Six Sigma is a data-driven methodology for improving processes by reducing defects to 3.4 per million opportunities through the DMAIC cycle of Define, Measure, Analyze, Improve, and Control. It aims to help companies achieve near-perfect product and service quality, increase profits, and improve customer satisfaction. The document outlines the roles and responsibilities of various Six Sigma positions like Master Black Belts, Black Belts, Green Belts and Champions and provides examples of how HR can contribute to and benefit from Six Sigma projects.

2. SHUBHAM RUSIA
Presented By:
IN
HUMAN
RESOURCE

3. CAPSULE TO LEARN SIX SIGMA

4.  Sigma is the Greek letter representing the standard
deviation of a population of data.
 Six Sigma is a highly disciplined process that helps a
company focus on developing and delivering near-
perfect products and services.
 It is a way of knowing where you are and where you
could be!
Define Six Sigma

5. WHAT IS SIX SIGMA ?
 Measure of how well a process is performing
- Six Sigma process produces 3.4 defects per
million opportunities
- Most companies are at 3-4 sigma level
 Philosophy of reducing defects so we can improve
customer satisfaction and reduce costs
 Business Strategy that increases process
performance resulting in enhanced customer satisfaction
and improved bottom line ($$).

6. SIX SIGMA
It is a Philosophy
– Anything less than ideal is an
opportunity for improvement
– Defects costs money
– Understanding processes and
improving them is the most
efficient way to achieve lasting
results
It is a Process
– To achieve this level of
performance you need to:
Define, Measure, Analyse, Im
prove and Control
It is Statistics
– 6 Sigma processes will
produce less than 3.4
defects per million
opportunities

7. SIX
SIGMA
MANAGEMENT
PRODUCTION
ADMINISTRATIO
N
QUALITY DEPT.
PURCHASE
IT
DESIGN
HRM

8. Sigma Level
Sigma Level
(Process
Capability)
Defects per Million
Opportunities
2 308,537
3 66,807
4 6,210
5 233
6 3.4
Six Sigma =
99.9997%
Six-Sigma is an integrated quality improvement
framework, which aims at ensuring no more than 3.4
defects per million opportunities.

9. What it means to be @ Six Sigma
Is 99% (3.8s) good enough? 99.99966% Good – At 6s
20,000 lost mails per hour 7 lost mails per hour
Unsafe drinking water
almost 15 minutes each
day
One minute of unsafe
drinking water every seven
months
5,000 incorrect surgical
operations per week
1.7 incorrect surgical
operations per week
2 short or long landings at most
major airports daily
One short or long landing at
major airports every five years
200,000 wrong drug
prescriptions each year
68 wrong drug prescriptions
each year

10. Why Six Sigma?
Money
Customer
Satisfaction
Growth
Quality
Competitive
Advantage
Employee Pride

11. Potential HR contributions in this area include:
Building a competency model that will help identify candidates
with the right mix of technical, team, and leadership skills and abilities.
Creating job descriptions that help candidates fully understand
the position and expectations prior to signing on.
Developing a retention strategy that will help ensure Black Belts
complete their rotation and the organization recoups its investment in
training and development.
SELECTION AND RETENTION IN SIX SIGMA

12. PROJECT TEAM EFFECTIVENESS
HR professionals can help the project teams work together more
effectively. Potential HR contributions in this area include:
 Ensuring team leaders and members get training and/or coaching in
teamwork, conflict management, communications, dealing with difficult
team members, and other team effectiveness skills.
 Acting as a resource for Black Belts who encounter team-related
challenges they cannot surmount.

13. Define Measure Analyze
Improve
Control
Six Sigma Phases
D M A I C

15. Define
• Define Customers and Requirements (CTQs)
• Develop Problem Statement, Goals and Benefits
• Identify the Process
• Define Resources
• Evaluate Key Organizational Support
• Develop Project Plan and Milestones
• Develop High Level Process Map

16. Measure
• Define Defect and Opportunity
• Develop Data Collection Plan
• Validate the Measurement System
• Prepare data collection plan :
- How many data points do you need to collect ?
- How many days do you need to collect data for ?
- What is the sampling strategy ?
- Who will collect data and how will data get stored ?

