This document provides an overview of Six Sigma, including: 1) Six Sigma is a data-driven approach to improving processes by minimizing defects, with a goal of achieving near perfection. It was developed at Motorola to focus on customer requirements and identify the root causes of defects. 2) Six Sigma employs a DMAIC (Define, Measure, Analyze, Improve, Control) methodology to improve existing processes or a DMADV/DFSS (Define, Measure, Analyze, Design, Verify) methodology to develop new processes. 3) Six Sigma projects are led by Black Belts and Master Black Belts who are certified in the methodology. The Define stage establishes the project goals and scope

1. Six Sigma Overview
Roma Mohanti, 04/2008

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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3. Six Sigma
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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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6. Methodology Integration
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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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22. Generate and Select Solutions
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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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24. Example - FMEA
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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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