1. Demystifying 6

2. Disciplined Process Management
What is Six Sigma?
Disciplined Process Management
A Set of Tools Using Objective Data to Measure and Meet Customer Requirements
A Method of Measuring Output
A Systemic, Scientific, and Fact-Based Method for Making Decisions
“The Six Sigma strategy involves the use of statistical tools within a structured, disciplined methodology for gaining the knowledge needed to produce better quality products and services faster and at at significantly lower costs by reducing variation, rework, scrap, waste, downtime, and other losses.”

3. What is Six Sigma?
“Six Sigma embodies the principles of total quality management that W. Edwards Deming sought to establish in every industry he touched. Six Sigma methodology also focuses on measuring results by reducing product or service failure rates to 3.4 per million.”

4. What is a “Sigma?”
18th Letter in the Greek Alphabet - “”
A statistical method of measuring the distribution or spread about the mean (average).

5. The 6th Standard Deviation (Sigma) = 3.4 in 1million
What is Six Sigma?
The 6th Standard Deviation (Sigma) = 3.4 in 1million

6. What is Six Sigma?
The 6th Standard Deviation (Sigma) = 3.4 in 1Million
Translates to 3.4“Defects” in 1 Million Opportunities”
Defect - Any Event That Does Not Meet Customer Requirements.
Opportunity - Any Event That Can Be Measured That Provides A Chance Of Not Meeting The Customer Requirements.

7. Why Six Sigma? 3 s 4 s 5 s 6 s Sigma Baggage DPMO % Yield Handling
3,660
66,800 %
Passengers
With Misplaced
Luggage Every
Day 4 s
6,210 %
340 Passengers
With Misplaced
Luggage Every
Day 5 s
12 Passengers
230 %
With Misplaced
Luggage Every
Day 6 s
6 Passengers
3.4 %
With Misplaced
Luggage Every
Month

8. Example of Defects / Sigma Measurement Using Exhibit C
What is Six Sigma?
Example of Defects / Sigma Measurement Using Exhibit C
Claim Payments Must Be Made Within 5 Business Days (Voice of the Customer / Critical to Quality)
Number of Opportunities Per Item Processed Is 1
Each Claim Paid After 5 Days Is a Defect
Dividing the Number of Defects by the Number Processed (Opportunities) Will Yield a Ratio Which Can Be Translated to a Sigma.
Assume 2,000 Claims Paid (Opportunities) With 1 Paid After 5 Days (Defect). This Equals Approximately 50 Defects Per 100,000 Opportunities Which Yields Approximately a 4.8 Sigma
It Is Possible for an Item to Have More Than 1 Opportunity for a Defect

9. Multiple Methodologies - Same Philosophy
Project Methodologies
DMAIC - most common and used for improving existing processes
DMADV / DFSS - used to build a new process
PIE - used to enhance or develop new products
DFT - used to measure capacity
Multiple Methodologies - Same Philosophy

10. DMAIC - Project Methodology
D - Define
M - Measure
A - Analyze
I - Improve
C - Control

11. Training
DMAIC Generally Divided Into 3 “Waves” With Each Wave Consisting of a Week-long Class.
Advanced Classes Available
Roles
Green Belt - Someone Who Has Been Trained on DMAIC and Has Completed a Six Sigma Project
Black Belt - Someone Trained in Six Sigma, Has Run Six Sigma Projects, and Who Has Passed a Certification Exam.
Master Black Belt - Black Belt Who Has Taken Additional Advanced Courses and Passed a Certification Exam.

12. Define
Measure
Analyze
Improve
Control

13. Define
Measure
Analyze
Improve
Control
Project Charter
Business Case
Problem / Goal Statements
Roles
Determine Output Requirements
Identify Customer and Needs
Translate Needs Into CTQs (Measurable Output That Is “Critical to Quality”)
Map the Process As Is
SIPOC/R
Find Non-Value Added Steps

14. Customer Define Measure Analyze Improve Control
What does my customer need from the process?
How is our process performance from the customer perspective?
How does my customer measure my process?
How would my customer like for our process to perform?
What can we
do better?
How does my customer view my process?

15. Always Focus On Customer Requirements
Define
Measure
Analyze
Improve
Control
Select Key Output Measures or “Y’s”
Input
Process
Output
Develop Data Collection Plan
Measure and Describe Variation - “In God We Trust - All Others Bring Data”
Histograms, Pareto Charts, Run Charts
Calculate Process Sigma
Always Focus On Customer Requirements

16. Define Measure Analyze Improve Control
Interpret Data / Construct Visual Displays
Regression Analysis
Pareto Charts
Control Charts
Box Plots
Frequency Plots
Statistical Packages Such As MiniTab Used in Analysis

17. Identify the Root Causes
Define
Measure
Analyze
Improve
Control
Process Map Analysis
What You
Think
It Is...
What It
Really
Is..
What It
Should
Be...
What It
Could
Be...
Identify the Root Causes

18. Solutions Should Not Be A Part Of The Process Until The Improve Stage
Define
Measure
Analyze
Improve
Control
Generate Solutions
Solution Criteria
Identify All Possible Solutions
Evaluate Solutions
Cost / Benefit Analysis
Should-Be Process Mapping
Piloting
Implement Plan / Change Management
Solutions Should Not Be A Part Of The Process Until The Improve Stage

19. Define Measure Analyze Improve Control Monitor Process
Set Standards / Controls
Set Measures
Documentation
Procedures
Training
Institutionalize
Prevent “Rubber-Banding”
Control / Run Charts

20. Benefits of Six Sigma
Customer Focused
“Tollgates” At Each Stage Insures Buy-In / Acceptance Prior To Moving To The Next Stage
Decisions Based On Fact and Not Anecdotal Information
Using Sigmas to Measure Processes Provides A Common Means To Compare Dissimilar Processes

21. QUESTIONS ???