DMADV

DMADV (pronounced 'duh-mad-vee') stands for Define, Measure, Analyze, Design, Verify. It is the standard Six Sigma method for designing new processes or reengineering existing processes.

DMADV is a common framework that is used for Design for Six Sigma (DFSS) and these are often used synonymously, although there are other frameworks that can be used for DFSS. It is different from DMAIC, which is used for incremental improvement. A DMAIC project may be revised as DMADV if it is found that incremental improvements are insufficient or a complete redesign is otherwise the best approach.

DMADV may also be used when a process has reached Entitlement, or that position where it cannot be improved further using current technology, resources and methods.

Define

Define the design goals/scope in a project charter. These should be based on the requirements of both customer processes and, as much as can be determined, the external end customer. They should also align with company goals and standards. The scope may be limited through a Multi-Generational Plan (MGP).

Ensure organisational support with an executive champion, Black Belts and a full and representative team in place. As a formal project it will also need a management and reporting system with such as progress tracking, risk management and financial controls.

Measure

Understand, segment and prioritize customers and so determine Critical to Customer (CTC) measures. From these derive Critical to Quality (CTQ) measures, possibly using Quality Function Deployment (QFD). Also measure as appropriate for process capability, risk and product capabilities.

Analyze

Analyze the current process and surrounding system to understand issues, constraints and capabilities. This data will help create a design of a process that fits in with the real world around it.

If using QFD, cascade to the next step, converting CTQs to product requirements.

Look for good practice to include, both in the existing process and through benchmarking with other organizations.

Develop design concepts, for example using functional analysis. Consider these alternative options for design approaches and select that which will best meet project goals. Map out a high-level design for the new process, shaping it to deliver the required outputs in the best possible way.

If possible, build a 'mock-up' of the design and test with customers, revising the design as appropriate.

Decide how items will be sourced, including whether external companies will be used, for example to develop software components.

Design

Design the detail of process to be used, ensuring it is fit for purpose, cost-effective and aligns with other processes around it. This will include operational documentation and training materials.

If using QFD, you may convert product requirements to design requirements. Do ensure you assess for risks, using methods such as FMEA.

The design will also consider organisational structures and may need to change job descriptions, including of managers. This may need some pragmatic considerations although the process delivery goal must not be compromised.

Verify

Develop a control plan and test the new process, initially as a pilot, using CTC and CTQ measures to verify that it consistently delivers to requirements, meeting target needs.

When the process is proved to work, do a full-scale deployment, implementing it as a 'business as usual' process. You might also look for where aspects of the design may be used elsewhere.