Six Sigma Basics: DMAIC Like Normal

Problem Solving
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.

Table 1: Normal Method of Problem Solving

Step Example
1. Understand what is to be I am too fat.
improved and set a goal I want to reduce my weight.

2. Measure their current state I am currently 90 kg. Ideally,

I should be about 70kg.

3. Apply conventional wisdom If I exercise more and eat less,

or gut theory I should lose weight.

4. Take action Exercise more and eat less.

5. Measure to verify improvement I lost 5kg.

has taken place

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.)

Table 2: DMAIC in Mathematical Terms

Steps Phase Questions

1. Understand what process is to be Define > What is the Y or the outcome measure?
improved and set a goal.

2. Measure the current state. Measure > What is Ys current performance?

3. Develop cause-and-effect theories of Analyze > What are the potential Xs or causes?
what may be causing the problem. > What may be causing the problem?

4. Search for the real causes of the > What are the real Xs or causes?
problem and scientifically prove the cause- > What is really causing the problem?
and-effect linkage.

5. Take action. Improve > How can the understanding of the real causes of the
problem be exploited to eliminate or reduce the size of
the problem?
> How can this Y = f(X) understanding be exploited?

6. Measure to verify improvement has Control > Did Y really improve?

taken place.

> How can the Xs be controlled so the gains in Y

7. Take actions to sustain the gains. remain?

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 Ys 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 Sigmas 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.