Quality Control

Six Sigma and DMAIC

Dr.-Ing. Amr Nounou

Learning Objectives

➢ Understand the importance of selecting good projects for improvement activities

➢ Explain the five steps of DMAIC: Define, Measure, Analyze, Improve, and Control
➢ Explain the purpose of tollgate reviews
➢ Know when and when not to use DMAIC
➢ Understand how DMAIC fits into the framework of the Six Sigma philosophy

Source: Douglas C. Montgomery, Statistical Quality Control: A

Six Sigma and DMAIC Modern Introduction, 7th edition, John Wiley & Sons Inc.,
2 2013, (Book and book support resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Six Sigma is both
a statistical concept that measures the number of nonconformaties in a product
or service, and a quality improvement methodology.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement, 9th
edition, Pearson, 2012. (Book and book support
3 resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Six Sigma

Generation I: focused on defect elimination and basic variability reduction. Motorola is

an exemplar
Generation II: emphasis on variability and defect reduction remained, but efforts are tied
to projects and activities that improved business performance through cost reduction.
General Electric is an exemplar
Generation III: has the additional focus of creating value throughout the organization and
for its stakeholders (owners, employees, customers, suppliers and society at large).
Creating value can take many forms: increasing stock prices and dividends, job retention
or expansion, expanding markets for company products/services, …
Many different kinds of businesses have embraced six sigma and made it part of the
culture of doing business.

Six Sigma and DMAIC Source: Douglas C. Montgomery, Statistical Quality Control: A
Modern Introduction, 6th edition, John Wiley & Sons Inc., 2008,
4 (Book and book support resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
 Six Sigma Belt Level Rankings & Roles

Six Sigma and DMAIC Source:

https://www.invensislearning.com/blog/six-sigma-
5 belt-level-rankings/
Dr.-Ing. Amr Nounou - Spring 2024-2025 Retrieved: 13/12/2023
Six Sigma
A disciplined and analytical approach to process and product improvement
Specialized roles for people; Champions, Master Black belts, Black Belts, Green Belts
Top-down driven (Champions from each business)
Champions identify and rank potential projects, help select and evaluate candidates,
manage program resources, and serve as advocates for the program.
Master black belts have extensive training in statistics and use of quality tools. They are
teachers and mentors of black belts.
Black belts are project team leaders responsible for implementing improvement projects.
Green belts are members of project teams.

Source: Douglas C. Montgomery, Statistical Quality Control: A

Six Sigma and DMAIC Modern Introduction, 6th edition, John Wiley & Sons Inc., 2008, (Book
6 and book support resources) and W. J. Stevenson , Operations
Management , 10th edition, McGraw Hill, 2009.
Dr.-Ing. Amr Nounou - Spring 2024-2025
Statistical Aspects
Sigma, σ, is the Greek symbol for population standard deviation, which is the
best measure of variation.

If we can reduce variation to the point that the specifications are at ±6σ, then
99.9999998% of the items are satisfactory. The nonconformance rate is .002
ppm.

According to the philosophy processes shift ±1.5σ, which gives a conformance

rate of 99.9996600% or a nonconformance rate of 3.4 ppm.

Six Sigma and DMAIC

Source: Dale H. Besterfield, Quality Improvement, 9th
7 edition, Pearson, 2012. (Book and book support
Dr.-Ing. Amr Nounou - Spring 2024-2025 resources)
 The Motorola Six Sigma concept

Source: Douglas C. Montgomery, Statistical Quality Control: A

Six Sigma and DMAIC Modern Introduction, 7th edition, John Wiley & Sons Inc., 2013,
8 (Book and book support resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
 The Motorola Six Sigma concept

Six Sigma and DMAIC Source: Douglas C. Montgomery, Statistical Quality Control: A
Modern Introduction, 7th edition, John Wiley & Sons Inc., 2013,
9 (Book and book support resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Improvement Methodology
DMAIC stand for Define, Measure, Analyze, Improve, Control.

