The document outlines Six Sigma Yellow Belt training content, focusing on the origins, need, and DMAIC methodology, along with key tools used in Six Sigma projects. It emphasizes the reduced defect rates in processes, aiming for maximum efficiency with a goal of fewer than 3.4 defects per million opportunities. The document further explains the roles within the Six Sigma framework, including distinctions between Yellow, Green, Black, and Master Black Belts, and highlights the application of Six Sigma across various business functions to improve quality and performance.

1. SIX SIGMA YELLOW
BELT TRAINING

2. 2
Content
 Origin & meaning of Six Sigma
 Need of Six Sigma
 DMAIC Methodology
 Some vital tools used during Six Sigma
 Overview of:
 Green Belt project
 Lean Six Sigma
 Quality Management System
 TQM

3. Objectives of the training
Understand the need for Six Sigma
Explain the Six Sigma DMAIC process
Clarify the roles of the Sponsor and the
Project Leader
Understand the key differences between
traditional problem solving methods and the
Six Sigma approach

4. 4
“Often, problems are knots with
many strands, and looking at those
strands can make a problem seem
different.”

5. 5
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.
Before We Start…

6. 6
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.

7. Six Sigma is a Business PhilosophySix Sigma is a Business Philosophy
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.

8. 8
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

9.  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 ToolSix Sigma is a Competitive Tool
History

10. 10
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.

11. The Standard Deviation
µ
1σ
T USL
Upper Specification Limit (USL)
Target Specification (T)
Lower Specification Limit (LSL)
Mean of the distribution (µ)
Standard Deviation of the distribution (σ)
3σ
1 Sigma - 68%
2 Sigma - 95%
3 Sigma - 99.73 %
Σ (X – X)2
n-1
σ =

12. Target
Customer
Specification
Target Customer
Specification
1σ
2σ
3σ
A 3σ process because 3 standard deviations
fit between target and spec
3σ
0.27% Defects up-to 6.6 %
Before
What Is Six Sigma
1σ
2σ
3σ
4σ
5σ
6σ
After
6σ !
No Defects!
Reducing Variability Is The Key To Six Sigma

13. 13
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

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

15. 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
The Need for Six SigmaThe Need for Six Sigma

16. 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
The Need for Six SigmaThe Need for Six Sigma

17. 17
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

18. 18
6σ 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
Define
Measure
Analyze
Improve
Control
DMAIC = Define, Measure, Analyze, Improve and Control

19. 19
Six Sigma COPIS Model
Customers Suppliers
Outputs InputsProcess
Steps
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
How does Six Sigma Work?

20. 6 Sigma
Methods
Manufacturing
EngineeringMarketing
Purchasing
Software
HR
Finance
... Can Be Applied To Every Business Function
Where to apply…..

21. Executive ChampionExecutive Champion
Responsible for providing resources to BB/GBs
Help in team selection
Track progress of project
Generally is supervisor of BB/GB. May help in selection of the project
SponsorSponsor
Call for need of project (Project identification)
Beneficiary of the project
Validate current status and status after completion of project
Allocates resources for the project
Ensure compliance to controls established as a result of the project
Project Leader (Black Belt / Green Belt)Project Leader (Black Belt / Green Belt)
Lead the project
Ask for resources required
Call meeting of stakeholders and seek help from EC when stakeholders are not responding
Ensure team involvement and sponsor’s buy in for solution
Publish weekly progress report & call for help when required
Roles and Responsibilities

22. Deployment ChampionDeployment Champion
Mentor and guide BBs/GBs
Provide technical help when BBs/GBs reach a roadblock
Publish Summary report of all projects
Raise alarm when things are not moving
MBBMBB
Train BB/GB
Assess the skills of BB/GB
Certification of GBs and BBs after completion of projects
Deployment of Global policies and procedures
CFO/FinanceCFO/Finance
Assess the saving potential at start of project
Validate savings against the targets achieved at completion of project
Roles and Responsibilities

