to deal with any issues that might arise.
• Plan handover to the operations personnel.

Further information about the Control phase

For more information about the Control phase, the steps to go through, and the tools to use, see Control Phase (DMAIC) .

DMAIC Tollgate Reviews

You’ll typically review progress regularly with your sponsors. This kind of review, especially when ending one phase and moving on to the next, is called a Tollgate review.

Learn more about DMAIC tollgate reviews here.

Comments (8)

Is there suppose to be a “what makes a good DMAIC project” video attached?

There will be soon. We’re currently reconstructing this page to have a different organization and more details.

Can DMAIC tools or methodology can be used in FOCUS PDCA project? what tools are relevant? What tools are not relevant?

I hadn’t heard of FOCUS so thank you for mentioning it so I could look it up.

DMAIC is an offshoot of the PDCA process (As is Agile and many other frameworks) so I’m inclined to say yes, it is.

Here’s how I would see it stacking up:

Plan -> D: Define, M: Measure, A: Analyze Do – > I: Implement. Check -> C: Control. Act -> C: Control (specifically Control Plans which could be a simple process, return to Implement and do a new thing, or even return to Define / Measure / Analyze)

Thanks for the great question!

Hi, could DMAIC be used as a root cause analysis method, specifically for the resolution of failures/problems/deviations not necessarily generated in a project but by normal operations within a process?

Hi Jennifer,

DMAIC is an acronym for the framework (Define, Measure, Analyze, Improve, Control). Root cause analysis is one step inside the Analysis phase.

I just wanted to let you know that while studying for my Green Belt in Six Sigma I have found this an invaluable resource that has demystified the whole concept of lean and DMAIC! I work in the intellectual disability sector where it is not the norm to apply lean / DMAIC to quality improvement, but where it absolutely can be applied to great effect. Thanks and kind regards, Emer

Thank you so much for the kind words, Emer! We work hard to make these concepts clear and it’s gratifying to know it’s helpful!

I don’t want to presuppose, but you might be interested in a few articles that Jamie Garret contributed about how he applied Lean Six Sigma teaching – another field where Six Sigma is not traditionally applied.

• How Lean Six Sigma Saved my Teaching Career
• How Control Charts Made Me a Better Teacher
• How Advanced Control Charts Can Save Our Schools

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Lean Six Sigma 101: A Continuous Improvement Guide 

In our fast-paced, ever-evolving business landscape, companies are always looking for ways to refine their operations and boost efficiency. Lean Six Sigma stands out as a robust solution, fostering continuous improvement for these organizations.

As companies push the boundaries in pursuit of exceptional performance, Lean Six Sigma offers a powerful toolkit and guiding principles that empower organizations to tackle challenges confidently. By merging the strengths of both Lean and Six Sigma methodologies, it paves the way for organizations to reduce waste, fine-tune processes, and elevate the quality of their products and services.

What is Lean Six Sigma?          

Lean Six Sigma is an integrated and comprehensive approach to enhancing operational efficiency and quality. It merges two distinct methodologies, Lean and Six Sigma, to form an effective framework for continuous improvement.

Lean originates from the Toyota Production System and focuses on eliminating activities that do not add value to a process i.e. waste.

On the other hand, Six Sigma is a data-centric methodology aimed at systematically minimizing process defects. The name “Six Sigma” represents an aspirational quality level, aiming for a mere 3.4 defects out of a million opportunities. Six Sigma employs a rigorous statistical approach to pinpoint and address root causes to achieve this quality level.

Organizations harness the best of both worlds by integrating Lean and Six Sigma. While Lean streamlines processes by cutting waste and enhancing flow, Six Sigma uses data analysis to detect and eradicate problems at the source. Together, they provide a well-rounded approach to continuous improvement.

Lean Six Sigma vs Kaizen: main similarities and differences

Both Lean Six Sigma and KAIZEN™️ provide valuable methodologies for tackling organizational challenges, albeit with distinct approaches. They differ in some aspects, each offering unique perspectives on problem-solving and continuous improvement.

Six Sigma heavily relies on quantitative metrics and statistical analysis to drive improvements in business processes, aiming to minimize defects and enhance quality. On the other hand, KAIZEN™️ focuses on holistic improvement throughout the organization, transcending reliance solely on numerical data associated with quality.

Despite these methodological nuances, both Six Sigma and KAIZEN™️ share a common goal: to optimize corporate efficiency and effectiveness by purging non-value-added activities. In practice, companies can adopt a blended approach, incorporating elements from both Six Sigma and Lean concepts, as well as from KAIZEN™️.

Both Lean Six Sigma and KAIZEN™️ stand out as exceptional concepts that yield significant time and cost savings, providing organizations with valuable tools to enhance their operations.

Why is Lean Six Sigma important?     

The Lean Six Sigma is important for several fundamental reasons that positively impact organizations. This comprehensive approach to continuous improvement provides significant benefits that are reflected in various key areas:

Operational Efficiency Reach

The Lean Six Sigma is designed to eliminate waste, reduce inefficiencies, and optimize processes. This leads to more streamlined workflows, shorter cycle times, and a more efficient use of resources.

Quality Improvement

The Six Sigma methodology aims to reduce defects and enhance quality. This results in higher-quality products and services, reducing customer complaints, rework, and costs associated with errors.

Increased Customer Satisfaction

Lean Six Sigma enhances customer satisfaction by focusing on quality, reducing lead time, and delivering value to the customer.

Data-Driven Decision Making

Lean Six Sigma employs statistical analyses for informed decision-making. This diminishes subjectivity in business decisions, allowing organizations to identify and address the root causes of problems more effectively.

Cost Reduction

Lean Six Sigma significantly reduces operational costs by eliminating waste, rework, and defects. This directly improves profit margins and competitiveness.

Implementation of a Culture of Continuous Improvement and Innovation

Lean Six Sigma fosters a culture of continuous improvement throughout the organization. Employees are empowered to identify issues, implement solutions, and seek excellence in their daily processes. They are also encouraged to discover new ways of doing things, which can lead to innovative products, services, and processes.

Lean Six Sigma provides a structured and systematic approach to enhancing efficiency, quality, and customer satisfaction while driving a culture of continuous improvement and data-driven decision-making. Organizations that successfully implement Lean Six Sigma often gain a significant competitive advantage.

What are the Principles of Lean Six Sigma   

The values of Lean Six Sigma are based on a combination of Lean and Six Sigma principles. The following are the main principles:

Focus on Customer Needs

All improvement efforts should be directed toward delivering products and services that meet or exceed customer expectations.

Waste Identification and Elimination

Tasks that do not add value from the customer’s perspective should be identified and eliminated.

Continuous Improvement

The pursuit of excellence is an ongoing process. Organizations should continuously seek ways to enhance their processes.

Decisions should be based on concrete analyses and data , not on assumptions. This approach aids in identifying root causes and assessing changes’ impact.

Employee Involvement

Employees are a valuable knowledge source on processes and challenges. Encouraging their active participation and involvement helps pinpoint improvement opportunities, and fosters shared accountability.

Process Standardization

Establishing clear and consistent standards for processes helps reduce variability and ensures product or service quality . Consistent processes also make it easier to detect anomalies.

Systematic and Structured Approach

Lean Six Sigma employs a systematic approach, such as the DMAIC methodology (Define, Measure, Analyze, Improve, and Control), to address issues and roll out improvements.

Leadership and Commitment

Organizational leadership plays a pivotal role in fostering a continuous improvement culture.

Measurable Outcomes

The success of Lean Six Sigma is gauged through tangible outcomes, such as defect reduction, efficiency/productivity enhancement, cost savings, and customer satisfaction. Routine measurement ensures that improvements have a positive impact.

These principles guide Lean Six Sigma’s successful implementation, setting organizations to achieve sustainable improvement in their operations and processes.

The Lean Six Sigma Methodology      

As previously mentioned, Lean Six Sigma is a structured and systematic approach that combines Lean and Six Sigma principles to achieve operational excellence and continuous improvement in organizations. It provides a clear and directed path for problem-solving and process improvement, addressing waste elimination.

DMAIC: Define, Measure, Analyze, Improve, Control

The DMAIC process is at the heart of the Lean Six Sigma methodology. It is a five-step sequence that guides teams in problem-solving and process improvement.

Each step plays a specific role in the transformation process:

• Define : In this step, the team clearly defines the problem and establishes improvement objectives. Understanding the current situation, identifying stakeholders, and setting success criteria are essential.
• Measure : During this phase, the team collects relevant data about the process. Measurement is vital to understand current performance, identify variations, and determine the extent of existing problems.
• Analyze : The analysis stage involves delving into the data gathered in the previous step to identify root causes. Statistical tools are often employed to identify patterns and trends that might be contributing to the issue.
• Improve : By understanding the root causes, the team develops and implements solutions. These are tested and adjusted as needed before final implementation.
• Control : The final step focuses on maintaining and monitoring the improvements. Control systems are established to ensure that changes remain effective in the long run. This involves defining Key Performance Indicators (KPIs) and creating a monitoring plan.

How Lean Six Sigma is applied in real-world scenarios  

Implementing Lean Six Sigma in real-world scenarios is adapted based on the organization’s specific needs and the problem at hand. Teams are established, typically with a Green or Black Belt leader who is an expert in the methodology.

Teams go through the DMAIC stages, applying specific tools and techniques at each phase. This might encompass data analysis, value stream mapping, and design of experiments, among others. The methodology is versatile enough to find applications in diverse sectors, from manufacturing to services.

Lean Six Sigma fosters a collaborative approach, engaging team members and relevant stakeholders throughout the process. The emphasis on data collection and analysis supports informed decisions, while the continuous improvement culture encourages experimentation and innovation.

Ultimately, Lean Six Sigma results in sustainable improvements in processes and quality, cost reduction, heightened customer satisfaction, and an organizational culture geared toward excellence .

What are Lean Six Sigma Tools

Lean Six Sigma boasts a wide range of tools and techniques that assist in problem identification, data analysis, problem resolution, and continuous improvement. These tools are employed throughout the DMAIC process stages to guide teams in systematically addressing issues. Here are some of the primary tools:

Value Stream Mapping

A visualization tool for a process flow, used during Value Stream Analysis , which identifies value-adding and wasteful activities. It aids in waste elimination and process optimization.

Diagrams (Fishbone or Cause and Effect Diagram)

Utilized to find an issue’s potential causes, this diagram categorizes them into areas such as people, processes, equipment, materials, and environment.

Control Charts

These are employed to monitor a process’s performance over time. They assist in identifying variations and deviations from set targets.

Pareto Analysis

A tool for prioritizing the most significant problems or causes and identifying the main contributors to a given problem.

Root Cause Analysis

Using tools such as the 5 Whys, teams delve deep into the underlying causes of a problem to identify the root cause.  

Design of Experiments (DOE)

Used to test multiple process variables and reveal which factors have the most significant impact on process outputs.

Scatter Plots

These display the relationship between two variables and assist in finding a potential correlation between them.

Regression Analysis

Employed to examine the relationship between independent and dependent variables, allowing for outcome predictions based on historical data.

Failure Modes and Effects Analysis (FMEA)

Evaluates potential failure modes in a process or system, identifying their causes and impacts, and setting priorities for mitigation actions.

An approach to workplace organization and cleanliness focused on enhancing efficiency, safety, and employee motivation.

A visual workflow management tool that helps control and optimize production and material flow.

Devices or techniques designed to prevent errors and defects, minimizing the potential for human mistakes. 

These are just a handful of the many tools Lean Six Sigma offers. Which tool to use depends on the problem’s nature and the project’s unique needs. By smartly combining these tools, teams can effectively pinpoint and tackle issues, achieving sustainable improvements and outcomes in organizational processes.

Lean Six Sigma Training and Certification

Appropriate training plays a pivotal role in effectively implementing Lean Six Sigma. It is essential to deeply understand the tools, techniques, and methods involved to make meaningful improvements in organizational processes and outcomes.

A Lean Six Sigma certification is a formal recognition for individuals who have shown expertise in using the methodology. This certification confirms that they have acquired the skills to lead improvement projects, apply statistical tools, and lead teams to achieve efficiency, quality, and reduce variability.

The most common certification levels – Lean Six Sigma Belts – are:

• White Belt : These are team members familiar with the basic concepts of Six Sigma and can support projects but do not hold a leadership role.
• Yellow Belt : They possess slightly advanced knowledge and can actively participate in projects as team members.
• Green Belt : These members have a deeper understanding of the Six Sigma tools and techniques and can lead small projects and collaborate closely with the Black Belts.
• Black Belt : These are highly trained and qualified project leaders. They are experts in Six Sigma and have the ability to lead complex improvement projects, apply advanced statistical tools, analyze data, and implement significant changes in processes.
• Master Black Belt : These seasoned experts lead in implementing and developing Six Sigma within the organization. They provide training, guidance, and support to Black Belts and Green Belts, ensuring the methodology is effectively applied throughout the organization.