Not a new concept, but no other improvement methodology uses and

sequences improvement tools as effectively as Six Sigma.

Each phase requires a progress report to management.

Motorola developed MAIC and GE added the D

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement, 9th
10 edition, Pearson, 2012. (Book and book support
resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
DMAIC

The DMAIC Process

Source: Douglas C. Montgomery, Statistical Quality

Six Sigma and DMAIC Control: A Modern Introduction, 7th edition, John Wiley &
11 Sons Inc., 2013, (Book and book support resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
DMAIC

Six Sigma and DMAIC

Adapted from the source: Douglas C. Montgomery,
12 Statistical Quality Control: A Modern Introduction, 7th
Dr.-Ing. Amr Nounou - Spring 2024-2025 edition, John Wiley & Sons Inc., 2013, (Book and book
support resources)
Tollgates

• There are tollgates between each of the major

steps in DMAIC.
• Tollgates are where the project is reviewed to
ensure that it is on track and provide an opportunity
for guidance.
• At a tollgate, the project team presents its work to
managers and “owners” of the process.
• In a Six Sigma organization, the tollgate
participants also would include the project
champion, Master Black Belts, and other Black
Belts not working directly on the project.

Six Sigma and DMAIC Adapted from the source: Douglas C. Montgomery,
Statistical Quality Control: A Modern Introduction, 7th
13 edition, John Wiley & Sons Inc., 2013, (Book and book
Dr.-Ing. Amr Nounou - Spring 2024-2025 support resources)
Define

Consists of project charter, process map, and the voice of the customer.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement, 9th
edition, Pearson, 2012. (Book and book support
14 resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Define – The Project Charter
Which business objectives … through which
(and with which target quality
values) does the project characteristics?
aim to achieve?

… what are the … how is this

target values for going to be
these quality achieved?
characteristics?

Six Sigma and DMAIC Source: Douglas C. Montgomery, Statistical Quality Control:
A Modern Introduction, 7th edition, John Wiley & Sons Inc.,
15 2013, (Book and book support resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Define – Process Map
Process Map can be SIPOC process model.
Discuss inputs, process, and output.
Outcomes are the goals.
Conditions can be policies, constraints, or regulations.
Process should have at least one owner.
All functional areas have processes.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement, 9th
edition, Pearson, 2012. (Book and book support
16 resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Define – SIPOC

A SIPOC diagram

Six Sigma and DMAIC Source: Douglas C. Montgomery, Statistical

Quality Control: A Modern Introduction, 7th edition,
17 John Wiley & Sons Inc., 2013, (Book and book
Dr.-Ing. Amr Nounou - Spring 2024-2025 support resources)
Define – Voice of the Customer (VOC)

Voice of the Customer:

Provides info. that leads to those problems that have the greatest impact.
Problems identified from many inputs:
Field failures, complaints, returns, etc.
Scrap, rework, sorting, 100% test.
Suggestions.
Study of user needs.
Performance of competitors.
Comments of key people and organizations.
Surveys and focus groups.
Brainstorming by work groups.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement,

9th edition, Pearson, 2012. (Book and book
18 support resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Six Sigma and DMAIC Adapted from the source: Douglas C. Montgomery,
Statistical Quality Control: A Modern Introduction, 7th edition,
19 John Wiley & Sons Inc., 2013, (Book and book support
Dr.-Ing. Amr Nounou - Spring 2024-2025 resources)
Measure

•Purpose is to evaluate and determine the present process state

•Identify key process input variables (KPIV) and key process output variables
(KPOV)
•Data – from historical records, from sampling, from observational studies
•Histograms, box plots, Pareto charts, scatter diagrams, stem-and-leaf
diagrams may all be useful
•In some businesses, the measurement system must be developed
•Measurement systems capability may be important

Six Sigma and DMAIC Adapted from the source: Douglas C. Montgomery,
20 Statistical Quality Control: A Modern Introduction, 7th edition,
John Wiley & Sons Inc., 2013, (Book and book support
Dr.-Ing. Amr Nounou - Spring 2024-2025 resources)
Measure
Measure consists of understand the process, validate the data accuracy, and determine
the process capability.
This information is used to review the define phase, establish a baseline, and obtain a
better knowledge of the process.

