In a DMAIC process, the control phase helps sustain the improvements brought about by the Six Sigma project. Over time, if done as it should be, this also helps in improving the results further.
In the upper Midwest, error rate increased from 15-30 for clients, and after the implementation of Six Sigma tools, it was brought down to 20. The team was determined to continue the improvement process, and so, they developed and monitored the creation and updation of the SOPs or the standard operating procedures.
Probing into the system further, the team realized the need for creating additional SOPs to prevent breakdowns and to instill accountability into the system. The DMAIC project were added in triggers, and created new management practices. The SOPs captured the major steps, the correct measurement tactics, their impact, and corrective actions in case of any defect in the process.
The management participated actively in implementing the DMAIC control mechanisms and with continued effort, the error rate reduced to 8 within just a few months.
Six Sigma improvements brought about goodwill and increased business even for the bank that provided the lockbox service with minimal error rate, and guaranteed control mechanisms.