This document provides an overview of Qualtec's approach to initializing and deploying Six Sigma within an organization. It discusses defining the Six Sigma system, quantifying deployment results, and the fundamentals of initialization and developing the necessary infrastructure. The initialization process involves launch planning, developing the infrastructure elements like HR guidelines, communications plans, and project guidelines. It also discusses selecting the initial champions and black belts, and providing training to establish the Six Sigma system.

1. Improving Your Business ResultsSix Sigma
Qualtec
Deployment Approach
From
Initialization to Self Sufficiency

2. Improving Your Business ResultsSix Sigma
Qualtec
• Six Sigma Described
• Quantification and Categorization of Deployment Results
• Fundamentals of Initialization and Infrastructure
Development
• Process Management and Six Sigma
• The Path to Self Sufficiency
Agenda Overview

3. Improving Your Business ResultsSix Sigma
Qualtec
• It is the philosophy of breakthrough level
improvements, that every process can and should
be repeatedly evaluated and significantly improved
– In terms of time required, resources used, quality
performance, costs and other aspects relevant to the
process.
– All leading to increased customer satisfaction, market
share, revenue, profits, and ultimately shareholder value.
Six Sigma Described

4. Improving Your Business ResultsSix Sigma
Qualtec
• It is an enterprise wide strategy that effectively
develops a capability and a desire within
individuals to:
– To effectively manage process activities and
performance
– To solve business and quality problems
– To improve decision-making
– To improve the overall performance of the enterprise
Six Sigma Described

5. Improving Your Business ResultsSix Sigma
Qualtec
Management
System
Management
System MethodologyMethodology Metrics and
Goals
Metrics and
GoalsToolsTools+ + +
– A group of interactive and dependent activities which
operate synchronously and in control to repeatedly achieve an
expected result with little or no Management intervention required
System
– An enterprise wide strategy that
recognizes problematic areas of the business, defines
improvement efforts and projects, determines and implements
data driven breakthrough level solutions…..in a predictable and
repeatable manner to improve business results
Six Sigma System
Six Sigma Described
Six Sigma is the way you run your business. It is not just about quality, it is a business
& process management system, and one of the many outputs is improved quality.

6. Improving Your Business ResultsSix Sigma
Qualtec
RESULTS FROM SIX SIGMA
IMPLEMENTATIONS
Inferior
Below
Average
Above
Average
Excellent
TOTALQUANTITYOF
IMPLEMENTATIONS
How Six Sigma is Implemented and Applied Will Determine the Results
Categorization of Results

7. Improving Your Business ResultsSix Sigma
Qualtec
Quantification of Results
FACTOR POOR BELOW AVERAGE ABOVE AVERAGE EXCELLENT
Average Level of
Improvement per
Project
Unknown or less than
30%
May be known and 30%
to 40%
Known and 40 % to
60%
Known and greater than
60%
Average Financial
Results per Project
Generally not
quantifiable
Not well defined and
less than an average of
$40K per project
Defined, tracked and
average around $100K
per project
Defined, Tracked and
average greater than
$150K per project
Average Quantity of
Projects per Black
Belt/Year
1 to 2 2 to 3 3 to 4 4 or more
Organizational
Approach/Culture
Change
Little or no impact on
the behavior of the
ogranization
More frequent use of
data, but in isolated
cases
Trend or movement
towards the use of
analytical methods and
data oriented decisions
Six Sigma becomes the
"Way we think and
work"
Multiple Factors Determine the Results Obtained …….. Y=f(X)

8. Improving Your Business ResultsSix Sigma
Qualtec
Process Management
Initialization
Factors that Influence Results
X1= Senior Executive engagement and commitment
X2= Up front planning
X3= Infrastructure Development
X4 = Proactive Champions that see the power of Six Sigma
X5 = Full-time Black Belts from “Among the Best”
X6= Process Management through Green and Yellow Belts
X7 = Black Belts Project selection that makes an impact on the bottom line of the business
X8= Financial evaluation system
X9= Metrics and goals linked to corporate strategy for progress tracking
X10 = Project tracking system to measure progress
Y(results) = f(X)