Understand the Process

VSM provides info. on waste of the process.
It is important for all members of the team to understand the process.

Target performance measures for inputs and outputs are determined.

Can‘t improve it, if you can’t measure it.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement,

9th edition, Pearson, 2012. (Book and book support
21 resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Measure – Understand the Process

Gathering data helps confirm that a problem exists, enables working with facts, establishes a
baseline, and determines the effectiveness of a solution.

Data and information include:

Customer – complaints, surveys, competitors
Design – function, drawings, specifications, costs, reviews, maintainability, field data
Process – routings, equipment, operators, materials, supplies, components
Statistical – average, median, range, standard deviation, distribution, …
Quality – SPC, process capability, acceptance sampling, life testing, inspection,
Supplier – on-time delivery, process variation, technical competence
Data mining – use computer to search large amounts of data
Validate the Data Accuracy
All devices calibrated, GR&R
Determine Process Capability
Compares process variation to specifications

Six Sigma and DMAIC

Source: Dale H. Besterfield, Quality Improvement, 9th
22 edition, Pearson, 2012. (Book and book support
Dr.-Ing. Amr Nounou - Spring 2024-2025 resources)
Six Sigma and DMAIC Adapted from the source: Douglas C. Montgomery,
Statistical Quality Control: A Modern Introduction, 7th edition,
23 John Wiley & Sons Inc., 2013, (Book and book support
Dr.-Ing. Amr Nounou - Spring 2024-2025 resources)
Analyze

•Determine cause-and-effect relationships

•Sources of variability – common cause versus assignable cause
•Tools – control charts, hypothesis testing, confidence intervals, regression
models, failure modes and effects analysis
•Discrete event simulation

Six Sigma and DMAIC Adapted from the source: Douglas C. Montgomery,
24 Statistical Quality Control: A Modern Introduction, 7th
edition, John Wiley & Sons Inc., 2013, (Book and
Dr.-Ing. Amr Nounou - Spring 2024-2025 book support resources)
Analyze
Phase consists of process analysis, cause investigation, charter updating.
Pinpoint and verify causes affecting problem.

Process Analysis
Review VSM, calculate takt time, identify non-value added, determine bottlenecks.
Review measure phase data.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement,

9th edition, Pearson, 2012. (Book and book
25 support resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Analyze
Cause Investigation
Identify all potential causes.
Tools are brainstorming, cause and effect diagram and interrelationship diagram
Seek causes not solutions.
Reduce list.

Verify most likely or root cause(s)

Examine against problem statement
Recheck all data
Use scatter diagram, experimental design, Taguchi’s Quality Engineering
Calculations that show reduction in non-value added activities

Charter Review
Review problem statement, team membership, schedule, resources needed, and goals.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement, 9th
edition, Pearson, 2012. (Book and book support
26 resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Six Sigma and DMAIC Adapted from the source: Douglas C. Montgomery,
Statistical Quality Control: A Modern Introduction, 7th edition,
27 John Wiley & Sons Inc., 2013, (Book and book support
Dr.-Ing. Amr Nounou - Spring 2024-2025 resources)
Improve

•Process redesign to reduce bottlenecks

•Mistake-proofing
•Statistical tools – control charts / designed experiments
•DOX can be applied to either the physical process or a computer model of the
process
•Pilot test the solution to confirm that it will solve the problem

