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http://www.docstoc.com/docs/22501837/six-sigma-ppt http://www.universalteacherpublications.com/mba/finalproject.htm Six Sigma is a business management strategy originally developed by Motorola, USA in 1986.

[1][2] As of 2010, it is widely used in many sectors of industry. 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.[3] 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.[3] Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction and/or profit increase).[3] The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield, or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects (3.4 defects per million). Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a byword for the management and engineering practices used to achieve it.

Contents
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1 Historical overview 2 Methods o 2.1 DMAIC o 2.2 DMADV or DFSS o 2.3 Quality management tools and methods used in Six Sigma 3 Implementation roles o 3.1 Certification 4 Origin and meaning of the term "six sigma process" o 4.1 Role of the 1.5 sigma shift o 4.2 Sigma levels 5 Software used for Six Sigma 6 Application 7 Criticism o 7.1 Lack of originality o 7.2 Role of consultants o 7.3 Potential negative effects o 7.4 Lack of Proof of evidence of its success

7.5 Based on arbitrary standards 7.6 Measurement errors and restrictions for time depending defects 7.7 Criticism of the 1.5 sigma shift 8 See also 9 References
o o o

10 Further reading

[edit] Historical overview


Six Sigma originated as a set of practices designed to improve manufacturing processes and eliminate defects, but its application was subsequently extended to other types of business processes as well.[4] In Six Sigma, a defect is defined as any process output that does not meet customer specifications, or that could lead to creating an output that does not meet customer specifications.[3] The core of Six Sigma was born at Motorola in the 1970s out of senior executive Art Sundry's criticism of Motorolas bad quality.[5] As a result of this criticism, the company discovered a connection between increases in quality and decreases in costs of production. At that time, the prevailing view was that quality costs extra money. In fact, it reduced total costs by driving down the costs for repair or control.[6] Bill Smith subsequently formulated the particulars of the methodology at Motorola in 1986.[1] Six Sigma was heavily inspired by the quality improvement methodologies of the six preceding decades, such as quality control, Total Quality Management (TQM), and Zero Defects,[7][8] based on the work of pioneers such as Shewhart, Deming, Juran, Ishikawa, Taguchi and others. Like its predecessors, Six Sigma doctrine asserts that:

Continuous efforts to achieve stable and predictable process results (i.e., reduce process variation) are of vital importance to business success. Manufacturing and business processes have characteristics that can be measured, analyzed, improved and controlled. Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.

Features that set Six Sigma apart from previous quality improvement initiatives include:

A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project.[3] An increased emphasis on strong and passionate management leadership and support.[3] A special infrastructure of "Champions," "Master Black Belts," "Black Belts," "Green Belts", etc. to lead and implement the Six Sigma approach.[3]

A clear commitment to making decisions on the basis of verifiable data, rather than assumptions and guesswork.[3]

The term "Six Sigma" comes from a field of statistics known as process capability studies. Originally, it referred to the ability of manufacturing processes to produce a very high proportion of output within specification. Processes that operate with "six sigma quality" over the short term are assumed to produce long-term defect levels below 3.4 defects per million opportunities (DPMO).[9][10] Six Sigma's implicit goal is to improve all processes to that level of quality or better. Six Sigma is a registered service mark and trademark of Motorola Inc.[11] As of 2006 Motorola reported over US$17 billion in savings[12] from Six Sigma. Other early adopters of Six Sigma who achieved well-publicized success include Honeywell (previously known as AlliedSignal) and General Electric, where Jack Welch introduced the method. [13] By the late 1990s, about two-thirds of the Fortune 500 organizations had begun Six Sigma initiatives with the aim of reducing costs and improving quality.[14] In recent years, some practitioners have combined Six Sigma ideas with lean manufacturing to create a methodology named Lean Six Sigma.[15] The Lean Six Sigma methodology views lean manufacturing, which addresses process flow and waste issues, and Six Sigma, with its focus on variation and design, as complementary disciplines aimed at promoting "business and operational excellence".[15] Companies such as IBM use Lean Six Sigma to focus transformation efforts not just on efficiency but also on growth. It serves as a foundation for innovation throughout the organization, from manufacturing and software development to sales and service delivery functions.