Obtaining a certification in Lean Six Sigma typically involves completing formal training, knowledge examinations, and practical application of the skills learned.

The importance of training and certification in Lean Six Sigma

Lean Six Sigma training provides detailed knowledge of its underlying tools, methodologies, and principles. It empowers professionals to effectively identify problems, analyze data, and implement solutions, leading to measurable improvements.

Certification indicates that its holder possesses the necessary skills to apply Lean Six Sigma effectively. This ensures the right approaches are adopted to address complex issues and enhance processes.

On the other hand, Lean Six Sigma-certified professionals can spread a continuous improvement culture within their organizations. They can lead teams, foster collaboration, and guide implementing improvement initiatives.

How Kaizen Institute can help you become a Lean Six Sigma expert    

The Kaizen Institute offers training programs with various certification levels to meet clients’ needs. Here are some benefits of the Kaizen Institute’s training and certifications:

• Specialized Training and Belt Certification: The Kaizen Institute provides hands-on training and certification at various levels. These programs cover all aspects of Lean Six Sigma, from basic concepts to advanced techniques.
• Globally Recognized Certification: The certifications provided by the Kaizen Institute are widely recognized internationally. Earning a Lean Six Sigma “belt” validates skills and knowledge, enhancing credibility as an expert in the field.
• Practical Experience: Beyond theory, the Kaizen Institute’s courses include hands-on exercises and real-world case studies. This allows participants to apply theoretical knowledge in actual scenarios and gain confidence in their abilities.
• Continuous Learning : The Kaizen Institute offers an ongoing learning journey, allowing professionals to deepen their knowledge in Lean Six Sigma as they advance in their careers.

Still have questions about Lean Six Sigma?

What is the fishbone diagram in six sigma.

The fishbone diagram, also known as the “Ishikawa Diagram” or “Cause and Effect Diagram”, is a visual tool used within Six Sigma to identify and analyze potential causes of a specific problem. It is called the “fishbone” due to its appearance, which resembles a fish’s spine when drawn.

The basic structure of the fishbone diagram consists of a central line from which several diagonal lines branch out, each representing a potential cause category. These categories typically fit into the renowned “6 Ms”:

• Methods : Processes, procedures, policies.
• Manpower : Skills, training, workforce.
• Machines : Equipment, tools, technology.
• Materials : Raw materials, supplies, inputs.
• Measurement : Data collection methods, evaluation.
• Environment : Conditions, context, workplace setting.

Each category is further divided into specific potential causes related to the problem.

What is the meaning of Kaizen?

“KAIZEN™️” is a Japanese word that means “continuous improvement.” Within the context of Lean Six Sigma and continuous improvement, the term “KAIZEN™️” describes a systematic and ongoing approach to enhancement and problem-solving in every aspect of an organization, from processes and products to culture.

See more on Lean

  Find out more about improving this business area

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Six Sigma: The Definitive Guide

What is Six Sigma

Six Sigma (6σ, 6 sigma) is a data-driven and customer-focused approach to improving the quality and efficiency of business processes. It aims to reduce variation and defects in products or services and to achieve near-perfection in meeting customer expectations.

Six Sigma was developed by Motorola in the 1980s and popularized by General Electric in the 1990s. Since then, it has been adopted by many organizations across various sectors and domains.

The overarching premise of Six Sigma is that variation in a process leads to opportunities for error which then leads to risks for product defects. Product defects, whether in a tangible process or a service, lead to poor customer satisfaction. By working to reduce variation and opportunities for error, the Six Sigma method aims to reduce process costs and increase customer satisfaction.

When applied to business processes, Six Sigma allows companies to drastically improve their bottom line by designing and monitoring everyday business activities in ways that minimize waste and resources while increasing customer satisfaction.

Six Sigma and Statistics

At the most basic definition, Six Sigma is a statistical representation of what many experts call a “perfect” process. [1]

Technically, in a Six Sigma process, there are only 3.4 defects per million opportunities. In percentage terms, it implies that 99.99966 percent of the products from a Six Sigma process are without defects.

Six Sigma is both a methodology for process improvement and a statistical concept

that seeks to define the variation inherent in any process.

Importance of Six Sigma

According to the ATO Fact Book, the US Federal Aviation Administration’s air traffic management system handled a total of 15,416,640 flights in FY2022. [2] The table below shows the defect occurrence per million for various σ levels:

Based on a 5σ air traffic control process, errors of some type would have occurred in the process of handling approximately 3,592 flights in FY2022. With a 6σ process, that risk drops to 52.42 errors!

While most people accept a 99.9 percent (5σ) accuracy rate in even the most critical services on a daily basis, the above examples highlight how wide the gap between Six Sigma and Five Sigma really is.

For organizations, it’s not just about the error rate, it’s also about the costs associated with each error.

Consider the example of Amazon which shipped an estimated 7.7 billion packages globally in 2021 amounting to about $470 billion in sales. [3] If each erroneous order costs the company an average of $20 (a very conservative number), the cost of error for Amazon at various Sigma levels is as below:

The cost difference between a 5σ (99.99% accuracy) and a 6σ would mean over $35 million in annual savings for Amazon. From the above table, it is also evident how a drop in sigma level exponentially increases the cost a company incurs.

Origin of Six Sigma

The roots of statistical process control (SPC), which provide a backbone for Six Sigma methods, began with the development of the normal curve by Carl Friedrich Gauss [4] in the 19th century.

In the early part of the 20th century, SPC received another big boost due to several contributions from Walter Shewhart [5] , an engineer and scholar. Among his numerous contributions, two specifically stand out when speaking of Six Sigma:

First, Shewhart closely related sigma level and quality and showed that three sigma from the mean is the point where a process requires correction. Second, he introduced Control charts, which are a critical component of SPC that lets organizations maintain improved performance after a Six Sigma initiative.

During the same time, W. Edwards Deming [6] introduced the Plan-Do-Check-Act Cycle (PDCA) that stressed the importance of continuous improvement – a core tenet of Six Sigma.

Following World War II, Deming worked as a consultant to Japanese manufacturing companies and planted the ideas and concepts that would soon become the Toyota Production System or Lean Six Sigma.

In the 1980s, Bill Smith [7] moved to Motorola as the company was intensifying its quality initiatives to catch up with Japanese competitors. Bill had been brought in to share Japanese quality methods that he had learned while in the country with Motorola.

It was there that Bill Smith along with Mikel Harry [8] invented the Six Sigma improvement methodology, sharing the concept and theory with the CEO and going on to develop it thereafter.

Motorola registered Six Sigma as a service mark [9] in 1991, and as a trademark in 1993. [10] Six Sigma helped the company realize powerful bottom-line results. Motorola claims to have achieved more than $16 Billion in savings because of its Six Sigma efforts. [11]

Since then, companies as diverse as Allied Signal (now Honeywell), General Electric, Sony, Honda, Maytag, Raytheon, Texas Instruments, Bombardier, Canon, Hitachi, Lockheed Martin, and Polaroid have all adopted Six Sigma.

America’s greatest business leaders such as Larry Bossidy of Allied Signal, and Jack Welch of General Electric Company have praised Six Sigma. General Electric’s implementation of Six Sigma which took five years, reportedly resulted in $12 billion savings. [12]

Common Six Sigma principles

Organizations can impact their Sigma level by integrating the core principles of Six Sigma into leadership styles, process management, and improvement endeavors. These core principles are: [13]

Customer Focused improvement

Companies launching Six Sigma are often shocked to find out how little they understand about their customers. In Six Sigma, customer focus becomes the top priority. The measures of Six Sigma performance begin with the customer with improvements defined by their impact on customer satisfaction and value.

Process-Focused approach

Six Sigma positions the process as the key vehicle of success. From designing products and services to measuring performance to improving efficiency and customer satisfaction, Six Sigma advocates that mastering processes is the way to build a competitive advantage in delivering value to customers.

Data and fact-driven management

Six Sigma promotes the “management by fact” approach. It begins by clarifying what measures are key to gauging business performance and then gathers data and analyzes key variables. Thus, problems can be effectively defined, analyzed, and permanently resolved.

At a more down-to-earth level, Six Sigma helps managers answer two essential questions to support data-driven decisions and solutions.

• What data/information do we really need?
• How do we use that data/information to maximum benefit?

Proactive management

Six Sigma encompasses tools and practices that replace reactive habits with a dynamic, responsive, and proactive style of management. By defining ambitious goals that are reviewed frequently, priorities become clear and the focus shifts to problem prevention rather than firefighting and questioning. This often becomes a starting point for creativity and effective change.

Boundaryless collaboration

Six Sigma promotes boundarylessness collaboration that breaks down across organizational lines to improve teamwork. This unlocks opportunities through improved collaboration among companies, vendors, and customers. Billions of dollars are lost every day because of disconnects and outright competition between groups that should be working for a common cause: providing value to customers.

Drive for perfection and tolerate failure

A company that makes Six Sigma its goal will have to keep pushing to be ever more perfect while being willing to accept and manage occasional setbacks. Six Sigma techniques that improve performance also include risk management tools that limit the downside of setbacks or failures. No company will get even close to Six Sigma without launching new ideas and approaches that always involve some risk.

The Six Sigma problem-solving process: DMAIC and DMADV

Six Sigma projects that are meant to improve an existing process follow a roadmap for success known as the DMAIC process (pronounced duh-MAY-ick).

DMAIC is broken into five phases: Define, Measure, Analyze, Improve, and Control. The main activities of a DMAIC project include identifying the critical inputs or causes that are creating the problem, verifying those causes, brainstorming and selecting solutions, implementing solutions, and creating a control plan to ensure the improved state is maintained.

In some cases, teams realize that fixing an existing process may not achieve sustained improvement, instead, a process might need to be completely redesigned. In such cases, teams employ the DMADV method.

DMADV stands for Define, Measure, Analyze, Design, and Verify. The principles governing the method are similar to DMAIC, but the last two phases are geared toward rolling out and testing a completely new process.

In DMAIC define phase, the project requirements are identified, and goals for success are set. Requirements and goal setting might relate to a variety of factors and are dependent on guidance from the leadership and expected budgets.

In a DMADV project, the define phase is more rigid. The teams must also define customer requirements to create a measuring stick to which the process development can be compared.

In both DMAIC and DMADV, teams create a project charter and a basic work plan. A charter is a synopsis of the project and provides common information and a summary of what the team hopes to accomplish. The charter also features a list of team members, names of those responsible for outcomes, a problem statement, a goal, and some basic definitions of scope and metrics for success.

Tools like the SIPOC diagram and Stakeholder Analysis(discussed later) can be used to understand processes and key stakeholders.

The bulk of the measure phase in DMAIC is occupied with gathering data and formatting it in a way that can be analyzed. Teams build tools to capture data, create queries for digital data, sift through enormous amounts of data to find relevant information or capture data by hand in some manual process.

The Measure stage validates assumptions from the Define stage with actual data. It might be required to revisit problem statements, goals, and other process-related definitions. The define stage creates a “rough draft” while the measure converts that into a final one.

In DMADV, the approach is similar, but activities are typically more targeted. Teams collect data and measurements that help define performance requirements for the new process.

Deciding what to measure can be challenging and requires strong observation skills, an understanding of the reasons behind the measure, knowledge of data types such as discrete and continuous, tools for measurement assessment, and a strong background in statistical analysis.

In the Analyze phase of DMAIC, hypotheses are developed about causal relationships between inputs and outputs. Causations are narrowed down to the vital few using methods such as the Pareto analysis (discussed later). Using statistical analysis and data, hypotheses and assumptions are validated.

In a DMAIC project, Analyze phase tends to flow into the Improve phase. Hypothesis testing, assumption validation and possible solutions might begin in Analyze and continue into the Improve phase.

Likewise, in a DMADV project, teams also identify cause-and-effect relationships, but they are more concerned with identifying best practices and benchmarks by which to measure and design the new process.

Teams begin the process design work by identifying value-added and non-value-added activities, locating areas where bottlenecks or errors are likely, and refining requirements to meet the needs and goals of the project.

The lines between Measure and Analyze are often blurrier than the lines between Define and Measure. In some cases, a team must measure, analyze, and then measure some more, particularly if metrics aren’t already in place for a process.

During the Analyze phase, teams use a variety of tools like Pareto Charts, Run Charts, Histograms, Cause-And-Effect Diagrams, Scatter Diagrams, Process Maps, and Value Analysis (all of which are discussed later).