17. Analyze
• Define Performance Objectives
• How well or poorly processes are working
compared with Competitor’s
• Identify Sources of Variation
• Don’t focus on symptoms, find the root cause

18. Improve
• Perform Design of Experiments
• Develop Potential Solutions
• Develop implementation plan.
- Prepare final presentation.
- Present final recommendation to Management
Team.
• Correct/Re-Evaluate Potential Solution

19. Control
• Define and Validate Monitoring and Control
System
• Develop Standards and Procedures
• Implement Statistical Process Control
• Verify Benefits, Cost Savings/Avoidance, Profit
Growth
• How will you maintain to gains made
-Change policy & procedures
- Change drawings
- Change planning
- Revise budget
- Training

20. Master
Black
Belt
Black Belts
Green Belts
Team Members /
Yellow Belts
Champions
Mentor, trainer, and coach of Black Belts and
others in the organization.
Leader of teams implementing the six
sigma methodology on projects.
Delivers successful focused projects
using the six sigma methodology and
tools.
Participates on and supports the
project teams, typically in the
context of his or her existing
responsibilities.

21. MASTER BLACK BELT
Roles Responsibilities
-Enterprise Six Sigma expert
-Permanent full-time change
agent
-Certified Black Belt with
additional specialized skills or
experience especially useful
in deployment of Six Sigma
across the enterprise
- Highly proficient in using Six Sigma
methodology to achieve tangible
business results.
-Technical expert beyond Black Belt level
on one or more aspects of process
improvement (e.g., advanced statistical
analysis, project management,
communications)
-Basic Black and Green Belt training
-Coach / Mentor Black Belts

22. Roles Responsibilities
- Six Sigma technical
expert
- Temporary, full-time
change agent (will return
to other duties after
completing a two to three
year tour of duty as a
Black Belt)
- Leads business process
improvement projects where Six
Sigma approach is indicated.
- Successfully completes high-impact
projects that result in tangible
benefits to the enterprise
- Coach / Mentor Green Belts
- Recommends Green Belts for
Certification
BLACK BELT

23. GREEN BELT
Roles Responsibilities
- Six Sigma Project originator
- Part-time Six Sigma change
agent. Continues to perform
normal duties while
participating on Six Sigma
project teams
- Six Sigma champion in local
area
- Recommends Six Sigma projects
- Participates on Six Sigma project
teams
- Leads Six Sigma teams in local
improvement projects

24. YELLOW BELT
Roles Responsibilities
Learns and applies Six Sigma
tools(Maps and Metrics,
Design of Experiments) to
projects
- Actively participates in team tasks
- Communicates well with other team
members
- Demonstrates basic improvement
tool knowledge
- Accepts and executes assignments
as determined by team

25. SIX SIGMA COMPANIES

26. SIX SIGMA - FINANCIAL SERVICES

27. SIX SIGMA CERTIFICATION

28. WHY SHOULD HR ENCOURAGE SIX SIGMA AND LEAN IN THE
ORGANIZATION:
Some of the skill sets and competencies that get developed along with
the implementation of Six Sigma are as below:
 Builds Team Building Competency
 Creates a learning culture
 Develops Coaching and Mentoring skills
 Improves presentation and training skills
 Improves Project Management skills
 Encourages Statistical Thinking
 Opportunity to set challenging targets

29.  Creates cross functional awareness /
competency building
 Motivation through awards and recognition
 Encourages sharing and learning between
strategic business units.

30. WHY SHOULD HR BE INVOLVED IN SIX SIGMA
Some examples of projects a green belt or black belt from HR can
work, with a focus of process improvement are as listed below:
 Recruitment and Induction Process
 Performance Management Process
 Knowledge Management
 Human Resource Information System
 Training and Development Process
 Compensation Disbursement and Reimbursement
Process

31.  Employee related administrative transactional
processes
 Competency Development Process
 Job Design and Analysis

32. REFERENCE BOOKS & WEBSITES
www.zdnet.com/six-sigma
www.sixsigmaranch.com
www.sixsigma.ua.edu