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Six Sigma Tools, Techniques,

and Resources

Contact: www.effectivenessgroup.com

1.813.929.8566 | Fax 1.813.995.2933

John Hutto, President and CEO

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EG Six Sigma Overview, Rev. 05.30.07

Some Six Sigma Tools,

Techniques, and Resources

he ollowing pages provide some common tools and techniques or conducting Six

Sigma projects. Summaries o many more techniques are available in George, Michael

L., et al.Te Lean Six Sigma Pocket oolbook. New York: McGraw-Hill, 2005. Also

recommended are

Gygi, Craig, et al. Six Sigma for Dummies. Hoboken, NJ: Wiley, 2005.

Gygi, Craig, et al. Six Sigma Workbook for Dummies. Hoboken, NJ: Wiley, 2006.

Brue, Greg, and Rod Howes. Six Sigma: Te McGraw-Hill 36-Hour Course. New York:

McGraw-Hill, 2006.

Pyzdek, Tomas. Te Six Sigma Project Planner: a Step-by-Step Guide to Leading a Six Sigma

Project Trough DMAIC. New York: McGraw-Hill, 2003.

Pyzdek, Tomas. Te Six Sigma Handbook: A Complete Guide for Green Belts, Black Belts,

and Managers at All Lvels. Rev. ed. New York: McGraw-Hill, 2003. [Tis is the denitive,

indispensible handbook to Six Sigma.]

Levine, David M. Statistics for Six Sigma Green Belts, with Minitab and JMP. Upper Saddle

River, NJ: Prentice Hall, 2006.

i

he current average industry runs at our sigma, which corresponds to 6210 deects

per million opportunities. Depending on the exact denition o deect in payroll

processing, or example, this sigma level could be interpreted as 6 out o every 1000

paychecks having an error. As our sigma is the average current perormance, there are industry

sectors running above and below this value. Internal Revenue Service (IRS) phone-in tax

advice, or instance, runs at roughly two sigma, which corresponds to 308,537 errors per million

opportunities. Again, depending on the exact denition o deect, this could be interpreted as

30 out o 100 phone calls resulting in erroneous tax advice. (wo Sigma perormance is where

many noncompetitive companies run.) On the other extreme, domestic (U.S.) airline fight

atality rates run at better than six sigma, which could be interpreted as ewer than 3.4 atalities

per million passengers - that is, ewer than 0.00034 atalities per 100 passengers.

Source: Carnegie Mellon Sotware Engineering Institute, 2001. http://www.sei.cmu.edu/str/

descriptions/sigma6_body.html

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Tree

Voices

Scorecard

Process

Requirin

gImprovement

Voiceothe

Custo

mer

(VOC)

Impact

VoiceotheProcess

(VOP)Impa

ct

Voiceothe

Business

(VOB)Impact

Overa

llRan

king

1=very

littleimp

act;=

littleimpact;3=moderateimpact;4=

high

orsignicantimpact;5=very

highorsign

cantimpactimpact

Prepare

dby

Date

Scoring:V

OCVOP

VOB=

Overa

lRan

king

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SIPO

CDiagram

Suppliers

Inputs

Process

Outputs

Customers

Requirements

Step

1

Step

2

Step

3

Step

4

Step

5

Step

6

Step

7

Step

8

Step

9

Process

Flow

Cha

rtAttac

hed

C&EMa

trixAttac

hed

Prepare

dby

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Fai

lureM

odes

EfectsAna

lysis:F

MEA

StepinProcess

P

otentiua

lFai

lure

Mode

PotentialFai

lure

Efe

cts

PotentialCauses

CurentControls

Process

Flow

ChartAttac

hed

Prepare

dby

Date

P

rocess

Name

Severity

Occurence

Detection

RPN

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