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Topic: Use of DMAIC for Product

Company
Theory: Define, measure, analyse, improve, and control (DMAIC) is
a data-driven quality strategy used to improve processes. The letters
in the acronym represent the five phases that make up the process,
including the tools to use to complete those phases. It is an integral
part of a Six Sigma initiative, but in general can be implemented as a
standalone quality improvement procedure or as part of other
process improvement initiatives such as lean. 
The DMAIC Process

1. Define the problem, improvement activity, opportunity for

improvement, the project goals, and customer (internal and
external) requirements.
o Project charter to define the focus, scope, direction,
and motivation for the improvement team
o Voice of the customer to understand feedback from
current and future customers indicating offerings that
satisfy, delight, and dissatisfy them
o Value stream map to provide an overview of an entire
process, starting and finishing at the customer, and
analysing what is required to meet customer needs
2. Measure process performance.
o Process map for recording the activities performed as
part of a process
o Capability analysis to assess the ability of a process to
meet specifications
o Pareto chart to analyse the frequency of problems or
causes
3. Analyze the process to determine root causes of variation
and poor performance (defects).
o Root cause analysis (RCA) to uncover causes
o Failure mode and effects analysis (FMEA) for identifying
possible product, service, and process failures
o Multi-Variate chart to detect different types of variation
within a process
4. Improve process performance by addressing and eliminating
the root causes.
o Design of experiments (DOE) to solve problems from
complex processes or systems where there are many
factors influencing the outcome and where it is
impossible to isolate one factor or variable from the
others
o Kaizen event to introduce rapid change by focusing on a
narrow project and using the ideas and motivation of
the people who do the work
5. Control the improved process and future process
performance.
o Quality control plan to document what is needed to
keep an improved process at its current level
o Statistical process control (SPC) for monitoring process
behaviour
o 5S to create a workplace suited for visual control
o Mistake proofing (poka-yoke) to make errors impossible
or immediately detectable
 Case Study 1: An Application of DMAIC Methodology
for Increasing the Yarn Quality in Textile Industry

Abstract:
This article presents a quality improvement study applied at a yarn
manufacturing company based on six sigma methodologies. More
specifically, the DMAIC (Define, Measure, Analyse, Improve, and
Control) project management-methodology & various tools are
utilized to streamline processes & enhance productivity. Defects rate
of textile product in the yarn manufacturing process is so important
in industry point of view. It plays a very important rate for the
improvement of yield & financial conditions of any company.
Actually, defects rate causes a direct effect on the profit margin of
the product & decrease the quality cost during the manufacturing of
the product. By checking & inspection of defects of product at
different point in production where more defects are likely to
happen. A thousand defects opportunities create in the final package
of yarn. That’s why it is decided to do work & implement DMAIC
methodology in winding departments where the final package of
yarn is make.

INTRODUCTION AND BACKGROUND:

Organizations look for ways to improve their production and
management processes in order to remain competitive in the
market. This calls for ways to reduce production cost, enhance
productivity and improve product quality. Therefore, organizations
must utilize all the available resources efficiently and effectively in
order to cater their customers with high quality products at a low
price. For these reasons, researchers all over the world proposed
several improvement strategies and tools to satisfy organization’s
needs. Such initiatives include Total Quality Management, Quality
Awards, Total Preventive Maintenance (TPM), Lean and Six Sigma.
The lean concept, which was initially referred to as the Toyota
Production system, concentrates on the flow of the entire processes
rather than on the optimization of individual operations. Womack
(2002) specified the main components of lean management system
as follows:
 Identify process value from the customer perspective.
 Identify the value stream for each product and eliminate all types
of wastes currently imbedded within the production process.
 Try to develop a continuous production process.
 Develop the pull management technique within the production
lines.
 Manage toward perfection. The main thing of Six Sigma is to taking
the existing product, process and improves them in a better way. It is
a very powerful approach to achieve the financial goals for the
organization and improving the company’s value by the following:
 Data driven
 Project based
 Disciplined and systematic
 Customers focused (internal & external)
 Fig. 1 : Six Sigma Methodology for improvement