[edit] Methods
Six Sigma projects follow two project methodologies inspired by Deming's Plan-DoCheck-Act Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC and DMADV.[14]

DMAIC is used for projects aimed at improving an existing business process.[14] DMAIC is pronounced as "duh-may-ick". DMADV is used for projects aimed at creating new product or process designs.[14] DMADV is pronounced as "duh-mad-vee".

[edit] DMAIC
The DMAIC project methodology has five phases:

Define the problem, the voice of the customer, and the project goals, specifically. Measure key aspects of the current process and collect relevant data. Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation.

Improve or optimize the current process based upon data analysis using techniques such as design of experiments, poka yoke or mistake proofing, and standard work to create a new, future state process. Set up pilot runs to establish process capability. Control the future state process to ensure that any deviations from target are corrected before they result in defects. Implement control systems such as statistical process control, production boards , visual workplaces, and continuously monitor the process.

[edit] DMADV or DFSS


The DMADV project methodology, also known as DFSS ("Design For Six Sigma"),[14] features five phases:

Define design goals that are consistent with customer demands and the enterprise strategy. Measure and identify CTQs (characteristics that are Critical To Quality), product capabilities, production process capability, and risks. Analyze to develop and design alternatives, create a high-level design and evaluate design capability to select the best design. Design details, optimize the design, and plan for design verification. This phase may require simulations. Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s).

[edit] Quality management tools and methods used in Six Sigma


Within the individual phases of a DMAIC or DMADV project, Six Sigma utilizes many established quality-management tools that are also used outside of Six Sigma. The following table shows an overview of the main methods used.

5 Whys Accelerated life testing Analysis of variance ANOVA Gauge R&R Axiomatic design Business Process Mapping Cause & effects diagram (also known as fishbone or Ishikawa diagram) Check sheet Chi-squared test of independence and fits Control chart Correlation Cost-benefit analysis

Pareto analysis Pareto chart Pick chart Process capability Quality Function Deployment (QFD) Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems Regression analysis Root cause analysis Run charts Scatter diagram SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers) Stratification

CTQ tree Design of experiments Failure mode and effects analysis (FMEA) General linear model Histograms

Taguchi methods Taguchi Loss Function TRIZ

[edit] Implementation roles


One key innovation of Six Sigma involves the "professionalizing" of quality management functions. Prior to Six Sigma, quality management in practice was largely relegated to the production floor and to statisticians in a separate quality department. Formal Six Sigma programs adopt a ranking terminology (similar to some martial arts systems) to define a hierarchy (and career path) that cuts across all business functions. Six Sigma identifies several key roles for its successful implementation.[16]

Executive Leadership includes the CEO and other members of top management. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements. Champions take responsibility for Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from upper management. Champions also act as mentors to Black Belts. Master Black Belts, identified by champions, act as in-house coaches on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from statistical tasks, they spend their time on ensuring consistent application of Six Sigma across various functions and departments. Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma. Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities, operating under the guidance of Black Belts.

Some organizations use additional belt colours, such as Yellow Belts, for employees that have basic training in Six Sigma tools and generally participate in projects and 'white belts' for those locally trained in the concepts but do not participate in the project team.[17]

[edit] Certification
Corporations such as early Six Sigma pioneers General Electric and Motorola developed certification programs as part of their Six Sigma implementation, verifying individuals' command of the Six Sigma methods at the relevant skill level (Green Belt, Black Belt

etc.). Following this approach, many organizations in the 1990s starting offering Six Sigma certifications to their employees.[14][18] Criteria for Green Belt and Black Belt certification vary; some companies simply require participation in a course and a Six Sigma project.[18] There is no standard certification body, and different certification services are offered by various quality associations and other providers against a fee.[19][20] The American Society for Quality for example requires Black Belt applicants to pass a written exam and to provide a signed affidavit stating that they have completed two projects, or one project combined with three years' practical experience in the body of knowledge.[18][21] The International Quality Federation offers an online certification exam that organizations can use for their internal certification programs; it is statistically more demanding than the ASQ certification.[18][20] Other providers offering certification services include the Juran Institute, Six Sigma Qualtec, Air Academy Associates and others.[19]

