Introduction In the context of modern approaches to technology and improvement of the process of manufacturing, it is important that the practical managerial improvement tools have a firm theoretical basis. For that reason, there is a growing interest in a variety of different techniques used for improvement in industrial sectors in general and in Six Sigma, in particular. Alongside the successful implementation in the industrial and manufacturing practices of such world-leading companies as Motorola, it is especially significant to note that Six Sigma has a rather developed conceptual basis. Moreover, one of the important factors for its success in the industrial environment is that it relies on deliberated and precise set of steps and procedures. Thus, considering consistency, theoretical background, and earlier practices of successful implementation of Six Sigma for the purposes of processes improvement, this set of tools remains an important object for research and investigation. The reason for that lies in the fact that researchers want to discover more opportunities for the application of Six Sigma in various environments and contexts. Thus, the objective of this paper is to provide an exhaustive analysis of the application of Six Sigma techniques and DMAIC method. In particular, this paper is to describe the main framework of Six Sigma process, explore different organization that has successfully utilized the Six Sigma in their daily practices, identify how it can be used in the modern context, and discuss and analyze new techniques, tools, and methods accompanying the Six Sigma process. The Six Sigma process Despite the popularity of the Six Sigma process in industrial settings, the academic research concerning its elements and theoretical background began quite recently and gained a lot of adherents very quickly. The first important aspect of understanding Six Sigma and its process is to define its goals, role, and practical objectives. Thus, considering that Six Sigma is a system that was originally designed for industrial application, its main objective is to improve the production in various ways. According to Linderman, Schroeder, Zaheer, and Choo (2003), in the case of Six Sigma, the main idea is that “improvement only occurs through incidental or implicit learning, that is, by chance events that are rarely understood” (p. 193). Although in some ways, such interpretation limits the theoretical basis of Six Sigma, it is also a key to its success in industrial settings. In other words, the methods and tools incorporated in the Six Sigma process adapt to the incidental structure of every particular setting and base the produced effect of improvement on the special features of a particular environment. Linderman et al. (2003) also point out that, in the case of Six Sigma, “the creation of knowledge occurs through intentional or explicit learning that employs formal improvement methods, and intentional learning requires regulation of actions taken by organizational members” (p. 194). It means that specific goals of the company try to incorporate the human actions of the employees and everyone involved in the process. In other words, the process of Six Sigma sets an objective of using human potential and specific human actions for th