23. Titles
Yellow Belt (YB):Yellow Belt (YB): Should understand the DMAIC process and use
the Six Sigma philosophy (Stakeholder involvement).
Green Belt (GB):Green Belt (GB): Should be able to use DMAIC process with basic
Six Sigma tools for project execution. Lead Six Sigma projects in
their functions.
Black Belt (BB):Black Belt (BB): Should be able to use advanced tools in projects
and teach Green Belt level techniques / tools. Identifies Six Sigma
projects and leads project teams. Mentors Green Belts. Process
experts in their functions.
Master Black Belt (MBB):Master Black Belt (MBB): Should be able to train Black Belts and
Green Belts. Mentors Black Belt projects. Drivers of cultural
change. Process experts in any function. Can develop new tools.

24. Example - Pizza Delivery Service
 Dabbawala and Co. a fast food company, owned by Mr. Dabbawala Pizza,
runs a pizza delivery service in and around Delhi.
Dabbawala and Co. which was doing very well over the last four years,
notices a drop in sales over the past five months. Customer complaints about
deliveries have been gradually on the rise.
 Several complaints from customers regarding irregular deliveries were
bothering Dabbawala.
 He had increased the number of delivery personnel to improve delivery
performance. But his customers were still leaving him.
 Pizza Hut, a multinational fast food chain, had set up shop in downtown
and was becoming more popular with the customers.
 Dabbawala neither had the financial muscle to match Pizza Hut’s
advertising blitz nor could afford the expensive packaging to lure his
customers back.

25. 1. How does the customer
view Dabbawala’s Quality?
2. Who are the stakeholders
- Customer and Process
Improvement Team?
3. Which of his processes
should he try to improve in
order to improve Sales?
The Define Phase
Grow
revenues
Improve
Sales
So what’s
new
Get more
orders
Divisional directive
Plant objectives
Functional goals
Employees

26. A. IDENTIFY PROJECT CTQs:
A requirement of the customer is that the Pizza should be
delivered on time. Thus for the customer, DeliveryDelivery is Critical toCritical to
the Qualitythe Quality of Dabbawala’s service (CTQCTQ).
Voice of Customer (VOC)
Affinity Diagram
CTQ Tree.
The Define Phase - Step A

27. B. DEVELOP TEAM CHARTER:
The Business Case
Why should the project be done
Problem and Goal Statement
Description of the problem/opportunity
Roles and Responsibilities
The team, expectations and responsibilities
Stakeholder Analysis, TMAP, Gantt Chart
The Define Phase - Step B

28. C. DEFINE PROJECT SCOPE:
Identify the high level process to be improved
Define boundaries of project
SIPOC
Stratification Analysis
Contract Sheet
The Define Phase - Step C

29. The 7 Basic Tools - 1
STRATIFICATION ANALYSIS:
Stratification analysis (Is / Is Not Matrix) is helpful in defining the
conditions surrounding the problem - bounding or scoping
Is Is Not Distinctions
Geography
South, East and
Central Delhi
West and North
Delhi
West and North
Delhi are sub-
contracted
Output Delivery time
Mixups, Hygiene,
Temperature
Customer
Lower and Middle
Income
Higher Income
Premium service
for higher
income group
Time After Aug 09 Before Aug 09
Increased
employees in
Aug 09

30. The Define Phase - Summary
The Define phase is
owned by the Project
Sponsor. The three steps
of the Define phase are:
1. Identify Project CTQ
2. Develop Team Charter
3. Define Project Scope
VOC, Affinity Diagram,
CTQ Tree, Gantt Chart,
SIPOC, Stakeholder
Analysis, TMAP,
Stratification Analysis
Grow
revenues
Widen
Customer
Base
Reduce
variation in
delivery time
Improve
Delivery
process
Divisional directive
Plant objectives
Functional goals
Employees

31. A. IDENTIFY CTQ CHARACTERISTICS
Translate the CTQ to a measurable output of the delivery
process
Delivery time can be measured in many ways:
1. No. of times the delivery person delivered during the
shipping window (Discrete measure)
2. Time taken to travel from Dabbawala’s location to
customer location (Continuous measure)
3. Actual delivery time as seen by customer (Continuous
measure)
Delivery time is the Project Y.
The Measure Phase - Step A

