The document outlines the Define phase of the DMAIC process for quality improvement. It lists tools that can be used in this phase such as Cost of Poor Quality (COPQ) analysis to identify the cost, quality, or delivery aspects that are critical to satisfaction from the customer's perspective. These critical aspects are mapped in a Critical To (CT) matrix. The sequential questions for this phase guide identifying the specific product, process or service to improve and who the key customers are to align the improvement to business strategy and objectives. The deliverable is a prioritized project focused on the most critical area for improvement.

1. DMAIC Phases, Tools, Linkages & Outputs (Page 1 of 3)
Tools Sequential Questions Deliverables References
Define
Vision
Critical To Satisfaction
• Cost of Poor Quality (COPQ)  1. What is the product, process, or service to be
improved? High Priority • CT – Page19-23
– Cost, Quality or Delivery
Quality Delivery Cost
CTQ CTD CTC
P2 CTQ CTC How does it align to the business strategy (e.g., Project BB Memory
(Cycle Time) CTQ
Product Quality
CTQ CTC
Low Total Cost
CTC
core, strategic objectives)? - product/process Jogger
• Critical To (CT) Matrix
CTD CTD to be improved • Pareto Chart –
 2. Who are the customers (internal or external)?
Order Service/Information Shipment accuracy and condition
Identify what’s important page 29, BB
CTD
Fill Rate/On time delivery scheduling
Who are the primary groups of people who receive, Project Definition
to the customer (VOC). Performance Metrics - problem Memory Jogger
A use, or rely on product/process deliverables? • Data Collection
• Pareto Chart statement
COPQ
UCL=22.39
 3. What do the customers care about? What are the – page 69-81,
20
B - scope and
Individual Value
C D E Mean=12.82
critical characteristics (critical to Quality, Cost, boundaries Lean 6 sigma
Develop the Project • Product, Process 10
Delivery) of the product/ process deliverables that - objective Pocket
PARETO DIAGRAM
Charter Performance Metrics 0
LCL=3.244
matter most to the customer? - CTSs Toolbook
High Level Map 0 5 10
- supporting data • High Level
Where your Work Originates What You Do Results of your Process  4. Which characteristics should be selected for maps – page
• High Level Process Map
Upstream Downstream
improvement? Which are we failing to provide as - team members
Customers
Suppliers
Initiate data collection Process - Process Owner 49-54, BB
Inputs Outputs well as the customer would like?
and financial or business (SIPOC) X’s Y’s Memory Jogger
Project Plan • VOC, Kano &
 5. What is the cost of poor quality (COPQ)? What
benefits VOC Customer Satisfaction - time Survey Designs
are the expected hard and soft cost savings?
• Voice of the Customer Where are the expected benefits to the business
- resources – Chapter 4,
- cost page 55 of the
Delivery (capacity expansion, productivity improvement,
High Level map and Quality Cost
defect/cycle time/waste reduction, etc.)? Lean 6 Sigma
• Kano Analysis Show Data/Graphs
Delighters
scope of project
Value
Kano Analysis toolbook
 6. What is the project plan (resources, etc.) and
Linear
Performance
Champion/ Belt
what barriers must be overcome? Has the Process
• Survey Design Satisfier – Non-smoking room
available
Owner been identified and engaged in the project?
Project Review
Satisfiers
Measure
 7. For each critical characteristic selected for Problem
• SIPOC - Supplier, input,
SIPOC improvement, specifically what should be measured Statement • Maps – Page 38-
Quantify current process, output, (narrowed project 52 of the Lean 6
customer Stakeholder Analysis (Y)? What are the collateral Ys to be measured? How
performance and estimate will you assure that you do not negatively affect other scope) Sigma toolbook
improvement target. • Stakeholder
• Stakeholder analysis critical outputs? Measurement
Analysis – Web
 8. What are the process boundaries within which we System Analysis
PM & VSM or sample files
Data Collection and • Process Mapping, Baseline
Spaghetti Diagram can make changes to improve the Ys? • Spaghetti Chart
Front Desk
T:6 T:16
Q Existing
Customer Front Desk Mins New Mins
Customer
Arrival Service Customer? Existing 70%
Processing
Custom er
Service
X - Inputs X - Inputs
mapping of inputs,
C: Day of the w eek C: CSR - Greeter
C: Time of the day New 30% C: Customer
C: Customer Mix C: Credit Bureau Report
S: Work Order Accuracy
including Value Streams,
New Customer
Processing
T:21
Mins Need
Assistance? Self 30%
 9. What existing data is available to assess current
Process/Product – page 42, Lean
outputs and value stream
Custom er
Processing X - Inputs
C: Credit Bureau Report
C: CSR - New Customer
C: Work Type Assisted 70%
Performance
C: Customer
6 sigma Pocket
C: Contact Info
S: Work Order Accuracy
of process VSM Production
Assisted
Service
T:90
Mins
Self Service
T:18
Mins
performance?