Six Sigma, on the other hand, is a data driven methodology used to

identify root causes for variations in a production processes in order
to achieve organizational excellence. Six Sigma management
strategies require process improvement through identifying
problem, root causes, process redesign and reengineering, and
process management. Six Sigma follows a model known as DMAIC
(Define, Measure, Analyze, Improve, and Control). Therefore, Six
Sigma starts by analyzing defects and lean initial focus is on
customer, process flow, and waste identifications. However, using
one of these tools has limitations. Since lean eliminates the use of Six
Sigma’s DMAIC cycle as a management structure to define required
process capabilities to be truly lean. On the other hand, Six Sigma
eliminates defects but does not address how to optimize the process
flow. Hence, applying both Six Sigma and Lean tools sets results in far
better improvements than could be achieved with either one
method alone. DMAIC is a systematic six-sigma project management
practice inspired by Deming's PDCA (Plan, Do, Check, and Act) Cycle.
The process consists of the five phases called Define, Measure,
Analyze, Improve and control.
The Define phase concentrates on forming the team, defining the
project's goals, mapping the process, identifying customers, and
identifying the high impact characteristics or the CTQs (Critical to
Quality). The Measure phase consists of defining and executing a
systematic data collection plan for the key measures (CTQs) for the
targeted process. Data collected in the Measure phase are analyzed
in the Analyze phase to identify the root causes behind the gap
between the current performance and the goals identified in the first
phase by defining the main type of wastes embedded within the
production processes and the root causes for these wastes. The
Improve phase focuses on identifying expected solutions, suggest set
of alternative solutions to enhance performance, and implement
some of these solutions according to the available budget and the
expected cost for each alternative. The Control phase concentrates
on creating and implementing monitoring and response plans for
sustaining improvements, spread out the outcome and the
methodology for the whole organization, insure the establishment of
a new culture within the organization. Moreover, operating
standards and procedures are documented and published in the
Control phase.

PROBLEM STATEMENT:
This paper is related to textile industry especially to Yarn
manufacturing process. This paper identifies the different
problems occurring during manufacturing of yarn in the last
process (winding), DMAIC tool is applied by the practical examples
which was applied in practical field. It is very complicated and
important process and it’s difficult to achieve the quality
throughout the process. The main reason is the raw material,
which do not possess good properties such as maturity, degree of
reflectance, impurity and fibre strength and shade variation from
bale to bale. The main thing in this paper is to reduce the defects
rate and also reduce fault opportunities in the final yarn, as in Six
Sigma methodology, if we decrease the opportunities in the final
product then we can increase the Sigma value which shows that
the process improvement. We have also applied a basic tool of Six
Sigma like DMAIC which highlighted the different phases of tool
with respect to process behaviour and importance in the
manufacturing of yarn. Winding department where we have
applied DMAIC tool is critical as compared to other departments
in the process as it causes an increase defects rate percentage in
the final product of yarn.
In winding department, there is an Auto cone machine which
winds the yarn on the cone and makes a final package for the end
customers. It’s better to implement DMAIC tool to eliminate or
reduce the defects at the last section of the department. After this
section, we can’t improve the quality or reduce the defects in the
final product.
RESEARCH METHODOLOGY:
During production of different processes in the yarn
manufacturing process, there are failures at many stages. All such
failures are recorded in the manufacturing plant. It was observed
that worst defects % is at winding stage. So, it was decided to
implement DMAIC tool in this process to eliminate a large
variation in it. During this it was focused in all three departments
such as Quality, Maintenance and Production. I followed all the
standards which play important role for the satisfaction of the
customer needs and expectations. Maintenance play important
role in every field. It play very important role regarding to quality.
Because of proper maintenance, quality of product will be better.
So, it was focus on maintenance department as well. Winding
section is a very critical department in yarn manufacturing
process. In this department there are a lot of chances of defects
opportunities in the final yarn. It is the last section of
manufacturing process where defects can be minimized or
eliminated. After manufacturing of yarn from deferent
departments in the preparatory process and ring department it is
ready to make a shape into final cone form so that it can be
shipped to customer for use. During winding process of yarn
following objectives are met.
 Scanning and faults removing Electric Scanners (uster) is used for
checking and elimination of yarn faults during winding process.
This process is called Usterization of yarn. Such faults are called
scan-cuts.
 Splicing of broken or cut yarn Auto splicing is done for broken
yarn pieces to eliminate yarn knots and bad piecing.
 Bigger package Conversion of yarn from small ring bobbins to
bigger yarn cones of different international standard or as per
requirement of customer. During achieving above objectives or
making of winding cones some faults are created during the
process. These faults need to be controlled through monitoring
and continuous study. Most of the winding faults are very
dangerous for the next subsequent process which can be warping
or knitting or doubling. We can face complains from customer of
breakage of yarn during unwinding process. The following
subsections illustrate how the DMAIC cycle is used to increase the
quality and reduce the defects rate in the yarn manufacturing
company.
Define Phase:
Rate of Rejection of Departments
Comparison of Rejection Rate of Different Departments
 Defects% age of Departments

