Define Phase (DMAIC Framework)

Definition:

The Define Phase is the initial phase of the DMAIC (Define, Measure, Analyze, Improve,
Control) methodology in Six Sigma. It focuses on identifying and clearly articulating the
problem, customer requirements, project goals, and deliverables.

Objective:

• Establish the foundation for the project.

• Understand the customer and business needs.
• Define the scope and objectives.

Flow of Process:

1. Identify Problem Statement:

a. Define what needs to be improved.
b. E.g., “Customer complaints about delayed billing processing.”
2. Define Project Goals:
a. Goals must be SMART (Specific, Measurable, Achievable, Relevant, Time-
bound).
b. E.g., “Reduce billing cycle time from 7 days to 2 days within 3 months.”
3. Understand Customer Requirements (VOC/VOB):
a. Capture customer voice (internal and external stakeholders).
4. Create SIPOC Diagram:
a. A high-level map showing Suppliers, Inputs, Process, Outputs,
Customers.
5. Identify Key Stakeholders:
a. Who is affected and who influences the process.
6. Develop Project Charter:
a. A formal summary including scope, timeline, roles, and deliverables.
Stakeholder Map

Definition:

A stakeholder map identifies and categorizes all relevant stakeholders who are affected
by or can influence the project. It helps prioritize communication and manage
expectations effectively.

Purpose:

• Identify key individuals or groups.

• Understand stakeholder influence and interest.
• Facilitate proactive communication.

Types of Stakeholders:

• Internal Stakeholders: Employees, management, finance team.

• External Stakeholders: Customers, suppliers, regulators.

Stakeholder Mapping Matrix:

Power Interest Strategy

High High Manage Closely
High Low Keep Satisfied
Low High Keep Informed
Low Low Monitor (minimum effort)

Example:

In a service process redesign project:

• Customer Service Manager: High Power, High Interest → Manage Closely.

• IT Team: High Power, Low Interest → Keep Satisfied.
• End Customers: Low Power, High Interest → Keep Informed.
Stakeholder Requirement Assessment

Purpose:

To gather detailed needs and expectations from all stakeholders to ensure the solution
aligns with their interests.

Steps:

1. Interview and Survey Stakeholders:

a. Ask specific questions to understand pain points and expectations.
2. Use VOC Tools (Focus Groups, Interviews, Feedback forms):
a. Collect qualitative and quantitative data.
3. Categorize Requirements:
a. Critical to Quality (CTQ): Key measurable customer requirements.
b. Critical to Process (CTP): Internal processes needed to meet CTQs.
4. Prioritize Requirements:
a. Use tools like Pareto Analysis or Impact-Effort Matrix.

Example:

A bank collects customer feedback on loan processing. Key requirements might

include:

• Faster approval time (CTQ).

• Transparency in documentation (CTQ).
• Internal requirement for verification (CTP).

Customized Communication Plan

Definition:

A plan designed to communicate relevant project information to stakeholders based on

their needs, influence, and interest levels.

Components:

1. Stakeholder Identification:
a. Who needs the information?
2. Information Needs:
a. What do they need to know?
 3. Communication Methods:
a. Email, meetings, dashboards, reports.
4. Frequency:
a. Weekly updates, monthly reviews, etc.
5. Responsibility Assignment:
a. Who sends and tracks communications?

Example:

Information
Stakeholder Method Frequency Owner
Needed

Progress
Project Sponsor Dashboard Weekly Project Lead
Summary

Technical
IT Department Email + Call Bi-weekly Process Analyst
Requirements

Survey Feedback
Customers Email Monthly Customer Care
Results

Capturing VOC and VOB

Voice of the Customer (VOC)

Definition:

VOC represents the spoken or unspoken needs, expectations, and preferences of the
customer.

Methods to Capture VOC:

• Customer Interviews
• Surveys and Feedback Forms
• Social Media and Online Reviews
• Focus Groups
• Observation
Use of VOC:

• Identifies CTQs
• Ensures the solution meets actual customer expectations

Example:

Feedback from bank customers shows dissatisfaction with loan disbursement delays –
VOC is “we want faster loan processing.”

Voice of the Business (VOB)

Definition:

VOB reflects the goals, needs, and strategic interests of the organization.

