DMAIC

DMAIC Failure Modes

By Neil

ix Sigma has penetrated a wide range of settings, including small,

medium and large organizations in manufacturing and service
industries such as hospitality and banking.
To create initial acceptance and commitment across organizations for
a true Six Sigma journey, success of the first few high potential projects is
critical. As all these projects are based on the define, measure, analyze,
improve and control (DMAIC) approach, the role played by DMAIC in
gaining the overall success of Six Sigma is equally critical. In fact, in such
situations DMAIC can be viewed as a marketing tool.
DMAIC is the one of the basic elements of Six Sigma. Even those who
have attended only a four-hour Six Sigma overview training module are
aware of its fundamentals. Ample reading material is available to understand DMAIC in depth, so this article will focus on actual experiences
related to some of the key failure modes associated with the DMAIC
methodology and effective countermeasures to overcome the failure
modes (see Table 1).

Nilakantasrinivasan,

Solving Pseudo Problems With DMAIC

Master Black Belt,

DMAIC is an effective problem solving methodology that has evolved

over time as the first cousin of total quality managements (TQMs) plando-check-act cycle. The true value of DMAIC can be realized only when it
is used to identify root causes for problems and derive solutions to overcome the root causes.
One of the most common failure modes for DMAIC is when it is used
in situations in which either the root causes are obvious or the problem is
trivial. Such problems are referred to as pseudo problems, and solving
them using DMAIC will neither justify the investments of time or effort
nor utilize the best of DMAIC.

DONT WASTE
DMAICS
USEFULNESS
ON THE WRONG
PROBLEMS.

and Arun Nair,

Black Belt

Table 1. DMAIC Failure Modes

S#

Failure mode

Countermeasure

Pseudo problems spotted in process with

high detectability.

Use quality control story approach of total quality management for small problems.
Trim off analyze in DMAIC and use DMIC to solve pseudo problems.
Strategically focus on lean techniques before starting a serious Six Sigma program.

Pseudo problems due to absence of business

process management system (BPMS).

Champions and Master Black Belts (MBBs) focus on creating BPMS as a first step in
Six Sigma deployment.

Lack of control in completed DMAIC projects.

MBBs conduct audits on completed projects.

Acute focus on cost reduction.

Champions and MBBs include the suggested three questions in the project selection
approach.

Inappropriate use of DMAIC.

MBBs check for inappropriate usage of DMAIC in project selection and other tollgates.
Globally standardized Six Sigma program.

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DMAIC Failure Modes

Figure 1. DMAIC vs. DMIC

Control

Improve

Pseudo problems can be spotted in:

Processes with high detectability of defects.

Access risk of
customization
using failure mode and
effects analysis.

Analyze

Processes lacking a business process management system (BPMS).

Processes lacking control of already completed
projects.
Projects that focus on cost reduction rather than
customer impact.
Readers should appreciate that the inappropriate
use of DMAIC is very different from solving pseudo
problems. When DMAIC is used in situations other
than problem solving, we refer to it as inappropriate
use, but pseudo problems are actual problems that
need to be solved but do not require DMAIC.
Processes With High Detectability of Defects
In processes with high detectability, inputs and outputs are in a state of control. Hence, there will be a
proven reaction plan, and all managers have to do is
execute it.
A manufacturer assembles small engines by joining
two pieces of the crankcase with screws. Oil leakage
between the joined crankcases is detected in the assembly line inspection. If there is a time pattern in the
occurrence of leakage, the obvious solution is to revisit
the tool change frequency at the crankcase surface finishing stage or the torque of the automatic tightening
tool.
Because the solution to this problem is well proven
and obvious, we would refer to this as an example of a
pseudo problem. But, organizations anxious to prove
Six Sigma works might run a full-fledged DMAIC project to solve this pseudo problem.
Assuming the process engineers are ignorant of these
obvious root causes, a structured thought process is
more than sufficient to solve this problem. TQMs QC
story is one such structured thought process. It
describes the problem statement, initial status, analysis
plan and results, approaching the problem like an
orthodox investigator or detective conducts an investigation.
If the Champions think the organization is strategically aligned to Six Sigma and introducing TQM is
S I X

DMIC approach
used to tackle the
pseudo problem.

Measure
Measure the data only
on ys or limited xs.

Define
DMIC = define, measure, improve, control.

inappropriate, the other countermeasure will be to

trim off the analyze phase of DMAIC, creating DMIC.
Strong advocates of Six Sigma may not really like this
idea, but they should appreciate the big picture of Six
Sigmato align to customers and improve processes.
DMAIC and projects are merely enablers to achieving
this goal.
Figure 1 differentiates between DMAIC and DMIC.
Probable risk associated with DMIC is taking problems
for granted and bypassing problem analysis all together. However, a good Master Black Belt (MBB) should
be able to evaluate the real need for tool/analysis vs.
forcefully fitted tools.
Apart from the DMIC approach, it is also worthwhile to focus strategically on adapting lean techniques before even attempting Six Sigma. While it is
not within the scope of this article to discuss on how
to combine lean and Six Sigma, you should appreciate the common goalsreducing variation, eliminating waste and removing irrationality.
On the other hand, lean takes an inductive
approach, while Six Sigma takes a deductive approach
toward process improvements. If blended well, they
will go a long way.
Processes Lacking a BPMS
A BPMS is the foundation of a strong metrics based
organization. Ingredients of a BPMS include:
Identification of critical inputs and outputs
for given processes.
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DMAIC Failure Modes

Metric performance

Figure 2. How Loss of Control Leads

To Pseudo Projects

DMAIC project
to improve a
process metric

Pseudo DMAIC
project on the
same process
metric that has
deteriorated
over time
Process deterioration due to
lack of robust control mechanism

Figure 3. Project Audit Sheet Sample

Green Belt (GB)/Black Belt (BB) project audit sheet
Name of GB/BB:
Project title:
Project critical to quality:
Month of completion:
Attach hard copy of improvement plan and control plan.
Attach updated control chart as per control plan.
Add comments/issues you want to highlight.