SIPOC Diagram:
 SIPOC (SUPPLIER, INPUT, PROCESS, OUTPUT, CUSTOMER) Diagram

As it is decided to work and analysis the defects in winding section,

following SIPOC diagram is used to understanding the clear
relationship between customer and supplier relationship.

Measure Phase:
To start the measurement, phase a standard from has been
designed and distributed to the DMAIC team, from contain the
necessary information that should be gathered to be analysed at the
next phase, these information comprise from product type, raw
materials type, machine parameters, type of wastes combined with
general comments. Measure the performance of the process by
collecting the data and also write down the importance of different
critical defects regarding to customer value. In this phase there is
different data analysis here
 Cause and Effect Analysis
 Data Collection Plan
 Measurement system analysis
Cause & Effect Analysis:
Rating Scale 1~9 (1 being lowest and 9 being highest)
Analysis Phase: The analysis phase deals with identifying the root
causes of the process whether it can be improved or redesigned the
process. To understand the defects stitch following studies & charts
were produced to analyse this problem from different angles.
Effect of over hauling, product change and shift on Stitch defect:
Data shows that Evening shift has more defects as compared to
morning and night shift. The night shift has minimum defects during
manufacturing process. By deeply analysing this problem, whenever
change the product at machine or run the machine after overhauling
changes of Stitch defects increases in first shift. Up till second shift

things get normalized.

All overhauling is done mostly in morning shift by the maintenance
team and restart the machine in evening shift.

Effect of yarn type on Defect Stitch In the yarn type

There are three types of yarn in relation to its end use.
 Weaving Yarn
 Knitting Yarn
 Stretch Yarn (Lycra Yarn) According to different type of yarn, it is
clear that the weaving yarn has more defect Stitch and then comes
Knitting and Lycra yarn
 Defects in Yarn Type
Data shows that the fine count like 100s has high defects rate than
the course count like 26s. As the count is going from fine to course,
the defects rate goes down.

Improve Phase:
The improvement of process is calculated by the help of Design of
Experiment. In order to improve the process, some settings are
change which are the sever effect on the defects of final product. In
this normal plot, some significant factors are shown which causes
major effects on the defects on the product in the winding process.
 Scan cuts
 Speed of winding machine
 Disk of machine
Suction mouth gauge

Normal plot of the standardized effects

Parameters:
Speed is already slow so no big influence on defect. Scan-Cuts and
Disk life are most important factors. They need to be controlled to
achieve optimum results best Scan-Cuts are below 40. Condition of
Disk should be good always and the suction mouth gauge should be
less than 6 mm.
Control Phase:
In control phase, the process will be check by applying the control
charts whether it is control or not. Variation of whole process should
be in control limits for control process.

