This document introduces Six Sigma as a strategy to achieve world class performance through reducing defects. It discusses the importance of quality control, the history and standardization of quality methods. Six Sigma is defined as a process for achieving 99.9997% accuracy by reducing defects to 3.4 per million opportunities. It requires organizational support and leadership, as well as roles like Champions, Black Belts and Green Belts. The DMAIC process of Define, Measure, Analyze, Improve, Control is used. Benefits include increased profits, customer satisfaction and success. Various levels of Six Sigma certification are also overviewed.

1. Six Sigma – A Strategy for Achieving
World Class Performance
presented by:
Jonathan Blackman
Matt Wilber
Dianna Lewis
Daniel Taylor
1

2. Quality-Six Sigma
 Introduction to Quality
 Six Sigma
 Six Sigma Certification
 Six Sigma – Lean Principles in Action
2

3. Why is Quality Control
Important?
 Defects Impact Bottom Line
 Increases customer satisfaction
 Safety
3

4. Quality History
 Globalization of Industrial Capability
 Japan Introduced Foundations of Quality
 Quality Comes to America
 Standardization of Methods
4

5. Standardization of Methods
 QualityAssurance - Over the Shoulder
 Total Quality Management – Empowered
the Employees
 Six Sigma – Current Standard
5

6. 6

7. Six Sigma
 Process of asking questions that can
produce tangible, quantifiable results
 Employed by organizations to improve
effectiveness through reducing defects
 Goal is to reduce defects to the Six
Sigma level (99.9997%) or 3.4 per M
 Profit improvement through no rework
7

8. Development of Six Sigma
 Motorola formulated methodology 1986
 Developed for mfg.—modified for all
 Currently integral to 100+ Fortune 500
 Similar to predecessors…QC, TQM, ZD
 Continuous process involvement
 Requires top to bottom buy-in/support
8

9. Organizational Structure
 Executive Leadership:
support/empower
 Champions: implement resp. for co.
 Black Belt: in-house guidance/coaching
 Green Belt: system improvement leader
 Employees: job experts integral in proc.
 DMAIC: Define, Measure, Analyze,
 Improve, Control…Process/Training 9

10. Define
 Create Team
 Project Plan
 Define Resources
 Define Problem
 Critical step…defines and clarifies
objective of the project
10

11. Measure
 Map Current State
 Collect Data
 Process Capability
 Define Defects
 Need to know the how and why of the
current state process
11

12. Analyze
 Determine Process Speed
 Root Cause Identification
 Performance Objectives
 Value Added/Nonvalue
 Highlight areas for improvement, priority
list of problems/root causes…improve
velocity while eliminating defects
12

13. Improve
 Develop Solutions
 Straw Models
 Create Action Plans
 Value Added/Nonvalue
 Implementation of the best identified
solution(s) to the problem
13

14. Control
 Develop Control Plan
 Verify Benefits
 Statistical Process Control
 Develop Standards/Procedures
 Validates and monitors the system
against standards/procedures to lock in
gained benefits
14

15. 15

16. Benefits of Six Sigma
 Generates sustained success
 Sets performance goal for everyone
 Enhances value for customers;
 Accelerates rate of improvement;
 Promotes learning across boundaries;
 Executes strategic change
16

17. Six Sigma Certification
A confirmation that an individual has
completed the necessary requirements from
the company granting the certification.
 Companies usually have their own criteria
regarding testing and certification
17

18. How to become certified
 Learning the subject matter
 Passing a written proficiency test
 Display
competency in a hands on
environment
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19. Levels of certification
 White belt – works on local problem
solving
 Yellow belt – participates as a project team
member
 Green belt – assists in data collection for
black belt projects
 Black belt – leads problem solving projects
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20. Levels of certification (cont)
 Master black belt – trains and coaches black
and green belts, develops key metrics
 Champions – translates the company’s
vision, goals, and metrics
 Executives – establishes the strategic focus
of the six sigma program
20

21. Why should I become
certified?
 Increased bottom line
 Increased customer satisfaction and loyalty
 Increases desirability from employers
 Higher starting level
 Higher pay
21

22. 22

23. Tool Set for Manufacturing
Efficiency Optimization
 Integrated the Japanese principle of 5-S
with the Six Sigma program to provide the
complete tool set for manufacturing
efficiency optimization
23

24. Why do Manufacturing and
Administration Organizations use 5S?
5S is short for: Sort, Set in Order, Shine, Standardize
and Sustain
 5S represents 5 disciplines for maintaining a visual
workplace.
 Are foundational to continuous improvement
 5S is one of the activities that will help ensure our
company’s survival.

25. Some New Words
Red Tag-Process for tagging, removing and disposing of
items not needed in the work area.
Lean Manufacturing-concepts that seek continuous
improvement by removing waste in processes

26. Some 5S Examples
After 5S - Cleaned,
organized and drawers
Before 5S labeled (less time and
frustration hunting)

27. 5S Examples - Sort, Set in
Order
See the difference?
1. Sort - All unneeded tools, parts and supplies are removed
from the area
2. Set in Order - A place for everything and everything is
in its place

28. 5S Examples - Shine
3. Shine - The area is cleaned as the work is performed
(best) andor there is a routine to keep the work area
clean.

29. 5S Examples - Standardize
4. Standardize - Cleaning and identification methods
are consistently applied
Departments have weekly 5S tours
Every job has duties that use Sort, Set in Order and
Shine
All have common duties to do our part to keep all
areas of the work place in shape – break room,
restrooms, locker area, parking lot, etc

30. 5S Examples - Sustain
5. Sustain - 5S is a habit and is continually improved
5S is a simple concept with powerful results.
The better the work environment becomes: cleaner,
safer, more organized, the work is easier, less confusion
and less stress.
Use the 5S (workhomeplay) - The more you use it
the easier it becomes.

31. The Good, Bad and the Ugly
First the Bad and the Ugly - Life Without 5S

32. The Good

33. Summary
5-S is for the work place.
Clean-up and organize your work area every day so that
each new day is easier and safer than the day before
Share your input with your leaders so that the tools you
need will be available to you, increasing your efficiency.
Volunteer to help with the 5S tours and 5S events.
Take a good look around...Imagine zero waste/zero
confusion!