Six Sigma is a quality management methodology that streamlines and transforms business processes to achieve more with less. Six Sigma Yellow Belt is part of the Six Sigma process improvement certification for quality management. This TUV SUD's Lean Six Sigma Yellow Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe. To know more about Lean Six Sigma Yellow Belt Certification training's worldwide, please contact us at - Email :support@invensislearning.com Phone - US +1-910-726-3695, Website : https://www.invensislearning.com

1. SIX SIGMA YELLOW BELT TRAINING
Course Name : SIX SIGMA YELLOW BELT TRAINING
Version : INVL_LSSYB_CW_01_1.2
Course ID :QMGT - 129

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About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our
expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one
of the trusted certification training partners for many Fortune 500 organizations and Government
institutions worldwide. Invensis Learning has trained and certified thousands of professionals across a
wide-range of categories such as IT Service Management, Project Management, Quality Management,
IT Security and Governance, Cloud Computing, DevOps, Agile Project Management, and Digital
Courses. Invensis Learning’s certification training programs adhere to global standards such as PMI,
TUV SUD, AXELOS, ISACA, DevOps Institute, EXIN, and PEOPLECERT.

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“Often, problems are knots with many strands, and
looking at those strands can make a problem seem
different.”

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Before We Start…
 Quality is a state in which value entitlement is realized for the customer and provider in every
aspect of the business relationship.
 Business Quality is highest when the costs are at the absolute lowest for both the producer &
consumer.
 Six Sigma provides maximum value to companies in the forms of increased profits and maximum
value to consumers with high-quality products and services at the lowest possible cost.
 Defect is any process output that does not meet customer specifications, or that could lead to
creating an output that does not meet customer specifications.
 Cost of Poor Quality (COPQ) is the cost that would disappear if systems, processes, and products
were perfect.

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Process & Process Capability
 Process is a unique combination of tools, materials, methods, and people engaged in producing a
measurable output; for example a manufacturing line for machine parts. All processes have inherent
stastical variability which can be evaluated by statistical methods.
 The Process Capability is a measurable property of a process to the specification, expressed as a
process capability index (e.g., Cpk or Cpm) or as a process performance index (e.g., Ppk or Ppm).
The output of this measurement is usually illustrated by a histogram and calculations that predict
how many parts will be produced out of specification (OOS).
 Process capability is also defined as the capability of a process to meet its purpose as managed
by an organization's management and process definition structures ISO 15504.
Two parts of process capability are:
1. Measure the variability of the output of a process, and
2. Compare that variability with a proposed specification or product tolerance.

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WIFM
What’s in it for me?
 Higher level of learning in Basic Quality Tools
 Yellow belt projects create applicable benefits for your enterprise
 Certification methodology ensures focused Learning
 Nursery for creating Future Quality Project leaders
 Get taste of Quality and learn usable tools in a simple way
 Direct Nomination to the Green Belt program on certification

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Six Sigma
 Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects in any
process – from manufacturing to transactional and from product to service.
 To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities
(DPMO).
 A Six Sigma opportunity is then the total quantity of chances for a defect. Customer focused
business improvement process.
 Defect reduction in a process or product.
 Common measurement scale called the Sigma capability or Z.
 Six Sigma capability corresponds to an efficiency of 99.9996%.
 Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of
defects (errors) and minimizing variability in manufacturing and business processes.
 It uses a set of quality management methods, including statistical methods, and creates a special
infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are experts in
these methods.
Six Sigma is a Business Philosophy

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Evolution of Six Sigma
1985-1992 1993-1994 1994-1996 1996-1997 1997-1998 1999-2002
TI
Motorola
ABB Allied Signal
General Electric
Bombardier
General Electric
Nokia Mobile
Phones Siebe,
pic
Sony
ASQ/SSA
Alliance
Crane
Polaroid
Avery Dennison
Shimano
Dupont
Dow
American
Express
Ford
CNH
Period of Design Period of
Refinement
Period of Results Period of
Competitive
Awareness
Period of “New
Technology”
Period of Broad
Acceptance
The Six Sigma Breakthrough Strategy is becoming the competitive tool that is
used throughout all industries.