Improve or Design

Six Sigma teams start developing the ideas that began in the Analyze phase during the Improve phase of a project by using statistics and real-world observation to test hypotheses and solutions.

Solutions are standardized in preparation for rolling improved processes to daily production and non-team employees. Teams also start measuring results and laying the foundation for controls that will be built in the last phase.

In the Improve phase, the DMADV project begins to diverge substantially. New processes are designed, which does involve some solutions testing (as in DMAIC), but also mapping workflow principles and actively building new infrastructures.

This might mean putting new equipment in place, hiring and training new employees, or developing new software tools.

As solutions are narrowed down, more than one might appear compelling and it can get challenging to determine which of the solutions improve a process. In such cases, changes are implemented one at a time and verified before moving on to the next.

Tools like the Solutions Selection Matrix (discussed later) can be used to evaluate and choose the best solutions.

Control or Verify

Control/Verify phase is where loose ends are tied and the project is transitioned to a daily work environment. Controls and standards are established so that improvements can be maintained and the responsibility for those improvements is transitioned to the process owner.

In DMAIC, teams usually handle four tasks:

• creating the foundation for process discipline
• finalizing documents related to the improvement
• establishing ongoing metrics to evaluate the process
• and building a process management plan that lets the team transition the improvement to the process owner.

Tools during the Control phase include documentation checklists, control charts, response plans, process maps, and process dashboards.

Verify phase of DMADV is like the Control phase, but with the exception that teams might perform further critical-to-quality (CTQ) analysis (discussed later) at the end of a project to identify new CTQ factors.

This is essential as the process/product could be different from when the team started working. At the end of the Verify phase, the final product or a process that meets the needs first identified in the Define stage is delivered.

When to use DMAIC and DMADV?

Why are the dmaic and dmadv models effective.

The DMAIC/DMADV model provides seven key advantages:

• Measuring the problem: In DMAIC, teams just don’t assume that they understand the problem, they are required to prove (validate) it with facts.
• Focus on the customer: The process always considers the external customer’s interests which is important, especially when an organization is trying to cut costs in a process.
• Verifying root cause: Teams agreeing on a cause is not proof enough. Teams must prove their cause with facts and data.
• Breaking old habits: DMAIC/DMADV projects have proven to go beyond minor changes in crusty old processes and drive real change and results through creative new solutions.
• Managing risks: Testing and perfecting solutions is embedded within the process which mitigates risks.
• Measuring results: Solutions and their impact are verified through facts with goals and metrics clearly defined.
• Sustaining change: Even the best of new “best practices” developed by a DMAIC team can die quickly if not nurtured and supported. Making change is the final key and part of this problem-solving approach.

The Six Sigma toolkit

Any technique that helps better understand, manage, and improve a business or a process can qualify as a Six Sigma tool, but some of them are key to planning and executing Six Sigma projects.

Understanding these tools gives a clearer perspective on how Six Sigma works. These tools are bunched into four categories:

Tools for generating ideas and organizing information

Tools for data gathering, tools for process and data analysis, tools for statistical analysis.

The goal of this article is to provide a quick overview of each of these tools. More details and how-to information can be found in a variety of other books and websites.

1. Brainstorming

Many Six Sigma methods have brainstorming, or idea generation, as a starting point. Brainstorming is an idea-creation method for generating many creative ideas in a short period. Brainstorming can be used when:

• A broad range of options is to be generated
• Creative, original ideas are required
• Group participation is desired

During a brainstorming session, all ideas are to be treated as valid and worthy of consideration. At this stage, ideas are not criticized or evaluated. They are to be recorded as-is without discussion. Even combining, modifying, and expanding on others’ ideas is encouraged.

Methods like the “Sticky Storm Technique” [14] that combines individual and group brainstorming can be used.

2. Affinity Diagramming

The Affinity Diagram [15] (also known as Affinity Chart, Affinity Mapping, K-J Method, or Thematic Analysis) groups ideas according to their natural relationships. It usually follows the brainstorming stage to help organize the output.

It can be used to organize and consolidate information related to a product, process, complex issue, or problem. Ideas are grouped according to their affinity or similarity.

Teams creating affinity diagrams record each idea on a note or a card. They then look for relationships between individual ideas and have team members simultaneously sort the ideas into five to ten related groupings. The process is repeated until all ideas are grouped.

It is okay to have “loners” that don’t seem to fit a group. It is also okay to move a note someone else has already moved. If a note seems to belong to two groups, a second note can be made.

It is important to avoid talking during this process. The focus should be on looking for and grouping related ideas without attaching any priority or importance to them.

3. Multivoting

Multivoting [16] narrows a large list of possibilities to a smaller list of top priorities. Each participant gets a certain number of votes (unlike a single vote in straight voting). This allows an item that is favored by all, but not the top choice of any, to rise to the top.

Multivoting can be used:

• After brainstorming generates a long list of possibilities
• When a list must be narrowed down
• When a decision must be made by group judgment

4. Structure Tree (Tree Diagram)

A Structure Tree [17] (also known as Systematic Diagram, Tree Analysis, Analytical Tree, or Hierarchy Diagram) is used to depict the hierarchy of tasks and subtasks needed to complete an objective.

The tree diagram starts with one item that branches into two or more, each of which branches into two or more, and so on. The finished diagram bears a resemblance to a tree, with a trunk and multiple branches.

As seen from the figure above, a tree diagram breaks down broad categories into finer levels of detail. Developing the tree diagram helps teams to think step by step from generalities to specifics.

A tree diagram can be used when:

• An issue, that is known in broad generalities must move to specific details
• Developing actions to carry out a solution or a plan
• Analyzing processes in detail
• Probing for the root cause of a problem
• Evaluating implementation issues for several potential solutions
• After an affinity diagram or interrelationship diagram has uncovered key issues
• As a communication tool, to explain details to others

5. High-level process map (SIPOC diagram)

SIPOC [19] (pronounced “sye-pahk”) is an acronym for Supplier, Input, Process, Output, Customer. SIPOC is used in the Define phase of DMAIC and is often a preferred method for diagramming major business processes and identifying possible measures.

SIPOC shows the major activities or sub-processes in a business in a systematic framework represented by the Suppliers, Inputs, Processes, Outputs, and Customers. This helps identify the boundaries and critical elements of a process without losing sight of the big picture.

In a SIPOC diagram, suppliers are the sources for the process, inputs are the resources needed for the process to function, the process constitutes the high-level steps that the system/organization undertakes, outputs are the results of those processes and customers are the people who receive outputs or benefit from the process.

Creating a SIPOC diagram helps answer the following questions:

• How can a process be made easier?
• Is a quality product delivered to the customers?
• Can supplier management be improved?
• Are suppliers delivering as per need?
• Are the customer persona and the demographics they fall into known?
• Are there any inefficiencies that can improve when creating the product?

Sometimes, a variation of the SPCIF diagram called SIPOC+CM [21] is used that also maps the Constraints (C) and the Measures (M).

6. Flowchart

A Flowchart [22] is used to show details of a process, including tasks and procedures, alternative paths, decision points, and rework loops. While simple flowcharts can be constructed with a bunch of stickies on a wall, complex ones are developed using advanced software [23] that offers extensive capabilities.

A flowchart is a visual representation of distinct steps of a process in sequential order. Elements that may be included in a flowchart are a sequence of actions, materials or services entering or leaving the process (inputs and outputs), decisions that must be made, people who become involved, time involved at each step, and/or process measurements.

Flowcharts can be used:

• To develop an understanding of how a process is done
• To study a process for improvement
• To communicate to others how a process is done
• For better communication among people involved with the same process
• To document a process
• When planning a project

7. Fishbone diagram

A Fishbone diagram [25] (also known as Cause-And-Effect Diagram, Ishikawa Diagram) is used to brainstorm possible causes of a problem (or effect) and puts the possible causes into groups or affinities. Causes that lead to other causes are linked similarly to a structure tree.

The fishbone diagram helps gather collective ideas from the team on where a problem might arise and enables the team members to think of all possible causes by clarifying major categories.

While a fishbone diagram does not reveal the right cause, it helps develop educated guesses, or hypotheses, about where to focus measurement and further root cause analysis.

A fishbone diagram can be used:

• When identifying possible causes for a problem
• When a team’s thinking tends to diverge

8. Critical to Quality (CTQ) tree

A CTQ tree [27] is a visual tool to identify and prioritize the critical quality characteristics (CTQs) that are most important to customers. It helps map the relationship between customer requirements and specific product or process characteristics for improvement focus.

A CTQ tree starts by identifying the customer needs and then branches into drivers and requirements. Building a CTQ tree requires identifying:

• The Need: This is the actual product or service that a customer wants.
• The Drivers: These are quality drivers that must be present to fulfil customer needs.
• The Requirements: These are the list of the requirements for each driver. In other words, recording measurable performance metrics for each driver.

In Six Sigma, once an organization has completed the Voice of Customer (VOC) process, it is useful to build a CTQ tree to:

• Bring more clarity in understanding customer needs
• Identifying current issues and improving the product or service
• Help design or develop a product or service during the early stages of the process
• Stand out from competitors

1. Sampling

Sampling [28] is the selection of a set of elements from a target population or product lot. Sampling is used frequently as gathering data on every member of a target population or every product is often impossible, impractical, or too costly.

Sampling helps draw conclusions or make inferences about the population or product lot from which the sample is drawn.

When used in conjunction with randomization [29] (randomly selecting factors, measurements, or variables to eliminate the effects of bias or chance), samples provide virtually identical characteristics relative to those of the population or product grouping from which the sample was drawn.

Teams must be careful to avoid sampling errors which are primarily of three kinds:

• Bias (lack of accuracy)
• Dispersion (lack of precision)
• Non-reproducibility (lack of consistency)

2. Operational Definitions

An Operational Definition [30] is a clearly defined description of some characteristic. It should be specific and describe not only what is being measured but how. An operational definition needs to be agreed upon by all parties, whether that is a customer or an internal function of the organization.

For example, an Amazon search for “blue shirt” will yield the following result:

This is the key purpose of an operational definition. Everyone must define, measure, and interpret things the same way.

3. Voice Of The Customer (VOC) Methods

Voice Of the Customer (VOC) [31] is the direct input and expression of the wants, needs, and expectations that the customer has for the organization with which the customer conducts business.

In Six Sigma, VOC is the structured process of directly soliciting and gathering the specifically stated needs, wants, expectations and performance experiences of the customer about the products and/or services that an organization provides.

There are several ways an organization can capture the VOC, such as:

• Direct observations
• Focus groups
• Complaint data
• Customer service reps
• Existing company data
• Industry data

Unintended miscommunication between an organization and its customers is a common reason why organizations lose customers and their business. It is critical for an organization to understand the VOC and customer requirements.

4. Checksheets

A Checksheet [33] (also called a defect concentration diagram) is a structured, prepared form for collecting and analyzing data. It is a generic data collection and analysis tool that can be adapted for a wide variety of purposes and is considered one of the seven basic quality tools.

A checksheet can be used when:

• Data can be observed and collected repeatedly by the same person or at the same location.
• Collecting data on the frequency or patterns of events, problems, defects, defect location, defect causes, or similar issues.
• Collecting data from a production process.

Checklists have two key objectives:

• Ensure that the right data is captured, with all necessary facts included, such as when it happened, how many, and what customer. These facts are called stratification factors. [32]
• To make data gathering as easy as possible for the collectors.

Checksheets can vary from simple tables and surveys to diagrams used to indicate where errors or damage occurred. Spreadsheets are the place where checksheet data is collected and organized. A well-designed spreadsheet makes it much easier to use the data.

5. Measurement Systems Analysis (MSA)

A measurement systems analysis (MSA) [34] is an umbrella term covering various methods used to ensure that measures are accurate and reliable. MSA evaluates the test method, measuring instruments, and the entire process of obtaining measurements to ensure the integrity of data used for analysis and to understand the implications of measurement error for decisions made about a product or process.

An MSA considers the following:

• Selecting the correct measurement and approach
• Assessing the measuring device
• Assessing procedures and operators
• Assessing any measurement interactions
• Calculating the measurement uncertainty of individual measurement devices and/or measurement systems

Common tools and techniques of measurement systems analysis include calibration studies, fixed effect ANOVA [35] , components of variance, attribute gage study, gage R&R, ANOVA gage R&R [36] , and destructive testing analysis.

The goals of MSA are:

• Quantification of measurement uncertainty, including the accuracy, precision, repeatability, reproducibility, and discrimination
• Quantifying the stability and linearity of these quantities over time and across the intended range of use of the measurement process.
• Development of improvement plans, when needed.
• Deciding if a measurement process is adequate for a specific engineering or manufacturing application.

