Six Sigma

-A Methodology and Process

Presented by: Angela Fang

April 25, 2005
 Outline
 Six Sigma process improvement
methodology: DMAIC
 Six Sigma process design methodology:
DFSS
 Six Sigma & CMM/CMMI integration
 References

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 Six Sigma Methodologies
 Six Sigma is divided into methodologies:
– DMAIC (Define-Measure-Analyze-Improve-
Control)
 Improvement methodology for existing processes
and performance. [1,2]
– DFSS (Design For Six Sigma)
 A methodology of the design of new products or
services, with a six sigma capability and
performance. [3]

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 DMAIC-1
 Define [4] (What is important?)
– Baselining and benchmarking processes
– Decomposing processes into sub-processes
– Specifying customer satisfaction goals/sub-goals
(requirements)
 Support tools (SW related) for Define step:
– Benchmarking
– Baseline
– Voice of Customer (Win Win)
– Voice of Business (Win Win)
– Quality Function Deployment & etc.

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 Quality Function Deployment
(TCS)

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 DMAIC-2
 Measure (How are we doing?)
– Identifying relevant metrics based on engineering
principles and models [4]
 Performance measurement: throughput, quality (statistically,
mean and variation) [6]
 Cost (currency, time, and resource) [6]
 Other example of measurement: response times, cycle times,
transaction rates, access frequencies, and user defined
thresholds [5]
 Support tools [4] for Measure step:
– 7 Basic tools [1]: Flow chart, Check Sheets, Pareto
diagrams, Cause/Effect diagrams, Histograms, and
Statistical Process Control (SPC).
– Defect Metrics
– Data Collection Forms, Plan, Logistics
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 DMAIC-3
 Analyze (What’s wrong?)
– Evaluate the data/information for trends, patterns,
causal relationships and “root cause” [4]
– Example: Defect analysis, and Analysis of variance [6]
– Determine candidate improvements [6]
 Support tools [4] for Analyze step:
– Cause/Effect diagram
– Failure Modes & Effects Analysis
– Decision & Risk Analysis
– Statistical Inference
– Control Charts
– Capability Analysis and etc.
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 Failure mode & effects
analysis (TCS)

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 Capability Analysis (TCS)

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 DMAIC-4
 Improve (What needs to be done?)
– Making prototype or initial improvement [6]
– Measure and compare the results with the simulation
results [6]
– Iterations taken between Measure-Analyze-Improve
steps to achieve the target level of performance [4]
 Support tools for Improve step:
– Design of Experiments
– Modeling
– Tolerancing
– Robust Design

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 DMAIC-5
 Control (How do we guarantee
performance?)
– Ensuring measurements are put into place to
maintain improvements [1]
 Support tools [4] for Control step:
– Statistical Controls: Control Charts, Time
Series methods
– Non-Statistical Controls: Procedural adherence,
Performance Mgmt., Preventive activities

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 Control Chart (TCS)

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 DFSS
 Design For Six Sigma (DFSS) [3]
– A rigorous approach to the design of a new product or
service
– The goals:
 Reduce delivery time and development cost and
 Increase the effectiveness of the product or service and hence
customer satisfaction.
– Key elements:
 A customer focus and the ability to measure quality using the
six sigma metric and philosophy
 Appropriate design that delivers excitement without failure,
and does so to budget and expectation
 An overarching business strategy and management that brings
out the very best for organic growth, through the repeated and
regular launch and successful development of new products
and services
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 DFSS-2

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 DMAIC vs. DFSS in timeline

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 Six Sigma vs. CMM/CMMI
 Common goals:Defect prevention, quality
management, process improvement, process
control
 Unique characteristics:
– Six Sigma:
 Not domain specific

 Not include any process mode

 Data-driven / measurement-drive

 Customer-centric

– SW-CMM/CMMI
 Model based approach
 Defined basic process infrastructure
 Organization level in level 4 and 5
 Lack of standard metrics
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 Integration of Six Sigma and
CMM/CMMI-1 [4]
 Level 1 & 2: Not applicable, no way to achieve
“defect free” at these levels
 Level 3: might be able to start applying Six Sigma
– Organizational Process Definition, Organizational
Process Focus, Requirements Development, Risk
Management, Validation, Verification
 Level 4 & 5: Organization maturity level, which
implies an ability to leverage established
measurement practices; accomplishment of true
“Six Sigma” performance becomes a relevant goal.
– Organizational Process Performance
– Organizational Innovation and Deployment
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 Integration of Six Sigma and
CMM/CMMI-2 [4]
 Successful examples [6,7,8] of using Six
Sigma and CMM/CMMI:
– Motorola, IBM, Tata Consultancy Services
(TCS), Honeywell, and PS&J Software Six
Sigma

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 References
 [1] Ferrin, David M., Martin J. Miller, and David Muthler, “Six Sigma and
Simulation, So What’s the Correlation?” Proceedings of the 2002 Winter
Simulation Conference, December 2002, ACM
 [2] PS&J Software Six Sigma, “Six Sigma, the CMM, and the CMMI.”
http://www.softwaresixsigma.com/CMM_A_SixSigma.htm
 [3] Tennant, Geoff, “Design for Six Sigma: Launching New Products and
Services without Failure,” Gower Publishing Limited, 2002
 [4] Sivly, Jeannine, SEI, “Six Sigma, Software Technology Roadmap.”
http://www.sei.cum.edu/str/descriptions/sigma6_body.html
 [5] Biehl, Richard E., “Six Sigma for Software.” IEEE Software, March/April
2004
 [6] Shere, Kenneth D., The Aerospace Corporation, “Comapring Lean Six
Sigma to the Capability Maturity Model.” CrossTalk, The Journal of Defense
Software Engineering, Sep. 2003.
http://www.stsc.hill.af.mil/crosstalk/2003/09/0309shere.html
 [7] Anthes, Gary H., “Quality Model Mania.” Computerworld, March 2004
 [8] Keeni, Gargi, and Mala Murugappan, “Blending CMM and Six Sigma to
Meet Business Goals.” IEEE Software, March/April 2003
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