1. Project leader : Champion : Project Number / Phase : Revision / Date :
DMAIC Review Template
Project leader :
Champion :
Project Number / Phase :
Revision / Date :

2. DMAIC Roadmap 10 steps model D M A I C 1 – Project Selection
2 – Project Management
3 – Define CTQ & Baseline Performance M
4 – Validate Measurement Procedures
5 – Diagnose the current process A
6 – Identify potential influence factors
7 – Define & Implement improvements I
8 – Optimize & Verify improvements
9 – Improve control system C
10 – Close out project

3. 1 – Project Selection Problem description: Objectives: . .
• Project selection matrix
• Voice of Business & Voice of Customer
• QFD - quality function deployment
• COPQ - cost of poor quality pareto
• Project mandate
Picture or drawing to explain

4. 1 – Project Selection Targets: In Scope: Out of scope: Deliverables:.
In Scope: .
Out of scope: .
Deliverables: .
1 - P R O J E C T S E L E C T I O N
• Project selection matrix
• Voice of Business & Voice of Customer
• QFD - quality function deployment
• COPQ - cost of poor quality pareto
• Project mandate
Hard Benefits: .
Soft Benefits: .

5. 2 – Project Management Supplier: Champion: User: Black Belt:. . . .
Project leader: .
Name:
Role:
Responsibility: . . .
2 - P R O J E C T M A N A G E M E N T
• Project charter & project management plan
• SIPOC flowchart
• Board selection; team formation and stakeholder analysis
• RACI communication matrix
• TMAP thought process map

6. Step 1 Step 2 Step 3 Step 4 Step 5 2 – Project Management
SIPOC Process Mapping
Suppliers
Inputs
Process
Outputs
Customers
Eisen
START
PROCES
2 - P R O J E C T M A N A G E M E N T
• Project charter & project management plan
• SIPOC flowchart
• Board selection; team formation and stakeholder analysis
• RACI communication matrix
• TMAP thought process map
EINDE
Step 1
Step 2
Step 3
Step 4
Step 5

7. 3 – CTQ & Baseline Performance
Aanpassen naar behoefte!!
Prioriteit
Meetfrequentie
Meetmethode
Specificatie
CTQint
CTQext
CTx
VOC x X
3 - C T Q – C R I T I C A L T O Q UA L I T Y
• Define external CTQ that will satisfy the customer
• Construct CTQ flow down to select internal CTQ’s
O P E R AT I O N A L D E F I N I T I O N S
• Mention the operational definition of the ctq’s
• Define characteristic to measure and its requirements
• Describe measurement procedure
B A S E L I N E P E R F O R M A N C E
• Mention current performance (yield / ppm / oee / ... )
• Estimate benefit from copq and budget estimate
M E A S U R E M E N T P L A N
• Define data you want to collect
• Prepare data collection plan & instructions

8. 4 – Measurement Procedures
Validate Measurement Procedures
4 - M E A S U R E M E N T S Y S T E M A N A LY S I S
• Observed variation: process variation & measurement variation
• Measurement variation: gage variation & operator variation
• Gage variation :
• Precision (random measurement error): GR&R study - Repeatability; Reproducibility & Uniformity
• Accuracy (systematic measurement error): calibration, validity, bias & linearity
• Stability
• Discrimination
VA L I D I T Y O F T H E M E A S U R E M E N T S
• Clear measurement procedures
• Do we measure what we think we measure
• When applicable: corrective actions

9. 5 – Diagnose the Current Process
5 - S TA B I L I T Y & C A PA B I L I T Y A N A LY S I S
• Check stability over time with time series plot or control chart
• Perform process capability analysis
• Calculate cpk (short term) and ppk (long term)
• Calculate defect rate
V S M - VA L U E S T R E A M M A P
• Construct a PFM - process flow map
• Identify 7xwaste: defects, overproduction, transportation, waiting, inventory, motion & processing
• Calculate OEE - overall equipment effectiveness
R E C A L C U L AT E B E N E F I T S
• Mention performance goal (oee, ppm, cpk, notd, yield etc.)
• Should-be performance: future state map
• Hard benefits: calculate financial savings
• Soft benefits: verify project objectives