Normal plot of Design of Experiment

 X bar- R chart

Inspection Procedure:
Inspection procedure of maintenance department improved and
checking of suction mouth gauge and tension disk on daily basis and
make the part of daily checking sheet form. For the improvement of
measurement system analysis following steps have been taken. After
categorization the stitch fault in the cone, it is included in the SOP as
it was a great confusion among operators to detect a stitch cone
fault. All operators were trained according to the new portion of
SOP. After one-month training of operators according to new portion
of SOP, Measurement system analysis was conducted of attribute
data.
Sample Selection
Total Sample size = 50 cones
Pass cones = 22
Fail cones = 22
Borderlines cones = 6
No of Operators = 3
No of trials/ operator = 2
Overall appraiser %age = 94%
Overall attribute %age = 90%
CONCLUSION
In this paper, we have achieved a lot of results regarding to process
problems during manufacturing of yarn in different departments.
The main thing in our paper is to reduce the defects rate and also
reduce fault opportunities in the final yarn; we have worked in every
department to reduce these opportunities and gave a solution in the
form of preventive action. As in Six Sigma methodology, if we
decrease the opportunities in the final product then we can increase
the Sigma value which shows that the process improvement. We
have also applied a basic tool of Six Sigma like DMAIC in our thesis in
which highlighted the different phases of tool with respect to process
behaviour and importance in the manufacturing of yarn. Winding
department where we have applied DMAIC tool is critical as
compared to other departments in the process as it causes an
increase defects rate percentage in the final product of yarn. In
winding department, there is an Auto cone machine which winds the
yarn on the cone and makes a final package for the end customers.
It’s better to implement DMAIC tool to eliminate or reduce the
defects at the last section of the department. After this section, we
can’t improve the quality or reduce the defects in the final product.
Case Study 2: A Case Study on Improving Productivity
by Reducing Operation Cost as Six Sigma Process
Improvement

Abstract:
This case study illustrates the application of six sigma process
improvement to productivity improvement in manufacturing
process.
Introduction:
To ensure sustainable profitable growth in a highly price-sensitive
appliance market Cost reduction through operational excellence is
the key imperative. Elin Appliances upgrades can often be justified in
terms of savings due to increased productivity. However, in a Six
Sigma organization, the DMAIC Method & host of tools can be used
to improve productivity through process improvements.
Define Phase:
As per “Voice of the Customer (VOC)”, customer products should
have price stability & products should be competitive in pricing. To
meet customer requirement cost reduction is the key driver for
profitable growth. Problem / Opportunity statement
1. Estimated losses in factory due to poor productivity exceeded 100
K Euros in 2006-2007 financial year
2. Productivity improvement would generate hard and soft savings.
Measure Phase:
1. The Flow through M-Phase
2. Develop process measures
3. Collect Process data
4. Check data Quality
5. Understand Process behaviour
6. Baseline Process Capability Process mapping data for Problem
statement –Throughput time: Data collected for all assembly lines

Root cause analysis of line stoppage:

Why analysis of Non-Value-Added activity on line

Analyse Phase:
The flow through A-phase
1. Determine potential root cause to measure
2. Analyse data using process stratification
3. Verify root causes with test data
High impact solutions selected against each problem statement

Implement phase:
The Flow through implement phase-
• Assess risk using FMEA
• Design implementation plan
• Communicate to People
• Pilot solution and track improved performance
Elements of an implementation plan

Some of the high risks for solutions that were addressed through FMEA

Pilot verification plan was used to modify the proposed solutions before
Implementation
The Improved Process-Primary metric unit/man hour
Control Phase:
Implement permanent control methods
• Track and confirm improved long term process capability
• Standardize control plan
• Identify leverage opportunities
• Validate final financial results
• Project handout

Results of Project
Financial Pulse
Learnings from Project:
 A rigorous base line is important to define the improved state
of the process
 Never underestimate the power of Pilots for an effective
implementation of solutions
 It is important to build a critical mass of people who will build
the change in the organization
 An effective and consistent communication plan is the key for
embedded change
 Behind every good product there is a good process
Case Study 3: A Case Study of Amazon.Com
Abstract: Year after year, Six Sigma continues to be a keystone of
the business world, opening the doors for rising professionals to
embrace the tenets that have already led so many to prosperity. Six
Sigma is now an enormous ‘BRAND’ in the world of corporate
development. In some cases, the term “Six Sigma” is cryptically
applied to describe a measure of quality adopted by a business
organization. Truth be told, there is a lot more to Six Sigma than
simply the formless perception some may have of its principles. Six
Sigma is a set of techniques and tools for process improvement by
reducing the defects; it means maintenance of the desired quality in
processes and end-products. In this article, we will go through the
introduction, features, history and background of Six Sigma,
Methodology of Six Sigma and a case study of Six Sigma applications
in Amazon.com.
I. INTRODUCTION
A Six Sigma process is one in which 99.99966% of all
opportunities to produce some feature of a part are
statistically expected to be free of defects (3.4 defective
features per million opportunities). Six Sigma seeks to
improve the quality of process outputs by identifying and
removing the causes of defects. It is highly disciplined
process that helps in developing and delivering near-perfect
products and services. Six sigma is a set of techniques and
tools for process improvement. It was introduced by
engineer Bill Smith while working at Motorola in 1986. That’s
why, he is known as father of Six sigma. Six sigma projects
produce major returns on investment. Jack Welch (GE’s CEO)
made it central to his business strategy at General Electric in
1995, He wrote in the annual report that in just three years,
 Six Sigma had saved the company more than $2 billion.
Features Six Sigma puts the customer first and uses the facts
and data to drive better solutions. Six Sigma efforts target
three main areas:
1) Improving customer satisfaction
2) Reducing process cycle time
3) Reducing defects

