Using Simulation for DMAIC

Simulation modeling and analysis is commonly utilized by Lean and Six Sigma practitioners to complete a DMAIC process but at where in this process can simulation add real value?

The Six Sigma DMAIC process methodology is a system that brings measurable and significant improvement to existing processes that are falling outside of specifications. Process Improvement is the cornerstone of SIMUL8 simulation software.


The DMAIC methodology:


1. Define:

  • Define what is currently known about the process, the goals and the deliverables
  • for the project.
  • This will define the scope for your simulation what needs to be covered
  • and what is too detailed to add value.

2. Measure:

  • Collect the data, decide what to measure about the process and how to
  • measure it.
  • This data will be the inputs of your simulation so that you can create an
  • accurate model of your current process and defects.

3. Analyze:

  • Analyze the data collected to determine the cause of problems (defects) in the process.
  • Using simulation at this stage provides the ability to experiment with the process, test improvements and see how the
  • process responds to changes.

4. Improve:

  • Identify and implement solutions to address these defects.
  • Using simulation, multiple improvement strategies can be developed and tested in a risk free environment.

5. Control:

  • Monitor the improvements to ensure sustained success
  • Reusable simulations encourage continuous improvement


What are the benefits of using Simulation to perform DMAIC?

  • Simulation takes into account process variances, uncertainties and interdependencies.
  • Simulation can test many alternative solutions quickly and easily.
  • Simulations can be developed with no risk and no disruption to existing processes.
  • Simulation ensures that the process remains the focus, and avoids decisions being based on subjectivity or bias.
  • Displaying dynamic and animated processes make simulation the perfect tool for achieving project buy-in.
  • Impact on upstream or downstream customers/operations/processes can be clearly visualised and measured.

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