[edit] Origin and meaning of the term "six sigma process"

Graph of the normal distribution, which underlies the statistical assumptions of the Six Sigma model. The Greek letter (sigma) marks the distance on the horizontal axis between the mean, , and the curve's inflection point. The greater this distance, the greater is the spread of values encountered. For the curve shown above, = 0 and = 1. The upper and lower specification limits (USL, LSL) are at a distance of 6 from the mean. Because of the properties of the normal distribution, values lying that far away from the mean are extremely unlikely. Even if the mean were to move right or left by 1.5 at some point in the future (1.5 sigma shift), there is still a good safety cushion. This is why Six Sigma aims to have processes where the mean is at least 6 away from the nearest specification limit. The term "six sigma process" comes from the notion that if one has six standard deviations between the process mean and the nearest specification limit, as shown in the graph, practically no items will fail to meet specifications.[10] This is based on the calculation method employed in process capability studies. Capability studies measure the number of standard deviations between the process mean and the nearest specification limit in sigma units. As process standard deviation goes up,

or the mean of the process moves away from the center of the tolerance, fewer standard deviations will fit between the mean and the nearest specification limit, decreasing the sigma number and increasing the likelihood of items outside specification.[10]

[edit] Role of the 1.5 sigma shift


Experience has shown that processes usually do not perform as well in the long term as they do in the short term.[10] As a result, the number of sigmas that will fit between the process mean and the nearest specification limit may well drop over time, compared to an initial short-term study.[10] To account for this real-life increase in process variation over time, an empirically-based 1.5 sigma shift is introduced into the calculation.[10][22] According to this idea, a process that fits 6 sigma between the process mean and the nearest specification limit in a short-term study will in the long term fit only 4.5 sigma either because the process mean will move over time, or because the long-term standard deviation of the process will be greater than that observed in the short term, or both.[10] Hence the widely accepted definition of a six sigma process is a process that produces 3.4 defective parts per million opportunities (DPMO). This is based on the fact that a process that is normally distributed will have 3.4 parts per million beyond a point that is 4.5 standard deviations above or below the mean (one-sided capability study).[10] So the 3.4 DPMO of a six sigma process in fact corresponds to 4.5 sigma, namely 6 sigma minus the 1.5-sigma shift introduced to account for long-term variation.[10] This allows for the fact that special causes may result in a deterioration in process performance over time, and is designed to prevent underestimation of the defect levels likely to be encountered in reallife operation.[10]

[edit] Sigma levels

A control chart depicting a process that experienced a 1.5 sigma drift in the process mean toward the upper specification limit starting at midnight. Control charts are used to maintain 6 sigma quality by signaling when quality professionals should investigate a process to find and eliminate special-cause variation. See also: Three sigma rule The table[23][24] below gives long-term DPMO values corresponding to various short-term sigma levels. It must be understood that these figures assume that the process mean will shift by 1.5 sigma toward the side with the critical specification limit. In other words, they assume that after the initial study determining the short-term sigma level, the long-term Cpk value will turn out to be 0.5 less than the short-term Cpk value. So, for example, the DPMO figure given for 1 sigma assumes that the long-term process mean will be 0.5 sigma beyond the specification limit (Cpk = 0.17), rather than 1 sigma within it, as it was in the short-term study (Cpk = 0.33). Note that the defect percentages indicate only defects exceeding the specification limit to which the process mean is nearest. Defects beyond the far specification limit are not included in the percentages. Sigma level DPMO Percent defective Percentage yield Short-term Cpk Long-term Cpk 1 691,462 69% 31% 0.33 0.17 2 308,538 31% 69% 0.67 0.17 3 66,807 6.7% 93.3% 1.00 0.5 4 6,210 0.62% 99.38% 1.33 0.83 5 233 0.023% 99.977% 1.67 1.17 6 3.4 0.00034% 99.99966% 2.00 1.5 7 0.019 0.0000019% 99.9999981% 2.33 1.83

