SailingThroughSixSigmaHowthePowerofPeopleCanPerfect

ProcessesandDriveDownCosts
ApacePILOTGuide
MichaelBrassard
DianeRitter
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TableofContents
SailingThroughSixSigmaHowthePowerofPeopleCanPerfectProcessesandDriveDownCosts
AboutThisBook
NavigatingThisUniqueBook
Chapter1 IntroductiontoSixSigma
SectionIThe"ART"ofSixSigma
Chapter2 AreyouReady?
Chapter3 TheFirst6Months
Chapter4 DoingaProject
Chapter5 TheLongHaul
SectionIIThe"SCIENCE"ofSixSigma
Chapter6 SixSigmaSurvivalKit
Chapter7 SurvivalTools
Chapter8 References&Resources
Index
ListofSidebars

AboutThisBook
SailingThroughSixSigmagivesanymanagerimmersedintheSixSigmaprocesswhatheorsheneedsto
dealbothwiththe"Art"(implementationissues)ANDthe"Science"(technicalissues:thetools,techniques,
processes,andcalculations)ofSixSigma.Howcanwedojusticetobothdimensionsinjust200+pages?Enter
thepacePILOTbookwithitscompanionCDROMandwebsite.
THEBOOK:Thebookgivesyouthehighlevelsummarythat'sportable:takeittoclass,managementmeetings
orteamproblemsolvingsessions.

THEEBOOK/CD:Accessthebookonyourcomputer!TheCDistheretosupportyoufurther,takingyouasdeep
orasbroadasyoursituationrequires.Clickanyoftheiconsandgetadditionalpopupwindowsfilledwithmore
content,articleexcerpts,andadvice.Thisincludesover400pagesofthemostuptodateinformationavailable
onSixSigmasystemsandtechniques.Inaddition,theebookallowsthereadertopersonalizethebookby
addingpersonalnotesviatextoraudio,bookmarks,weblinksandattachedfiles.

THEWEBSITE:Becomealicensedmemberandlinkyourebooktoourwebsitewhichwillprovideaccessto
over1000pagesofevendeeperBlackBeltlevelmaterials.ThisrepresentsthemostcompleteSixSigmabodyof
knowledgeavailableonthemarkettoday.It'sbeenbuiltoverthelast20yearsandisstillgrowing.Withthelow
costpacePILOTlicense,thisevolvingmaterialcanbeeasilydownloadedalongwithupdatestothebook,
additionalarticles,caseexamples,newlinksanddevelopmentsinSixSigmatechnology.ThisallowsSailing
ThroughSixSigmatokeeppacewiththerapidlearningcurveinthefieldandyourpersonalknowledgeneeds
andlearningstyle.TheresultofallofthesefeaturesisadynamicproductthatsupportsyourdailyjourneytoSix
Sigmaperformance.

NavigatingThisUniqueBook

Nomatterwhichmediayouusebook,ebookorwebsitewehaveorgnizedittohelpyouquicklyfindthe
informationyouneed:
Beginwiththetableofcontentsorindexinthebook,orbrowsetheFindFunctionintheebook,to
getafeelfortheoverallcontent.
Or,justgotothefirstpageofaparticularcoloredtabinthebookorclickontheappropriatetabin
theebooktojumptoaspecificchapter.
ChapterSections:Throughoutthechaptersofthebookandebookyou'llfindseveralofthe
followingsections.
InChapters15,usetheiconstovisuallyandquicklyfindthestartofeachsection.
Purposeofthischapter:Getanoverviewofwhat'scoveredwith
specifichighlightsforseniorexecutivesandmanagers.

TheBigPicture:It'simportanttoseethebigpictureto
understandwhyandhowkeyelementsfittogether,whatthekey
activities,timing,andmajormilestonesare.

ExpertAdvice:Findthelessonslearnedandthewarningsto
heedbasedupontheexperienceofanetworkofexecutives,managers,
andconsultantswhohavesuccessfullyimplementedSixSigmaand
otherorganizationwideimprovementprograms.

SpilloverLessons:Sometimesabookjustisn'tlargeenoughto
includeeverythingyou'dliketoshare.Clickontheiconinthesidebarof
theebooknexttothelessonsorwarningsforwhichyou'dlikemore
information.

