2. Sigma as a Business Strategy
Focused on customer requirements
o Internal, and external customers
o Root cause of defects that impact satisfaction, loyalty,
revenue, market share
A disciplined, fact-based approach to managing a
business and its processes
A way to assess performance of a process
o Devised at Motorola in 1987
o Higher the process sigma, the fewer the defects
Comparison of differing processes
o Marketing, Finance, Manufacturing, Order Fulfillment, Service
Delivery in common terms
o Adjust for complexity of the work, product, service
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4. Deployment
Six Sigma is deployed by individuals
certified in the methodology including:
• Master Black Belt - certified to train and certify
others
• Black Belt - certified to train and lead Six Sigma
projects
• Green Belt - certified to train and participate in
the process
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5. Six Sigma Methods
DMAIC
• Define, Measure, Analyze, Improve, Control
• Used to improve existing processes
DMADV / DFSS
• Define, Measure, Analyze, Design, Verify
• Used to develop new processes or implement new
technologies
• May be referred to as DFSS
Process Management
• Reviewing and analyzing E2E of work processes
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7. DMAIC Cycle - Define
Select specific problem/opportunity
− An appropriate DMAIC project
− Meaningful and Manageable
Create a Project Charter
− Validated by leadership
− Identifying key contributors
Define the process and
customer(s)
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8. Define Stage Activities
Define Critical Customer Requirements
Develop Team Charter
Map “As Is” Business Process
Complete SIPOC
Develop the Business Case including high
level project plan
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9. SIPOC
A document that defines
the context, specifics and plans of
an improvement or design project
Define (and narrow) the project’s focus
Clarify the results being sought
Confirm value to the business
Establish boundaries and resources for
the team
Communicate goals and plans
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10. Example - SIPOC
A SIPOC will allow your project team to put parameters
around the process being reviewed and identify the areas
impacted both up and down stream
SIPOC
Suppliers Input Process Output Customer
Clients Requirements Profile Client
Sales People Resumes Interview Summaries Sales People
Candidates Profiles Offer Letters Delivery Management
Web Site Margin Template Candidate/Employee
Recruiting Data Base
Get Search for Screen Present
Make Offer Fill Requirement
Requirement Candidate Candidate Candidate
Suppliers – who feeds the process
Inputs – what do they feed
Process – steps in the process
Outputs – outputs of the process
Customer – who pulls from the process
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11. DMAIC Cycle - Measure
Determine what to measure and why
Prepare plans to collect output, process
and/or input data
Construct forms and test data collection
procedures
Refine data collection
Refine DMAIC Charter
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12. Measure Stage Activities
Identify Key Measurements
Data Collection Plan
Data Collection Execution
Document Process Variations
Establish Performance Baseline
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13. Input – Process – Output Measures
A DMAIC team must get Output measures to baseline
the process/problem
• Focus on your Goal target or “Project Y”
Output measures can be taken before or after the
product or service is delivered to the customer
• Defects caught in-house prior to shipment vs. on delivery or
inservice
Use SIPOC diagram and sub-process maps to help
select measures and ensure “balance”
Consider possible “X” measures early in the project to
help get some initial data for the Analyze phase
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14. Review Y and X Measures
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15. Process Measurement Example
Critical Customer
Requirement = 9.4 days
Variation in results
Number Orders Filled
Defects: Service
unacceptable to
customer
1 2 3 4 5 6 7 8 9 10 11 12
Delivery Time in Days
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16. DMAIC Cycle - Analyze
Current state analysis
Is the current state as good as the
process can do?
Who will help make the changes?
Resource requirements
What could cause this change effort to
fail?
What major obstacles do I face in
completing the project?
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17. Analyze Stage Activities
Validate “As Is” Process Map
Complete Root Cause Analysis
• Fishbone Diagram
• House of Quality
Develop “To Be” Process Map
Complete Gap Analysis
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18. Process Analysis
Look for points in the process that generate
defects or where work may be disrupted or
delayed
Disconnects
Bottlenecks
Redundancies
Rework loops
Decisions/Inspections
Moves
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19. Analyze Current Process
Use symbols and colors to help you analyze the current state
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20. DMAIC Cycle - Improve
Create innovative ideas for improvement
Funnel and select best solution possibilities
Understand best practices for process
workflow
Develop pilot and define implementation
strategies
• Work breakdown structure
• Specific activities to meet the project goals
• Alignment or re-integration of various subprojects
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21. Improve Stage Activities
Define Solution
• Include IT when defining technical solutions
Develop Work Breakdown Structure
Develop Implementation Plan
Complete FMEA
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23. FMEA
Failure Modes & Effects Analysis
Method to assess and plan for problems which
could impact safety, reliability, customer
satisfaction, profits, etc.
• Failure Modes = types of possible error or defect
• Looks at common or rare events and relative risk
A tool for process owners to allocate
measurement and prevention resources
(Control)
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25. DMAIC Cycle - Control
How will I control risk, quality, cost,
schedule, scope and changes to the plan?
What types of progress reports should I
create?
How will I assure that the business goals of
the project were accomplished?
How will I keep the gains made?
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26. Control Stage Activities
Complete Process Standardization
• Validate Process Map
• Develop Process Documentation
Develop Monitoring Plan
Develop Response Plan
Complete Transfer of Ownership
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27. Control Plan
Control Plan = FMEA + Monitoring + Response
From Improve Phase Dashboard/Control Chart New!
VOC Systems
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28. Summary
Six Sigma
• 3.4 Defects per Million Opportunities
DMAIC
• Define
• Measure
• Analyze
• Improve
• Control
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