Checking on people performing the measurements is also a part of MSA.

1. Process-Flow Analysis

A process flow analysis uses the process map or a flowchart as input to scrutinize the process for redundancies, unclear hand-offs, unnecessary decision points, and so on. Process data can reveal problems such as delays, bottlenecks, defects, and rework.

A process flow analysis can be one of the quickest ways to find clues about the root causes of problems.

2. Value and Non-Value-Added Analysis

Activities usually fall under three kinds:

• Value-added activities
• Non-value-added activities
• Business value-added activities

Value-added activities are those activities for which the customer is willing to pay for and non-value-added activities are those for which the customer is not willing to pay.

Business value-added activities are those for which the customer is not willing to pay but are necessary for the running of processes and the business. These could include work performed for audits, controls, risk management, regulatory requirements, etc.

In Six Sigma, both non-value-added and business value-added activities are considered “wastes” but are segregated and treated differently.

Wastes can be identified using the following questions:

• Does the activity transform the form, feature, feeling and function that the customer is willing to pay for?
• Is it being done right the first time?
• Is this something the customer expects to pay for?

A positive answer or a “yes” to all of them indicates that it is a value-added activity. Even a single “No” indicates that it is either a non-value-added activity or a business value-added activity.

It’s never possible to eliminate all non-value-adding activities, especially Business value-added activities, But this approach helps in reducing the non-essential aspects of a process that are a drain on resources.

3. Charts and Graphs:

The first and best way to analyze measures of a process is to create a picture of the data and charts and graphs help accomplish just that. Visual representation of data becomes a lot more meaningful and convenient to read than a table of numbers.

Charts and graphs help make discoveries that the numbers themselves would hide. Charts and graphs are of various types, each offering a bit different picture of the data.

Following are some of the most used types of charts and graphs:

Pareto Chart

A Pareto is a specialized bar chart that breaks down a group by categories and compares them from largest to smallest. It’s used to look for the biggest pieces of a problem or contributors to a cause. Learn more about Pareto analysis .

Histogram (Frequency Plot)

A histogram is a type of bar chart that shows the distribution or variation of data over a range: size, age, cost, length of time, weight, and so on. (A Pareto chart, by contrast, slices data by category)

In analyzing histograms, teams can look for the shape of the bars or the curve, the width of the spread, or range, from top to bottom, or the number of “humps” in the bars. When customer requirements are plotted on a histogram, it reveals how much what’s being done meets or does not meet customers’ needs.

Run (Trend) Chart

Pareto charts and histograms don’t reveal the time dimension, i.e. how things change over time. A run chart accomplishes just that.

Consider the below example of a chemical process that is sensitive to ambient temperature. It can be visually inferred that the temperatures during the months of April through July have a negative bearing on the process leading to defects.

Control Chart

A control chart is also used to study how a process changes over time. Data are plotted in time order. But unlike a Run Chart, a Control Chart always has a central line for the average, an upper line for the Upper Control Limit (UCL), and a lower line for the Lower Control Limit (LCL). These lines are determined from historical data.

Any data point falling between the UCL and the LCL is considered as safe. The data points falling outside the LCL and the UCL are called ‘Outliers’. All outliers are candidates for Root Cause Analysis.

Control charts are used for:

• Controlling ongoing processes by finding and correcting problems as they occur
• Predicting the expected range of outcomes from a process
• Determining whether a process is stable (in statistical control)
• Analyzing patterns of process variation from special causes (non-routine events) or common causes (built into the process)
• Determining whether a quality improvement project should aim to prevent specific problems or to make fundamental changes to the process

Scatter Plot (Correlation) Diagram

A Scatter plot looks for direct relationships between two factors in a process, usually to see whether they are correlated, meaning that a change in one is linked to a change in the other.

When an increase in one factor matches an increase in the other, it’s a “positive correlation” and likewise the reverse is a “negative correlation”. If two measures show a relationship, one may be causing the other.

However, a correlation does not necessarily mean causation. The underlying connection may be hidden. For example, there is a statistical correlation between eating ice cream and drowning incidents, but ice cream consumption does not cause drowning. They are connected by a third common cause which is warm summer weather.

A scatter plot helps a DMAIC team visualize the relationship between process output (Y) and suspected cause/input factors (X). As a practice, X is plotted on the horizontal axis (independent variable), while Y is plotted on the vertical axis (dependent variable).

In some cases, collected data is not accurate enough. Analysis of such data requires a level of proof beyond what visual tools can offer. Six Sigma teams apply more sophisticated statistical analysis tools in such cases.

The statistical part of the toolkit contains many different tools and formulas. Some of the broad families of statistical methods are:

Tests of statistical significance

These tools look for differences in groups of data to see whether they are meaningful. These tests include Chi-square, t-tests, and analysis of variance. [39]

Correlation and regression

These tools are similar to a scatter plot but can get a lot more complex, including regression coefficients, simple linear regression, multiple regression, surface response tests, and so on. These tools test for the presence, strength, and nature of the links among variables in a process or a product, such as how tire pressure, temperature, and speed would affect gas mileage. [40]

Design Of Experiments (DOE)

DOE deals with planning, conducting, analyzing, and interpreting controlled tests to evaluate the factors that control the value of a parameter or group of parameters. DOE is a powerful data collection and analysis tool that can be used in a variety of experimental situations.

It allows for multiple input factors to be manipulated, determining their effect on a desired output (response). DOE can identify important interactions that may be missed when experimenting with one factor at a time.[ 41]

Tools for implementation and process management

1. project management methods.

Six Sigma companies recognize early on the importance of strong project management skills: planning, budgeting, scheduling, communication, and people management. Technical project management tools such as Gantt chart scheduling can be used for implementation and process management.

2. Potential Problem Analysis (PPA) and Failure Mode and Effects Analysis (FMEA)

PPA is a systematic method for determining what could go wrong in a plan under development. The problem causes are rated according to their likelihood of occurrence and the severity of their consequences. Preventive actions are taken, and contingency plans are developed. The process helps to create a smooth, streamlined implementation process. [42]

Similarly, FMEA is a step-by-step approach for identifying all possible failures in a design, a manufacturing or assembly process, or a product or service. It is a common process analysis tool. FMEA begins during the earliest conceptual stages of design and continues throughout the life of the product or service. [43]

3. Stakeholder Analysis

Complex change can affect a lot of people. Six Sigma teams recognize that for change to be successful, it is important to consider the needs and perspectives of various parties involved, i.e. the stakeholders.

The Stakeholder Analysis [44] process is used to determine who the stakeholders are, what are their wants, goals, and concerns and how best to understand mutual interests.

Stakeholders are grouped based on their interest in the project outcome and the power they hold in influencing the change. They usually fall under four categories, each of which needs a different approach to drive successful change:

4. Force Field Diagram

A Force Field Diagram is a result of a force field analysis that shows the relationship between factors that help promote a change vs. those that oppose or create resistance. Like stakeholder analysis, the force field is used to develop plans to build support for a critical change.

A force field diagram helps the team to focus on improving the driving forces and weakening the resisting forces through education or refinements.

5. Balanced Scorecards

The balanced scorecard [45] is a strategic management tool that views the organization from different perspectives, usually the following:

• Financial: The perspective of shareholders
• Customer: How customers experience and perceive an organization
• Business process: Key processes used to meet and exceed customer/shareholder needs
• Learning and growth: How to foster ongoing change and continuous improvement

A balanced scorecard provides feedback on both internal business processes and external outcomes to continuously improve strategic performance and results.

6. Solution Selection Matrix

A Solution Selection Matrix (SSM), also known as a Decision Matrix or a Criteria Matrix, is a tool used to objectively assess the strengths and weaknesses of each option and determine the best course of action.

SSM consists of a table or a grid of options and criteria. Each criterion represents a specific aspect or attribute that is important in evaluating the options. The evaluator assigns a rating or score to each option for each criterion.

Once the ratings are assigned, they are often weighted (by assigning a numerical value) to indicate the relative importance. A weighted score is then calculated for each option by multiplying the rating by the corresponding weight.

The option with the highest overall score indicates the most favorable choice. SSM provides a structured and systematic approach to decision-making, helping to eliminate bias and subjectivity.

7. Process Dashboards

A Process Dashboard is a vital decision management tool that showcases essential information about process performance to process participants and owners. It provides high-maturity, metrics-intensive data necessary for process analysis and decision-making.

8. Process Documentation

As a DMAIC project reaches a conclusion with solutions in place and results in hand, the Six Sigma team must turn over responsibility to those who will manage the process on an ongoing basis.

Creating effective, clear, not overly complex process documentation that includes process maps, task instructions, measures, and more is the last and most important element of the DMAIC Control step.

Note on Six Sigma tools

While Six Sigma is rich with tools that help make better decisions, solve problems, and manage change, Six Sigma and the tools are one and the same.

Using too many tools can complicate things. Demanding that they be used when they aren’t helpful can undermine the goals of Six Sigma just as easily as not using tools.

The following are important considerations when selecting a Six Sigma tool:

• Use only the tools that help in getting the job done.
• Keep it as simple as possible.
• When a tool isn’t helping, stop and try something else.

Six Sigma breakthrough equation

Six Sigma looks at every process through what is known as the breakthrough equation shown below:

• Y is the outcome(s) or result(s) desired or needed.
• X represents the inputs, factors, or pieces necessary to create the outcome(s). There can be more than one Xs.
• ƒ is the function, the way or process by which the inputs are transformed into the outcome.
• ε (epsilon) is the presence of error or uncertainty surrounding how accurately the Xs are transformed to create the outcome.

In any process, a set of input variables are transformed by a function (or process) and combined with error to form the output. The Y results from, or is a function of, the Xs.

In the bread-making example above, bread is the Y (output). Inputs like the dough, salt, yeast etc., are the Xs while the process of dough making and baking are the ƒ. Errors like wrong temperature leading to improper baking represent the epsilon (ε).

Basic Metrics in Six Sigma

When applying Six Sigma to processes and improvements, the below metrics are used to access and measure process accuracy levels:

Defects Per Unit (DPU)

DPU is a measure of how many defects there are in relation to the number of units tested.

It is concerned with total defects, and one unit could have more than one defect.

For example, if a publisher printed 1,000 books and pulled out 50 books for quality checks,

that revealed:

• 3 books are missing pages
• 1 book is missing pages and has a torn cover
• 2 books have loose spines
• 1 book has incorrect printing and incorrect alignment

There are 9 total errors in a sample size of 50 books, hence the DPU is calculated as:

DPU provides an average level of quality. It tells how many defects on average each unit can be expected to have. In this case, that is 0.18 defects on average.

Defects per Opportunity (DPO)

DPO is the number of defects in a sample divided by the total number of defect opportunities.

In the above example, each book has a possibility of 5 types of errors (missing page, torn cover, loose spine, incorrect printing, and incorrect alignment). Hence the opportunity for error in each book is 5 and DPO is calculated as:

Defects per Million Opportunities (DPMO)

This represents a ratio of the number of defects in one million opportunities. In other words, how many times did a flaw or mistake (defect) occur for every million opportunities there were to have a flaw or a mistake?

DPMO is also the same as DPO multiplied by a million. By scaling the sample size to a common value (1 million), DPMO allows to compare accuracy levels of different processes.

In the book example, DPMO is calculated as:

First-Time Yield (FTY)

FTY is the ratio of units produced to units attempted to produce.

For example, if 100 cookies were put in the oven, but only 95 came out edible, then:

Most products or services are created via multiple processes, in which case FTY for each process needs to be multiplied to calculate an overall FTY.

Rolled Throughput Yield (RTY)

RTY provides a probability that a unit will be generated by a process with no defects.

One of the main differences between RTY and FTY is that RTY considers whether rework was needed to generate the number of final units. This is valuable as organizations don’t always think about the rework that is inherent in a process, which means they often measure a process and deem it successful even if waste is present.

Consider the following process chain:

The RTY is calculated as follows:

RTY for Process A: 100 – (5 + 5) = 90, 90/100 = 0.9

RTY for Process B: 95 – (10 + 5) = 80, 80/95 = 0.84

RTY for Process C: 85 – (5 + 15) = 65, 65/85 = 0.76

Overall RTY = 0.9 * 0.84 * 0.76 = 0.574

While RTY does not indicate final production or sales, a low RTY indicates that there is waste in the process in the form of rework.

Six Sigma vs. Lean Six Sigma

While Six Sigma focuses on eliminating defects and reducing variation, Lean Six Sigma (LSS) focuses on eliminating waste and improving speed. LSS combines Lean Management and Six Sigma to increase the velocity of value creation.

