The D-M-A-I-C Process

The D-M-A-I-C Process
The five-step D-M-A-I-C process is summarized by the following flow-

chart. Please note, this is not a strictly linear process - it is often
iterative. New information and discovery may cause you to return to a
previous step and re-define your project or modify your approach to
completing it.
Within each step of the flow chart there are critical questions that
should be answered by the project team. You can view these critical
questions by clicking on the link at the bottom of each process step.
DMAIC Process Improvement Flowchart
1. DEFINE
Prioritize projects based on business impact and alignment with

organizational imperatives. Continuous Improvement projects start by
capturing the voice of the customer:
1. Organize a team to improve the process of interest, and develop

a Charter to guide team actions.
2. Identify the customer(s) and critical customer requirements (Voice
of the Customer).
3. Determine what "success" looks like for the improvement project.
4. Create a process map of the process to develop process
knowledge - there are many formats.
Critical Questions
 What are we trying to accomplish (Mission)? TOOL TIP

 What is the project scope? Is the project scope broad
enough to be important, but narrow enough to be do-
able? TOOL TIP
 Why are we working on this project? What is the business
case for this activity? TOOL TIP
 Who is the customer? TOOL TIP
 What output (Y) is important to the customer? What are the
Critical-To-Quality Characteristics? TOOL TIP
 How does the current process flow? What are the current
inputs to the process? TOOL TIP
 What resources are required to complete the project? Who
is going to work on the project? TOOL TIP
 When must the project be completed? TOOL TIP
 What is the Operational Definition for all Critical-To-Quality
Characteristics (CTQCs)? TOOL TIP
2. MEASURE
Measurements drive the continuous improvement process - what gets

measured gets done!
1. Define performance standards.

2. Identify potentially significant Process Inputs (X's).
3. Validate the measurement system.
4. Establish baseline performance with regard to customer
requirements (called Capability).
Critical Questions
 Can the CTQCs be objectively measured? TOOL TIP

 Has the success target been determined - in customer
terms? TOOL TIP
 Have potentially significant process inputs (Xs) been
identified for further screening? TOOL TIP
 Has a data collection plan been developed for the process
output(s), or CTQC(s), and those process inputs which may
be deemed to be significant? TOOL TIP
 Is the Measurement System capable of providing valid and
reliable values with an acceptable degree of error? TOOL
TIP
 What is the baseline performance of the process? TOOL TIP
 Are the relevant metrics visible and widely accessible? TOOL
TIP
 Are there any opportunities for "Quick Hits" (Kaizen Blitzes
or Rapid Improvement Events)? TOOL TIP
 If the process is not capable, have containment actions
been implemented to prevent customers from experiencing
defects?
3. ANALYZE
Analytical tools are used to dissect the root cause of process variability
and separate the vital few inputs from the trivial many.
1. Identify significant characteristics (inputs, or Xs) and establish

capability.
2. Define performance targets for significant characteristics (inputs,
or Xs).
3. Identify the root cause of process variation.
4. Use statistical methods to verify the effectiveness of alternatives.
Critical Questions
 What are the significant inputs (Xs) affecting the output of

concern (also known as Ys or CTQCs)? TOOL TIP
 What are the target levels of those inputs (Xs) that optimize
the output of concern? TOOL TIP
 Are the input processes stable and capable? TOOL TIP
 What are the underlying sources of process
variability? TOOL TIP
 Have alternate methods been statistically validated as
effective? TOOL TIP
 Are the interactions between inputs identified, understood,
and optimized? TOOL TIP
4. IMPROVE
The Improve phase turns analysis into action.
1. Identify and evaluate potential solutions.

2. Implement short term countermeasures.
3. Identify systemic indirect effect and unintended consequences of
improvement actions.
4. Establish operating tolerances for new processes.
Critical Questions
 What improvement actions are necessary to achieve

targeted performance levels? TOOL TIP
 Has a process been established to track implementation -
with defined responsibility and target dates? TOOL TIP
 Does information and material flow smoothly through the
process, with low inventory and no delays? TOOL TIP
 Are there any obstacles to improvement? Unintended
consequences? Indirect effects? TOOL TIP
 How might the system push back? TOOL TIP
 Is the team functioning as effectively as possible? TOOL TIP
 Have improvement action alternatives been evaluated for
relative attractiveness? TOOL TIP
5. CONTROL
After implementing improvement actions, the Control step verifies

results and consolidates the gains:
1. Verify corrective actions and validate new measurement systems.

2. Determine new process capability.
3. Establish and implement control plan.
4. Share best practices and lessons learned.
Critical Questions
 Have mechanisms been put in place to provide ongoing
feedback and prevent backsliding? TOOL TIP
 Are significant characteristics (inputs and process variables)
being monitored and improved over time using statistical
methods? TOOL TIP
 Are appropriate preventive actions in place, including a
Total Productive Maintenance (TPM) program to attack
waste? TOOL TIP
 Are improvements, lessons learned, and best practices
being shared in a systematic fashion?

The D-M-A-I-C Process

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The D-M-A-I-C Process

The five-step D-M-A-I-C process is summarized by the following flow-

DMAIC Process Improvement Flowchart

Prioritize projects based on business impact and alignment with

1. Organize a team to improve the process of interest, and develop

 What are we trying to accomplish (Mission)? TOOL TIP

Measurements drive the continuous improvement process - what gets

1. Define performance standards.

 Can the CTQCs be objectively measured? TOOL TIP

1. Identify significant characteristics (inputs, or Xs) and establish

 What are the significant inputs (Xs) affecting the output of

The Improve phase turns analysis into action.

1. Identify and evaluate potential solutions.

 What improvement actions are necessary to achieve

After implementing improvement actions, the Control step verifies

1. Verify corrective actions and validate new measurement systems.

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