9. Improving Your Business ResultsSix Sigma
Qualtec
Initialization
– An enterprise wide effort that recognizes
problematic areas of the business, defines improvement efforts
and projects, determines and implements data driven
breakthrough level solutions…..in a predictable and repeatable
manner to improve business results
Six Sigma System
– The process of preparing a company
for the development of the necessary infrastructure required
to achieve excellent results from a Six Sigma implementation
and to achieve self-sufficiency
Initialization
– The various elements (activities) of a
system that must exist to allow the predictable and
continuous operation of that system to achieve expected
results
Infrastructure

10. Improving Your Business ResultsSix Sigma
Qualtec
Initialization - Overall Deployment Planning
1
65
432
7 8
Initial
Launch
Planning
Train Executive
and Top
Management
Team
Define the Six
Sigma
System to be
Implemented
Begin
Implementation
& Infrastructure
Development
Finalize
Launch
Planning
Core Team
Training
Select Core
Team
High Level Implementation RoadmapHigh Level Implementation Roadmap
Release Six
Sigma
Handbook
and
Guidelines

11. Improving Your Business ResultsSix Sigma
Qualtec
Select BB’s and
Projects for
Wave 1 BB’s
Begin Green
Belt and
Yellow Belt
Training
Implement
Process
Management
1211109
13
Train
Champions
High Level Implementation RoadmapHigh Level Implementation Roadmap
•Consecutive BB, GB, YB Waves
•Master Black Belt Development
•Project Tracking & Reporting
14
Apply
Infrastructure
and Support
Systems
Initialization - Overall Deployment Planning

12. Improving Your Business ResultsSix Sigma
Qualtec
Operation/Group/Company
Name Address (City,State)
Approximate Annual
Revenue
Total
Organization
Population
Organization
Population
(Exempt)
Revenue Per
Employee
2%NPBIT
Target
2%NPBIT
BB
1%of Total
BB
6%of
Exempt BB
Target
BB
Propulsion Systems 422 Gallimore Dairy
Road, Los Angeles,
CA
$30,000 74 62 $405 $600 1 1 4 2
Propulsion Systems 2500 Talbot Drive,
Auburn Hills, WA
$40,000 33 25 $1,212 $800 1 0 2 2
Propulsion Systems 650 Chesterfield
Road, Sacrmento,
CA
$80,000 427 84 $187 $1,600 3 4 5 4
Propulsion Systems Guadalajara,
Mexico
$60,000 730 47 $82 $1,200 2 7 3 3
Monclova, Mexico $90,000 253 49 $356 $1,800 3 3 3SUB TOTAL $300,000 1517 267 $198 $6,000 10 15 16 11
Command Console
Systems
200 Piedmont
Circle, Dallas, Tx
$75,000 443 76 $169 $1,500 3 4 5 4
Command Console
Systems
9138 Randolph Rd
NE, Baltimore, MD
$60,000 387 42 $155 $1,200 2 4 3 3
Command Console
Systems
Singapore $90,000 228 18 $395 $1,800 3 2 1 2
SUB TOTAL $225,000 1058 136 $213 $4,500 8 11 8 9
Integrators 2223 Dove Street,
Detroit, MI
$55,000 228 38 $241 $1,100 2 2 2 2
SUB TOTAL $55,000 228 38 $241 $1,100 2 2 2 2
Pnuematics and Servos 629 Green Valley
Rd, Minneapolis,
MN
$10,000 32 29 $313 $200 0 0 2 1
Pnuematics and Servos 650 Chesterfield
Rd., Sacramento,
CA
$90,000 328 29 $274 $1,800 3 3 2 3
Pnuematics and Servos 215 Drummond St.,
Dallas, TX
$50,000 159 27 $314 $1,000 2 2 2 2
SUB TOTAL $150,000 519 85 $289 $3,000 5 5 5 6
GRAND TOTALS $730,000 3322 526 $220 $14,600 24 33 32 28
Determining the Scope of the Deployment
Initialization - Initial Launch Planning