During the 2000s, Lean Six Sigma forked from Six Sigma and became its own unique process. LSS developed as a specific process of Six Sigma, incorporating ideas from lean manufacturing, which was developed as a part of the Toyota Production System in the 1950s.

Lean Six Sigma is more specifically used to streamline manufacturing and production processes, while Six Sigma methodologies can benefit any business.

Six Sigma Training Levels and Roles

Possessing a Six Sigma certification proves that an individual has demonstrated practical applications and knowledge of Six Sigma. These certification levels are differentiated by belt level.

The belt color someone holds will help to determine what role they will play in a given project and how they will be spending their time. Broadly they are shown as below:

In addition to the above levels, there is Six Sigma Champion which is not a belt per se but plays a crucial role in Six Sigma projects and organizations.

The primary function of the Champion is to ensure that all operational projects align with strategic business objectives.

1. “Six SIGMA: A Complete Step-By-Step Guide: A Complete Training & Reference Guide for White Belts, Yellow Belts, Green Belts, and Black Belts”. Six Sigma Council, https://www.sixsigmacouncil.org/wp-content/uploads/2018/08/Six-Sigma-A-Complete-Step-by-Step-Guide.pdf . Accessed 06 Jul 2023

2. “Air Traffic By The Numbers”. Fedaral Avaiation Administration, https://www.faa.gov/air_traffic/by_the_numbers . Accessed 06 Jul 2023

3. “How many Amazon packages get delivered each year?”. The Conversation, https://theconversation.com/how-many-amazon-packages-get-delivered-each-year-187587 . Accessed 06 Jul 2023

4. “Carl Friedrich Gauss”. Wikipedia, https://en.wikipedia.org/wiki/Carl_Friedrich_Gauss . Accessed 06 Jul 2023

5. “Walter A Shewhart”. Sixsigmastudyguide, https://sixsigmastudyguide.com/shewhart/ . Accessed 06 Jul 2023

6. “Edwards Deming”. Wikipedia, https://en.wikipedia.org/wiki/W._Edwards_Deming . Accessed 08 Jul 2023

7. “Bill Smith”. Wikipedia, https://en.wikipedia.org/wiki/Bill_Smith_(Motorola_engineer) . Accessed 08 Jul 2023

8. “Mikel Harry”. Wikipedia, https://en.wikipedia.org/wiki/Mikel_Harry . Accessed 08 Jul 2023

9. “Trademark Status & Document Retrieval (TSDR)”. The United States Patent and Trademark Office (USPTO), https://tsdr.uspto.gov/#caseNumber=1647704&caseSearchType=US_APPLICATION&caseType=SERIAL_NO&searchType=statusSearch . Accessed 08 Jul 2023

10. “SIX SIGMA – Trademark Details”. Justia, https://trademarks.justia.com/741/99/six-74199225.html . Accessed 08 Jul 2023

11. “The History of Six Sigma”. Isixsigma, https://www.isixsigma.com/history/history-six-sigma/ . Accessed 08 Jul 2023

12. “Six Sigma Case Study: General Electric”. 6sigma, https://www.6sigma.us/ge/six-sigma-case-study-general-electric/ . Accessed 08 Jul 2023

13. “What Is Six Sigma?”. Peter S. Pande, Lawrence Holpp, https://books.google.co.in/books/about/What_Is_Six_Sigma.html?id=vBzaUJuH8hYC&redir_esc=y . Accessed 10 Sep 2023

14. “BRAINSTORMING”. American Society for Quality, https://asq.org/quality-resources/brainstorming . Accessed 08 Jul 2023

15. “WHAT IS AN AFFINITY DIAGRAM?”. American Society for Quality, https://asq.org/quality-resources/affinity . Accessed 08 Jul 2023

16. “WHAT IS MULTIVOTING?”. American Society for Quality, https://asq.org/quality-resources/multivoting . Accessed 08 Jul 2023

17. “WHAT IS A TREE DIAGRAM?”. American Society for Quality, https://asq.org/quality-resources/tree-diagram . Accessed 08 Jul 2023

18. “Tree Diagram: All you need to know about it”. Qidemy, https://qidemy.com/tree-diagram-all-you-need-to-know-about-it/ . Accessed 08 Jul 2023

19. “What is a SIPOC diagram? 7 steps to map and understand business processes”. Asana, https://asana.com/resources/sipoc-diagram . Accessed 08 Jul 2023

20. “SIPOC”. Wikipedia, https://en.wikipedia.org/wiki/SIPOC . Accessed 08 Jul 2023

21. “SIPOC+CM DIAGRAM”. American Society for Quality, https://asq.org/quality-resources/sipoc . Accessed 08 Jul 2023

22. “WHAT IS A FLOWCHART?”. American Society for Quality, https://asq.org/quality-resources/flowchart . Accessed 08 Jul 2023

23. “Comparison of Business Process Model and Notation modeling tools”. Wikipedia, https://en.wikipedia.org/wiki/Comparison_of_Business_Process_Model_and_Notation_modeling_tools . Accessed 08 Jul 2023

24. “Flowchart”. Wikipedia, https://en.wikipedia.org/wiki/Flowchart . Accessed 09 Jul 2023

25. “FISHBONE DIAGRAM”. American Society for Quality, https://asq.org/quality-resources/fishbone . Accessed 09 Jul 2023

26. “Ishikawa diagram”. Wikipedia, https://en.wikipedia.org/wiki/Ishikawa_diagram . Accessed 09 Jul 2023

27. “Critical to Quality Tree (CTQ)”. Minnesota Department of Health, https://www.health.state.mn.us/communities/practice/resources/phqitoolbox/ctqtree.html . Accessed 10 Jul 2023

28. “WHAT IS SAMPLING?”. American Society for Quality, https://asq.org/quality-resources/sampling . Accessed 11 Jul 2023

29. “Randomization: Key to Reducing Bias and Increasing Accuracy”. Isixsigma, https://www.isixsigma.com/dictionary/randomization/ . Accessed 09 Jul 2023

30. “Operational Definition”. Isixsigma, https://www.isixsigma.com/dictionary/operational-definition/ . Accessed 09 Jul 2023

31. “How to Use Voice of the Customer to Improve Customer Experience”. Isixsigma, https://www.isixsigma.com/dictionary/voice-of-the-customer-voc/ . Accessed 09 Jul 2023

32. “WHAT IS STRATIFICATION?”. American Society for Quality, https://asq.org/quality-resources/stratification . Accessed 09 Jul 2023

33. “CHECK SHEET”. American Society for Quality, https://asq.org/quality-resources/check-sheet . Accessed 11 Jul 2023

34. “Measurement System Analysis (MSA)”. Lean6sigmapro, https://www.lean6sigmapro.com/knowledgebase/msa . Accessed 09 Jul 2023

35. “Distinguishing Between Random and Fixed: Variables, Effects, and Coefficients”. Portland State University, https://web.pdx.edu/~newsomj/mlrclass/ho_randfixd.pdf . Accessed 09 Jul 2023

36. “ANOVA gauge R&R”. Wikipedia, https://en.wikipedia.org/wiki/ANOVA_gauge_R%26R . Accessed 09 Jul 2023

37. “Control Chart”. Project Management Research Institute, https://pmri.in/dictionary/control-chart/ . Accessed 10 Jul 2023

38. “Data Demystified: Correlation vs. Causation”. Datacamp, https://www.datacamp.com/blog/data-demystified-correlation-vs-causation . Accessed 09 Jul 2023

39. “Tests of Statistical Significance”. California State University, Long Beach, https://home.csulb.edu/~msaintg/ppa696/696stsig.htm . Accessed 09 Jul 2023

40. “Statistics review 7: Correlation and regression”. National Library of Medicine , https://www.ncbi.nlm.nih.gov/pmc/articles/PMC374386/ . Accessed 09 Jul 2023

41. “WHAT IS DESIGN OF EXPERIMENTS (DOE)?”. American Society for Quality, https://asq.org/quality-resources/design-of-experiments . Accessed 09 Jul 2023

42. “Potential Problem Analysis”. Digital Healthcare Research, https://digital.ahrq.gov/health-it-tools-and-resources/evaluation-resources/workflow-assessment-health-it-toolkit/all-workflow-tools/potential-problem-analysis . Accessed 09 Jul 2023

43. “FAILURE MODE AND EFFECTS ANALYSIS (FMEA)”. American Society for Quality, https://asq.org/quality-resources/fmea . Accessed 09 Jul 2023

44. “Stakeholder Analysis Process”. Projectmanagement, https://www.projectmanagement.ie/blog/stakeholder-analysis-process/ . Accessed 10 Jul 2023

45. ” The Balanced Score Card”. Shree Phadnis, Master Black Belt at KPMG (India), https://www.symphonytech.com/articles/bscard.htm . Accessed 10 Jul 2023

46. “The Balanced Scorecard—Measures that Drive Performance”. Harvard Business Review, https://hbr.org/1992/01/the-balanced-scorecard-measures-that-drive-performance-2 . Accessed 10 Sep 2023

47. “MANUFACTURING DASHBOARD EXAMPLES”. Datapine, https://www.datapine.com/dashboard-examples-and-templates/manufacturing . Accessed 09 Jul 2023

48. “A comparison between Six Sigma and Lean Six Sigma”. Amileinstitute, https://www.amileinstitute.org/blog/a-comparison-between-six-sigma-and-lean-six-sigma/ . Accessed 10 Jul 2023

49. “What are the Levels (Belts) of Lean Six Sigma Certification?”. Dcmlearning, https://dcmlearning.ie/lean-resources/different-levels-belts-of-lean-six-sigma-certification.html . Accessed 11 Jul 2023

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The Six Sigma Strategy's DMAIC Problem-Solving Method

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Six Sigma is a business management strategy that was initially developed by Motorola in the 1980s and is used by many Fortune 500 companies today. It is primarily used to identify and rectify errors in a manufacturing or business process.

The Six Sigma system uses a number of quality methods and tools that are used by Six Sigma trained professionals within the organization. The DMAIC problem-solving method can be used to help with any issue that arises, usually by professionals in the organization who have reached the "green belt" level.

The DMAIC Method

The DMAIC problem-solving method is a roadmap that can be used for any projects or quality improvements that need to be made. The term DMAIC stands for the five main steps in the process: Define, Measure, Analyze, Improve, and Control.

• Define: It is important in Six Sigma to define the problem or project goals. The more specific the problem is defined, the greater the chance of obtaining measurements and then successfully completing the project or solving the problem. The definition should describe the issue accurately with numeric representation. For example, “damaged finished goods from the production line have increased 17 percent in the last three months." The definition of the problem or project should not be vague, such as, “quality has fallen.” As part of the definition stage, the scope of the project or issue should be defined, as well as the business processes involved.
• Measure: When the project or problem has been defined, decisions should then be made about additional measurements required to quantify the problem. For example, if the definition of the problem is “damaged finished goods from the production line have increased 17 percent in the last three months,” then additional measurements might need to be looked at. This includes what finished goods are being damaged, when they are being damaged, and the level of damage.
• Analyze: Once the measuring stage has defined the additional measurements, the data is then collected and analyzed. At this point, it is possible to determine whether the problem is valid or whether it is a random event that does not have a specific cause that can be corrected. The data that has been collected can be used as a base level to compare against measurements after the project has been completed to ascertain the success of the project.
• Improve: After measurements have been taken and analyzed, possible solutions can then be developed. Test data can be created and pilot studies launched to find which of the solutions offers the best improvements to the issue. The team should also look at the results to ensure that there are no unanticipated consequences to the selected solution. When the most appropriate solution is selected, then the team can develop an implementation plan and a timeline for the completion of the project.
• Control: After the implementation of the solution or project, a number of controls must be put in place so that measurements can be taken to confirm that the solution is still valid and to prevent a recurrence. The control measurements can be scheduled for specific dates, e.g., monthly, daily, and yearly. The solution should also be well documented and any other related process documentation updated.

The DMAIC problem-solving method can produce significant improvements for an organization that is using the Six Sigma methodology and tools. The method offers a five-step plan that gives organizations a roadmap to follow so that issues can be resolved using a structured methodology.

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Six Sigma: All you need to know about the lean methodology

Six Sigma is a process improvement method that helps organizations improve their business processes. The end goal of Six Sigma is to reduce the amount of variations in a process as much as possible in order to prevent defects within your product. While this methodology is often used to optimize manufacturing processes, it can also be applied to other industries—including tech companies who produce digital products rather than physical ones.

Imagine your development team is in the process of putting the final touches together for a big product launch. When the product gets to the testing stage, the team catches several unanticipated bugs in the code. How can your team prevent this from happening in the future?