TheChecklist:Thingstomakesureyou'vedoneorconsidered
beforemovingontothenextphaseofyourimplementationorproblem
solvingeffort.
InChapter6you'llfindthepurposeofeachsubstepwithinthestepsoftheDMAIIC
problemsolvingmodel,aquickreferencelistingofthenecessaryandsufficienttools
(clickonanytoolintheebooktofindinformationaboutthattool)forthatsubstepand
achecklistofremindersofthingstothinkaboutordobeforemovingontothenext
substep.
InChapter7you'llfindthepurpose,constructionstepsandachecklistofreminders
forafewofthemostimportanttoolsyouandyourteamwilluseonaSixSigma
projectteam.You'llalsoseeacomprehensivelistof100+tools,methods,andtheory
thatareonlyaclickawayfromlearningmoreaboutthem.

ThePILOT:Wecouldn'tfiteverythinginthebookandkeepittoamanageablesize.So,additional
informationissubmergedbelowandThePILOTisthenavigationaldevicethatwillsteeryouthrough
it.Whenyouclickonawordorconceptintheebook,thePILOTwillbringyoutomoreinformation
aboutit:
Definitions
Examples
Theorybehindconceptsandtools
Additionalresourcesandlinks
So,castoffandsailontolearnmoreaboutSixSigma

Chapter1:IntroductiontoSixSigma
The"businesscase,"goalsandcomponentsofaSixSigmamanagementsystem.

Purposeofthischapter
ToprovidethepracticaldetailsofcommittingtoaSixSigmamanagementsystem.Itwillanswerthewho,what,
where,when,why,andhowmuchquestionsofSixSigma.ThehowofSixSigmaisthesubjectoftherestofthe
book.
Forseniorexecutivesthischapter
Providesthegeneral"businesscase"forSixSigma.
Providesa"typical"SixSigmaimplementationprocessandtimetable.
Formanagersatalllevelsthischapter
ServesasanoutlineforsharingthebasicsofSixSigmawiththosereportingtoyou.
ProvidesyouwithinformationthatcanhelpyouconvincepeoplethatSixSigmaisthewaveofthe
futureinsuccessfulbusinesses.
CreatesaclearpictureofboththeshortandlongtermplanforimplementingSixSigma.

TheBigPicture
WhatisSixSigma?
"SixSigmaisaboutcreatingaculturethatdemandsperfectionandthatgivesemployeesthe
toolstoenablethemtopinpointperformancegapsandmakethenecessaryimprovements"
NoteDowChemical2000AnnualMfg.,WilliamS.Stavropoulos.Dow'spresidentandCEO
"SixSigmaisadisciplinedmethodology,ledandtaughtbyhighlytrainedGEemployeesthat
focusesonmovingeveryprocessthattouchesourcustomerseveryproductandservicetoward
nearperfectquality."
NoteJackWelch,ChairmanandCEO.GE.Annuallettertoshareownersin1997.
"ProductivityisthethirddriverandoffersenormousopportunityforDuPont.We'veadoptedSix
Sigmamethodologiesasourprocesstounlockthisvalueprojectsincludebothcostreduction
andincrementalcapacityimprovement.Overtimethey'llhavegreaterfocusonrevenuegeneration."
NoteChadHolliday.ChairmanandCEO.DuPontSanfordBernsteinConference.NYC.6/8/00
"Cashgenerationwasahighlightforus.Wegeneratedapositiveoperatingcashflowof$527million
in2000,comparedwith$849millioninnegativecashflowduring1999.It'sbeencriticaltoustaking
timeoutofthe(business)cycle,whichdoesindeedgeneratecash.SixSigmageneratedan
estimated$110millioninoperatingprofitduring2000Wenowhaveabout350expertssome
peoplehavecalledthemblackbelts."
NoteDanBurnham.Chairman&CEO.TheRaytheonCo.speakingtoSecuritiesAnalysts
1/25/01
Basedonthewordsoftheseseasonedexecutives,SixSigmahasthreedifferent,butrelated,meanings:
SixSigmaisamaniacalmindsetdesignedtogetanentireorganizationfocusedon,anddedicated
to,producingnearlyperfectproductsandservicesthatdelightcustomersandrealizehigherprofits.
SixSigmaisastandardproblemsolvingmethodologythatcanbeappliedtoanyprocessto
eliminatetherootcauseofdefectsandassociatedcosts(theDMAIICmodel).Italsofeaturesa
methodologyfordesigningnewprocessesthatbetterservecustomerneedsandgeneratenew
revenues(theDFSS/DMEDVImodel).
6isameasurementthatrepresentsacompanywideperformancegoalof3.4defectspermillion
opportunitiesforeachproductorservicedelivered.
Atitssimplest,SixSigmais:
Aprogramtoaccelerateprofitsandcustomersatisfactionbysystematicallyeliminatingtheroot
causeofcriticaldefects/errorsinallprocesses,orbycreatingnew,moreeffectiveprocesses.

