1. Chapter 2 Six Sigma Installation

2. Six Sigma Leadership
Provides vision, direction, inspiration, and support
Planning, budgeting, organizing, staffing, directing, coaching, controlling, and reporting

3. Deployment Planning
Encourage executive management to own Six Sigma and link it with their business strategy.
Define stretch goals and quality metrics.
Establish common approaches for issues such as training and selection of people.
Capture and share knowledge.
Deploy methods to build and maintain momentum

4. Deployment Planning Executive Management Project Team All employees
Owns vision, direction Integration, results
Leads change
Project specific(PT)
All employees
6 Analyst
Line Mgmt
Understands vision
Applies concepts to job
Owns process
Implements solutions
Leads process
Helps Black Belts(PT)
Master Black Belts
Black Belts
Trains & coaches Black Belts & 6 Analysts (FT)
Trains & coaches project teams (FT)

5. Six Sigma Roadmap

6. Tools for Six Sigma - Define
Business case
Project desirability matrix
Problem objective – problem statement
Inferential statistics
Primary / Secondary metrics
Voice of customer
Process mapping

7. Tools for Six Sigma - Measure
XY matrix
Process analysis & FMEA
Data collection methods
Data integrity & accuracy
Basic statistics
Common distributions
Central-limit theorem
Sampling distribution of mean
Decision making
Non-normal data
Graphical: cause-effect diagram, check sheets, time-series charts, control charts, flowcharts
Graphical data analysis
Pareto chart
Histogram
Scatter diagram
Boxplot
Measurement system (Gage) analysis
Process capability assessment

8. Tools for Six Sigma - Analyze
Graphical data analysis
Multivariable analysis
Inferential statistics
Confidence intervals
Sample size
Hypothesis tests
t tests
Test for equal variance
Chi-square test
Proportion
Correlation
Regression – simple and multiple
Measure model relationships
Between variables
Binary logistics
Process modeling and simulation

9. Tools for Six Sigma - Improve
Hypothesis tests
ANOVA
Nonparametric tests
Contingency tables
Design of experiments(DOE)
Terminology
Plan & organize experiment
Design principles
One factor
Full factorial
Two-level factorial
Response surface methodology
Steepest ascent/descent
Advanced regression
Design for Six Sigma
Robust design & process
Functional requirements
Noise strategies
Tolerance design
Tolerance and process capabilityFull factorial
Two-level factorial
Pilot and tests

10. Tools for Six Sigma - Control
Solution selection
Solution implementation
Mistake proofing
Visible enterprise
Control plans
Human resources/training
Documentation
Monitoring
Response systems & structures
Control charts
Theory, objective
Variable selection
Rational subgrouping
Selection/application
Analysis
Moving average
Hypothesis tests
Process capability assessment
Best practice
Sharing/translation

11. Performance Metrics
Must have a meaningful, valid and reliable scale (frequency of occurrence, number of defects, $)
Must have a standard or goal
Compensation and other forms of recognition must be related to the performance goal for the metric
Should be reviewed on a regular basis throughout the organization.
Should be capable of being pooled horizontally and vertically within the enterprise
must be highly correlated with one or more of the 12 criteria for performance metrics at the business, operations, and/or process level of the organization.

12. 12 Criteria for Performance Metrics
Aligned
Owned
Predictive
Actionable
Minimal/Few in number
Simple/Easy to understand
Correlated/Balanced and Linked
Transformative
Standardized
Contextual/Context driven
Reinforced
Validated/Relevant

13. Design for Six Sigma (DFSS) Principles
DFSS focuses on reducing risk attributable to the design of a product, service, system, process, transaction, activity, or event.
Reduction in the relative number of risk opportunities and consequential exposures inherent in the functional performance and physical attributes of a design (customer satisfaction issues)
Reduction of the relative number of risk opportunities and consequential exposures associated with the "processing viability" of a design (provider satisfaction issues)

14. Processing for Six Sigma (PFSS) Principles
PFSS is concerned with reducing the value-related risk from the ongoing operation of systems, processes and supporting activities.
Objective is to reduce the consequences of a risk exposure
PFSS is used to improve process capability, cycle time, labor cost, inventory, and material cost.
The goal is to exercise the breakthrough strategy to the extent that each value opportunity related to the operation of a system or process experiences no more than 3.4 risk consequences per million value opportunities

15. Managing for Six Sigma (MFSS) Principles
MFSS is concerned with the creation, installation, initialization, and utilization of deployment plans, reporting systems, and implementation processes that support DFSS and PFSS.
The ultimate goal of MFSS is to attain best-in-class business performance by improving the operational capability and capacity of an organization at an annualized rate of approximately 78% (Six Sigma learning curve)