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2.  Name  Work experience  Background in continuous improvement activities  Expectations 2

3. 3  Process Centered Process is slightly WIDER than the specifications, causing waste and cost of poor quality 6  Process Centered Process FITS well within the specifications, so even if the process shifts, the values fall well within tolerances Lower Specification Limit Upper Specification Limit Determined by the customer -6  Determined by the customer +5  +6  3  Process +4  +1  +2  +3  -2  -1  -4  -3  -5  WASTE -6  0 6  Process +4  +5  +6  +1  +2  +3  -2  -1  -4  -3  -6  -5  0 WASTE Six Sigma is MUCH more than this! Metric based on standard deviation II-3 3

4.  A statistical number ◦ 3.4 parts per million defective (+/- six standard deviations with mean shift of +/-1.5s)  A proven, powerful five-step methodology for improving any process ◦ Define - Measure - Analyze - Improve - Control ◦ Tools are nothing new, but extremely powerful when executed in strict sequence  A culture, a mindset ◦ the relentless pursuit and elimination of variation  A business methodology SigmaDefects 2 308,537 3 66,807 4 6,210 5 233 6 3.4 A Six Sigma business lives these concepts in everything they do. II-3 4

5. 6  is:  a comprehensive business methodology for achieving breakthrough improvement in performance by linking metrics and goals to innovation 6  is not:  a quality initiative from the quality department The elevator speech: Six Sigma is the relentless pursuit of variation reduction in all business processes. The elevator speech: Six Sigma is the relentless pursuit of variation reduction in all business processes. II-3 5

6.  Black Belts are individuals that are trained in the application of Six Sigma philosophy. Black Belts typically receive 160 hours of training and work full-time on projects.  They are change agents, and by working with the employees, will increase knowledge through the acquisition of data.  Working together will make this philosophy part of the company culture in all aspects of the business. II-56 6

7. II-57 7

8. Every employee is actively involved in process improvements using DMAIC tools, resulting in measurable improvements. 100% All employees 5 - 20% Green Belts 1 - 2% BBs Champions 8 II-45

9. Measure process flow, IPO, C&E, metrics, etc. Statistical tools Analyze & Improve Cpk, control charts, DOE Control SOP, control charts No Defects Statistical tools We have a toolbox of techniques to help us reduce defects: PF / CE / CNX / SOP / ……….DOE / etc. 9

10. Y = f(x) Y is the dependent output variable of a process. It is used to monitor a process to see if it is out of control, or if symptoms are developing within a process. It is a function of the Xs that contribute to the process. Once quantified through Design of Experiment, a transfer function Y=f(X) can be developed to define the relationship of elements and help control a process. Y is the output measure, such as process cycle time or customer satisfaction. f(x) is the transfer function, which explains the transformation of the inputs into the output. x is any process input process step that is involved in producing the output. VI-3 10

11. I P O Inputs Process Output ( x = Sources of Variability) f ( ) (Y = Measures of Performance) Process (Activity) A blending of inputs to achieve the desired outputs Perform a service Produce a product Complete a task Material Machine Measurement Methods Mother Nature Manpower Any sequence of events that can be described with a SIPOC can be improved with DMAIC Supplier Customer 11 VI-4