32. B. DEFINE PERFORMANCE STANDARDS:
What are the customer’s requirements on Delivery time?
What is the definition of a defect?
1. Capture the Target (mean) delivery time - On time
2. Get the allowable variation on Y - +/- 30 minutes
VOC
Competitive Benchmarking
The Measure Phase - Step B
Target
Loss
Y
Loss α (Deviation)2

33. LATE DELIVERY
153045 15 30 450
LSL USL
Visualize customer requirementsVisualize customer requirements
Customer
does not
want earlier
than this
The
customer
tolerance
window is
30 minutes
on either
side
This is the
target
delivery time
EARLY DELIVERY (MINUTES)
Customer
does not
want later
than this
The Measure Phase - Step B

34. The Measure Phase - Step B
Preparation for data collection:
1. The Y or the Delivery Process Output
2. The Xs or the Inputs to the Delivery Process
Generate a list of Xs
Brainstorming
Process Map (PMAP)
Failure Modes Effects Analysis (FMEA)
Cause & Effect Diagram or Fishbone
Quality Function Deployment (QFD)
Prioritization Matrix
Check-sheet

35. The 7 Basic Tools - 2
CHECK-SHEET (DATA COLLECTION FORM)
Check-sheet is a data collection sheet used to record occurrences
of an event to look for patterns in the data in order to quantify the
problem and to facilitate understanding.
Categories Jan 6 Jan 7 Jan 8 Jan 9 Total
Misinterpreted
Label
llll llll llll llll llll l llll llll
llll
llll lll 47
Traffic llll lll llll llll llll ll 24
Parking lll llll ll ll llll l 18
Large Order llll lll llll ll 15
Locating home ll l l lll 7
Others l ll l 4
NO. OF LATE DELIVERIES
Prepare to collect data on the Xs also !Prepare to collect data on the Xs also !

36. The Measure Phase - Step C
C. EVALUATE MEASUREMENT SYSTEM:
CAUTION: Objects in mirror
are closer than they appear
Measurement system may
introduce variation into data
Actual process variation +
measurement variation =
data
Identify and remove
contribution to variation from
measurement system
Ensure reliable data
MSE, Gage R&R, Test –
Re-test, Kappa Method,
Intra-Class Correlation

37. The Measure Phase - Summary
A data collection plan is done in the Measure phase. It sets the
expectations for the project. This phase is owned by the Project
Leader. The three steps of the Measure phase are:
1. Identify CTQ characteristic
2. Define Performance Standards
3. Evaluate Measurement System
The list of tools available for the Measure phase are:
Brainstorming, PMAP, FMEA, MSE, GR&R, C&E
Diagram or Fishbone, Quality Function
Deployment or QFD, Prioritization Matrix,
Learn more about the PMAP, FMEA and MSE in the Six Sigma
Green Belt Training.

38. A. ESTABLISH PROCESS CAPABILITY
•What are the chances of your process creating defects?
•Baseline the current process:
•Measure variation in current process output
•Evaluate against Performance Standards
•Understand variation in your data with the help of:
Histogram
Box and Whisker plot
Dot plot
Standard Deviation
Variance
Sum of Squares
The Analyze Phase - Step A

39. The 7 Basic Tools - 3
HISTOGRAM
The Histogram is a graphical data summary tool which groups
observed data into pre-defined bins in order to analyze the data
values and distribution.
Target time
hrs
Delivery time
hrs
12:30 12:18
12:30 12:26
13:30 13:34
13:30 13:42
13:00 13:07
13:00 13:06
13:30 13:23
13:30 13:41
12:30 12:26
12:30 12:37
Target time
hrs
Delivery time
hrs
13:00 12:38
13:00 13:09
13:00 12:49
13:00 13:05
13:30 13:31
12:00 12:04
12:00 12:08
12:00 12:10
13:00 13:18
13:00 13:01
Target time
hrs
Delivery time
hrs
13:30 13:45
13:30 13:21
12:00 12:17
12:00 11:58
12:00 12:17
12:00 11:46
12:00 11:53
12:30 12:33
12:30 12:30
13:30 13:28