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What is New Strategically?
 Alignment of Six Sigma Initiative with Business Objectives
 Accountability
• Metrics
• Activity based
• Outcome based
 Executive Selection Of :
• Champions to manage Projects
• Projects formation
• Belts to execute projects
• Green
• Black
• Master Black

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What is New Tactically?
 Dedicated Resources
 Improvements Instutionalized and “Cross-pollinated”
 Structure and Organization of Tools
• Define
• Measure
• Analyze
• Improve
• Control
 Personal Computer Technology Facilitates :
• Statistics
• Extracting information from data

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Advantages of this type of approach
 Have a common language
 Sensitize the organization in the use of statistical tools
 Develop the internal supplier/customer relationship
 Benchmarking
 Work on the most significant objectives
 Promote working in teams
Creates a Culture of Excellence

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Six Sigma Table
Sigma level DPMO Percent defective Percentage yield Cpk
1 691,462 69% 31% 0.33
2 308,538 31% 69% 0.67
3 66,807 6.7% 93.3% 1.00
4 6,210 0.62% 99.38% 1.33
5 233 0.023% 99.977% 1.67
6 3.4 0.00034% 99.99966% 2.00

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History
 Six Sigma was developed by Bill Smith, QM at Motorola
 It’s implementation began at Motorola in 1987
 It allowed Motorola to win the first Baldrige Award in 1988
 Several major companies in the world have adopted Six Sigma since then .…and applied to
Manufacturing processes to improve product quality
“Texas Instruments, Asea Brown Boveri, AlliedSignal, General Electric, Bombardier, Nokia
Mobile Phones, Lockheed Martin, Sony, Polaroid, Dupont, American Express, Ford Motor,……. “
 GE applied the Six Sigma methodology to improve all business processes and it became a way of
running the business
Six Sigma is a Competitive Tool

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What is Sigma
 Sigma (upper case Σ, lower case σ) is the eighteenth letter of the Greek alphabet
 In the system of Greek numerals it has a value of 200
 Sigma is used to show standard variation
• In probability theory and statistics, the standard deviation of a statistical population, a data set,
or a probability distribution is the square root of its variance
• It shows how much variation there is from the "average" (mean)
• A low standard deviation indicates that the data points tend to be very close to the mean,
whereas high standard deviation indicates that the data are spread out over a large range of
values

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The Standard Deviation

1
T USL
Upper Specification Limit (USL)
Target Specification (T)
Lower Specification Limit (LSL)
Mean of the distribution ( )
Standard Deviation of the distribution ( )
3
1 Sigma - 68%
2 Sigma - 95%
3 Sigma - 99.73%
 (X – X)2
n-1
 =

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What Is Six Sigma
A 3  process because 3 standard deviations fit between target and spec
Target
Customer
Specification
Target Customer
Specification
1
2
3
3
0.27% Defects up-to 6.6 %
Before






After
6
No Defects!
Reducing Variability is the Key to Six Sigma

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Paradigm Shift
Comparing 6 Sigma with 3 Sigma
The 3 Sigma Company The 6 Sigma Company
Spends 15~25%of sales dollars on cost of failure Spends 5%of sales dollars on cost of failure
Produces 66,807 ppm opportunities Produces 3.4 ppm opportunities
Relies on inspection to find defects
Relies on capable processes that don’t produce
defects
Believes high quality is expensive
Knows that the high quality producer is the low
cost producer
Does not have a disciplined approach to gather
and analyze data
Use Measure, Analyze, Improve, Control and
Measure, Analyze, Design
Benchmarks themselves against their competition
Benchmarks themselves against the best in the
world
Believes 99% is good enough Believes 99% is unacceptable
Define CTQ’s internally Define CTQ’s externally