Methods to Capture VOB:

• Strategic Business Goals

• Internal KPI Reviews
• Financial Reports
• Employee Feedback
• Operational Metrics

Use of VOB:

• Aligns project goals with business objectives

• Drives profitability, efficiency, compliance

Example:

The finance team wants reduced non-performing loan ratio – VOB is “reduce approval
of risky loan applicants.”
VOC Analysis Tools

1. Affinity Diagram

Definition:

An Affinity Diagram is a visual tool used to organize large amounts of unstructured

data or ideas into logical groupings based on natural relationships. It is particularly
useful in the Define Phase of the Six Sigma DMAIC methodology, especially during VOC
(Voice of the Customer) analysis to sort qualitative data and derive Critical to Quality
(CTQ) elements.

Purpose:

• To group ideas, opinions, and issues into related categories.

• To help teams make sense of overwhelming data collected from brainstorming
sessions, feedback forms, customer interviews, or problem analysis.
• To uncover common themes or patterns that may not be immediately obvious.

When to Use:

• When information is complex or disorganized.

• After a brainstorming session to group ideas.
• During VOC analysis, to identify customer needs and convert them into CTQs.
• While dealing with qualitative feedback from surveys or focus groups.

Steps to Create an Affinity Diagram:

Step 1: Collect Raw Data (VOC Inputs)

• Gather all customer feedback or brainstorming ideas.

• Write each statement or idea on a separate sticky note or card.
• Example VOC Inputs:
o “The app is confusing to use.”
o “I don’t get delivery updates.”
o “Support response time is too long.”

Step 2: Display All Ideas Visibly

• Arrange all the notes randomly on a wall, board, or digital workspace.

Step 3: Group Similar Ideas Silently

• Without speaking or influencing others, team members begin to group similar

items.
• Grouping is based on natural relationships or common themes.

Step 4: Name Each Group (Create Header Cards)

• Once all notes are grouped, assign a title to each group that reflects the
common theme.
• Example Group Headers:
o Usability Issues
o Communication Gaps
o Customer Support

Step 5: Review and Refine

• Discuss and validate the groupings and titles.

• Ensure no critical ideas have been left out or misclassified.

Example: Affinity Diagram in a Banking Service

Verbatim VOCs:

• "I can't talk to a human easily."

• "My issue wasn’t solved in the first call."
• "The support agent wasn’t helpful."
• "I like the chatbot but it's limited."
• "Waiting time on hold is too long."

Groupings and Headers:

Group Header Grouped VOCs

Customer “Support agent wasn’t helpful”, “Issue not solved in first
Support call”
Accessibility “Can't talk to a human”, “Waiting time on hold is long”
Technology Limits “Chatbot is limited”
Best Practices:

• Keep the process collaborative but silent during initial grouping to avoid bias.
• Avoid over-complicating group labels.
• Use this method especially when you have 10 or more VOC statements (as
suggested in the KPMG training).

Applications in Six Sigma Projects:

• To translate Voice of the Customer (VOC) into measurable CTQs.

• To structure problems and potential root causes before applying tools like the
Fishbone Diagram.
• To synthesize inputs from diverse stakeholders in complex service or
manufacturing settings.

Benefits of Using an Affinity Diagram:

• Encourages team collaboration and creativity.

• Helps in visualizing abstract data.
• Enables systematic thinking and identification of hidden patterns.
• Provides a clear foundation for further analysis like Kano Model or CTQ Tree.

2. Kano Model

Definition:

The Kano Model, developed by Professor Noriaki Kano, is a framework for analyzing
and prioritizing customer requirements based on their impact on customer
satisfaction. It categorizes product or service features into different types that influence
customer perception differently.

The model is especially useful in Six Sigma’s Define Phase, particularly during Voice
of the Customer (VOC) analysis, to determine which features deliver maximum
satisfaction and should be focused on during process improvement or product design.
Purpose:

• To classify customer needs into categories based on their effect on

satisfaction.
• To prioritize features or services that create maximum value.
• To help define Critical to Quality (CTQ) elements from VOC data.