One way to do this is to implement an old manufacturing tool: the Six Sigma methodology.

What is Six Sigma?

The main philosophy of Six Sigma is that all processes can be defined, measured, analyzed, improved, and controlled (commonly referred to as the DMAIC method).

According to Six Sigma, all processes require inputs and outputs. Inputs are the actions that your team performs, and the outputs are the effects of those actions. The main idea is that if you can control as many inputs (or actions) as possible, you also control the outputs. 

Where does Six Sigma come from?

In 1809 , German mathematician Carl Friedrich Gauss first used the famous bell curve to explain measurement errors. In the 1920s , Walter Shewhart found that three sigma from the mean is the precise point where a process needs to be corrected. 

But it wasn’t until 1986 that the engineer and developer Bill Smith created the Six Sigma methodology for Motorola that we know today. Motorola used the methodology to identify the maturity of a process by its “sigma” rating, which indicates the percentage of products that are defect-free.

By definition, a Six Sigma process is one in which fewer than 3.4 defects per million opportunities occur. In other words, 99.9997% of opportunities are statistically expected to be free of defects.

Six Sigma is still commonly used in lean manufacturing and production because the process can be helpful in preventing and eliminating defects. However, this methodology can also be used in the service industry and with software engineering teams.

Lean Six Sigma

In general, the goal of a lean methodology is to drive out waste or anything that doesn’t add value to a product or process. The Lean Six Sigma (LSS) methodology values defect prevention over defect detection. This means that the goal of LSS is not to identify where the defect is, but to prevent defects from happening in the first place. 

The 5 key principles of Six Sigma

The Six Sigma methodology has five key principles you can use when analyzing your processes.

1. Focus on the customer

In Six Sigma, the goal is to ensure you can provide your customers with as much value as possible. This means your team should spend a lot of time identifying who your customers are, what their needs are, and what drives their behavior to purchase products. This principle works well for SaaS companies since they often focus on recurring revenue streams.

Identifying your customer’s wants and needs can help your team better understand how to retain customers and keep them coming back to your product.

This requires your team to understand the quality of product your customers would find acceptable, so you can meet or even exceed their expectations. Once you understand that level of quality, you can use it as a benchmark for production. 

2. Use data to find where variation occurs

Outline all of the steps of your current production process. Once you’ve done this, analyze and gather data on the current process to see if there are certain areas that can be optimized or areas that are causing a bottleneck in your workflow.

For example, consider how you share information with your team. Is everyone on your team getting the same information, or are they referencing outdated documents? Establishing a centralized location for all pertinent project information can help minimize the amount of time spent searching for the right documents.

Sometimes it can be challenging to decide what metrics you need to analyze. An easy way to figure this out is by working backward. Identify a goal you want to achieve and work back from there. For example, if your goal is to shorten production time, analyze how long each step in the production process takes.

3. Continuously improve your process

While you’re looking at your production process, consider any steps that don’t add value for your team or your end customers. Use tools such as value stream mapping to identify where you can streamline processes and decrease the amount of bottlenecks. 

The idea of making small improvements to your processes over time is known as kaizen , or continuous improvement. The philosophy behind continuous improvement is that if you’re making small changes over a long period of time, it can lead to major positive changes in the long run.

4. Get everyone involved

Six Sigma is a methodology that allows everyone on the team to contribute. However, this does require everyone on the team to have some training on the Six Sigma process to reduce the risk of creating more blockers instead of getting rid of them. 

Six Sigma works especially well when cross-functional teams are involved, because it provides a holistic view of how a process can affect all parts of your business. When you include representatives from all teams involved in a process, you give everyone insight into the improvements you’re making and how those changes might impact their teams.

We’ll dive into the different types of Six Sigma trainings and certifications later in this article.

5. Ensure a flexible and responsive ecosystem

Six Sigma is all about creating positive change for your customers. This means you should consistently look for ways to improve your processes, and your entire team should stay flexible so they can pivot without much disturbance.

This also means that processes need to be easily interchangeable. An easy way to do this is to break out processes into steps. If there’s an issue with just one step, then only that step needs to be fixed, as opposed to the entire process. 

The two main Six Sigma methodologies

There are two common processes within Six Sigma and they’re each used in different situations.

In general, the DMAIC method is the standard method to optimize existing processes. Alternatively, use the DMADV method when a process is not yet established and you need to create one.

DMAIC is an acronym, meaning each letter represents a step in the process. DMAIC stands for define, measure, analyze, improve, and control.

Define the system. Identify your ideal customer profile, including your customers’ wants and needs. During this stage you also want to identify the goals of your entire project as a whole.

Measure key aspects of current processes. Using the goals you established in the “define” stage, benchmark your current processes and use that data to inform how you want to optimize your project.

Analyze the process. Determine any root causes of problems and identify how variations are formed.

Improve or optimize your process. Based on the analysis from the previous step, create a new future state process. This means you should create a sample of the improved process and test it in a separate environment to see how it performs.

Control the future state process. If the results in the “improve” stage are up to your team’s standards, implement this new process into your current workflow. When doing this, it’s important to try and control as many variables as possible. This is often done using statistical process control or continuous monitoring.

DMAIC example

Your product team notices that the customer churn rate (the rate at which customers stop doing business with you) is increasing. To prevent this problem from getting worse, you can use the Six Sigma DMAIC methodology to identify the issue and develop a solution. 

Define: The customer churn rate has increased from 3% to 7% in the last six months.

Measure: Your team has a lot of information about how prospective customers convert into actual customers, but there’s not much information about what happens after someone becomes a customer. You decide to analyze and measure user behavior after they purchase the product.

Analyze: After looking at the behavior of users after they become customers, your team notices that newer customers are having a harder time getting used to the new product UI than existing customers.

Improve: Your team decides to implement a “new customer onboarding” workflow that helps customers identify key parts of the product and how to use it. Your team works with the customer success team to help set best practices and create trainings. This gives the customer success team all the information they need to train new customers effectively and ensure customer satisfaction. 

Control: Your team monitors both the churn rate and how customers are behaving now that the changes have been implemented. After a few months, you notice the churn rate beginning to decrease again, so you choose to keep the new changes to the process.

The DMADV method is sometimes referred to as Design for Six Sigma (DFSS). DMADV stands for define, measure, analyze, design, and verify. Here’s what to do during each phase:

Define your goals. When defining goals for the new process you’re establishing, it’s important to consider both business goals and the goals of your ideal customer profile. 

Measure and identify CTQs. CTQ stands for “critical to quality.” These are the characteristics that define your perfect product. During this step you will identify how your new process can help achieve these CTQs and any potential risks that could impact quality.

Analyze to develop and design multiple options. When you’re designing a new production process, it’s important to have multiple options. Take a look at the different options you create and analyze the strengths and weaknesses of each one. 

Design the chosen option. Based on the analysis in the previous step, take the next step and implement the option that best fits your needs. 

Verify the design and set up pilot runs. Once you finish implementing your process, it’s time to hand it over to process owners and measure how the process works. Once the process is up and running, then your team can optimize it using the DMAIC method. 

Six Sigma certification

Six Sigma is a multi-level training program . Much like in martial arts, each ranking is a different belt color that indicates a different body of knowledge and years of experience. The Six Sigma certification program breaks down into six different rankings—from white belt to champion:

White Belt : If you’re brand-new to the Six Sigma method, you’ll start out in this stage. Someone with a Six Sigma White Belt doesn’t need to have any formal training or certification in Six Sigma, but they understand the basic framework and guidelines. This means they can participate in waste reduction and quality control projects. 

Yellow Belt : This level requires some formal training and you can receive an official Six Sigma Yellow Belt certification. With a Yellow Belt you can help contribute to strategy more than you could with a White Belt. You can now assist higher-ups with problem solving and analysis.

Green Belt : With a Six Sigma Green Belt certification, you can start strategizing and implementing smaller process improvement techniques on your own.

Black Belt : Once you receive the Black Belt certification, you will be able to break down processes and handle more complex projects than any previous belts. In this training, you’re taught how to manage large-scale changes that can impact a business’s bottom line.

Master Black Belt : The Six Sigma Master Black Belt is an additional course that helps you enhance your current skills by deepening your understanding of Lean Six Sigma. You’ll learn more about statistical tools and cultivate a greater appreciation for the DMAIC method.

Champion : You can become a Six Sigma Champion with a final training that is typically helpful for senior managers and executives who want to become proficient in guiding project teams and leaders through the different DMAIC phases. 

While there is no unified standard for certification, the courses are designed to teach the essentials of the process and how to apply Six Sigma tools to your day-to-day work situations.

Track and improve workflows with Six Sigma

Improving your business processes ultimately helps reduce waste. As you brainstorm and analyze workflows, take time to pinpoint and address bottlenecks . Visualize each step in your production process so you can assign them to specific owners.

If you’re looking to improve your team’s workflows , it’s best to use software that helps connect your team and manage goals. Asana workflows can help you manage and automate how work is completed. Plus, you can easily alert other team members of workflow changes, make real-time adjustments, and create a single source of truth for your entire team.

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Table of Contents

What is six sigma, what is lean six sigma, the 5 key principles of six sigma, the six sigma methodology, the six sigma process of business transformation, six sigma techniques, the six sigma tools, six sigma levels, what are the six sigma career choices and salary prospects, six sigma learning resources, what is six sigma: everything you need to know about it.

Reviewed and fact-checked by Sayantoni Das

The term "Six Sigma" refers to a statistical measure of how far a process deviates from perfection. A process that operates at six sigma has a failure rate of only 0.00034%, which means it produces virtually no defects. Six Sigma was developed by Motorola in the 1980s, and it has since been adopted by many other companies around the world, including General Electric, Toyota, and Amazon. It is used in industries such as manufacturing, healthcare, finance, and service industries to improve customer satisfaction, reduce costs, and increase profits.

Check out this video to know more about Six Sigma:

Six Sigma is a set of methodologies and tools used to improve business processes by reducing defects and errors, minimizing variation, and increasing quality and efficiency. The goal of Six Sigma is to achieve a level of quality that is nearly perfect, with only 3.4 defects per million opportunities. This is achieved by using a structured approach called DMAIC (Define, Measure, Analyze, Improve, Control) to identify and eliminate causes of variation and improve processes.

Six Sigma is a disciplined and data-driven approach widely used in project management to achieve process improvement and minimize defects. It provides a systematic framework to identify and eliminate variations that can impact project performance.

The etymology is based on the Greek symbol "sigma" or "σ," a statistical term for measuring process deviation from the process mean or target. "Six Sigma" comes from the bell curve used in statistics, where one Sigma symbolizes a single standard deviation from the mean. If the process has six Sigmas, three above and three below the mean, the defect rate is classified as "extremely low." 

The graph of the normal distribution below underscores the statistical assumptions of the Six Sigma model . The higher the standard deviation, the higher is the spread of values encountered. So, processes, where the mean is minimum 6σ away from the closest specification limit, are aimed at Six Sigma.

Credit: Cmglee , via Wiki Creative Commons CC BY-SA 3.0

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Lean Six Sigma is a methodology that combines two powerful process improvement techniques: Lean and Six Sigma.

Lean focuses on minimizing waste and maximizing efficiency by identifying and eliminating non-value-adding activities. This involves streamlining processes, reducing defects, improving quality, and optimizing resources to deliver more value with less effort.

On the other hand, Six Sigma is a statistical approach to process improvement that aims to reduce variation and defects by using data-driven decision making. It involves defining, measuring, analyzing, improving, and controlling processes to achieve consistent and predictable results.

By combining the strengths of these two methodologies, Lean Six Sigma provides a comprehensive approach to process improvement that can be applied to any industry or sector. It is widely used in manufacturing, healthcare, finance, and service industries to improve efficiency, reduce costs, and enhance customer satisfaction.

The concept of Six Sigma has a simple goal – delivering near-perfect goods and services for business transformation for optimal customer satisfaction (CX).

Goals are achieved through a two-pronged approach:

Six Sigma has its foundations in five key principles:

Focus on the Customer

Measure the value stream and find your problem, learn six sigma and get upto usd 114600 pa.

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The two main Six Sigma methodologies are DMAIC and DMADV. Each has its own set of recommended procedures to be implemented for business transformation.

DMAIC is a data-driven method used to improve existing products or services for better customer satisfaction. It is the acronym for the five phases: D – Define, M – Measure, A – Analyse, I – Improve, C – Control. DMAIC is applied in the manufacturing of a product or delivery of a service.