Six Sigma and DMAIC Adapted from the source: Douglas C. Montgomery,
Statistical Quality Control: A Modern Introduction, 7th
28 edition, John Wiley & Sons Inc., 2013, (Book and book
Dr.-Ing. Amr Nounou - Spring 2024-2025 support resources)
Improve
This phase selects optimal solution, tests a pilot, and implements solution.
Objective – improved process to meet goals

Optimal Solution
Team uses brainstorming to be creative and innovative in selecting possible solution.
Three types of creativity: create new process – highest type; combine processes; modify
existing process.
Select optimal solution
Evaluate to determine, which has greatest chance for success and pros & cons.
Criteria – costs, feasibility, effect, resistance to change, consequences, and training.
Also short and long term solutions considered.
VSM is revised to reflect optimal solution.

Pilot Testing
Train participants. Verify that goals are met.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement, 9th
edition, Pearson, 2012. (Book and book support
29 resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Improve
Implementation
This phase - develops the plan, obtains approval, and implements.
Plan must describe the why, how, when, who, and where it will be done.
Depending on the improvement complexity an oral or written report may be required.
Approval by the quality council may also be required.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement,

9th edition, Pearson, 2012. (Book and book support
30 resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Six Sigma and DMAIC Adapted from the source: Douglas C. Montgomery,
Statistical Quality Control: A Modern Introduction, 7th edition,
31 John Wiley & Sons Inc., 2013, (Book and book support
Dr.-Ing. Amr Nounou - Spring 2024-2025 resources)
Control

•Complete all remaining work on project

•Provide the process owner with a process control plan
•Training documents (if appropriate) should be provided
•Methods and metrics for future audits
•Transition plan to the new process might include a validation step

Six Sigma and DMAIC Adapted from the source: Douglas C. Montgomery,
Statistical Quality Control: A Modern Introduction, 7th edition,
32 John Wiley & Sons Inc., 2013, (Book and book support
Dr.-Ing. Amr Nounou - Spring 2024-2025 resources)
Control

This phase consists of evaluating the process, standardizing the procedures, and final
actions.
It’s objective is to evaluate the effectiveness of the improvement.

Evaluating the Process

Team should meet periodically to evaluate the improvement. May need to repeat some
phases.
Tools - SPC, capability, & combination map

Standardize the Procedure

Requires process control, process certification, and operator certification.
Process control is an updating of the monitoring activity. Prevents backsliding.
Process certification or peripherals include the system, environment, and supervision.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality

Improvement, 9th edition, Pearson, 2012.
33 (Book and book support resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Control

Final Actions
Celebrate success.
Process owner
Lessons learned are reported to the appropriate authority.
Appropriate authority will review for application of lessons learned to other processes
within the organization.

Six Sigma and DMAIC Source: Dale H. Besterfield, Quality Improvement,

9th edition, Pearson, 2012. (Book and book
34 support resources)
Dr.-Ing. Amr Nounou - Spring 2024-2025
Six Sigma and DMAIC Adapted from the source: Douglas C. Montgomery,
Statistical Quality Control: A Modern Introduction, 7th edition,
35 John Wiley & Sons Inc., 2013, (Book and book support
Dr.-Ing. Amr Nounou - Spring 2024-2025 resources)
Additional Comments

Modifications to DMAIC
Recognize at beginning
Standardize and Integrate at the end
Replicate for multiple facilities

Six Sigma works because it gives bottom line results; trains leaders; reduces variation,
improves quality, increases customer satisfaction, and uses statistical techniques.

Continuous improvement requires everyone to continually seek ways to improve the

processes.
Establish the system to continually review the continuous improvement culture.
Track changing customer requirements
Orderly approach yields the greatest results.

Six Sigma and DMAIC

Source: Dale H. Besterfield, Quality Improvement,
36 9th edition, Pearson, 2012. (Book and book
Dr.-Ing. Amr Nounou - Spring 2024-2025 support resources)
 Thank you for your attention ...
Six Sigma and DMAIC
37
Dr.-Ing. Amr Nounou - Spring 2024-2025