Kano Model Categories:

Effect if
Category Definition Effect if Absent Example
Present
Basic
expectations
Seatbelt in a
that No increase in High
Must-Be car, timely
customers satisfaction dissatisfaction
billing
take for
granted
Features that Higher Dissatisfaction Faster loan
increase satisfaction increases with approval,
Performance
satisfaction with better poor better camera
proportionally performance performance quality
Unexpected
Free add-on
features that
High No service,
Delighters pleasantly
satisfaction dissatisfaction birthday
surprise
discount
customers
Features that
neither please Choice of font
Indifferent Neutral Neutral
nor displease in banking app
customers
Features that
some Autoplay
customers Dissatisfactio videos, overly
Reverse Satisfaction
dislike even if n complex
others like customization
them

How the Model Works:

The model uses a two-dimensional scale:

 • Functional (when the feature is present).
• Dysfunctional (when the feature is absent).

Customer responses to questions like:

• “How do you feel if this feature is available?”

• “How do you feel if it is not available?”

These responses help place each feature into one of the five Kano categories.

Steps to Apply the Kano Model:

1. Gather VOC Data

• Collect customer feedback through surveys, interviews, focus groups.

2. List Customer Needs/Features

• Identify recurring themes or expectations.

3. Design Kano Questionnaire

• Ask paired functional and dysfunctional questions about each feature.

4. Categorize Features

• Classify feedback into:

o Must-Be
o Performance
o Delighters
o Indifferent
o Reverse

5. Prioritize for Improvement

• Focus first on Must-Be features (non-negotiables),

• Then on Performance features (differentiators),
• Finally, add Delighters for customer delight.
Graphical Representation of Kano Model:

The graph typically has:

• X-axis: Implementation of the feature (None → Fully Implemented)

• Y-axis: Customer satisfaction (Very Dissatisfied → Very Satisfied)

Three main curves:

• Must-Be Curve: Flat → steep drop-off in satisfaction when missing.

• Performance Curve: Linear relationship.
• Delighter Curve: Starts neutral, rises steeply with presence.

Example: Airline Industry

Feature Category Impact

On-time Arrival Must-Be High dissatisfaction if absent
Seat Comfort Performance More comfort = More
satisfaction
Free Lounge Access for Delighter Unexpected delight
Economy
Cabin Lighting Color Indifferent Not significant to customers
Mandatory In-flight Ads Reverse Can irritate customers

Benefits of the Kano Model:

• Structured VOC Analysis: Helps in deriving actionable insights from feedback.

• Strategic Product/Service Design: Aligns features with customer expectations.
• Enhanced Customer Satisfaction: Identifies what truly matters to customers.
• Effective Resource Allocation: Avoids spending on features that add no value.

Application in Six Sigma Projects:

In Six Sigma, the Kano Model supports:

• CTQ Tree Development by identifying prioritized VOC.

• Design for Six Sigma (DFSS) for innovative product/service development.
 • Improvement Projects targeting customer-perceived gaps.

7. Project Charter

Definition:

A formal document that outlines the scope, objectives, and participants in a Six Sigma
project.

Contents:

1. Project Title and Team:

a. Name, project leader, team members.
2. Business Case:
a. Why this project is important (strategic fit).
3. Problem Statement:
a. Clear articulation of the current issue.
4. Goal Statement:
a. What will be improved and by how much.
5. Scope:
a. Boundaries of the project.
6. Timeline:
a. Phases and deadlines.
7. Benefits:
a. Financial and operational gains.
8. Approval:
a. Sponsor sign-off.

Example Template of a Project Charter

Section Description

Title Improve Turnaround Time in Customer Loan Processing

Business Reduce customer complaints and processing delays, improve retention

Case and free up working capital.
35% of loans exceed 72 hours for processing in Q4, up from 15% in Q2,
Problem
leading to 25% customer dissatisfaction and $50,000/month revenue
Statement
loss.
 Goal Reduce loan processing time to < 48 hours for 90% of applications
Statement within the next 12 weeks.
In-Scope: Loan processing from application to approval. Out-of-Scope:
Scope
Risk profiling, legal compliance stages.
Project Duration: 10 weeks (Define – 2, Measure – 2, Analyze – 2,
Timeline
Improve – 2, Control – 2)
Team Sponsor – VP Finance, Green Belt – Kushagra Paliwal, Process Owner –
Roles Credit Department Manager, Analyst – Data Team Lead