Background of Six Sigma

Since the 1920’s the word “SIGMA” has been used by
mathematicians and engineers as a symbol for a unit of
measurement in product quality variation. In the mid-1980’s
engineers in Motorola in the USA used “SIX SIGMA” an
informal name for an inhouse initiative for reducing defects
in production process, because it represented a suitably high
level of quality. In the late-1980’s Motorola extended the six
sigma methods to its critical business processes, and
significantly six sigma became a formalized in-house
‘branded’ name for a performance improvement
methodology, i.e., beyond purely ‘DEFECT REDUCTION.’ In
1991 Motorola certified its first ‘BLACK BELT’ six sigma
experts, which indicates the beginnings of the formalization
of the accredited training of six sigma methods.

II. METHODOLOGY OF SIX SIGMA

There are two methodologies of six sigma such as- DMAIC &
DMADV: -
1. DMAIC the set of six sigma methodologies that is most
applicable to the manufacturing side of a product or service,
DMAIC includes these project stages: -
Define- Address the identification of specific processes to be
examined. Measure- Record data and use metrics to track
effectiveness and evaluate efficiencies. Analyze- Utilize
critical thinking skills to review data and clarify goals.
Improve- Create changes in business processes geared
toward improvement and better alignment with corporate
goals. Control- Build a system of checks and adjustments for
ongoing improvement in production processes.

2. DMADV the complementary set of six sigma processes

that is most applicable to examining and improving the
customer relations side of a company, DMADV includes
these project stages:

Define- Address customer needs in relation to a product or

service. Measure- Involve the use of electronic data
collection to measure customer needs, response to product,
or review of services. Analyze- Utilize metrics to evaluate
areas where product or service can be better aligned to
customer goals and needs. Design- Overlap the
improvement of business processes that streamline
corporate goals to best meet client and customer needs.
Verify- Build a system of tests and models to check that
customer specifications are being met through on-going
improvements. Who are implementing six sigma Six sigma is
being implemented by almost all the sectors because it is an
epitome of a proper improvement in business. Some of them
are- Financial- Bank of America, GE Capital, HDFC, HSBC,
American Express. IT- ICICI one source, Accenture, Satyam
PO, IBM Daksh, TCS, Infosys. Hospitality- ITC Hotels, GRT
Hotels, Apollo Hospitals.
 Manufacturing- GE Plastic, Johnson & Johnson, Motorola,
Nokia, Microsoft, Ford, Wipro, Nestle, Samsung. TELECOM-
Bharti cellular, Vodafone, Tata. E-Commerce- Amazon.com

III. CASE STUDY OF AMAZON.COM

Amazon is such a shining example of six sigma, in fact, that
the company would certainly serve well as an inspiration for
your own business. Six sigma is rarely mentioned by name in
amazon’s annual reports and press releases, yet the
methodology is entrenched in the culture of company.
History of Amazon.Com When Amazon.com was first
launched on July 5,1994 by Jeff Bezos, it was an online
bookstore which others thought doomed to fail. Many critics
thought Jeff Bezos crazy when stocked his online bookshop
with one million book titles. The e-business has since
expanded to sell music, electronics, videos, pharmaceuticals,
pet supplies, home improvement products and groceries.
Not to mention its evolution as a market place for Third
party sellers, A supply chain management expert for
business customers and Amazon Web Services (AWS) for
networking infrastructure. Over the 2000-2010-decade,
Amazon has developed a customer base of around 30 million
people. Vital Status Prime Function: Amazon.com is
American based multinational electronic commerce
company. Founder: Jeff Bezos (founded in1994 in a garage
in Seattle, launched online in 1995) Vision: ‘Our vision is to
be earth’s most customer centric company; to build a place
where people can come to find and discover anything they
might want to buy online’ StartUpCosts: $10,000 savings
(personal equity), $44,000 bank loan, $245,000 borrowed
from family. After 1996, an additional $1 million was raised
from 20 or so angel investors(venturecapital)
IV. SIX SIGMA APPLICATIONS IN AMAZON.COM