40. The 7 Basic Tools - 3
CREATING A HISTOGRAM:
Using the concept of the late and early deliveries, take the target
time as the reference, and find the number of minutes by which
each delivery is late or early.
1. Subtract Target time for each
data point from the Delivery time
2. Define 5 predetermined bins
(class intervals) of size equal to
10 minutes, from -25 to 25 on a
horizontal line
3. Place each data point vertically
in a bin according to its value
4. Draw a bar equal to the height
of stacked up points
-25 25-15 -5 5 15

41. The Analyze Phase - Step A
LATE DELIVERY
153045 15 30 450
Measure the process outputMeasure the process output
EARLY DELIVERY (MINUTES)
NUMBEROFDATAPOINTS
Dabbawala has an
average delivery time (µ)
2 minutes late and a
standard deviation (σ) of
10 minutes
µ
σ

42. The Analyze Phase - Step A
LATE DELIVERY
153045 15 30 450
Measure the Process OutputMeasure the Process Output
EARLY DELIVERY (MINUTES)
µ
σ
USLLSL
10 minutes
30 minutes
Z =
Process standard deviation
Customer tolerance
Z =
Z = 3

43. The Analyze Phase - Step A
Process
Capability
Defects per
Million
Opportunities
2 308,537
3 66,807
4 6,210
5 233
6 3.4
Higher Z implies lower defectsHigher Z implies lower defects
Inspect in
Quality
Manufacture in
Quality
Design in
Quality
It is cost
effective to

44. Sweet Fruit
Design for Processability
Bulk of Fruit
Process Characterization
and Optimization
Low Hanging Fruit
Seven Basic Tools
Ground Fruit
Logic and Intuition
3 σ Wall, Beat Up Suppliers
4 σ Wall, Improve Processes
5 σ Wall, Improve Designs
Mikel Harry, 1994
Getting the Competitive Edge

45. Do you know the Sigma capabilities of the following processes?
U.S. Manufacturing industry average
Japanese manufacturing industry average
Flight fatality in airline industry
Airline Baggage handling
Doctor prescription writing
Tax advice by Internal Revenue Service in U.S.
4.0
5.5
6.4
3.2
2.8
2.5
Sigma capability, Z
Industry Benchmarks
Six Sigma is a MetricSix Sigma is a Metric

46. Target
USLLSL
Center
Process
Reduce
Spread
The Analyze Phase - Step B
Process Off Target Excessive Variation in Process
Target
USLLSL
Target
USLLSL
Understand your ProblemUnderstand your Problem
B. DEFINE PERFORMANCE OBJECTIVES
Hypothesis testing

47. Quiz - Characterize
Six Sigma is a
A. Statistical Quality Tool
B. Business Philosophy
C. U.S. Management style
The goal of Six Sigma is to
A. Reduce defects to 3.4 per million
B. Improve products
C. Reduce variation
In the Pizza Delivery Service example,
what is the CTQ?
A. Lunch
B. Time
C. Delivery
If a process is Six Sigma (Z=6), it implies
A. Process is 99.99% good
B. Products are 99.99% defect free
C. There are only 3.4 defects in a million
opportunities
What is the Y?
A. Measurable Process Output
B. Voice of the Customer
C. Process Input
Who gives the USL and LSL?
A. Management
B. Customer
C. Derived from the process data
In the example, the Voice of the
Customer is characterized by
A. Delivery time
B. No. of deliveries made
C. Tolerance around the Target
In the example, the delivery service is
characterized by
A. Mean delivery time
B. Tolerance around the Target
C. Mean & variation of the delivery time

48. C. IDENTIFY SOURCES OF VARIATION
To find root causes or Xs
Fishbone or C&E Diagram (Ishikawa)
PMAP
FMEA
QFD
Fishbone (Ishikawa) is another of the 7 basic tools. It is also known
as the Cause & Effect Diagram. It is a hierarchy of causes that starts
with the primary cause and then steps several layers in detail to drive
towards possible root causes.
The Analyze Phase - Step C

