Three Tools of the Six Sigma Define Phase of DMAIC

Six Sigma is a process improvement methodology that brings proven tools and techniques to evaluating and improving a business operation or process. The goal is to reduce the number of errors, mistakes, and variation that lead to poorer products, lost time and wasted money.

The Six Sigma strategies methodology utilizes the acronym DMAIC, which stands for Define, Measure, Analyze, Improve and Control. This five-phase process provides a framework for teams to follow when launching an improvement project. 

Organizations use DMAIC to address problems in existing operations. The goal for each phase is as follows:

• Define – Define the problem that needs solving
• Measure – Assess the extent of the issue and quantify it with data
• Analyze – Use a data-driven approach to find the root cause of the problem
• Improve – Put changes into place that eliminate the root cause
• Control – Maintain the gains you’ve made with the changes

Tollgates of the Define Stage

Each stage of DMAIC has what are known as tollgates. They represent critical milestones teams must reach for success. As taught in Villanova University’s Six Sigma Green Belt course, in the Define stage of DMAIC, there are three major tollgates.

1. Create a project charter that makes the business case for the project and includes the problem statement and project scope.
2. Define customer needs and requirements based on Voice of the Customer.
3. Map the process, identifying all the steps taken to deliver a product or service.

Some of the key tools used during the Define stage to successfully pass through the tollgates include the following.

The Project Charter

This essential tool provides a framework for the entire project. As the team creates the project charter, they must address key issues, which include the following.

A problem statement – What is it that the organization is doing wrong? How are customer needs not being met? When, where and how often are problems occurring?  

The business case – Why is the project worth doing? Why does it need to be done now, before other projects? What are the benefits of the project? What are the consequences if it’s not done?

Goal statement – Define where the organization is now and where this project will take it.

Define Customer Needs

The key tools to use here involve capturing the Voice of the Customer. This can be done in many ways, including surveys, focus groups and direct feedback received from customers. 

Once information is gathered, a Tree Diagram is useful for breaking feedback into increasingly smaller and more detailed issues. This helps teams identify the underlying problems behind what is and what is not working for customers.

Map the Process

This is an area with many tools that look at processes in different ways. A few of the most popular tools include:

SIPOC – A SIPOC diagram provides a high-level overview of a process. It identifies suppliers, inputs, the process of converting inputs to outputs, the outputs and the customers who receive the product or service.

Value Stream Map – Creates a visual, step-by-step guide to how a process and information flows until delivery to the customer of the final product or service. It can help teams identify what does and does not provide value to a customer. Value stream mapping a process can help teams find barriers, wasted steps, and help them better understand issues such as work-in-process, lead time, cycle time and changeover time.

Applying these tools can help set up project teams for success in the Define phase and beyond. In the Measure phase, teams dive into more statistical research, using data to describe the current state of the process. Villanova’s Certificate in Lean Six Sigma program dives deeper into how Six Sigma practitioners should approach each phase of DMAIC, as well as the tools to use for success.