• Main website
  • Case Studies Home
  • Case Studies
    • Green Belt
      • Example Green Belt Projects-Health Care
      • Example Green Belt Projects-Manufacturing
      • Example Green Belt Projects-Services
    • Black Belt
      • Example Black Belt Projects-Health Care
      • Example Black Belt Projects-Manufacturing
      • Example Black Belt Projects-Services
    • Master Black Belt
    • Lean Success Stories
  • Articles
    • LSS topics of common interest
    • Insights for Green Belts
    • Green Belt tool application examples
    • Insights for Black Belts
    • Black Belt Tool Application Examples
    • Lean Insights
    • Lean Six Sigma Leadership
    • For Master Black Belts
    • New to Lean Six Sigma
      • Lean Expert Basics
      • Six Sigma Basics
    • Leisure and Fun
  • Blog

Why a Team Cannot Afford to Overlook the C in DMAIC

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.

See full story on isixsigma.com

March 21, 2015   Benchmark Six Sigma
Insights for Green Belts
×

  • The Cause and Effect (a.k.a. Fishbone Diagram)
  • Kano Model Analysis: A Little Something Extra Can Have Big Results

Leave a Reply

Cancel

You must be logged in to post a comment.

Categories

  • Articles
    • Black Belt Tool Application Examples
    • For Master Black Belts
    • Green Belt tool application examples
    • Insights for Black Belts
    • Insights for Green Belts
    • Lean Insights
    • Lean Six Sigma Leadership
    • Leisure and Fun
    • LSS topics of common interest
    • New to Lean Six Sigma
      • Lean Expert Basics
      • Six Sigma Basics
  • Case Studies
    • Black Belt Qualified
      • Example Black Belt Projects-Health Care
      • Example Black Belt Projects-Manufacturing
      • Example Black Belt Projects-Services
    • Green Belt Qualified
      • Example Green Belt Projects-Health Care
      • Example Green Belt Projects-Manufacturing
      • Example Green Belt Projects-Services
    • Master Black Belt
  • Featured Articles
  • Lean Qualified
    • Lean Success Stories
  • Project Management Articles
  • Uncategorized

Archives

  • April 2021
  • November 2015
  • April 2015
  • March 2015
  • February 2015
  • January 2015
  • December 2014
  • November 2014
  • October 2014
  • September 2014
  • August 2014
  • July 2014
  • June 2014
  • May 2014
  • April 2014
  • March 2014
  • February 2014
  • January 2014
  • December 2013
  • November 2013
  • October 2013
  • September 2013
  • August 2013
  • July 2013
  • June 2013
  • May 2013
  • April 2013
  • March 2013
  • February 2013
  • January 2013
  • December 2012
  • November 2012
  • February 2012
  • March 2011
Copyright © 2023 Benchmark Six Sigma