# DMAIC Phase Gate Review Checklist > Source: https://netray.co/tools/dmaic-phase-gate-review-checklist > Publisher: Netray (netray.co), AI and integration engineering for ERP and manufacturing systems. > Section: Free Tools ## Short answer Exit criteria for each DMAIC phase so a Black Belt or sponsor can approve a stage gate with evidence rather than opinion. ## Category quality ## Audience - Six Sigma Green Belt - Six Sigma Black Belt - Master Black Belt - Quality manager ## Tool **Kind:** checklist **Groups:** #### Define gate **Items:** **Text:** Problem statement is specific, measurable and states the gap, the location and the time frame without naming a cause or solution **Critical:** true Project charter signed by the sponsor, with scope in and out of scope listed **Text:** Primary metric (Y) is defined with an operational definition, unit and data source **Critical:** true Baseline performance and the target are stated with the business impact in money or customer terms Voice of the customer is translated into critical-to-quality requirements High-level process map (SIPOC) is complete and agreed with process owners Team members are named with time commitments and the process owner is on the team Project milestones and the next gate date are scheduled #### Measure gate **Items:** **Text:** Measurement system analysis (gage R&R or attribute agreement) is complete for the Y and key inputs **Critical:** true Data collection plan names who measures, when, how many and where data are stored Baseline data are collected over enough time to include normal variation **Text:** Baseline process capability or sigma level is calculated and the method is documented **Critical:** true Process is mapped in detail, including rework loops and decision points Control chart or run chart of the Y shows stability or lack of it Data quality issues, outliers and missing data are documented and handled openly #### Analyze gate **Items:** Potential causes are generated from a structured method such as a fishbone or cause and effect matrix Vital few inputs are narrowed with data, not opinion, using Pareto, stratification or screening **Text:** Root causes are confirmed with a statistical test or a verified experiment **Critical:** true Hypothesis tests state the null and alternative, the alpha and the sample size, and results are interpreted correctly Relationship between inputs and Y is quantified, for example with regression or ANOVA Value-add and non-value-add steps are identified with measured cycle times where relevant Findings are reviewed with the process owner and those closest to the work #### Improve gate **Items:** **Text:** Solutions are tied directly to confirmed root causes **Critical:** true Solution selection used criteria such as impact, cost and ease, with scoring documented **Text:** Pilot or trial was run with a plan, a comparison group or baseline and enough data **Critical:** true Pilot results show a statistically and practically significant improvement in the Y Failure modes of the new process were reviewed with an FMEA or similar risk method Cost, benefit and payback of the solution are estimated and verified by finance where required Change management plan covers training, procedures, tooling and ERP or MES updates #### Control gate **Items:** **Text:** Control plan lists characteristics, methods, sample sizes, reaction plans and owners **Critical:** true Control chart or other monitoring is running on the Y and key inputs with limits set from post-improvement data **Text:** Standard work, work instructions and training records are updated and approved **Critical:** true Process capability after improvement is calculated and compared with the baseline Mistake-proofing or automation is considered for critical inputs Financial benefit is validated and signed off by the sponsor or finance Process ownership is handed to the owner with a documented review frequency Lessons learned are recorded and the project is closed in the tracking system **Scoring Note:** A gate passes when every item marked critical is complete and at least 80 percent of the remaining items are done. Record the gap list and the decision with the reviewer name and date. ## Content **Intro:** A DMAIC phase gate is only useful if the reviewer asks the same questions every time. This checklist lists exit criteria for each of the five phases so sponsors and Black Belts can approve, hold or redirect a project based on evidence. **Sections:** #### How to use it **Body:** Run the checklist at the end of each phase, not only at project close. The Green Belt prepares the evidence, a Black Belt or Master Black Belt reviews it and the sponsor attends the Define and Control gates. Tick items that are truly done with an artifact, such as a signed charter, a gage R&R report or a control plan, and note what is missing for the rest. Export the result to PDF or Excel to attach to the project record. **Bullets:** - Critical items must be complete before the gate passes - Attach evidence, not just a tick - Record the decision: pass, pass with actions or hold #### What each phase has to prove **Body:** Define proves the problem is worth solving and bounded. Measure proves you can trust the data and know the baseline. Analyze proves the causes with data. Improve proves the fix works in a pilot and does not create new risk. Control proves the gain will stay: owners, monitoring, reaction plans and updated documents. Skipping the measurement system analysis or the pilot are the two most frequent reasons projects fail to hold their gains. #### Reading the result **Body:** If a critical item is missing, hold the gate and agree an action date. If a project passes with several non-critical items open, record them as actions with owners. Watch for a pattern: if projects regularly fail the Measure gate on measurement system analysis, add gage R&R training or a standing metrology resource. Gate data across projects show where the program itself needs improvement. #### Common mistakes **Body:** Reviewers often accept a solution at Analyze, before root cause is verified, which leads to solution-first projects. Others skip the pilot and go straight to full rollout. Another trap is to claim savings that finance has not validated. Finally, closing the project without a control plan, a named process owner and updated work instructions lets the process drift back within months. **Cta:** If Six Sigma project data and control plans live in scattered files, Netray can help connect them to your ERP and QMS records. **Faq:** #### Do I need all five gate reviews for small projects? **Answer:** Small projects can combine reviews, for example Define and Measure, but the exit criteria still apply. Skipping the Control review is the riskiest shortcut, since it is the phase that protects the gains. #### Who should approve each gate? **Answer:** A Black Belt or Master Black Belt normally approves technical content, and the sponsor approves scope, resources and financial benefit. The process owner should be present at the Improve and Control gates. #### How is DMAIC different from DMADV? **Answer:** DMAIC improves an existing process. DMADV, also called DFSS, designs a new process or product: Define, Measure, Analyze, Design, Verify. The checklist here covers DMAIC only. #### What if the data show no improvement at the pilot? **Answer:** Do not pass the Improve gate. Return to Analyze to check whether the root cause was verified, review whether the pilot was run correctly, and consider other solutions. A failed pilot is useful information, not a project failure. ## Search terms dmaic checklist, six sigma phase gate review, dmaic tollgate checklist, green belt project review checklist, dmaic phase exit criteria, six sigma project checklist, define measure analyze improve control checklist, six sigma tollgate review --- Talk to an engineer: https://netray.co/contact?intent=erp_ai | Machine catalog: https://netray.co/agent/catalog.json