1. Six Sigma Jason Cumins

2. Overview What is Six Sigma? History of Six Sigma Six Sigma Methodologies The roles of Six Sigma Six Sigma and CMMI Benefits and Issues of Six Sigma

3. What is Six Sigma? A quality improvement approach to ANY company’s product/process Data driven approach for eliminating defects Six standard deviations between the mean and the nearest specification limit

4. What does Six Sigma do? Six Sigma means the process produces 3.4 defects per one million opportunities Sigma level Sigma (with 1.5σ shift) DPMO Percent defective Percenta ge yield Short- term C pk Long- term C pk 1-0.5691,46269%31%0.33–0.17 20.5308,53831%69%0.670.17 31.566,8076.7%93.3%1.000.5 42.56,2100.62%99.38%1.330.83 53.52330.023%99.977%1.671.17 64.53.4 0.0003 4% 99.999 66% 2.001.5 75.50.019 0.00000 19% 99.9999 981% 2.331.83

5. History of Six Sigma Motorola 1985 GE 1995 Extremely popular now

6. Roles of Six Sigma

7. Green Belt Black Belt Master Black Belt Champion Sponsor

8. Green Belts Lowest level of the Six Sigma team other than team members Lower level management A few weeks of in class training In charge of small projects or part of a Black Belts project

9. Black Belts Next level of the Six Sigma team Takes on large and difficult projects At least a months worth of in class training Helps guide Green Belts Officially certified

10. Master Black Belts Must be certified Able to train and coach others Generally has a lot of experience

11. Champions Senior level executives Solves issues between Black Belts and sponsors Must have a high-level understanding of Six Sigma Actively leads company to fully implement Six Sigma

12. Sponsors Similar to champions Sponsor overall six sigma initiative Generally high-level executive

13. Six Sigma Methodologies Two main methodologies DMAIC DMADV or DFSS(“Designs for Six Sigma”)

14. DMAIC Used for improving existing process Generally easier projects Uses Green Belts

15. DMAIC Define Measure Analyze Improve Control

16. Define “Critical to Quality” areas Processes that are involved Scope Form a team Create a project charter Determine requirements

17. Define Tool (SIPOC)

18. Measure Collect data on current processes Understand why defects are created Make sure data is valid

19. Analyze Identify ways to improve the process Find the root of poor sigma performance Identify sources of variation Decide on which areas need to be improved on

20. Improve Propose a large number of solutions Create tests and evaluate solutions Create an implementation plan

21. Control Implement the plan determined from the last phase Focus on maintaining the six sigma performance Train staff in the new process

22. DMADV Also known as Design for Six Sigma(DFSS) Similar to DMAIC Create an entirely new process Extremely challenging Uses Master or Regular Black Belts

23. Define, Measure, Analyze First three phases are the same as DMAIC Define the project Measure the expectations Analyze the data and figure out alternative solutions

24. Design Implement solutions and create a prototype Necessity that critical to quality factors are accounted for Carry out detailed design

25. Verify Make sure Design phase fits all requirements Critical to quality areas have great performance

26. Six Sigma and CMMI It is not a competitor to CMMI Use Six Sigma with CMMI can help improve Maturity levels

27. Capability Maturity Model Integration (CMMI) Overview Process improvement for software development Defined by its maturity levels: Initial, Repeatable, Defined, Quantitatively Managed, and Optimizing

28. Direct Correlations with CMMI Quantitative Process Management and Casual Analysis & Resolution

29. Integration with CMMI Start using CMMI to create processes based off the community Implement Six Sigma to optimize Six Sigma reinforces mission focus and extremely supportive of CMMI implementation

30. Benefits of Six Sigma Average Black Belt saves the company $230,000 Positive results for Motorola, General Electric(GE), and Allied Signal/Honeywell Extremely efficient production process Rapid process improvement methodologies

31. Issues with Six Sigma If not fully committed it just doesn’t work Requires a large amount of training Managers must be active and have the ability to lead complicated projects

32. Tools Minitab 16 ◦Minitab 16 VideoMinitab 16 Video

33. Questions?

34. References Ideal Meadia LLC. i Six Sigma. Retrieved 3/08/2012. http://www.isixsigma.com/ Siviy, Jeannine; Penn, M. Lynn; Harper, Erin. “Relationships Between CMMI and Six Sigma”. Software Engineering Institute 2005. Retrieved 3/08/2012. Franza, Richard; Chakravorty, Satya. “Design for Six Sigma(DFSS): A Case Study”. Kennesaw State University, Dept. of Management and Entrepreneurship 2007. Retrieved 3/10/2012. http://ieeexplore.ieee.org/ http://ieeexplore.ieee.org/

35. References Catherwood, Philip. “Champions of the cause”. Waterton Technol. Centre, UK 2005. Retrieved 3/12/2012. http://ieeexplore.ieee.org/http://ieeexplore.ieee.org/ Pan, Zhedan; Baik, Jongmoon. “A Six Sigma Framework for Software Process Improvements and its Implementation”. Asia-Pacific Software Engineering Conference. Retrieved 3/12/2012. http://ieeexplore.ieee.org/ http://ieeexplore.ieee.org/ Aveta Business Institute. Six Sigma Online. Retrieved 3/14/2012.