Six Sigma is a Mechanism for

Becoming Lean

Quality Minds, Inc. 2/24/09

 The DMAIC Process of Six Sigma
1. (D)efine the project and the opportunity for improvement
• Form a team for leading process improvement
• Document the voice of the customer
• List the opportunities for improvement
• Determine measurable goals for process improvement
• The output of this phase is a project charter which is, among other things, a business case for the
project
2. (M)easure the process to be improved
• Map the process and collect as much data and/or information as you can
• Understand the key inputs to the process and the major outputs
• The key output of this phase is a process map which could be as simple as a flow diagram and
as complex as a value stream map.
3. (A)nalyze the process
• Take what you measured and analyze the data and/or information. Document what you learned.
• Prioritize the process inputs in terms of their relationship to process outputs
• The key output of this phase is a root cause statement
4. (I)mprove the process
• Using the root cause statement, plan improvement action(s)
• Carry out the actions
• Verify that the actions worked
• Make adjustments, if necessary
5. (C)ontrol the process
• Implement process controls to hold the improvements
• Examples of controls are process audits, 5s audits, and statistical process control
• The key output of this phase is a control plan 2
 The Need for Lean
• A current driving force for many companies is the need to become
lean. Lean is a broad topic and, simply put, means systematically
eliminating waste and minutiae from business processes. It is all
about speed in today’s economy. How quickly can I make a quality
product or provide a world class service? How quickly can I deliver
(on time) to the customer? If I make an array of products or provide
a multitude of services, how quickly can I change my process to
efficiently meet changing demands of my customers?
• Some companies seek to become lean because of dictates from
their industry. To be a market player, you must become lean to
compete. Others join the fray because it is the language of the day.
But make no mistake, there is a global race to eliminate waste and
become more efficient. Call it lean or just plain process
improvement. Those who fail or fall behind may have a tough road
ahead in the current business climate.

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 Six Sigma as a Mechanism for
Becoming Lean
1. (D)efine the project with a project charter. The charter should include the voice of the customer, a
business case for becoming lean, a measure of performance for the project, and goals for the
project. Measurables may include processing time, waiting time, or response time. Remember,
time is a critical variable in lean.
2. (M)easure the process. Start with a value stream map which is a very detailed process flow
diagram showing the flow of your product or service, the flow of information in your organization,
and areas of waste within the process flow. As part of the map, establish times for completing
each process step. It is a good idea to videotape the work at each process step for analysis in
the next phase.
3. (A)nalyze the process. You have the map. You have times and the tape. Now as a team, analyze
the information. What does the map tell you? Identify the areas of waste. Watch the tape.
Brainstorm for improvement opportunities.
4. (I)mprove the process. Several lean tools can be used to improve a process:
• 5s is a great tool for workplace organization. Just by removing clutter and becoming more
organized, you eliminate a large portion of waste.
• Mistake proofing takes a holistic and customer oriented look at a process and points out areas of
risk. Once you know the areas of risk, you can implement actions to mitigate risk.
5. (C)ontrol the process: Once you eliminate waste and become lean, implement controls to remain
that way. A great control is a 5s audit. You clean up the workplace and establish a place for
everything. You sweep, dust, and wash to establish a standard for cleanliness. Well, if this is the
extent of your effort, it will not take long for the environment to deteriorate. Implement an audit to
hold the improvement. Part of 5s is establishing standards for workplace cleanliness, layout, etc.
Auditing is nothing more than periodically checking actual practice to standards. If they don’t
match, action must be taken under the leadership of management.

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 Example of Six Sigma Project: Decrease
Variation in Key Product Characteristic
• The company sold and marketed its product with one key
characteristic. Customers were complaining that the characteristic
was not living up to the marketing. The Six Sigma Black Belt taught
and coached a team through the DMAIC process to find sources of
product variation. Highlights of the project were:
1. A process for measuring the characteristic was established
2. An objective standard for the characteristic was implemented
3. A risk analysis of the process was developed and highlighted several
risk areas for product variation. Corrective actions were
implemented to mitigate risk.
4. It was learned that a major source of variation was a key vendor’s
process. The vendor became engaged in the DMAIC process.

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 Example of Lean Six Sigma Project: Reduce
Order Time in Customer Service Department
• A customer service department wanted to eliminate
waste from the process for completing orders. The
project measurement was order process time measured
from receipt of order to delivery of order. Using the
DMAIC process, the process was videotaped (M) for a
significant period of time. Several time measurements
(M) were taken during the trial runs. After watching the
videotape (A) and analyzing the time data, the team
brainstormed for areas of waste (A). The brainstormed
list was prioritized and improvement actions taken (I).
The processing time was significantly reduced.

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Example of Lean Six Sigma Project: Reduce
Time for Pulling Orders in a Warehouse
• A warehouse department wanted to eliminate
waste from its process for pulling orders and
loading trucks. The project measurement was
processing time. Using the DMAIC process, the
team videotaped the process (M) and timed
each process step (M). The team watched the
videotape (A), studied the time data (A), and
brainstormed for improvement opportunities (A).
The improvement opportunities were prioritized
and implemented (I). The total processing time
was significantly reduced.
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Example of Lean Six Sigma Process: Value
Stream Map for Manufacturing Plant
• A plant manager was agonizing over excessive
costs and his inability to identify root causes for
the costs. He needed information and data to
help him determine where to allocate resources.
Using the DMAIC process, we created a value
stream map (M) of his main product’s process.
Along the way, multiple time studies were done
(M). The map clearly identified areas of waste
(A) and opportunities for process improvement
(I). The map was the information the plant
manager needed.
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 The Road to Lean Can be Difficult
to Travel
• Becoming lean is not easy and is a
journey that you must be willing to take.
The road will be littered with forces telling
you to give up but there must be a
constancy of purpose to your effort. The
road will be less troublesome to navigate if
a structured approach is employed. Six
Sigma and Lean Six Sigma pave the road
to successful implementation of lean.
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