(Cpk, PPM or
X - Inputs X - Inputs
C: Operator/Shift - Production C: Counter Operational
Toolbook
C: Equipment C: Equipment
C: Materials C: Materials
C: Work Type C: Work Type
S: Equipment Maintenance S: Equipment Maintenance
Scrap
• Spaghetti Chart – waste  10. Is the measurement system adequate? If not, how
T:25
Quality
DPMO, Sigma • MSA – page 73-
Mins
Assurance
Quality Service
Assurance
X - Inputs
C: QC person
C: Work Order
C: Sample
C: Production
Pull Unhappy
Customers
Unhappy
Customer
Exit
Payment
Service
T:17
Mins
High Priority?
Yes
High
Priority
can it be improved? Level) 94, BB Memory
tool
Custom er Customer
Exit
Identify preliminary waste
X - Inputs
C: Customer
C: Work Order Accuracy No
Scrap Low
C: Customer discount Priority
Custmoer
Jogger
opportunities • Check Sheet
Check Sheet  11. What are the “opportunities” and defects at each Estimated
process step? Is there Waste in the process? • Process
Cp, Cpk Improvement
• 5S analysis Capability –,
 12. What is the current performance (Cpk, PPM or Target SS page 135-140 of
Validate current • Pareto Diagram Week
DPMO, Sigma Level)?
MSA2 the Lean 6
measurement systems & • Measurement Systems A
Defect
Incorrect SSN G a ge R & R (A N O V A ) fo r R e s po ns e
1 G age nam e:
D ate of s tudy :
R eported by :
3 4 Totals
Waste
Sigma toolbook
Toleranc e:
M is c :
 13. Based on this analysis has the scope of the
C o m p o n e n ts o f Va ria tio n B y P a rt
COPQ
Incorrect Address
opportunities
1 .1
methods
200
% C o n trib u tio n 1 .0
% S tu d y Va r
0 .9
P erc ent
% To le ra n ce
0 .8
100 0 .7
0 .6
Incorrect Work History
0 .5
or page 95-100
0 0 .4
Analysis (MSA)
Gage R &R Repeat R e p ro d P a rt-to -P a rt P art 1 2 3 4 5 6 7 8 9 10
R C h a rt b y O p e ra to r B y O p e ra to r
project been narrowed sufficiently to establish a
0 .1 5 1 2 3 1 .1
Incorrect Safety History
identified
U C L = 0 .1 2 5 2 1 .0
S am ple R ange
B
0 .1 0 0 .9
0 .8
0 .7
0 .0 5
C D E
R = 0 .0 3 8 3 3 0 .6
0 .5
0 .0 0 L C L =0 0 .4
Show Data/Graphs of BB Memory
0 O perator 1 2 3
Xb a r C h a rt b y O p e ra to r O p e ra to r*P a rt In te ra c tio n
O perator - 4.5 - 3.5 - 2.5 - 1.5 0 1.5 2.5 3.5 4.5
• Process Capability
1 .1 1 2 3 1 .1
manageable and specific focus?
1 .0 1
1 .0
S am ple Mean
0 .9 2
U C L = 0 .8 7 9 6 0 .9
Average
0 .8 Me a n = 0 .8 0 7 5 3
L C L = 0 .7 3 5 4 0 .8
0 .7
0 .7
0 .6
0 .6
0 .5
0 .4 0 .5
0 .3 0 .4
Champion/ Belt Jogger
0 P art 1 2 3 4 5 6 7 8 9 10
PARETO DIAGRAM PROCESS CAPABILITY
Analysis  14. What is the estimated improvement target? Project Review
My Docs/DMAIC Graphic

2. DMAIC Phases, Tools, Linkages & Outputs (Page 2 of 3)
Tools Sequential Questions Deliverables References
Analyze C&E Diagram • C&E Diagram –
• Cause and Effect Diagram  15. What are the possible causes for the Page 65-72 of the
Narrowing the X’s undesirable output (variation or defect) that was  Updates to living
BB Memory Jogger
selected for improvement? documents – PM,
• C&E Matrix –
FMEA, etc
• Cause and Effect Matrix  16. Which causes are most likely the biggest Page 148-149 of
 Verified Causes of the Lean 6 sigma
contributors? What are the likely key process input
Variation/Defects Pocket Toolbook
Provide analytical & • Failure Mode and Effects variables (Xs)?
