The DMAIC methodology

When Six Sigma and Lean practices are combined, the result is a means to quantify and eliminate the cost of complexity.

When Six Sigma and Lean practices are combined, the result is a means to quantify and eliminate the cost of  complexity.
  • Define process improvement goals consistent with enterprise strategy.
  • Measure key aspects of the current process and collect relevant data.
  • Analyze the data to verify cause-and-effect relationships.
  • Improve or optimize the process based upon data analysis.  
  • Control to ensure that any deviations from the target process are corrected before they result in defects.
Six Sigma’s benefits:
  • Emphasizes the need to recognize opportunities and eliminate  defects as defined by customers.  
  • Recognizes that variation hinders the ability to reliably  deliver high-quality services.  
  • Requires data driven decisions and incorporates a  comprehensive set of quality tools under a powerful framework for effective  problem solving.  
  • Provides a highly prescriptive cultural infrastructure effective in obtaining sustainable results.  
  • When implemented correctly, promises and delivers $500,000 or more of improved operating profit per black belt per year — a hard dollar figure  many companies consistently achieve.
LEAN’s benefits:
  • Focuses on maximizing process velocity.  
  • Provides tools for analyzing process flow and delay times at each activity in a process.  
  • Centers on the separation of value-added from non-value-added work with tools to eliminate the root causes of non-valued  activities and their cost. 
8 types of waste/non-value-added work
  • Wasted human talent — Damage to people.   
  • Defects — Stuff that’s not right and  needs fixing.  
  • Inventory — Stuff waiting to be worked.   
  • Overproduction — Stuff made too frequently/too early.  
  • Waiting time — People waiting for  stuff to arrive.  
  • Motion — Unnecessary human movement.   
  • Transportation — Moving people and stuff.
  • Processing waste — Stuff we have to do that doesn’t add value to the product or service we are supposed to be producing.

Source: Defense Business Transformation Agency’s Lean Six Sigma Office