In order to successfully implement this approach, organizations must first evaluate their current processes in order to identify areas where waste exists or where errors occur often due to poor process design or execution. Once identified, teams then use Lean tools such as value stream mapping and Kaizen events to develop potential solutions that will eliminate the sources of waste or error while also ensuring that any changes made actually improve upon existing processes rather than simply shifting them elsewhere (as can happen with pure cost cutting). Finally, teams use Six Sigma statistical analysis tools such as Design Of Experiments or Failure Modes And Effects Analysis (FMEA) in order to ensure that new processes are able to meet customer requirements accurately before implementing them into production lines or other parts of the business operations chain.

DMAIC stands for Define-Measure-Analyze-Improve-Control which is part of the Six Sigma methodology developed by Motorola Corporation back in 1986 with the aim of reducing defects throughout their product supply chain; however its applications have since expanded beyond just manufacturing environments into all types of businesses including service industries too making it particularly effective for problem solving initiatives where quick results are desired without sacrificing accuracy nor quality standards being met along the way. DMAIC follows five distinct phases: define what needs fixing based on customer requirements/specifications; measure key performance indicators against those specifications; analyze why there may be discrepancies between measurements taken versus expected results; improve any deficient elements found during analysis phase; finally control ongoing progress over time via continual monitoring/maintenance activities until final goals are reached satisfying customer demands at end result stages overall – this again makes it different from traditional acceptance sampling which relies heavily upon random samples being taken away from production lines thus making outcomes less predictable compared with DMAIC’s structured approach towards problem solving endeavors instead whereby team members work together collaboratively throughout each phase towards achieving success rates close if not higher than expectations set initially when project was launched so everyone involved derives mutual benefits out from successes achieved thereafter giving rise towards continuous optimisation cycles taking place thereafter meaning less rework required plus reduced costs associated with wastage levels previously occurring prior implementation having taken place accordingly – overall no doubt DMAIC serves almost like a roadmap guiding team members along route showing possible paths leading up towards successful completion targets eventually setting stage clear therefore allowing organisation personnel involved gain better understanding regarding how issues may arise enabling proactive action steps being setup ahead preventing future mistakes occurring stopping further disruptions turning up unexpectedly down line later resulting improved efficiencies coming about alongside increased customer satisfaction ratings achieved after all once satisfied customers become loyal ones boosting profitability figures upwards too eventually contributing strongly overall closer alignment corporate strategies seen company wide across board level scaling up entire enterprise verticals significantly over time easily observable too leading onto next project proposals being discussed followed rapidly afterwards maximising resource usage levels along way perfectly ensuring return investments exceeding initial input targets quite comfortably indeed 🙂