Lean Six Sigma projects use a structured approach to problem solving. The DMAIC approach is used for Process Improvement projects, where DMAIC is an acronym for the stages of the project deployment: Define, Measure, Analyze, Improve, and Control. Similarly, where processes or products do not yet exist, the DMADV (Define, Measure, Analyze, Design, Verify) approach is used, which is remarkably similar to DMAIC except (of course) the process or product does not yet exist to be improved. In either case, the methodology is structured to reduce product or service failure rates to a negligible level (roughly 3.4 failures per million opportunities). Six Sigma organizations typically spend less than 5 percent of their revenues addressing and repairing quality problems, compared to a typical 3 Sigma company spending 25% of revenues on waste. Modern supply-chain practices value consistency in input to meet the ever-increasing demands of their client-base. Internal and external customers alike recognize the reduced cost and increased efficiencies associated with predictable levels of quality and timeliness, whether in their support processes such as billing and engineering or the revenue generating processes comprising the core of their business. Six Sigma is a proven methodology for delivering consistent incremental improvement. By reducing process variation and removing waste, Six Sigma frees the organization to focus on value-added activities. As Sigma Levels increase, the cost of poor quality decreases and profitability increases.