Who'susingSixSigmaasakeypartoftheircompetitivestrategy?
SixSigmaisinuseinvirtuallyallindustriesaroundtheworld.IntheU.S.,85outoftheFortune500companies
haveprogramsunderway.Thisfiguredoesn'tincludethecountlesssmallersupplierswhohaveadoptedSix
Sigmainordertokeeppacewiththese"SixSigmaCompanies."Thefollowingisaverypartial,butdiverselistof
SixSigmacompanies:
ABB(AseaBrownBovari)
AlliedSignal/Honeywell
AmericanExpress
Bombadier
Citibank

Dupont
DowChemical
Ericsson
FordMotorCo.
GeneralElectric
Motorola
Raytheon
Sony
It'simportanttonotethatnotallofthesecompaniesrefertotheirprogramsas"SixSigma."Theyhavemostor
allofthecomponentsofSixSigmainplace,butuseprogramnameslikeBusinessExcellence,Premier
Performance,andSixSigmaPlus.

Whatkindofbusinessresultshavesomeofthesecompaniesproduced?
During1996and1997AlliedSignalrecordedsavingsof$3.2billionthroughtheirPremier
Performanceinitiative.
DowChemicalprojectsacumulative$1.5billionofEBIT(operatingincome)fromitslaunchin1999
through2003.
GeneralElectric'stotalSixSigmabenefitisexpectedtoreach$5billionby2003.
In1999,Honeywellrealizedmorethan$600millioninSixSigmaPlusrelatedsavings.The
companyexpectsyear2000SixSigmaPluscostsavingstototal$700million.

WhataretheCorePrinciplesofSixSigma?
Focusoncustomersatisfaction.
Improveprofitthroughincreasedrevenueandreducedcosts.
Improveperformanceprojectbyproject.
Prioritize:
projectsbasedontheirimpactonthebusiness
defects/errorsbasedonwhatmattersmosttothecustomerANDtheirimpactonthe
coststructureoftheproductorservice.
Managetheorganizationasasystemofconnectedprocesses.
ApplytheScientificApproachPlanDoCheckAct(PDCA).
Pursuenearperfection.
Usethefullrangeofstatisticaltoolsthatareavailableforanalyzingandsolvingproblems.
Respectandbuildupontheknowledge,experienceanddedicationofpeoplethroughoutthe
organization.
WordstoImproveby
Sigma()AGreekletterit'sameasureofthevariationaroundtheaverageofanyprocess.Alsoknownas
1standarddeviation,1represents34.134%ofyourdatapoints.
6Aprocessqualitymeasureindicatingthatthereare6standarddeviationsbetweentheprocessaverage
andEACH(lower&upper)specificationlimit.Therefore,thegreaterthenumberof's,thesmallerthe
variation(thetighterthedistribution)aroundtheaverage.Ifaprocesshas6'soneachsideoftheaverage,