13. Improving Your Business ResultsSix Sigma
Qualtec
Launch Planning
Phase
Launch Planning
Phase
Key Activities
• Executive 1:1 Interviews
• Key Implementation Leaders
Selected
• Executive Management
Training
• Define Year 1 Implementation
Plan
• Core Team Selected and
Trained
• Rev 1 Six Sigma System
Definition Released
• Begin Initialization
• Establish Deployment Strategy
• Rev 1 Six Sigma Handbook
• Develop Communications Plan
• Establish Management
Commitment Letter
• First Employee
Announcements letter
• Budgeting
• Establish Performance
Expectations/Goals
• Initiate Compensation Plan
• Identify Initial Champions
• Establish 3 Year Plan
SCHEDULE & TIMING
• 2 to 3 Months
Key Activities
• Executive 1:1 Interviews
• Key Implementation Leaders
Selected
• Executive Management
Training
• Define Year 1 Implementation
Plan
• Core Team Selected and
Trained
• Rev 1 Six Sigma System
Definition Released
• Begin Initialization
• Establish Deployment Strategy
• Rev 1 Six Sigma Handbook
• Develop Communications Plan
• Establish Management
Commitment Letter
• First Employee
Announcements letter
• Budgeting
• Establish Performance
Expectations/Goals
• Initiate Compensation Plan
• Identify Initial Champions
• Establish 3 Year Plan
SCHEDULE & TIMING
• 2 to 3 Months
Implementation
Phase
Implementation
Phase
Key Activities
• Communications Plan
Executed
• Train Champions
• Identify First Projects
• Train First Waves of BB’s
• On-Site Support
• Infrastructure Completed
• Launch Initial GB/YB
Training
• Six Sigma Metrics
Established
• Measurement & Tracking
Systems Established
• Train Functional Mngmnt
• BB Certification Process
Established
• Champion RefresherTrng
• Train Initial MBB’s
• Begin All Employee
Awareness Training
• Six Sigma Handbook Rel 2+
• Quarterly Exec Reviews
• First Recognition & Rewards
Event
• Pilot Customer Engagement
Process
SCHEDULE & TIMING
• 9 to 10 Months
Institutionalizing
Phase
Institutionalizing
Phase
Key Activities
• Full Scale GB/YB
Training
• Engage Suppliers
• Develop Internal Training
Capability
• Complete BB & MBB
Training Waves to Full
Quantity
• Second Annual Rewards
& Recognition Event
• Spot Champion
Revitalization Training
• System Refinement &
Improvement
• Quarterly Exec Reviews
• Full Customer
Engagement
• Launch Design for Six
Sigma Training
• BB Re-Integration
Planning
SCHEDULE & TIMING
• 12 Months
Sustaining
Phase
Sustaining
Phase
Key Activities
• Continue GB/YB Training
• Complete Design for Six
Sigma Training
• Migrate BB’s & MBB’s
Back into Functional
Roles
• Continue Supplier
Deployment
• System Refinement &
Improvement
• Progress Reviews
• Annual Rewards &
Recognition Event
• Quality Performance
Improvement
•
SCHEDULE & TIMING
• 12 Months
Year 1Year 1 Year 2Year 2 Year 3Year 3
Initialization - Initial Launch Planning

14. Improving Your Business ResultsSix Sigma
Qualtec
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4
Propulsion Systems Manufacturing
Pneumatics and Servos Manufacturing
Command Console Systems
Integrators
Sales And Marketing
Customers and Suppliers
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4
CY02 CY03 CY04
Design/Development Engineering
Administrative Functions
Initialization - Final Launch Planning
Plan the Deployment Sequence