[edit] Software used for Six Sigma


Main article: List of Six Sigma software packages

[edit] Application
Main article: List of Six Sigma companies Six Sigma mostly finds application in large organizations.[25] An important factor in the spread of Six Sigma was GE's 1998 announcement of $350 million in savings thanks to Six Sigma, a figure that later grew to more than $1 billion.[25] According to industry consultants like Thomas Pyzdek and John Kullmann, companies with fewer than 500 employees are less suited to Six Sigma implementation, or need to adapt the standard approach to make it work for them.[25] This is due both to the infrastructure of Black Belts that Six Sigma requires, and to the fact that large organizations present more opportunities for the kinds of improvements Six Sigma is suited to bringing about.[25]

[edit] Criticism
[edit] Lack of originality
Noted quality expert Joseph M. Juran has described Six Sigma as "a basic version of quality improvement", stating that "there is nothing new there. It includes what we used to call facilitators. They've adopted more flamboyant terms, like belts with different colors. I think that concept has merit to set apart, to create specialists who can be very helpful. Again, that's not a new idea. The American Society for Quality long ago established certificates, such as for reliability engineers."[26]

[edit] Role of consultants


The use of "Black Belts" as itinerant change agents has (controversially) fostered an industry of training and certification. Critics argue there is overselling of Six Sigma by too great a number of consulting firms, many of which claim expertise in Six Sigma when they have only a rudimentary understanding of the tools and techniques involved.[3]

[edit] Potential negative effects


A Fortune article stated that "of 58 large companies that have announced Six Sigma programs, 91 percent have trailed the S&P 500 since". The statement was attributed to "an analysis by Charles Holland of consulting firm Qualpro (which espouses a competing quality-improvement process)."[27] The summary of the article is that Six Sigma is effective at what it is intended to do, but that it is "narrowly designed to fix an existing process" and does not help in "coming up with new products or disruptive technologies." Advocates of Six Sigma have argued that many of these claims are in error or illinformed.[28][29] A BusinessWeek article says that James McNerney's introduction of Six Sigma at 3M had the effect of stifling creativity and reports its removal from the research function. It cites two Wharton School professors who say that Six Sigma leads to incremental innovation at the expense of blue skies research.[30] This phenomenon is further explored in the book, Going Lean, which describes a related approach known as lean dynamics and provides data to show that Ford's "6 Sigma" program did little to change its fortunes.[31]

[edit] Lack of Proof of evidence of its success


In articles and specially on Internet sites and in text books "claims" are made about the huge successes and millions of dollars that 6-Sigma has saved. 6 sigma seems to be a "silver bullet" method. But, there seems - somehow ironic - no trustworthy evidence for this: "probably more to the Six Sigma literature than concepts, relates to the evidence for Six Sigmas success. So far, documented case studies using the Six Sigma methods are

presented as the strongest evidence for its success. However, looking at these documented cases, and apart from a few that are detailed from the experience of leading organizations like GE and Motorola, most cases are not documented in a systemic or academic manner. In fact, the majority are case studies illustrated on websites, and are, at best, sketchy. They provide no mention of any specific Six Sigma methods that were used to resolve the problems. It has been argued that by relying on the Six Sigma criteria, management is lulled into the idea that something is being done about quality, whereas any resulting improvement is accidental (Latzko 1995). Thus, when looking at the evidence put forward for Six Sigma success, mostly by consultants and people with vested interests, the question that begs to be asked is: are we making a true improvement with Six Sigma methods or just getting skilled at telling stories? Everyone seems to believe that we are making true improvements, but there is some way to go to document these empirically and clarify the casual relations."
[32]

[edit] Based on arbitrary standards


While 3.4 defects per million opportunities might work well for certain products/processes, it might not operate optimally or cost effectively for others. A pacemaker process might need higher standards, for example, whereas a direct mail advertising campaign might need lower standards. The basis and justification for choosing 6 (as opposed to 5 or 7, for example) as the number of standard deviations, together with the 1.5 sigma shift is not clearly explained. In addition, the Six Sigma model assumes that the process data always conform to the normal distribution. The calculation of defect rates for situations where the normal distribution model does not apply is not properly addressed in the current Six Sigma literature. This specially counts for reliability related defects and other not time invariant problems. The IEC, ARP, ENISO, DIN and other (inter)national standardization organizations have not created standards for the Six Sigma process. This might be the reason that it became a dominant domain of consultants (see critics above). [3].