itwillproduceapproximately3.4DefectsPerMillionOpportunities(seethefollowingpagefortheDPMO
Definition).
MoreWordstoImproveby
MasterBlackBeltAfulltimepersonwho'sresponsibleforteaching,mentoringandreviewingBlackBeltsas
wellasformanaginglargescaleimprovementprojects.
BlackBeltAfulltimepersonintensivelytrainedinqualitymanagementsystemsandadvancedstatistical
toolsandmethods.Heorsheisassignedtoworkoncriticalbusinessproblems/opportunitiesaloneorwith
teams.
GreenBeltAmanagertrainedtoworkinsupportofSixSigmainitiativesonaparttimebasis.They
generallyworkparttimeasprojectteamleadersonproblems/opportunitiesthataresmallerinscalethan
BlackBeltprojects.
CriticaltoQuality(CTQ)Whatyoumanageandmeasureintheprocessthathasadirecteffectonthe
performance(orperceivedperformance)oftheproductorserviceinthehandsofthecustomer.
DMAIIC(Define,Measure,Analyze,Improve,Implement,Control)Thestandardstepsforimprovingan
existingprocesstoaSixSigmalevel.
DFSS(DesignForSixSigma/DMEDVI:Define,Measure,Explore,Design,Validate,Implement)Astandard
methodfordesigninganewproductorprocesscapableofdeliveringSixSigmalevelquality.
DPMO(DefectsPerMillionOpportunities)EveryproductorservicehasxnumberofCTQ'sor
"OpportunitiesforDefects."DPMOisthemeasureoftheAVERAGEnumberofdefectsacrossALLCTQ's
thatthecurrentprocesswillproduceifnotimproved.Therefore,anautomotivesupplierwitha6processwill
NOTproduce3.4defectivetransmissionspermillion.Rather,eachtransmissionwouldhaveanaverageof
3.4defectspermillionopportunities.
EvenMoreWordstoImproveby
HiddenFactoryAlloftheinprocessreworkand/orrepairactivitiescreatedtoturndefectiveproductor
servicesinto1stqualityoutputs.(SEECOPQCostofPoorQuality)
YieldThebasicmetricofprocessqualitythatmeasurestheproportionof1stqualityproductorservice
produced.Therearefourmaintypesofyieldmeasurements(youneedtoknowATLEASTtheFinalYield
andtheThroughputYieldtoevenestimatethecurrent6levelofaprocess):
FINALYIELDTheproportionofproductsorserviceoutputsthatpassfinalinspection.It
ignoresthe"hiddenfactory."
THROUGHPUTYIELDTheprobabilityofanyproductorservicepassingthroughaparticular
processstepwithoutadefectorerror.
ROLLEDTHROUGHPUTYIELDTheprobabilityofanyproductorservicepassingthroughALL
oftheprocessstepswithoutadefectorerror.
NORMALIZEDYIELDBasedupontheRolledThroughputYieldandthenumberofprocess
steps,NormalizedYieldcreatesanaverageyieldforeachstep.Thisallowsyoutocomparethe
yieldsofbothsimple(afewsteps)andcomplexprocesses(manysteps).

Howisitdifferentfrompastimprovementefforts?
Since1931,over60models(andcountlesscompanyvariations)havebeendevelopedbyconsultantsand
associationstoimprovequality,profitability,productivity,andcycletime.So,what'sdifferent?Whatisitabout
SixSigmathat'shavingsuchaprofoundeffectonmanyofourleadingcorporations?Noneoftheitemsinthe
following"Top10"listshouldbeconsideredinisolationsinceit'stheintegrationofthesedifferencesthat'sso
powerful,BUTsomearementionedbySixSigmaveteransfarmoreoftenthanothers.
ASixSigmaProgramfirstandforemost
1.Intensivelyassignsandtrainsimprovementexperts(BlackBeltsandGreenBelts)tosupportand
accelerateprogressineveryproject.It'snoteworthythatasignificantpercentageofcandidates
comefromoutsidetraditional"improvementtraininggrounds"(e.g.,QualityAssurance,Processand
IndustrialEngineering,etc.).

2.Tacklesonlythoseprojectsthathaveasignificantimpactonthefinancialsoftheorganization.
3.Selectsprojectsbasedupontheirdirectconnectionandcontributiontothestrategicplanofthe
organization.
ASixSigmaProgramalso
4.Createsasingularpassionfordramaticandlastingimprovementthat'sinfectious.
5.Requirestheuseofthefullrangeofavailablestatisticaltoolsthatcanhelptotargetandeliminate
deeperrootcauses.
6.AddressesthehighestpriorityneedsofALLofthestakeholdersofanyorganization.

7.Providesasinglemeasurethatcanbeusedtocomparetheperformanceofverydifferent
operations.Preventsthetraditional"youcan'tcompareapplesandoranges"argument.
FromtheMay1,2000Fortunearticle,"TheOddCouple"aconversationwithJackWelch(GE)and
ScottMcNealy(SunMicrosystems)
McNealy:WhatI'mfindinginacompanyof37,000employeesisthatthereare
differentdialectsbeingcreatedacrossthecompany,whichmakesithardtoget
commonreporting.Youcan'tcompareoneorganizationwithanother.Wehavea
sayinginsideSun,Ifyoucan'tmeasureit,youcan'tfixit.Youcertainlycan't
measureitifyoucan'tcomeupwiththesamelabelsfortheaxesofthechartsand
graphs.Oneoftheadvantagesofgettingaprogramgoinglikethisisthatyougeta
commonlanguage.
Welch:Thatturnedouttobetrueforus.WhenwegotoThailandandreviewa
business,they'retalkingthesamelanguagebecausethey'retalkingSixSigma.
8.Acceleratesthepaceofimprovementbyusingaggressiveschedules,dedicatedteamsand
projectsledorguidedbyfulltime"experts."
9.Pushesprocessestoproducehigherqualitylevelsthaneverthoughtpossible.
Mostprocessesperformata3to4Sigmalevel