49. Delivery
Time
MACHINE MOTHER NATURE MATERIALS
MAN METHODS
Poor
dispatching
Delivery person gets lost
Delivery person
does not show up
Poor handling of large orders
Run out of storage
space on vehiclesWeather
Too many
sacks
Develop a list of Xs that possibly affect YDevelop a list of Xs that possibly affect Y
The 7 Basic Tools - 4
Don’t know
routes
High turnover
Get wrong
information
Did not
understand
labels
No
teamwork
No training
Unreliable bikes
Delivery persons own junk
Cant locate
employees homes
Not on std routes
Did not
understand
labels
Too few
delivery
persons
Uneven distribution
of delivery loads
MEASUREMENT
No money for
repairs
Too many orders
per person
Too few delivery
persons
Large items
difficult to carry
in bus /bikes
Sacks
too small
Bus service
unreliable in
peak hours
Too much traffic
Parking space
problem
FISHBONE

50. A. SCREEN POTENTIAL CAUSES
To find the Vital Few Xs and separate it from the Trivial Many
Pareto
ANOVA (Analysis of Variance)
Regression
Chi-Square tests
Systematic data generation (if historical data is not sufficient)
Design of Experiments (DOE)
Statistical Analysis to identify Vital Few XsStatistical Analysis to identify Vital Few Xs
The Improve Phase - Step A

51. The 7 Basic Tools -5
PARETO
This is also called the Pareto Principle or the 80/20 rule and is used
to identify the Vital Few Xs.
Label
Traffic
Parking
Order Size
Location
Others
Cut-off level to be decided by team consensus based on
Process knowledge
Resource availability

52. The Improve Phase - Step B
8. DISCOVER CAUSAL RELATIONSHIPS
To find out effect of Xs on the Y
X1
Y
X2
Regression
Scatter Diagram

53. The 7 Basic Tools - 6
SCATTER DIAGRAM
A Scatter Diagram is a graph that
shows the relationship between
two numerical variables, X and Y
NO. OF PIZZAS / DELIVERY PERSONDELIVERYTIMESPAN
It is used to look for a cause
and effect relationship
between the two Numerical
variables.
In this example, the Scatter Diagram shows that the Delivery time is
less if the number of lunches per delivery person is less.

54. C. ESTABLISH OPERATING TOLERANCES
The Improve Phase - Step C
xL xT xU
USL
LSL
x
y
( )xfy =
NO. OF PIZZAS PER DELIVERY PERSON
DELIVERYTIME

55. A. VALIDATE MEASUREMENT SYSTEM ON X
The Control Phase - Step A
Measureσ
LSL US
L
Tolerance
Ensure noise from
measurement system
on X is small
compared to process
variation
σprocess
σmeasurement
MSE, G R&R
Test - Retest,
Kappa Method,
Intra Class Correlation

56. B. ESTABLISH NEW PROCESS CAPABILITY
The Control Phase - Step B
LATE DELIVERY
153045 15 30 450
EARLY DELIVERY (MINUTES)
USLLSL
Z = 4.5

57. C. IMPLEMENT PROCESS CONTROL
A good Control Plan should be put in place to ensure sustained
improvement. This may include:
1. Use of Control Charts to monitor Xs
2. Documentation of Control Plan
3. Update of process documents such as PFMEA
4. Error Proofing
5. Standardization
The Control Phase - Step C

58. RUN CHART
A Run Chart is a time series plot of data that allows a team to study
observed data for trends or patterns over a specific period of time. It
captures instances when the process is changing more than
statistically expected
The 7 Basic Tools - 7
0
10
20
30
No.lunches/person