[edit] Measurement errors and restrictions for time depending defects


The measurement of performance is in most analysis of Six-sigma done by sampling. This introduces sometimes relevant uncertainty in the parameters. Not much can be found about these errors in literature. Decisions should be based on all information. This specially counts for defects with very broad, non-normal and difficult to measure failure distributions over time, e.g. the Reliability of parts or systems. Measurement is here not "time invariant" (Opposite to for example the manufactured diameter of an shaft assuming that it does not change over time). No easy measurements can be taken for reliability defects on time to make a "six-sigma" type of program effective. Reliability engineering and Quality engineering must not be treated as being one and the same type of engineering.[3]

There are important links and input and output is required, but an indiscreet mixture of those disciplines might result in program failure. [33] An example related to this confusion is people asking the question: "99% functional reliability of this item over 10 years time, how much sigma levels is this...?" Six-Sigma was developed originally as a manufacturing based Quality tool and might the best suited - on its own or as the main framework - for unReliability related problems [3]

[edit] Criticism of the 1.5 sigma shift


The statistician Donald J. Wheeler has dismissed the 1.5 sigma shift as "goofy" because of its arbitrary nature.[34] Its universal applicability is seen as doubtful.[3] The 1.5 sigma shift has also become contentious because it results in stated "sigma levels" that reflect short-term rather than long-term performance: a process that has longterm defect levels corresponding to 4.5 sigma performance is, by Six Sigma convention, described as a "six sigma process."[10][35] The accepted Six Sigma scoring system thus cannot be equated to actual normal distribution probabilities for the stated number of standard deviations, and this has been a key bone of contention about how Six Sigma measures are defined.[35] The fact that it is rarely explained that a "6 sigma" process will have long-term defect rates corresponding to 4.5 sigma performance rather than actual 6 sigma performance has led several commentators to express the opinion that Six Sigma is a confidence trick.[10]

Six Sigma Core Concepts


Written By: Six Sigma Training Assistant 5-10-2007 Categorized in: Six Sigma History

By and large, customers dont judge a product by averages like performance but by what they actually get out of each product. Overall customer satisfaction rests heavily on the consistency with which the products are delivered. This is a result of the combination of reduced process variation and improved process capability.

The Core Concept Of Six Sigma

Today Six Sigma core concepts concentrate around defects and process variations. Defects are measured by metrics known as DPMO, defects per million opportunities. We can think of defects as offsets from the standard. Nothing is subjective, as all parameters are quantifiable. Basic measurable dimensions include time/delivery, cost/price, quality etc. In industry jargon these are called Critical to Delivery (CTD), Critical to Price (CTP) and Critical to Quality (CTQ), respectively. Each of these has a different significance to different industries, which needs to be identified before embarking on Six Sigma implementation.

What comes under the microscope next is the measurement system. Common sense tells us that a little element of subjectivity is present in all man-made measurements. For example, the some singers may be marginally better than others. A group of observers will score each singer a little differently, even if standards for performance have been established. Thus the criteria for an individuals passing or failing is purely subjective, exposing the chinks in the measurement system. It is this way with companies relationships with customers as well.

Process Variability is the second Six Sigma core concept. The more variability in a process the larger the probability for a defect somewhere. At the heart of this concept is elimination of variation of process for defect removal. For example, if a carriage takes 40 minutes to transport a 5-ton load a distance of 10 miles at 99.9997% defect free Six Sigma, a four sigma will take 45 minutes to cover the same distance per same load but at 99.94% defect free. It might appear that 99.94% is quite good if this is your conclusion, you will need to think again. Taking Six Sigma concepts into account, this equals a 20% defect in the product, which passes on to the customer.