2,000lostarticlesofmaileachhour
15minutesofunsafedrinkingwatereachDAY
ASixSigmaprocess

1lostarticleofmaileachhour
3minutesofunsafedrinkingwatereachYEAR!
Note6isn'ttwiceasgoodas3.It'salmost20,000timesbetter!
10.It'sapermanentprogramofprojectbyprojectimprovement,NOTanilldefinedjourney.Six
Sigmaisproven,prescriptiveandpowerful.Whileitcanbecustomized,SixSigmaseemstowork
bestwhenit'smandatedfromtheseniorleadershipteamandimplementedaggressivelywithonly
minimalchanges.
TheSixSigmaDifference
ProfileofaBlackBelt
ThisisaprofileofJimFernandez.It'snotmeanttobeaportraitoftheperfectBlackBelt.It'sjustJim'sstory
andhisviewofwhat'sworkedforhim.
Background
Intwohightechmanufacturers,JimhasbeenaQualityandCustomerSatisfactionManagerforbusiness
unitswithupto$2Billioninrevenues.HehasatechnicalMastersandMBA.
WhataBlackBeltneeds
Jimdoesn'tputmuchstockincredentials.AsaBlackBelthedrawsuponhisexperienceasaprocess
thinker.Ifhiringisreplacement,hewouldfirstlookfordemonstratedabilitytodramaticallyimproveavariety

ofbusinessprocesses.Hewouldalsolookforaleaderwho'smoreinterestedinbuildingastrongteamthana
strongresume.
WhataBlackBeltbrings
Jimisquicktopointoutthatsinceeveryprojectisdifferent,agoodBlackBeltsensesthestrengthsand
weaknessesoftheteamandadaptstofillthegaps.However,therearesomerolesthatJimfeelsthathe
needstofilleverytime:
Helpingtheteamgettoaclearconsensusaboutthepurposeoftheprojectandnotallowing
theteamtomoveforwarduntilit'sthere.
Facilitatingtheteamdynamics,especiallysinceSixSigmateamsbringtogetherpeoplefrom
differentfunctionsandprocesses.
Choosingtherighttoolattherighttime.InJim'swords,"Nottryingtoopenapeanutwitha
sledgehammer."
Gettingtheteamtoclosureonthesolutionandplan,butNOTprematurely.Heseeshimselfas
guardingagainst"solutionsinsearchofproblems,"andthetendencytointerpretdatato
supportapredeterminedsolution.
SignsofaWinningProject
Halfkidding,Jimaskedifhecouldanswer"commitment,commitment,andcommitment."Hestressedthat
helooksforsignsofcommitmentbothfrommanagersandtheteammembersalike.Verbalcommitmentby
themanagersinvolvedisnecessary,butnotsufficienttomoveahead.Instead,helooksfortwobehaviors:
committheneededresources(don'tskimp)anddon'toverdelegate.Fromtheteammembers,Jimoftenuses
a"changecontract"tosecurethetwokeybehaviors:toparticipate(inbodyandspirit)andtofollowthrough
onassignments.BeyondcommitmentJimlooksforawelldefinedproblemstatementandalignmentfromtop
tobottomonthepriorityoftheproblem(oropportunity).
AFavoriteProject
Jim'sfirstprojectishisfavorite,butnotforsentimentalreasons.Itwasnotatypicalfirstassignment.Itwas
aproblemaffectingtheentirecompanyandcreatingafinancialhemorrhage.Jimenjoyedtheintensityand
highvisibilityoftheproject,buthefoundevenmoresatisfactioninbringinghis20yearsofimprovement
experiencetobearonamakeitorbreakitbusinessissue.
Anotherfactor(andawisemovebythecompany)wastheassignmentofasecondBlackBelttotheproject.
JimadmitsthatBlackBeltworkcanbeabitlonelyattimesandthis"tagteam"wasstimulatingand
supportive.
What'sNext?
Jim'scompanypresentsBlackBeltswiththreecareeroptions:
1.ContinueasaBlackBeltinanotherpartofthecompany.
2.GrowintoaMasterBlackBelt.
3.Returntotheoperationaslinemanagerortechnicalspecialist(usuallyafter2yearBlackBelt
"hitches").
JimisnowmovingtowardshisMasterBlackBeltcertification.Infact,thementoringrolethatissocentralto
beingaMasterBlackBeltisfastbecominghisfavoritepartofthejob.
"It'sbecomesogratifyingonadaytodaybasisthatsomedaysI'mamazedthatI'mpaidtodo
it."
JimFernandez,Rochester,NewYork