59. The DMAIC Steps and Deliverables
A. Identify project CTQs Identify customers, customer CTQs and Business Case
B. Develop Team Charter Problem statement, Project Scope,Team, Milestones
C. Define Project Scope High Level Process Map connecting customers to process
1. Select CTQ characteristic Identify measurable characteristic of CTQ (Y)
2. Define performance standards Confirm specification limits (requirements) for Y
3. Evaluate Measurement System Ensure measurement system is capable
4. Establish process capability Baseline the current process
5. Define performance objectives Understand statistical objective - reduce variation or shift
means?
6. Identify sources of variation List significant causes (Xs) or factors
7. Screen potential causes Determine vital few Xs, which will be controlled
8.Discover variable relationship Find causal relationship and optimal solution
9. Establish operating tolerances Validate the relation and determine specs on Xs
10. Measurement System Evaluation on Xs Ensure X measurement is capable
11. Establish process capability Establish improved capability
12. Implement process control Document control plan
It’s a common sense approachIt’s a common sense approach
STEP DELIVERABLES

60. Attributes of a Six Sigma GBproject
1. Customer Focused: A Six Sigma GB project should address a
customer CTQ
2. Data Driven: In a Six Sigma GB project, decisions should be
made using data analysis and not on gut feelings or intuitions
3. Variation reduction: Six Sigma GB projects address the issue
of variation in process outputs and is aimed at reducing variation

61. DMAIC Summary
Knowing Customer CTQs
Data driven improvements
Focus on the (Xs) of the process
Application of statistical tools to business
problems
Understanding process capability and its impact
on quality
An environment that demands only the highest
performance standards.
Success will be defined when our customers notice !

62. Quiz
Characterize part consists of
A. Define and Measure
B. Define, Measure and Analyze
C. Define, Measure and part of Analyze
Optimize part consists of
A. Analyze, Improve and Control
B. Improve and Control
C. part of Analyze, Improve and Control
In Six Sigma, Xs are
A. Unknown variables
B. Excess variation
C. Process Inputs
Which of the following is used to list Xs?
A. DOE
B. Fishbone
C. Pareto
The Pareto principle is
A. Also called the 80/20 rule
B. Used to identify the Vital Few
C. Useful in the Analyze phase
Which of the following tools is used to
generate data?
A. Analysis of Variance (ANOVA)
B. DOE
C. Regression
Which of the following cannot identify the
Vital Few Xs?
A. Analysis of Variance (ANOVA)
B. DOE
C. Regression
A Six Sigma GB project has to
A. Finish in 3 months
B. Show dollar savings
C. Address the variation issue

63. Total Quality Management
• Total quality management(TQM) is a management philosophy
• Seeks to integrate all organizational functions (marketing,
finance, design, engineering, and production, customer service,
etc.) to focus on meeting customer needs and other
organizational objectives.
• TQM provides management with the ability to ensure quality
through more streamlined and effective process-improvement
channels.
• A great range of organizations have deployed TQM, including
small companies, large companies, and government
departments (e.g., NASA).
• TQM is no more relevant to any one type of organization than
any other; on the contrary, it is a philosophy appropriate to any
situation in which quality assurance is important.

64. Six Sigma vs. TQM
TQM Terminology Six Sigma Improvement
Terminology
•Identify the Project
•Establish the Cause
•Define
•Diagnose the Cause •Measure
•Analyze
•Remedy the Cause •Improve
•Hold the Gains •Control
•Replicate Results
•Nominate New Projects
•Replicate

65. Quality Management
• Quality management can be considered to have three main
components: quality control, quality assurance and quality
improvement.
• Quality management is focused not only on product quality, but
also the means to achieve it.
• Quality management therefore uses quality assurance and
control of processes as well as products to achieve more
consistent quality.

66. Quality Management System
• The International Organization for Standardization (ISO) created
the Quality Management System (QMS) standards in 1987.
• The last major revision was in the year 2008 and the series was
called ISO 9000:2000 series.
• are meant to certify the processes and the system of an
organization, not the product or service itself.
• ISO 9000 defines a QMS as:
“ Manag e m e nt syste m to dire ct and co ntro lan
o rg anizatio n with re g ard to q uality”

67. The Benefits of a QMS
• Encourages active and effective leadership
• Involves and empowers staff
• Staff will clearly understand their responsibilities
• Ensures consistency
• Focuses on root cause of problems

68. …Thank You