DMAIC Project Charter Template
A good charter keeps a Six Sigma project from drifting. It states the problem in numbers, the goal, what is in and out of scope, who is on the team and when the gates fall. Fill in the fields and export a clean document for your sponsor to sign.
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DMAIC Project Charter Template
DMAIC Project Charter: Reduce final inspection rejects on housing line 3
Sponsor: Plant Manager Project leader: A. Patel, Quality Engineer Start date: 2026-11-02 Target completion: 2027-03-26
Business Case
Estimated annual saving from scrap, rework and expediting, to be validated with finance during Measure.
Problem Statement
Between January and June, 6.8 percent of housings built on line 3 were rejected at final inspection, against a plant average of 2.1 percent, causing scrap and late shipments.
Goal Statement
Improve First pass yield at final inspection from 93.2 percent to 97.5 percent or better, sustained for 3 months by the target completion date of 2027-03-26.
Scope
In scope: Line 3 machining, deburring and final inspection of housing family H-200
Out of scope: Casting supplier changes, other lines, design tolerance changes
Team
Production supervisor, machinist, metrology technician, maintenance planner, finance partner
Milestones
| Phase | Key deliverables | Planned finish | Gate approved by |
|---|---|---|---|
| Define | Charter, SIPOC, voice of customer | ||
| Measure | Data plan, measurement system analysis, baseline capability | ||
| Analyze | Cause and effect, hypothesis tests, validated root causes | ||
| Improve | Solution selection, pilot, FMEA, control plan draft | ||
| Control | Control chart, standard work, handover, benefit sign-off |
Risks and Constraints
Limited machine time for trials, measurement system not yet validated, seasonal demand peak in February.
Approvals
This is a general starting point for a Six Sigma project, not a mandated format. Adapt the fields and gates to your organization's improvement methodology and approval rules.
Baseline data for your Six Sigma project
Optional: describe the metric you need and we can outline how to pull it from your ERP or MES.
Optional. The tool and every export work without this. No spam.
How to use the template
Complete each field with specific, measurable statements, and the document assembles itself on the right. Start with the problem statement and metric, since they drive everything else. Review the draft with your sponsor before the Define gate, agree the scope boundaries, and then export to PDF or Word for signatures. Revisit the charter at each phase gate, and log any approved changes to scope or target rather than silently editing it.
- Write the problem as a gap, with a metric, a place and a time period.
- Do not put the solution in the problem statement.
- Name the sponsor who can remove roadblocks.
What a strong charter contains
The business case explains why now and what it is worth. The problem statement describes what is wrong, where, when and how big, without blame or cause. The goal statement is SMART: it names the metric, baseline, target and date. Scope sets the boundary of the process, with explicit exclusions. The team lists roles and time commitments. Milestones follow the five DMAIC phases, with a gate review at the end of each. Risks list what could stop progress, such as access to machines or data.
Good and bad problem statements
A weak statement says that quality is poor on line 3 and we need a new fixture. It has no metric and jumps to a solution. A strong statement says that 6.8 percent of line 3 housings failed final inspection from January to June versus 2.1 percent plant average, costing scrap and late shipments. It frames the gap and leaves the cause open for the Analyze phase. The goal is then a specific target, such as 97.5 percent first pass yield sustained for three months.
Common mistakes
Overly broad scope is the commonest failure, followed by targets with no baseline. Projects also stall when the sponsor is a name on paper only, when the finance benefit is never validated, or when the measurement system is not checked before data collection. Include a gauge study in the Measure phase, and agree how savings will be calculated up front. Finish with a control plan and a handover owner, not just a closing presentation.
Frequently Asked Questions
What is a DMAIC project charter?
It is a short document that defines a Six Sigma improvement project: the problem, goal, business case, scope, team, timeline and risks. It is agreed with the sponsor at the end of the Define phase and acts as the contract for the project.
How long should a charter be?
One to two pages. It should be specific enough that a stranger can understand the problem and the target, but not a full project plan. Detailed tasks, data plans and analyses belong in later project documents.
How do I write a good goal statement?
State the metric, the baseline, the target and the date, such as improving first pass yield from 93.2 to 97.5 percent by March. Keep it measurable and tied to the customer or business need, and do not name the solution.
Who should sign the charter?
At minimum the sponsor and the project leader. Many organizations add a Master Black Belt or quality manager and a finance partner who validates the savings. Process owners affected by the scope should also agree.
If your improvement projects depend on data buried in ERP and quality systems, we can help you build private reporting that supplies the baseline and tracks the result.
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