The concept of Six Sigma is to improve the existing methodology or create a new, defect- free methodology for production. This is achieved through a methodology known as DMAIC, which is an acronym for Define opportunities, Measure performance, Analyze opportunity, Improve performance, Control performance. DFSS is the design for Six Sigma principles. Black and green belts evaluate the whole system and various fixes are chosen to be implemented.

The basic frame-work of six sigma

Define
The first phase is Define. During the Define phase, a team and its sponsors reach agreement on what the project is and what it should accomplish. Presuming that a draft of the Project Charter is already in place, the main work in the Define phase is for the project team to complete an analysis of what the project should accomplish and confirm understanding with the sponsor(s). They should agree on the problem, which customers are affected, and how the current process or outcomes fail to meet their customers needs through Voice of the Customer or Critical-To-Quality (CTQ).

Measure
One of the major benefits of Six Sigma is its demand for a fact-based and data-driven analytical approach. Most other improvement methodologies, including Lean, tend to attempt process improvement without sufficient data to understand the underlying causes of the problem. The result is typically many quick-hit projects with short-lived or

disappointing results. Combining data with knowledge and experience is what separates true improvement from mere process tinkering. One of the goals of the Measure phase is to pin-point the location or source of a problem as precisely as possible by building a factual understanding of existing process conditions. That knowledge helps you narrow the range of potential causes requiring investigation in the Analyze phase. An important part of Measure is to establish a baseline capability level.

Analyze
The Measure phase has identified the baseline performance of the process. By stratifying (sequenced in order of ranks or order) the data in the baseline performance, it becomes possible to pinpoint the location or source of problems by building a factual understanding of existing process conditions and problems. That helps to focus the problem statement. In the Analyze phase you will develop theories of root causes, confirm the theories with data, and finally identify the root cause(s) of the problem. The verified cause(s) will then form the basis for solutions in the Improve phase.

Improve
The sole purpose of the Improve phase is to demonstrate, with fact and data, that your solutions solve the problem. Your organization will make changes in a process that will eliminate the defects, waste, and unnecessary costs that are linked to the customer need identified during the Define phase. Tools and strategies you will find for the Improve phase will include solution matrices that link brainstormed solution alternatives to customer needs and the project purpose, and methods for implementing desired solutions.

Control
During the Improve phase, the solution is piloted, and plans are made for full scale implementation. Putting a solution in place can fix a problem for the moment, but the activities in the Control phase are designed to insure that the problem does not reoccur and that the new processes can be further improved over time.

In Conclusion
In the next post, Ill explain the framework within which Lean is applied, Plan-DoCheck-Act (PDCA) and the A3 Format. Then, after that post, Ill show how PDCA and DMAIC can be integrated; in other words, integrating Lean and Six Sigma in a practical way that can add value and help the organization. Under a Six Sigma program, members of an organization are assigned specific roles to play, each with a title. This highly structured format is necessary in order to implement Six Sigma throughout the organization.

There are seven specific responsibilities or "role areas" in the Six Sigma program. These are:

Leadership:
A leadership team or council defines the goals and objectives in the Six Sigma process. Just as a corporate leader sets a tone and course to achieve an objective, the Six Sigma council sets out the goals to be met by the team. Here is the list of leadership Council Responsibilities,

Define the purpose the Six Sigma Program. Explain how the result is going to benefit the customer. Set a schedule for work and interim deadlines. Develop a means for review and oversight. Support team members and defend established positions.

Sponsor:
Six Sigma sponsor are high-level individuals who understand Six Sigma and are committed to its success. The individual in the sponsor role acts as a problem solver for the ongoing Six Sigma project. Six Sigma will be lead by a full-time, high-level champion, such as an Executive Vice President. Sponsors are owners of processes and systems who help initiate and coordinate Six Sigma improvement activities in their areas of responsibilities.

Implementation leader:
The person responsible for supervising the Six Sigma team effort, who supports the leadership council by ensuring that the work of the team is completed in the desired manner. Implementation leader ensuring success of the implementation plan and solving problems as they arise, training as needed, and assisting sponsors in motivating the team.

Coach:
The Six Sigma expert or consultant who sets a schedule, defines results of a project, and who mediates conflicts or deals with resistance to the program. Duties include working as go-between for sponsor and leadership, scheduling the work of the team, identifying and defining desired results of the project, mediating disagreements, conflicts, and resistance to the program and identifying success as it occurs.