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Six Sigma as the Business strategy
1. It is a statistical measurement
• It tells us how good our products, services, and processes really are
• 6σ helps us to establish our course and gauge our pace in the race for total customer
satisfaction
2. It is a improvement tool
• It’s a full packaged tool applying to design, manufacturing, sales & SVC
3. It is a business strategy
• It can greatly help us gain a competitive edge
• As you improve the σ rating of a process, the product quality improves and costs go down.
Naturally, the customer becomes more satisfied as a result.
4. It is a philosophy
• This is one of working smarter, not harder
• Also it makes fewer and fewer mistakes in everything we do

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Six Sigma -Tools
 5 Whys
 Analysis of variance
 ANOVA Gauge R&R
 Axiomatic design
 Business Process Mapping
 Catapult exercise on variability
 Cause & effects diagram (also known as fishbone or Ishikawa diagram)
 Chi-square test of independence and fits
 Control chart
 Correlation
 Cost-benefit analysis
 CTQ tree
 Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems
 Design of experiments
 Failure mode and effects analysis (FMEA)
 General linear model
 Histograms
 Homoscedasticity
 Quality Function Deployment (QFD)
 Pareto chart
 Pick chart
 Process capability
 Regression analysis
 Root cause analysis
 Run charts
 SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)
 Stratification
 Taguchi methods
 Taguchi Loss Function
 TRIZ

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The Focus of Six Sigma
 Dependent
 Output
 Effect
 Symptom
 Monitor
X1 . . . XN
 Independent
 Input-Process
 Cause
 Problem
 Control
f (X)Y
Would you control target or the shooter to get the Gold Medal?

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The Need for Six Sigma
How do we want to be viewed by our customers?
• Proactive
• Quick, agile
• Having robust products
• System experts
• Flawless during startups
• Continuously improving through an Enterprise-wide problem prevention/problem solving
culture
Our Customers’ Best Supplier

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The Need for Six Sigma
How are we viewed by our customers?
• Reactionary, not preventative
• Adequately responsive to customer needs
• Problems not permanently solved
• Hard perennial problems not solved
• Inconsistent
• Flawed Startups
Customers look for our competitors

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Six Sigma - DMAIC vs DMADV
DMAIC
 Define the project goals and customer
(internal and external) deliverables
 Measure the process to determine current
performance
 Analyze and determine the root cause(s) of
the defects
 Improve the process by eliminating defects
 Control future process performance
When to use DMAIC
 The DMAIC methodology should be used when a
product or process is in existence at your company
but is not meeting customer specification or is not
performing adequately.
DMADV
 Define the project goals and customer
(internal and external) deliverables
 Measure and determine customer needs
and specifications
 Analyze the process options to meet the
customer needs
 Design (detailed) the process to meet the
customer needs
 Verify the design performance and ability to
meet customer needs
When to use DMADV
 A product or process is not in existence at your
company and one needs to be developed
 The existing product or process exists and has
been optimized (using either DMAIC or not) and
still doesn't meet the level of customer
specification or six sigma level

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6 DMAIC Process
• Develop Charter and
Business Case
• Map Existing Process
• Collect Voice of the
Customer
• Specify CTQs /
Requirements
• Measure CTQs /
Requirements
• Determine Process Stability
• Determine Process Capability
• Calculate Baseline Sigma
• Refine Problem Statement
• Identify Root Causes
• Quantify Root Causes
• Verify Root Causes
• Institutionalize Improvement
• Control Deployment
• Quantify Financial Results
• Present Final Project Results
and Lessons Learned
• Close Project
• Select Solution (Including
Trade Studies, Cost/Benefit
Analysis)
• Design Solution
• Pilot Solution
• Implement Solution
DMAIC = Define, Measure, Analyze, Improve and Control
Define
Measure
Analyze
Improve
Control

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Six Sigma COPIS Model
The Voice of the Customer (VOC) is aggressively sought and rigorously evaluated and used to
determine needed outputs and hence the optimal process configuration needed to yield those outputs
and their necessary inputs for which the best suppliers are identified and allied with.
From Concept to Market: The Voice of the Customer
Customers Suppliers
Outputs InputsProcess
Steps How does Six Sigma Work?

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To know more about our Lean Six Sigma Yellow Belt
Training, please visit www.invensislearning.com

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