10. 6 – Potential influence factors
Identify potential influence factors
6 - C O N T R O L A N D N U I S A N C E VA R I A B L E S
• multidisciplinary teams / involve shopfloor
• take inputs from fmea and brainstorming
• make ishikawa or cause & effect diagram
• perform literature study or check lessons learned
• exploratory data analysis
D I S T U R B A N C E S A N D T H E I R C AU S E S
• Check IQC and disturbances in supply chain
• Compare financial yield against process yield (FRY)
• Process inefficiencies: waste, rework and redundancies
• Identify potential factors of influence
S C R E E N I N G E X P E R I M E N T S
• Multi Vari Study (time-to-time, unit-to-unit or within-unit)
if within-unit: concentration chart
if unit-to-unit: component search
if unit-to-unit: paired comparison (bob vs. wow)
if time-to-time: process / product search

11. 7 – Implement Improvements
Define & Implement Improvements
7 - D O E P R E PA R AT I O N
• Define DOE objective
• Y - select the response(s) to be measured
• X - list of factors or inputs to be evaluated
• N - list likely sources of experimental noise
• C - list of factors that stay constant
C H A R A C T E R I Z AT I O N S T U D I E S
• Group comparison: t-test or ANOVA
• Variables search
• Correlation & (multiple) Regression analysis
• DOE : full / fractional factorials
• Residual analysis
S E L E C T I M P O R TA N T I N F L U E N C E F A C T O R S
• List the vital few Xs
• Check interactions between vital few
• Define operational window for vital few

12. 8 – Optimize & Verify Improvements
8 - P R O D U C T / P R O C E S S R E D E S I G N
• Robustify the process / Taguchi robust design
• SMED - Single Minute Exchange of Dies
• Improvements to equipment or tooling
• Design change that solves the problem
• DFM - Design For Manufacturability
O P T I M I Z AT I O N S T U DY
• RSM - Response Surface Modeling for optimal X
• Redefine adequate tolerances
• Verify the optimum conditions
• Perform process capability run
L E A N O P T I M I Z AT I O N
• Implement should-be process flow
• Efficient work floor layout / bottle neck elimination
• Elimination waste and non-value added processes
• Pull versus push / one piece flow

13. 9 – Improve Control System
9 - P R O C E S S C O N T R O L S
• Improve detection level of problems
• SPC - statistical process control
• Downstream detection with feedback control
M I S TA K E P R E V E N T I O N A N D P R O O F I N G
• Poka-yoke in tooling or inspection
• Sustainable change in product design or process
R O L E S & R E S P O N S I B I L I I T I E S
• Update documentation: FMEA, Control Plan, SOP & OCAP
• Assign process & product owners
• 5S housekeeping: Sort, Straighten, Shine, Standardize, Sustain
• Preventive maintenance rather than repair
• Perform internal audits & training / coaching
S U P P LY C H A I N M A N A G E M E N T
• Improve IQC - incoming quality control
• Procurement rather than Purchasing
• Perform external audits & supplier development

14. 10 – Close out project Close out the Project
1 0 - B E N E F I T R E A L I Z AT I O N
• Verify if goals have been met
• Verify new process performance / capability
• Calculate the financial benefits
B E N E F I T T R A C K I N G
• Implementation of change roadmap
• Champion to assign owner for implementing improvement
• Install scorecard and performance review meetings
P R O J E C T C L O S U R E
• Team to perform a self assessment
• Document lessons learned
• Schedule tollgate exit review with board
• Board to congratulate and discharge team
• Project replication

15. 10 – Close out project Close out the Project Champion: Controller:
The realized benefits of this projects are :
Champion:
Date, Name & Signature -
1 0 - B E N E F I T R E A L I Z AT I O N
• Verify if goals have been met
• Verify new process performance / capability
• Calculate the financial benefits
B E N E F I T T R A C K I N G
• Implementation of change roadmap
• Champion to assign owner for implementing improvement
• Install scorecard and performance review meetings
P R O J E C T C L O S U R E
• Team to perform a self assessment
• Document lessons learned
• Schedule tollgate exit review with board
• Board to congratulate and discharge team
• Project replication
Controller:
Date, Name & Signature -
LSSA MBB:
Date, Name & Signature -

16. Lessons Learned Question Answer
What aspect of the project would you change if doing over again?
What have you learned about the methodology that you didn’t already know?
What were the ‘ah-hah’ moments in the project
What were the strongest points of this Black Belt engagement?
What were the weakest points?
Were there any areas of the DMAIC methodology that you wish you had a deeper understanding of for this project? What would you have done differently?
Were you provided with all necessary tools to accomplish the project objectives?
What other positive outcomes came out of this project?