This research is focused on the application of six sigma-DMAIC technique to monitor the changing distribution of process capabilities in a cable manufacturing company for better operational performance. Most cable manufacturing organizations (CMOs) focus on classical methods and often pay less attention to inventive techniques for system improvement. Hence, the method adopted in this research is focused on comparing the initial and final process capability of executed projects, using the initial and final Sigma level and comparing initial and final economic impact assessment of the implemented project. The root causes of variation in cable manufacturing were identified as designs, parameter settings, materials, operation techniques, and measurement system errors. Improvement in materials and operations of a cable manufacturing company was attained by implementing Six Sigma-DMAIC technique in terms of the increased Sigma level. The organizational measurement system was assessed as well as the baseline performance of the system. In conclusion, the integration of Six Sigma-DMAIC with other business management initiatives in a dynamic cable manufacturing environment eliminated non-value-added activities from the process and the expected productivity rate for the extrusion start-up operation was achieved.

Keywords: Material improvement, Quality management, process capability, Six Sigma DMAIC