15. Improving Your Business ResultsSix Sigma
Qualtec
WaveStep Process/Event
Description
Language Customer Participation SSQI
Participation
Prerequisites Deliverables
0 1 Launch Planning 1 English James Smalley Bill Haas Organization
Structure and
population data
Approximate number of Champions, Black
Belts and Master Black Belts planned by
area for the deployment. Identify core team
in terms of roles, objectives and time
commitments. Establish Rev 1.0 of
Deployment time table
E1 2 Executive Interviews English Executive Management
Team
Don Redinius Read Six Sigma
System Definition
document
Develop Executive level understanding,
through executive one-on-ones, of Six
Sigma Management System, the
breakthrough process, the deployment
process, review management system
definition and address questions and
concerns. Provide prerequisite material
CT1 3 Core Team Training 1 English Six Sigma Leader, Core
Team (principle support
individuals from Finance,
Human Resources,
Communications, IT, Key
Stakeholder Representatives
and Finance
Representatives
Stan Whitman Read Six Sigma
Management
System Definition
document and The
Nature of Six Sigma
Management
Develop mid level understanding of Six
Sigma System and the breakthrough
process, address questions and concerns,
define requirements for successful
deployment, planning and infrastructure
requirements, define roles and
responsibilities of core team mem
CT1 4 Initialization Workshops
# 1A
English Core Team Kevin Benson Core Team training Workshops to customize infrastructure
templates into Takata operating guidelines
and policies (Six Sigma Handbook).
E1 5 Executive Training English Executive Management
Team and Six Sigma Leader
Class Size: TBD
Don Redinius Read The Nature of
Six Sigma
Management.
Prepare leadership team, set corporate level
business and financial goals, establish high
level deployment guidelines and establish
leadership requirements for the success of
Six Sigma.
E1 6 System Definition
release
English Steve Cromwell
Wilkes Robarts
Executive Team
N/A Review and
appropriate
modifications
Finalization and release 1 of Six Sigma
System Definition document signed by total
Executive Team
Duration Planned Dates Location
1 day 17-Apr-02 Frankfurt
3 days TBD Frankfurt
London
Munich
Paris
2 Days 5-7-02
5-8-02
Frankfut
2 Days 5-9-02
5-10-02
London
2 days 6-4-02
6-5-02
Frankfurt
N/A 21-Jun-02 N/A
1 Year Detail Planning for All Needed Events
Initialization - Final Launch Planning

16. Improving Your Business ResultsSix Sigma
Qualtec
EngageProcess
Initialization - Developing Infrastructure
CoreTeamWorkshop1
Infrastructure Development Process Outputs
Consistent
Six Sigma
Deployment
System
Knowledge &
Expertise
Self
Integrating Six
Sigma System
Defined and
Auditable
System
Web Based
Six Sigma
Handbook
Hard Copy
Six Sigma
Handbook
CoreTeamWorkshop“N”
Experienced
Facilitation
Client’s
Uniqueness
Templates for
Handbook
Best Practices
Six Sigma
System
Requirements
Inputs
Core Team
Training
Infrastructure is Developed by the Companies Support Organizations and
Representatives From Each Major Organization

17. Improving Your Business ResultsSix Sigma
Qualtec
 Deployment and Launch Planning
 Human Resource Guidelines
 Finance Guidelines
 Information Technology Requirements
 Communications
 Project Guidelines
 Project Tracking and Reporting
 Goal and Objective Establishment
Initialization - Infrastructure Elements
Infrastructure Elements Bring Clarity and Certainty to an Organization
Implementing Six Sigma