DMADV is a part of the Design for Six Sigma (DFSS) process used to design or re-design different processes of product manufacturing or service delivery. The five phases of DMADV are: D – Define, M – Measure, A – Analyse, D – Design, V – Validate. DMADV is employed when existing processes do not meet customer conditions, even after optimization, or when it is required to develop new methods. It is executed by Six Sigma Green Belts and Six Sigma Black Belts and under the supervision of Six Sigma Master Black Belts. We'll get to the belts later.

The two methodologies are used in different business settings, and professionals seeking to master these methods and application scenarios would do well to take an online certificate program taught by industry experts.

Operations Manager or Auditor? Your Choice

Although what is Six Sigma uses various methods to discover deviations and solve problems, the DMAIC is the standard methodology used by Six Sigma practitioners. Six Sigma uses a data-driven management process used for optimizing and improving business processes. The underlying framework is a strong customer focus and robust use of data and statistics to conclude.  

The Six Sigma Process of the DMAIC method has five phases:

Each of the above phases of business transformation has several steps:

The Six Sigma methodology also uses a mix of statistical and data analysis tools such as process mapping and design and proven qualitative and quantitative techniques, to achieve the desired outcome.

Fig: Key Six Sigma Techniques in use

Brainstorming

Brainstorming is the key process of any problem-solving method and is often utilized in the "improve" phase of the DMAIC methodology. It is a necessary process before anyone starts using any tools. Brainstorming involves bouncing ideas and generating creative ways to approach a problem through intensive freewheeling group discussions. A facilitator, who is typically the lead Black Belt or Green Belt, moderates the open session among a group of participants.

Root Cause Analysis/The 5 Whys

This technique helps to get to the root cause of the problems under consideration and is used in the "analyze" phase of the DMAIC cycle.

In the 5 Whys technique, the question "why" is asked, again and again, finally leading up to the core issue. Although "five" is a rule of thumb, the actual number of questions can be greater or fewer, whatever it takes to gain clarity.

Voice of the Customer

This is the process used to capture the "voice of the customer" or customer feedback by either internal or external means. The technique is aimed at giving the customer the best products and services. It captures the changing needs of the customer through direct and indirect methods. The voice of the customer technique is used in the "define' phase of the DMAIC method, usually to further define the problem to be addressed.

The 5S System

This technique has its roots in the Japanese principle of workplace energies. The 5S System is aimed at removing waste and eliminating bottlenecks from inefficient tools, equipment, or resources in the workplace. The five steps used are Seiri (Sort), Seiton (Set In Order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain).

Kaizen (Continuous Improvement)

The Kaizen technique is a powerful strategy that powers a continuous engine for business improvement. It is the practice continuously monitoring, identifying, and executing improvements. This is a particularly useful practice for the manufacturing sector. Collective and ongoing improvements ensure a reduction in waste, as well as immediate change whenever the smallest inefficiency is observed.

Benchmarking

Benchmarking is the technique that employs a set standard of measurement. It involves making comparisons with other businesses to gain an independent appraisal of the given situation. Benchmarking may involve comparing important processes or departments within a business (internal benchmarking), comparing similar work areas or functions with industry leaders (functional benchmarking), or comparing similar products and services with that of competitors (competitive benchmarking).

Poka-yoke (Mistake Proofing)

This technique's name comes from the Japanese phrase meaning "to avoid errors," and entails preventing the chance of mistakes from occurring. In the poka-yoke technique, employees spot and remove inefficiencies and human errors during the manufacturing process.

Value Stream Mapping

The value stream mapping technique charts the current flow of materials and information to design a future project. The objective is to remove waste and inefficiencies in the value stream and create leaner operations. It identifies seven different types of waste and three types of waste removal operations.

• Cause and Effect Analysis
• Pareto Chart
• Check Sheet
• Scatter Plot
• Control Chart

The Six Sigma training levels conform to specified training requirements, education criteria, job standards, and eligibility.

This is the simplest stage, where:

• Any newcomer can join.
• People work with teams on problem-solving projects.
• The participant is required to understand the basic Six Sigma concepts.

Yellow Belt

Here, the participant:

• Takes part as a project team member.
• Reviews process improvements.
• Gains understanding of the various methodologies, and DMAIC.

Green level

This level of expertise requires the following criteria:

• Minimum of three years of full-time employment.
• Understand the tools and methodologies used for problem-solving.
• Hands-on experience on projects involving some level of business transformation.
• Guidance for Black Belt projects in data collection and analysis.
• Lead Green Belt projects or teams.

Black Level

This level includes the following:

• Minimum of three years of full-time employment
• Work experience in a core knowledge area
• Proof of completion of a minimum  of two Six Sigma projects
• Demonstration of expertise at applying multivariate metrics to diverse business change settings
• Leading diverse teams in problem-solving projects.
• Training and coaching project teams.

Master Black Belt

To reach this level, a candidate must:

• Be in possession of a Black Belt certification
• Have a minimum of five years of full-time employment, or Proof of completion of a minimum of 10 Six Sigma projects
• A proven work portfolio, with individual specific requirements, as given here , for instance.
• Have coached and trained Green Belts and Black Belts.
• Develop key metrics and strategies.
• Have worked as an organization's Six Sigma technologist and internal business transformation advisor.

Fig: The five-tiered levels of Six Sigma Certification

Six Sigma is widely adopted by many industries such as manufacturing, healthcare, finance, and retail, and offers a range of career opportunities with attractive salary prospects. Here are some career choices and salary prospects in Six Sigma:

• Six Sigma Consultant: A Six Sigma consultant advises organizations on process improvements, identifies areas for cost savings, and develops strategies for implementation. The average salary for a Six Sigma consultant is around $96,000 per year.
• Six Sigma Project Manager: A Six Sigma project manager oversees Six Sigma projects, manages project teams, and ensures successful implementation of process improvements. The average salary for a Six Sigma project manager is around $107,000 per year.
• Six Sigma Black Belt : A Six Sigma Black Belt is responsible for leading Six Sigma projects, training team members, and ensuring sustained process improvements. The average salary is around $110,000 per year.
• Six Sigma Master Black Belt: It is the highest level of Six Sigma certification and is responsible for leading organizational Six Sigma initiatives, coaching and mentoring Six Sigma Black Belts and Green Belts, and driving business transformation. The average salary for a Six Sigma Master Black Belt is around $140,000 per year.
• Quality Manager: A Quality Manager ensures that an organization's products or services meet customer expectations, industry standards, and regulatory requirements. Six Sigma certification can be valuable for this role, and the average salary for a Quality Manager is around $91,000 per year.

Overall, Six Sigma offers various career opportunities with competitive salary prospects. Individuals with Six Sigma certification can expect higher salaries and better job prospects than those without certification.

So whether you are a graduate in any stream, an engineer, or an MBA professional, if you want to enhance your career prospects and salary gains, then make sure to get certified in Six Sigma courses. Begin with a Green Belt and climb your way up to Master Black belt to command your salary. As a fresher, you can start learning Six Sigma principles by enrolling into Simplilearn's Green Belt certificate program , and then avail the higher certificate levels as you gain work and project experience.

1. How Can You Get Six Sigma Certification?

Understanding the Management Philosophy of Your Organization, selecting between Six Sigma and Lean Six Sigma, determining which Level Suits You, learning about the Tests Associated with it, Enrolling in a Training Course, and obtaining Your Certification are the steps to obtaining Six Sigma Certification.

2. What Does Six Sigma Mean?

Six Sigma is a quality improvement methodology for businesses that counts the number of flaws in a process and aims to systematically fix them. Businesses utilize it to get rid of flaws and enhance any of their procedures in an effort to increase earnings.

3. What Is the Difference Between Six Sigma and Lean Six Sigma?

Lean and Six Sigma vary primarily in that Lean frequently affects all aspects of an organization rather than being solely focused on production. These two strategies are combined by Lean Six Sigma to produce a potent toolkit for dealing with waste reduction.

4. What Are the Steps of Six Sigma?

Six Sigma's five steps adhere to a methodology known to business insiders as DMAIC. The words "define, measure, analyze, enhance, and control" are all spelled out in this acronym.

5. What is Lean Six Sigma?

Lean Six Sigma is a method for improving performance by systematically removing waste and reducing variation that relies on a collaborative team effort. Increased performance and decreased process variation contribute to defect reduction and improvements in profits, employee morale, and product or service quality.

6. What is continuous improvement?

Continuous improvement (also known as "rapid improvement") is a Lean improvement technique that aids in workflow optimization. The Lean method of working allows for efficient workflows that save time and money, allowing you to cut down on wasted time and effort.

7. What is Lean Six Sigma Yellow Belt?

A Certified Lean Six Sigma Yellow Belt from the Council for Six Sigma Certification (CSSC) is someone who has a basic understanding of Six Sigma but does not lead projects on their own. They are frequently in charge of creating process maps to support Six Sigma projects.

8. What is Lean Six Sigma Green Belt?

Six Sigma Green Belt is a certification course that provides you with hands-on experience with over 100 tools and techniques. These techniques are required for participation in DMAIC improvement projects. DMAIC is an acronym that stands for Define, Measure, Analyze, Improve, and Control.

9. What is Lean Six Sigma Black Belt?

A Lean Six Sigma Black Belt has a thorough understanding of all aspects of the Lean Six Sigma Method, including a high level of competence in the Define, Measure, Analyze, Improve, and Control (DMAIC) phases as defined by the IASSC.

10. What are the Five Key Six Sigma Principles?

The success of Six Sigma relies on five fundamental principles:Customer Focus, Data-Driven Analysis, Proactive Improvement, Cross-Functional Collaboration, and Thoroughness and Flexibility.

11. What are Six Sigma steps?

The Six Sigma Methodology consists of five stages driven by data — Define, Measure, Analyze, Improve, and Control (DMAIC).

12. What is Six Sigma with an example?

Six Sigma is a data-driven methodology used to improve processes by minimizing defects and variations. For example, a manufacturing company may use Six Sigma to reduce the number of defective products produced by optimizing their production process.

13. What are Six Sigma tools?

14. what is the six sigma formula.

Utilizing the equation Y = f(x) aids in identifying cause and effect relationships within a project, enabling performance measurement and the discovery of areas for enhancement. 

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• The Art of Effective Problem Solving: A Step-by-Step Guide
• Learn Lean Sigma
• Problem Solving

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

You will learn how to define a problem, gather information, assess alternatives, and implement a solution, all while honing your critical thinking and creative problem-solving skills. Whether you’re a seasoned problem solver or just getting started, this guide will arm you with the knowledge and tools you need to face any challenge with confidence. So let’s get started!

Table of Contents

Problem solving methodologies.

Individuals and organisations can use a variety of problem-solving methodologies to address complex challenges. 8D and A3 problem solving techniques are two popular methodologies in the Lean Six Sigma framework.

Methodology of 8D (Eight Discipline) Problem Solving:

The 8D problem solving methodology is a systematic, team-based approach to problem solving. It is a method that guides a team through eight distinct steps to solve a problem in a systematic and comprehensive manner.

The 8D process consists of the following steps:

• Form a team: Assemble a group of people who have the necessary expertise to work on the problem.
• Define the issue: Clearly identify and define the problem, including the root cause and the customer impact.
• Create a temporary containment plan: Put in place a plan to lessen the impact of the problem until a permanent solution can be found.
• Identify the root cause: To identify the underlying causes of the problem, use root cause analysis techniques such as Fishbone diagrams and Pareto charts.
• Create and test long-term corrective actions: Create and test a long-term solution to eliminate the root cause of the problem.
• Implement and validate the permanent solution: Implement and validate the permanent solution’s effectiveness.
• Prevent recurrence: Put in place measures to keep the problem from recurring.
• Recognize and reward the team: Recognize and reward the team for its efforts.

Download the 8D Problem Solving Template

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

The A3 problem-solving procedure consists of the following steps:

• Determine the issue: Define the issue clearly, including its impact on the customer.
• Perform root cause analysis: Identify the underlying causes of the problem using root cause analysis techniques.
• Create and implement a solution: Create and implement a solution that addresses the problem’s root cause.
• Monitor and improve the solution: Keep an eye on the solution’s effectiveness and make any necessary changes.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause. To avoid this pitfall, it is critical to thoroughly understand the problem.

To begin, ask yourself some clarifying questions:

• What exactly is the issue?
• What are the problem’s symptoms or consequences?
• Who or what is impacted by the issue?
• When and where does the issue arise?

Answering these questions will assist you in determining the scope of the problem. However, simply describing the problem is not always sufficient; you must also identify the root cause. The root cause is the underlying cause of the problem and is usually the key to resolving it permanently.

Try asking “why” questions to find the root cause:

• What causes the problem?
• Why does it continue?
• Why does it have the effects that it does?