FMEA using data • FMEA – page 211-
statistical evidence that Analysis (FMEA)  17. Which of these causes are within the team’s analysis 220, BB Memory
causes are real. control? Which are outside the project boundaries? Jogger
 Improvement
 18. How can these suspected “big” causes be Target • Multi-Vari charts –
• Multi-Vari Chart page 127-138, BB
verified? What data should be collected and what Commitment
statistical test performed? Memory Jogger
Multi- Vari Chart Correlation • Correlation &
• Correlation and Regression  19. Based on the analysis of Xs, what is the Regression –,
Commit to • improvement target to which the team can commit? page 167-178 of
improvement target
• Hypothesis Testing  20. Have the value streams been part of the Show Data/Graphs the BB Memory
for Y. Jogger
analysis? If so, which processes are or could be
effected. Does the FMEA reflect the possibilities Champion/ Belt • Hypothesis Testing
• Design of Experiment (DOE) Hypothesis Testing DOE Project Review – page 149-156 of
Screening the BB Memory
Jogger
• DOE – Page 185-
210, BB Memory
Jogger
Improve Regression
• Regression Analysis DOE Solutions to • Regression –, page
 21. For each verified cause (x), what are the Counteract the 167-178 of the BB
Determine solutions possible ways to counteract the cause? Causes & remove Memory Jogger
(ways to counteract • Design of Experiment (DOE) waste • DOE – Page 185-
 22. Of these possible solutions, which ones are
causes & eliminate thought to be most effective, easiest to implement Optimal Settings and 210, BB Memory
waste). Jogger
• Mistake Proofing Mistake proofing and lowest cost? Tolerances for Key
Process Input • Mistake proofing –
5S  23. For each key process input variable (x), what page 232-234, Lean
Install optimized is the optimal setting and tolerance? Variables (Xs)
solutions and • 5S and Visual management 6 sigma Pocket
 24. How can each “solution” be verified with data Installation & testing Toolbook
KANBAN
provide analytical & prior to full-scale implementation? Solutions • 5S – page 206-212,
statistical evidence • KANBAN – Pull systems  25. Will these solutions allow us to meet our Statistical Evidence Lean 6 sigma
Kaizen
solutions work. improvement target? that Solutions Work Pocket Toolbook
If not, what causes or solutions have we missed? • KANBAN – page
• Kaizen events, waste elimination What is the predicted impact on Y? Data Verifying Impact
Assess Risks for 213-221 of the Lean
of Solutions on Y
solutions team activities  26. What is the predicted impact on collateral 6 Sigma toolbook
Ys? Collateral Y Impact • Kaizen – page20-25,
Hypothesis Testing Assessment Lean 6 sigma
Adjust project
• Failure Mode and Effects FMEA Pocket Toolbook
benefits based on New Process Map;
Analysis (FMEA) VSM & SOPs • FMEA – page 211-
applied solution
220, BB Memory
Document Process/Procedures Measurement System Jogger
• Hypothesis Testing Analysis Validation

3. DMAIC Phases, Tools, Linkages & Outputs (Page 3 of 3)
Tools Sequential Questions Deliverables References
Control
Control Plan Control Chart  27. Specifically, how can we control each key New Process • Control Plan –
• Control Plan
Process Control Plan
Put controls in place to Process Name:
Customer Int/Ext
Prepared by:
Approved by:
Page:
Document No:
of process input variable over time? What are the Capability Data Page 241-245, BB
Location: Approved by: Revision Date:
new standard operating procedures, and what is Memory Jogger
maintain improvement Area: Approved by: Supercedes:
the training plan? Comparison of
Specification/ • Control Charts –
over time and provide
Sub Process CTQ KPIV/KPOV Measurement Sample Who Where Decision Rule/
• Control Chart
Sub Process Requirement Frequency SOP Reference
New Performance
Step Requirement Method Size Measures Recorded Corrective Action
KPOV KPIV USL LSL
 28. Are the measurement systems adequate? Page 221-236, BB
statistical evidence that Level to Target Memory Jogger
improvement is sustained.  29. How does the new performance level compare • Audit Plan – Web
Project Handed-off
• Audit Plans Audit Plans Mistake proofing to our improvement target?
or use Sigma Flow
to Process Owner
 30. Are we able to maintain the new performance with Team Member software
Effective hand off to level? • Mistake proofing –
• Mistake proofing, Engagement
process owners and team  31. Did we reach our improvement target and page 232-234,
established Project
members responsible for financial goals? Lean 6 Sigma
Documentation
the product/process. toolbook
Visual Management  32. What further improvements are needed? System In Place to
TPM (OEE) • Visual
• Visual Management,  33. Is waste recognition and elimination part of the Monitor X’s and Management –
established control plan? Adjust Process page 237-240,
Benefits validated, tracked  34. How can we apply what we learned to obtain According to the Lean 6 Sigma
and recorded continuously improvements in other areas? Has “project Control Plan. toolbook
• Total Preventative replication statement been completed? Robust to • TPM – page 237-
Maintenance (TPM) Management 240, BB Memory
Changes Jogger
Project storyboard in Process Capability (New) Standardized Operations Close Project in project tracking system • Procedures/WI –
• Procedures/Work
Cp, Cpk Three Months
place and all data and files (Min) of Data to See Company
are located into a central Instructions Audit Results Policies for
searchable repository Documentation
Validated Cost • Process Capability
• Process Capability Savings and other –, page 135-140
- 4.5 - 3.5 - 2.5 - 1.5 0 1.5 2.5 3.5 4.5
Benefits of the Lean 6
(New)
PROCESS CAPABILITY
Opportunities to Sigma toolbook or
Lookback and Translate page 95-100 of BB
• Standardized Operations FMEA
$ validation Improvements to Memory Jogger
Other Areas; • Standard
Communicate process Operations – page
• Final FMEA, Failure
Success RIGOR! 197 Chapter 9,
Mode & Effects Analysis Lean 6 Sigma
Stories toolbook or Web
& Celebrate Show Data/Graphs • FMEA – page
211-220, BB
Champion/ Belt Memory Jogger
Project Review