18. Improving Your Business ResultsSix Sigma
Qualtec
HR Guidelines
• Competency Models and Selection
• Position/Assignment Descriptions
• Reporting Relationships
• Graduation and Certification Criteria
• Career Planning/Development
• Titles, Compensation & Retention
• Rewards & Recognition
• Employee Status Tracking Requirements
HR Guidelines
• Competency Models and Selection
• Position/Assignment Descriptions
• Reporting Relationships
• Graduation and Certification Criteria
• Career Planning/Development
• Titles, Compensation & Retention
• Rewards & Recognition
• Employee Status Tracking Requirements
Deployment & Launch Planning
• Six Sigma Management System Definition
• 3 Year Long term Plan
• Goals and Expectations
• Key Participant Selection
• Overall Deployment Plan
• Detailed Near Term Actions
• Initialization Planning
•Training Schedules and Logistics
Deployment & Launch Planning
• Six Sigma Management System Definition
• 3 Year Long term Plan
• Goals and Expectations
• Key Participant Selection
• Overall Deployment Plan
• Detailed Near Term Actions
• Initialization Planning
•Training Schedules and Logistics
Communications Plan
• First All Employee Communications Letter
• Overall Communications Strategy
• Tactical Plan (Who, What and When)
• Message Content as a Function of Time
• Integration with Other Initiatives
• Frequency of Communication
• Method/Mediums of Communication
• Definition of Expectations and Effectiveness
Communications Plan
• First All Employee Communications Letter
• Overall Communications Strategy
• Tactical Plan (Who, What and When)
• Message Content as a Function of Time
• Integration with Other Initiatives
• Frequency of Communication
• Method/Mediums of Communication
• Definition of Expectations and Effectiveness
Project Guidelines
• Recognition and Definition Criteria
• Project Type Categorization
• Problem Statement and Objectives Criteria
• Project Valuation Targets
• Project Approval Process
• Project Review and Reporting Criteria
• Project Completion Requirements
• Moving into Realization & Closing Phases
Project Guidelines
• Recognition and Definition Criteria
• Project Type Categorization
• Problem Statement and Objectives Criteria
• Project Valuation Targets
• Project Approval Process
• Project Review and Reporting Criteria
• Project Completion Requirements
• Moving into Realization & Closing Phases
Initialization - Infrastructure Deliverables

19. Improving Your Business ResultsSix Sigma
Qualtec
Project Tracking and Reporting
• Customization for Financial System
• Customization for Organizational Structure
• Software User Manuals and Training
• Email System Integration
• Report Generation
• Input Reporting Frequency
Project Tracking and Reporting
• Customization for Financial System
• Customization for Organizational Structure
• Software User Manuals and Training
• Email System Integration
• Report Generation
• Input Reporting Frequency
Information Technology Support
• Intranet Development
• Final Report Database
• Notebook Configuration and Support
• Software Installation Templates
• Project Tracking System Development
• Backup Procedures
Information Technology Support
• Intranet Development
• Final Report Database
• Notebook Configuration and Support
• Software Installation Templates
• Project Tracking System Development
• Backup Procedures
Finance Guidelines
• Finance Rep Identification and Training
• Project Valuation
• Project Forecasting Requirements
• Methods of Evaluation
• Project Completion
•Reporting Frequencies
Finance Guidelines
• Finance Rep Identification and Training
• Project Valuation
• Project Forecasting Requirements
• Methods of Evaluation
• Project Completion
•Reporting Frequencies
Goal Establishment
• Quantity of MBB’s, BB’s, GB’s & YB’s
• Rate of Deployment/Training Goals
• Quantity of Projects/BB/Year
• Financial Expectations per Project
• Yearly Financial Contribution
• Metrics Goals
• Organizational Goals
Goal Establishment
• Quantity of MBB’s, BB’s, GB’s & YB’s
• Rate of Deployment/Training Goals
• Quantity of Projects/BB/Year
• Financial Expectations per Project
• Yearly Financial Contribution
• Metrics Goals
• Organizational Goals
Initialization - Infrastructure Deliverables

20. Improving Your Business ResultsSix Sigma
Qualtec
Process Management
• Process Management is a structured approach to aligning and
optimizing how business processes work together to repeatedly
and consistently deliver results/value to a customer
• General steps toward process management
–Identify core processes, generally 5 to 10 and prioritize for
assessment
–Designate “Process Owners”
–Educate the organization in process management principles
and techniques
–Assess current end to end process performance and set
operating targets
–Use process improvement methods, IE Six Sigma, to improve
performance to targets