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Once you have a firm grasp on the issue, it is time to divide it into smaller, more manageable chunks. This makes tackling the problem easier and reduces the risk of becoming overwhelmed. For example, if you’re attempting to solve a complex business problem, you might divide it into smaller components like market research, product development, and sales strategies.

To summarise step 1, defining the problem is an important first step in effective problem-solving. You will be able to identify the root cause and break it down into manageable parts if you take the time to thoroughly understand the problem. This will prepare you for the next step in the problem-solving process, which is gathering information and brainstorming ideas.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Begin by researching the problem and relevant information. This could include reading articles, conducting surveys, or consulting with experts. The goal is to collect as much information as possible in order to better understand the problem and possible solutions.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Finally, use brainstorming to generate a wide range of potential solutions. This is the place where you can let your imagination run wild. At this stage, don’t worry about the feasibility or practicality of the solutions; instead, focus on generating as many ideas as possible. Write down everything that comes to mind, no matter how ridiculous or unusual it may appear. This can be done individually or in groups.

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

To begin, weigh the advantages and disadvantages of each solution. This will assist you in determining the potential outcomes of each solution and deciding which is the best option. For example, a quick and easy solution may not be the most effective in the long run, whereas a more complex and time-consuming solution may be more effective in solving the problem in the long run.

Consider each solution’s feasibility and practicability. Consider the following:

• Can the solution be implemented within the available resources, time, and budget?
• What are the possible barriers to implementing the solution?
• Is the solution feasible in today’s political, economic, and social environment?

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Finally, choose the solution that is most likely to effectively solve the problem. This solution should be based on the criteria you’ve established, such as the advantages and disadvantages of each solution, their feasibility and practicability, and your overall goals.

It is critical to remember that there is no one-size-fits-all solution to problems. What is effective for one person or situation may not be effective for another. This is why it is critical to consider a wide range of solutions and evaluate each one based on its ability to effectively solve the problem.

Step 4 – Implement and Monitor the Solution

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

To begin, implement the solution. This may entail delegating tasks, developing a strategy, and allocating resources. Ascertain that everyone involved understands their role and responsibilities in the solution’s implementation.

Next, keep an eye on the solution’s progress. This may entail scheduling regular check-ins, tracking metrics, and soliciting feedback from others. You will be able to identify any potential roadblocks and make any necessary adjustments in a timely manner if you monitor the progress of the solution.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

It’s important to remember that problem solving is an iterative process, and there may be times when you need to start from scratch. This is especially true if the initial solution does not effectively solve the problem. In these situations, it’s critical to be adaptable and flexible and to keep trying new solutions until you find the one that works best.

To summarise, effective problem solving is a critical skill that can assist individuals and organisations in overcoming challenges and achieving their objectives. Effective problem solving consists of four key steps: defining the problem, generating potential solutions, evaluating alternatives and selecting the best solution, and implementing the solution.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

• Novick, L.R. and Bassok, M., 2005.  Problem Solving . Cambridge University Press.

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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What Is Six Sigma?

Understanding six sigma, the 5 steps of six sigma.

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What Is Six Sigma? Concept, Steps, Examples, and Certification

Adam Hayes, Ph.D., CFA, is a financial writer with 15+ years Wall Street experience as a derivatives trader. Besides his extensive derivative trading expertise, Adam is an expert in economics and behavioral finance. Adam received his master's in economics from The New School for Social Research and his Ph.D. from the University of Wisconsin-Madison in sociology. He is a CFA charterholder as well as holding FINRA Series 7, 55 & 63 licenses. He currently researches and teaches economic sociology and the social studies of finance at the Hebrew University in Jerusalem.

Investopedia / Zoe Hansen

Six Sigma is a set of techniques and tools used to improve business processes. It was introduced in 1986 by engineer Bill Smith while working at Motorola. Six Sigma practitioners use statistics, financial analysis, and project management to identify and reduce defects and errors, minimize variation, and increase quality and efficiency.

The five phases of the Six Sigma method, known as DMAIC, are defining, measuring, analyzing, improving, and controlling.

Key Takeaways

• Six Sigma is a quality-control methodology that businesses use to significantly reduce defects and improve processes.
• The model was developed by a scientist at Motorola in the 1980s.
• Companies often use the Six Sigma model to increase efficiency and boost profits.
• Six Sigma practitioners can earn certifications modeled on the color belts used in martial arts.

Six Sigma is based on the idea that all business processes can be measured and optimized.

The term Six Sigma originated in manufacturing as a means of quality control. Six Sigma quality is achieved when long-term defect levels are below 3.4 defects per million opportunities (DPMO). 

Six Sigma has since evolved into a more general business concept, focusing on meeting customer requirements, improving customer retention, and improving and sustaining business products and services. Among its best-known proponents was the longtime General Electric CEO Jack Welch .

Six Sigma certification programs confer belt rankings similar to those in the martial arts, ranging from white belt to black belt.

The Six Sigma method uses a step-by-step approach called DMAIC, an acronym that stands for Define, Measure, Analyze, Improve, and Control. According to Six Sigma adherents, a business may solve any seemingly unsolvable problem by following these five steps.

A team of people, led by a Six Sigma expert, chooses a process to focus on and defines the problem it wishes to solve.

The team measures the initial performance of the process, creating a benchmark, and pinpoints a list of inputs that may be hindering performance.

Next the team analyzes the process by isolating each input, or potential reason for any failures, and testing it as the possible root of the problem.

The team works from there to implement changes that will improve system performance.

The group adds controls to the process to ensure it does not regress and become ineffective once again.

What Is Lean Six Sigma?

Lean Six Sigma is a team-focused managerial approach that seeks to improve performance by eliminating waste and defects while boosting the standardization of work. It combines Six Sigma methods and tools and the lean manufacturing/ lean enterprise  philosophy, striving to reduce the waste of physical resources, time, effort, and talent while assuring quality in production and organizational processes. Any use of resources that does not create  value  for the end customer is considered a waste and should be eliminated.

Six Sigma Certification and Belt Rankings

Individuals can obtain Six Sigma certification to attest to their understanding of the process and their skills in implementing it. These certifications are awarded through a belt system similar to karate training. The belt levels are:

• White belt : Individuals with a white belt have received some instruction in the basics of Six Sigma, but have not yet gone through any formal training or certification program. This gives them enough knowledge to become team members.
• Yellow belt : This level can be attained after several training sessions, and equips participants with the knowledge to lead small projects and assist managers who hold more advanced belts.
• Green belt : To achieve this level, individuals take a more comprehensive course that prepares them to become project leaders.
• Black belt : After reaching the green belt level, participants can move on to black belt certification, preparing them for leadership roles in larger and more complex projects.

People with black belts can become masters and champions. Someone with a master black belt is considered an expert and strong leader with excellent problem-solving skills. A champion is a lean Six Sigma leader trained in maximizing profits through the elimination of waste and defects.

These certifications, and the courses required to obtain them, are offered by a variety of companies and educational institutions and can differ from one to another.

Real-World Examples of Six Sigma

Six Sigma is used by many companies, local governments, and other institutions. Here are two examples of how Six Sigma improved operational efficiency, saved money, and increased customer satisfaction.

Microsoft (MSFT) is one of the largest software producers in the world. It used Six Sigma to help eradicate defects in its systems and data centers and systematically reduce IT infrastructure failures.

The company first established standards for all of its hardware and software to create a baseline measurement for detecting defects. It then used root-cause analysis, including collecting data from past high-priority incidents, server failures, and recommendations from product group members and customers, to pinpoint potential problem areas.

Large amounts of data were collected on a daily and weekly basis from various servers. The incidents were prioritized based on how severely the defects affected the business and the company's underlying services. Data analysis and reporting identified the specific defects, after which remediation steps for each defect were established.

As a result of Six Sigma, Microsoft says it improved the availability of its servers, boosted productivity, and increased customer satisfaction.

Ventura County, California, Government

Ventura County, California, credited the use of Lean Six Sigma for a savings of $33 million. The county government began to use the program in 2008 and has trained more than 5,000 employees in the methodology. The county says the savings are due in part to the introduction of more efficient new systems and the elimination of unnecessary, but time-consuming, steps from its prior processes.

For example, the VC Star newspaper reported in 2019 that the county saved "$51,000 with an appointments system that reduced labor costs and rates for maintenance of county vehicles [and] almost $400,000 annually by implementing a new system to track employee leaves of absence."

How Can You Get Six Sigma Certification?

You can receive Six Sigma certification through private companies, associations, and some colleges. Keep in mind, though, that there is no single governing body that standardizes the curriculum. This means that courses can vary based on where you take them.

Can You Get Six Sigma Certification Online?

Yes, many of the universities and organizations that offer Six Sigma certification have both classroom and online offerings.

What Is the Basic Difference Between Six Sigma and Lean Six Sigma?

Lean Six Sigma uses the Six Sigma methodology (define, measure, analyze, improve, control) with the specific goal of eliminating waste in a company's, or other organization's, processes or use or materials—that is, making it "leaner." It derives in part from the principles of lean manufacturing.

Six Sigma has become a widely used quality-improvement methodology in both the private and public sectors. Anyone who wishes to learn it can take courses that lead to various levels of certification.

ASQ. " What Is Six Sigma? "

Purdue University. ' Six Sigma Belt Level Rankings ."

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VC Star . " Efficiency Program Rooted in Car Business Drives $33 Million in Government Savings ."

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The Seven A3 Problem Solving Steps in Detail

Step 1: Background This stage is where one makes the business case for resolving a specific issue. Once the choice is made, explain how the issue affects the company’s strategic goals in terms of clients, processes, finances, new products, and so on. Step 2: Problem Statement Describe the issue in detail. This may include the scope of the problem, the location and timing of the problem, and the effect of the problem on the company. This will help the company bring the issue to life by identifying these details on a quantitative scale. Step 3: Goal Statement Declare what they hope to achieve by starting the A3 problem-solving project in this phase. Make a list of the goals users want to accomplish and a timeline for achieving them. Step 4: Root Cause Analysis Once one has thoroughly identified the issue, perform a root cause analysis to figure out what’s causing it. Make an effort to be as informative as possible. Step 5: Countermeasures Create the countermeasure one will need to achieve the goal of solving the problem once one has identified the root causes. Create a comprehensive strategy outlining who will deploy the countermeasures and when they will be deployed. This move is made easier by following the 5WIH structure. Step 6: Effect Confirmation Examine the outcomes after applying the countermeasures. Determine if the countermeasures were effective in achieving the goal based on the results. Step 7: Follow Up Action Once one has had the results, set up the infrastructure to keep the gains going (such as standardization, audits, dashboards and reviews). Make sure to distribute the findings within the organisation, which is known as yoko-narabi-tenkai in Japanese, which translates to “lateral deployment of findings to other communities.”

See full story on processexcellencenetwork.com

• The A3 Problem Solving Way: An Introduction by Debashis Sarkar
• Using Lean Six Sigma to Benefit Pharmaceutical Sales and Marketing and R&D

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Six Sigma for Students

A Problem-Solving Methodology

• © 2020
• Fatma Pakdil 0

Eastern Connecticut State University, Willimantic, USA

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• Gives students opportunities to practice on examples, practice, and discussion questions
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• Teaches students to apply the tools and methods of Six Sigma in each phase of the DMAIC process using a step by step approach
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Table of contents(11 chapters)

Front matter, organization of six sigma, overview of quality and six sigma.

Fatma Pakdil

Organization for Six Sigma

Cultural considerations for effective six sigma teams.

• Karen Moustafa Leonard

Define Phase: D Is for Define

Measure phase: m is for measure, measurement system analysis: gage r&r analysis, analyze phase: a is for analyze, analyze phase: other data analysis tools, control charts, improve phase: i is for improve, control phase: c is for control, back matter.

• quality management
• project management
• process improvement
• International Organization for Standardization
• organizational culture
• Gage R&R Analysis
• Improvement

“This textbook provides students with a thorough understanding of the Six Sigma approach through practical examples, utilizing a statistical perspective in problem-solving and decision-making processes.” — Dan Tenney , Board of Directors, The Child and Family Guidance Center

Book Title : Six Sigma for Students

Book Subtitle : A Problem-Solving Methodology

Authors : Fatma Pakdil

DOI : https://doi.org/10.1007/978-3-030-40709-4

Publisher : Palgrave Macmillan Cham

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer Nature Switzerland AG 2020

Softcover ISBN : 978-3-030-40708-7 Published: 22 December 2020

eBook ISBN : 978-3-030-40709-4 Published: 21 December 2020

Edition Number : 1

Number of Pages : XXVII, 492

Number of Illustrations : 161 b/w illustrations

Topics : Operations Management , Management , Operations Research/Decision Theory , Business Mathematics

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