Ever since beginning life as an online bookstore,

Amazon.com has drastically expanded its product range.
They have even implemented innovative practices like same-
day delivery, set to reach new heights for efficiency with
automated drone delivery. But have you ever wondered how
Amazon became one of the largest online retailers in the
world? The answer is SIX SIGMA. Six sigma methodology is
in the culture of company. Six sigma is part of the
operational excellence program that began in 1999 when
Jeff Wilke joined Amazon as VP of operations. He came from
Allied signal and his background in six sigma made him the
perfect choice to drive efficiencies in operations.
“Operational excellence: To us, operational excellence
implies two things: delivery continuous improvement in
customer experience and driving productivity, margin,
efficiency, and asset velocity across all over businesses.”
1999 Annual Report of Amazon.com How Amazon have
Incorporated Six Sigma into their Work The concept of six
sigma was developed as a way to cut costs in business
manufacturing processes. However, its use is not exclusive
to the sphere of goods manufacturing, as the online retailer
and distribution company Amazon.com, one of the world’s
largest online retailers has also implemented the six-sigma
way of business into its strategy.
Operational Excellence- Six sigma has always been firmly
rooted in Amazon’s company culture. With around 2000
items ordered every sixty seconds, Amazon can’t afford to
let standards slip. As far back as 1999, the company began a
program of Operational Excellence aimed at improving
company processes. Amazon defines Operational Excellence
in two ways: Firstly, to deliver continuous improvement for
 customer experience. Secondly, to drive productivity,
margin, efficiency, and asset velocity across the entire
corporation. Hiring ‘BEST & BRIGHTEST’- To achieve their
goal, Amazon set about hiring the best and brightest – A
COMMON SIX SIGMA TACTIC. They took things one step
further by training their employees as Six Sigma Black Belts.
Six Sigma methods- By using six sigma methods, Amazon was
able to reduce variation by actively seeking it out using
DMAIC, Root Cause Analysis, and similar tools. They reduced
waste by cutting spending, eliminating non-value- adding
process stages, and cultivating a Kaizen-based company
culture. Outcome- The outcome of six sigma was a
completely different company with greater inventory
management, increased efficiency, and stronger value
stream control.

V. IMPACT OF SIX SIGMA ON AMAZON.COM

Amazon is devoted to excellent customer service and
experience. Before they revamped their business operations
at the start of the millennium, they were indistinguishable
from any other online bookstore. Using Six Sigma they have
made rapid progress in becoming a global online retailer.
 With a culture focused on continuous improvement and
greatest efficiency possible, Amazon has taken over the
world. In doing so, they have emerged as a technology giant
to stand alongside the likes of Apple or Microsoft. The
impact of Six Sigma on Amazon.com can be seen through the
statistical representation. Amazon Revenues– 1995 to 2014
Amazon.com revenues have increased manifold after
implementing six sigma in1999 and that can be seen through
the data given below:

VI. CONCLUSION
Six Sigma being a well-known term in the industrial sector
today, it helps the management in various ways such as; it is
a total management commitment, philosophy of excellence,
customer focus, process improvement and the rule of
measurement rather than gut feel. It is about making every
area of the organization able to meet better the changing
needs of the customers, markets and technologies- with
benefits for employees, customers and shareholders. As we
all know, Six Sigma has some loopholes also, as it is time
consuming, requires skilled man force and some critics also
say that there is nothing new in Six Sigma. But the benefits
offered by Six Sigma overshadow all loopholes and make it
an adequate concept to improve the process. So, after going
through the case study of amazon.com, we can say that Six
Sigma is a key to upgrade the business.

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