21. Improving Your Business ResultsSix Sigma
Qualtec
Process Management
• Education content for Process Management
• Voice of the Customer
• Organizational and team effectiveness
• Flow charting
• Workflow and data modeling (X’s and Y’s)
• Capability analysis
• Measurement systems analysis
• Change analysis, solution implementation and change
management
• Process monitoring and control

22. Improving Your Business ResultsSix Sigma
Qualtec
Level 1
Process A Process B Process C Process D Process E
Mgr A Mgr B Mgr C Mgr D Mgr E
PCS Summary
Manager 1 Manager 2
Senior Management
Owned
PCS Summary
Key Process Map
Enabling Processes
Key Process Map
Core Processes
3020100
0.3
0.2
0.1
0.0
Sample Number
P
r
o
p
ortion
P Chart for Rate by Group
1
1
1
P=0.02491
UCL=0.03969
LCL=0.01012
1 2 3
15105Subgroup 0
40
35
30
S
a
m
ple
M
e
an
Mean=34.43
UCL=38.14
LCL=30.72
7
6
5
4
3
2
1
0
S
a
m
ple
St
D
ev
1
S=2.601
UCL=5.433
LCL=0
Xbar/S Chart for Cycle Time
Level 2
Level 3
Middle Management
Owned
Process Owner
and Worker Responsibilities
• Manage & supervise their operation
• Track & monitor process and results indicators
• Assure predictability and stability of the process
• Identify potential improvements
• Improve the process
•Process Owners Use
Process Management to:
Process Management & Improvement

23. Improving Your Business ResultsSix Sigma
Qualtec
Q1 P1 P2 P3
P1
P2
P3Q1
Process Management & Improvement
252015105Subgroup 0
40
30
20
S
a
m
p
le
M
e
an
X=30.10
3.0SL=41.33
-3.0SL=18.86
40
30
20
10
0
S
a
m
p
le
R
an
g
e
R=19.47
3.0SL=41.18
-3.0SL=0.000
Q1 Indicator Chart
50403020100
75
65
55
45
35
25
Sample Number
S
am
ple
C
o
unt
C=50.24
3.0SL=71.50
-3.0SL=28.98
P1 Indicator Chart
252015105Subgroup 0
250
150
50
S
a
m
p
le
M
e
an
X=137.8
3.0SL=220.1
-3.0SL=55.41
300
200
100
0
S
a
m
p
le
R
an
g
e
R=142.8
3.0SL=301.9
-3.0SL=0.000
P2 Indicator Chart
3020100
0.6
0.5
0.4
0.3
0.2
0.1
0.0
Sample Number
P
r
o
p
ortion
P=0.2478
3.0SL=0.4224
-3.0SL=0.07312
P3 Indicator Chart
Process Control
Incapable
Process
newCycletim
50
40
30
20
10
5040302010
70
60
50
40
30
y
x
95% PI
95% CI
Regression
Others
Training
Sp
ecs
Eq
uip
ment
Material
Workload
1223510
4.38.78.713.021.743.5
100.095.787.078.365.243.5
20
10
0
100
80
60
40
20
0
Defect
Count
Percent
Cum%
P
ercent
C
o
unt
Pareto Chart for Error Ty
55453525155
USLLSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
PPM Total
PPM > USL
PPM < LSL
Ppk
PPL
PPU
Pp
Cpm
Cpk
CPL
CPU
Cp
StDev (LT)
StDev (ST)
Sample N
Mean
LSL
Target
USL
305469.62
273583.66
31885.96
310027.89
276303.34
33724.55
304000.00
248000.00
56000.00
0.20
0.62
0.20
0.41
*
0.20
0.61
0.20
0.40
8.14405
8.25584
125
30.0972
15.0000
*
35.0000
Expected LT PerformanceExpected ST PerformanceObserved PerformanceOverall (LT) Capability
Potential (ST) Capability
Process Data
ST
LT
Measure
Analyze
Improve
Design of Experiment
And/Or
Solution Determination0
0.02
0.04
0.06
0.08
0.1
0.12
0.14
0.16
0.18
0.2
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Control
#
Process
Function
(Step)
Potential
Failure Modes
(process
defects)
Potential
Failure Effects
(KPOVs)
S
E
V
C
l
a
s
s
Potential
Causes of
Failure (KPIVs)
O
C
C
Current
Process
Controls
D
E
T
R
P
N
Recommend
Actions
Responsible
Person &
Target Date
21 Picking Items
Wrong
Merchandise
Mis Delivery 8 Customer Error 1 None 10 80
22 8
Purchasing
Transaction Error
3 None 10 240
23 8
Packing Order
Wrong
2 None 10 160
24 8
Shipping Manifest
Wrong
3 None 10 240
25 8 Wrong Item Picked 4 None 10 320
26
Delay In Delivery
TruckLeaving Hub
3 Wrong Item Picked 4 CaughtatLoading 3 36
27
Loading Items for
Customer
Damaged
Merchandise
Rejected Delivery 9
Unable to raise
item to truck
8
Hearing loose
items as loading
8 576 Dolly's/Ramps TeamLeader
28 9
Items shiftduring
loading
4
Hearing damage
occur
9 324 Use Pads TeamLeader
29 9
Items rub into each
other during
6 None 10 540 Use Straps TeamLeader
30 9
Items crush each
other
3
Hearing damage
occur
9 243
31 9
Truckw alls catch
on item
5
Hearing damage
occur
9 405
Refurbish
Truck
TeamLeader
32
Wrong
Merchandise
Mis Delivery 8
Pulled from w rong
loading dock
2 CaughtatLoading 6 96
Black Belt Project
Out of Control
Process
GB
Project
W
ith
YB
Support