Team leader:
The individual responsible for overseeing the work of the team and for acting as gobetween with the sponsor and the team members. Responsibilities include communication with the sponsor in defining project goals and rationale, picking and assisting team members and other resources, keeping the project on schedule, and keeping track of steps in the process as they are completed.

Team member:
An employee who works on a Six Sigma project, given specific duties within a project, and deadlines to meet in reaching specific project goals. The team members execute specific Six Sigma assignments and work with other members of the team within a defined project schedule, to reach specifically identified goals.

Process owner:
The individual who takes on responsibility for a process after a Six Sigma team has completed its work.

Extended Definitions of Roles - Belt Colors


Many labels have evolved over the years that Six Sigma has been in use. The assignment of belt colors to various roles is derived from the obvious source, martial arts. Based on experience and expertese following roles have evolved. NOTE: The belt names are one tool for defining levels of expertise and experience. They do not change or replace the organizational roles in the Six Sigma process.

Black Belt:
The person possessing this belt has achieved the highest skill level and is an experienced expert in various techniques. As applied to the Six Sigma program, the individual designated as a Black Belt will have completed a thorough internal training program and have experienced work on several projects. The black belt holder is usually given the role of team leader, the person who is responsible for execution and scheduling.

Master Black Belt:


A person who is available to consult with the team or its leadership but who is not a direct member of the team itself. This may be the equivalent of the role played by the coach, or for more technical and complex projects. The Master Black Belt is available to answer procedural questions and to resolve the technical issues that come up.

Green Belt:
The Green Belt designation can also belong to the team leader or to a member of the team working directly with the team leader. A Green belt is less experienced than the Black Belt but is cast in a key role within the team.

Problem Solving With Six Sigma Root Cause Analysis


Written By: Six Sigma Training Assistant 4-6-2008 Categorized in: Six Sigma Tools & Metrics

This is applicable all the more so for businesses that just cannot afford to keep solving the same types of problems over and over again and deriving satisfaction from such dubious achievements. So what is the right approach to problem solving? Well, for that you just need to have a look at the time-tested Six Sigma root cause analysis tool that stresses locating and eliminating the root causes of the problem rather than finding quick-fix solutions. In effect, it basically helps businesses to find long-lasting solutions for all types of problems that occur repeatedly when left unchecked in their natural state. For better understanding, let us discuss how exactly does the Six Sigma root cause analysis tool helps businesses to find the most appropriate solutions. Defining and Measuring the Problem The first step in the root cause analysis process deals with the identification and measurement of the problem. In this step, all the various aspects are considered such as when exactly does the problem occur, where exactly it occurs, what damage potential

does it have, why exactly does the business needs to solve the problem and how will the business benefit by solving the problem. All this is usually done by comparing the VOC (Voice of the Customer) that represents customer expectations and the VOP (Voice of the Process) that represents what customers are currently receiving. Using this approach helps businesses to devise effective solutions that are in line with customer needs and requirements. Finding the Root Causes and Devising Effective Solutions After identifying the problem, the next step deals with finding the root causes and also understanding their relationship with each other. This is usually done by collecting sample data related to the problem and consequently using the root cause analysis tool for finding the main factors responsible for the defined problem. This step also deals with finding the most appropriate solutions that not only solve the given problem, but also ensure that the problem does not reoccur in the near future. Usually multiple solutions are suggested and put through advanced simulation tests to check their applicability. From among these, the solution that best fits the bill is selected for final implementation. Implementing and Controlling A business may have zeroed in on the most appropriate solution, but its responsibilities do not end there. Its because the business still needs to implement the solution and put in place control systems that will help in verifying the success or failure of the implemented solution. It is only when the implemented solution passes the control tests can the business claim success for its problem solving initiatives. Problems are inherent to business processes, and no tool or technique can ever claim to eliminate the occurrence of new problems. Six Sigma root cause analysis is preferred because it at least ensures that existing problems do not reoccur and are resolved in the most appropriate manner.

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