Time
Audit observations:

Establishment of strong relationships between

the outputs and inputs.
Creation of an effective data collection mechanism.
In the initial phase of an organizations Six Sigma program, the focus will be on creating buy-in with project
success stories. At that point, a BPMS may not exist. As
a result, projects in the initial phases of the Six Sigma
program usually will prove the obvious relationships
between the outputs (ys) and inputs (xs) in the analyze
phase of the DMAIC project. While such projects may
be deemed successful, they merely create a negative
impression on the part of middle management.
For example, reduction of employee overtime (y) is
usually a function of a managers effectiveness, cross
functional training, effective resource deployment and
utilization, capability of equipment and technology
(xs). Unless the overtime issue is acute and correlation of it to any of the xs is minimal, there is no need
for a DMAIC project.
To counter this problem, organizations implementing Six Sigma should create a BPMS before focusing
process improvements.
Processes Lacking Control
Of Already Completed Projects
Another common source of pseudo problems is
lack of control or incomplete control of completed
Six Sigma projects. Especially when the senior management pushes Six Sigma hard, middle managers
will quickly want to get into the act. There will be a
rush to complete Green Belt (GB) projects before
the next annual performance appraisals.
In the absence of a robust project identification
mechanism, projects completed some time ago would

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Number

Observation
Action recommended Responsibility Target date
(to be filled by auditors)
(To be filled by the GB/team leader)

be initiated again with minor changes in the scope or

with an idea to revamp an old Six Sigma project
because the benefits have stopped flowing.
Figure 2 demonstrates how loss of control in completed projects leads to pseudo projects. As a countermeasure in such cases, Champions should insist
process owners be on top of the project control plan.
This can also be ensured if MBBs conduct quarterly
audits of completed Six Sigma projects. Figure 3 is a
sample of a project audit sheet.
Projects That Focus on Cost Reduction
Rather Than Customer Impact
The fourth common reason for pseudo projects is
stripped down Six Sigma. Many organizations today
focus purely on cost reduction. Its estimated half of
beginners think Six Sigma is all to do with cost reduction. While cost reduction strongly influences the bottom line, it may not have huge customer impact.
As suggested by the balanced scorecard approach,
four key focus areas for any organization are:
1. Customer perspective.
2. Financial perspective.
3. Internal process perspective.
4. Learning and growth perspective.

DMAIC Failure Modes

All four focus areas are interrelated, and Figure 4

shows the linkage. Champions should remember a
positive customer impact certainly drives revenues.
As a countermeasure, we suggest Champions and
MBBs ask their Black Belts (BBs) and GBs the following questions to ensure DMAIC projects create positive customer impact:
What is the problem/need/concern our customers currently have (as perceived by us)?
How will our customers describe this problem to
us? (This question allows us to know whether
there is a difference between what the customers
want and what we perceive.)
How would our customers describe the benefit
they would get if we solve the problem (essentially to know the underlying need to solve this
problem)?

Figure 4. Interrelated Focus Areas

Customer impact

Financial impact

Internal process impact

Most companies
focus only on projects
Impact on learning
with internal process
and growth
impact linked to only
Very few companies
financial impact.
focus on projects with
internal process impact
linked to customer impact.

Inappropriate Use of DMAIC

While the primary objective of DMAIC is to provide
an approach for solving problems, there are several
other situations in which DMAIC has been misused in
the past:
Designing survey questionnaires.
Transitioning business processes.
Redesigning engineering components.
The use of DMAIC is not warranted in these situations. Six Sigma should not be used as a substitute for
logical thinking or common sense, and such inappropriate use should be discouraged by Champions
and MBBs.

As a countermeasure, MBBs should check for inappropriate DMAIC use during project selection and
subsequent tollgates. But there will be subjectivity
among MBBs, and some organizations may be better
than others at arresting inappropriate use.
To keep the subjectivity element low, we suggest the
global standardization of Six Sigma practices. This
could be as simple as getting an organizations Six
Sigma program ISO 9001 certified. Or, similar to the
Customer Operations Performance Centers COPC2000 standard and the Software Education Institutes
Capability Maturity Model, a global certifying body
for Six Sigma programs could establish and maintain

Dilbert

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DMAIC Failure Modes

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the standards. Its only a matter of time before this

occurs.
While DMAIC is simply a problem solving
approach, it plays a vital role in the Six Sigma journey
of every organization. But application of DMAIC is
prone to several failure modes that most organizations implementing Six Sigma will encounter.
Champions and MBBs should provide strategic
direction to organizations to ensure countermeasures
are incorporated in the Six Sigma program before
deployment. While some of the countermeasures, such
as standardization, might be more complex, most of
the others can be easily implemented.

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