24. Improving Your Business ResultsSix Sigma
Qualtec
Project Assignment
Difficulty and
Cost of Problems
QuantityofProblems
BBProjects
Too Hard -
Are Usually
Management Caused
Too
Easy
Solving
“World Hunger,”
“Boil the Ocean”
Type Problems
Solving
“Fruit on the Ground,”
“Logic & Intuition”
“Process Control”
Type Problems Solving
“Process Optimization”
“Complex Interaction”
“Process Entitlement”
Type Problems
GB/YBProjects

25. Improving Your Business ResultsSix Sigma
Qualtec
Goal (Six Sigma System)
– An enterprise wide strategy that recognizes problematic areas of the
business, defines improvement efforts and projects, determines and
implements data driven breakthrough level solutions…..in a predictable and
repeatable manner to improve business results
Achieving Self Sufficiency
• Initialization
–Provides the structure for …. A predictable and repeatable enterprise
wide strategy to improve business results
• Process Management
–Provides a method to….Identify potential improvement efforts and
projects, improve processes and manage process performance
• Six Sigma
–Provides the knowledge to…. Determine and implement data driven
breakthrough level solutions to problematic areas of the business

26. Improving Your Business ResultsSix Sigma
Qualtec
Business & Process
Management
System
Business & Process
Management
System
Quality Management
System
Quality Management
System
Quality Management - The set of strategies, tactics and practices
collectively used as a Company to competitively achieve business
objectives and to satisfy customers.
Where Most Start
The First Realization
Business and Process Management - The way we
view our business efforts, set our expectations,
determine our decisions, and the way we lead the
Company to optimally satisfy all of our stakeholders.
Core CompetencyCore Competency
What is Ultimately Achieved
Core Competency - The intellectual
knowledge and capability of
employees to quickly and accurately
solve problems, to align and optimize
business process and to make better
decisions
The Path to Self Sufficiency
1111
2222
3333
Six Sigma becomes the “Way We Think and Work”