Six Sigma Overview

Presented by:<<Name>><<Title>>

<<Organisation>>

Agenda

• What is Six Sigma?• History of Six Sigma• Six Sigma Methodology• When to use Six Sigma?• Different Six Sigma belts?• Why adopt Six Sigma?• Points of Attention?• Summary?

What is Six Sigma?

• A statistical measure of variation• Full Six Sigma equals 99.9997% accuracy• Methodology for improving key processes• A “tool box” of quality and management tools for

problem resolution• A business philosophy focusing on continuous

improvement• An organized process for structured analysis of

data

Processes

• Everything we do can be considered a process or part of a process

• Every process can be characterized by:– Average performance– Variation

• Processes are performing optimally when the result of the process is at the expected value (meaning there is minimal variation).

History of Six Sigma

• Motorola developed the Six Sigma methodology in the mid-1980’s as a result of recognizing that products with high first-pass yield rarely failed in use

• Statistical term dates back to the 1800’s (Carl Frederick Gauss)

Six Sigma Methodology

• D.M.A.I.C, (Define, Measure, Analyze, Improve, Control)

• Provides a logical sequence for applying existing problem solving tools and concepts

• Repackaging of existing tools and concepts• Various quality/management tools applied at

each step• Project sponsor review recommended at

conclusion of each step before moving to next step

Six Sigma Road MapD M A I C

Develop a vision

Collect baseline data on defects and possible cause

Create focused problem statement

Create possible solutions for root causes

Develop & document standard practices

Map the process

Plot defect data over time & analyze for special causes

Explore potential causes

Select solutions Train staff teams

Understand customer

needs

Create & stratify frequency plots & do Pareto analysis (80/20)

Calculate starting sigma level

Create detailed process maps

Organize potential causes

Collect data

Use statistical methods to

quantify cause & effect relationship

Develop plans

Pilot plans

Implementation

Measure results

Evaluate

Monitor performance

Create process for updating procedures

Summarize and communicate results

Recommend future plans

When to use Six Sigma?

• Unknown causes/situations

• Problems are common place and not well defined

• When “broad spectrum” approach is inappropriate

• When other problem solving methods fail

• In a complex situation with many variables

Six Sigma Belts

• 3 levels (or Belts)• Based on level of competence in understanding and

applying related tools– Green belt – basic analytical tools; works on less complex

projects– Black belt – emphasis on application and analysis; works

projects with help from Green belts– Master Black belt – understands application and statistical

theory behind application; trains other belts; leads project reviews

• Actual definition and competencies for each belt can vary by organization and training institutions

Why adopt Six Sigma?

• Defined process for problem solving

• Proven methodology to solve problems

• Consistency with results

• Focus on the “bottom line” which encourages credibility/support from the top of the organization

It’s not all Plain Sailing!• Adoption requires a

cultural change in order gain best results

• Top Management must be patient – there is no quick fix

• Six Sigma is about getting the right answer, not just any answer

Points of Attention • “Lies, damn lies,

and statistics” • CAVE people,

(Citizens Against Virtually Everything)

• Internal Sabotage.• Lack of

understanding• Fear of Change

There are more ways to

fail than to succeed!

Six Sigma Summary

• Its amazing what can be known when we look at data differently.

• DMAIC is not for every project• When applied correctly, DMAIC will

produce consistently better results than most other methods

• “New Culture” at many organizations today• Very marketable • A Six Sigma approach works!