Whatdoesatypicalimplementationsequenceandschedulelooklike?
Naturally,thelengthoftimethatitwilltaketoimplementacompleteSixSigmaprogramwillvaryfromcompany
tocompany.Thepaceofimplementationwillbedeterminedbyfactorssuchas:

Thesizeoftheorganization.
ThenumberofpeoplewhocanberecruitedandtrainedasMasterBlackBelts,BlackBeltsand
GreenBelts.
Thecompetitive"heat"beingfeltbythecompany.
Thefinancialresourcesthatareavailable.
Thepassionatecommitmentoftopleadership.
Giventhesefactors,theschedulebelowisatypicaloneforamidtolargesizecompany.

Remember,thesequenceandnatureofthetasksDON'Tchangewitheachimplementation.Thisisthe
provenpathwhich:
Developsalogical,systematicprogression
Buildsinternalskillsquickly
Obtainsearlyqualityandfinancialresults
Createsselfsustainingcorporatemomentum

Clarifybusinessstrategiesandidentifyperformancegapsandopportunities.
DecidethataSixSigmaprogramisthebestresponsetotheseperformancegapsandopportunities.

Identifyinitialpotentialprojects.
Developtheimplementationandresourceplan.

Selectorfinalizefirstroundprojects.
TrainseniormanagersandinitialcadreofBlackBelts,GreenBelts,managementsponsorsand
projectteammembers.
DemonstratethepowerofSixSigmathroughearlywinsandROI.

MoreperformancegapsaddressedthroughSixSigma.
Focusonissuesthatimpactcustomerloyalty.Therevenuepaybackwillbeevenfasterandmore
dramaticthaninthefirstroundprojects.
Strongersystemstosupporttheworkof"theBelts."
Internalsystemsredesigned,startingwithclearchangestotheexecutive.

IncreasetheefficiencyofSixSigmaprojects.
Widerapplicationtonewproduct/servicedesign.[1]
Regularlyrenewandreenergize.
Weantheorganizationfromexternalsources.
[1]Thiswouldbeaddressedinanearlierimplementationphase(evenintheIntroductionPhase)ifthereare

CriticalToQuality(CTQ)issuesincurrentproductsthatareeithervisibleatthetimeofpurchaseorthatresultin
productfailurewithinthefirst36monthsofownership.SixSigmamethodsshouldbeappliedasearlyas
possibletosuchdesignissuesbecausetheseissuescandramaticallydecreasecustomerloyalty,marketshare,
shorttermrevenueandprofitabilitywhileincreasingcompanyliabilityforproducingknowndefects.

ExpertAdvice
Lesson#1IntroducingamajorimprovementprogramsuchasSixSigmaseemstoworkbestwhen
there'sa"burningplatform."
Acritically"hotissue"withimportantimplicationsforthedirectionofthebusinessisoftenreferredtoasa
"burningplatform."ThisshouldbethefocalpointforSixSigmasinceanorganization'scultureoftenhastobe
"shocked"inordertochangeitsdirectionandmomentum.Thistypeoffocuswillattracttheattentionand
participationthatSixSigmaneedsifit'stoplayanimportantroleinthecompany'sfuture.
Followingaresomeexamplesofthe"burningplatforms"usedbyleadingSixSigmacompanies.

AlliedSignal1991
WhenLarryBossidybecametheCEOofAlliedSignalin1991,itwasatiredorganization.Itsmorethan70,000
employeesin40countriesproducedproductsforsomeofthemostmatureindustriesintheeconomy.Moraleand
returnstoshareholderswerefalling.Itwasthetypeofcompanythatwasworthmorebrokenintodiscrete
businessesthancontinuingasasingleenterprise.BossidyusedSixSigmaasthecenterpieceofhisplantounite
andrejuvenatethecompany.
AlliedSignal
"BurningPlatform"
Lowmorale
Averagequality
Marginalreturnon
equity
Marginallysatisfied
customers
Marginsqueeze
Stagnating
productivity

TheSixSigmaResponse
Educated,empoweredemployees
(40hoursperemployee/year)
Striveforperfection(99.4%error
free/4Sigmalevel)
Industryleadingearningspershare
(3ximprovement)
Delightedcustomers
Exponentialmargingrowth(2x
improvement)
Productivityexplosion(6%annual
increase)

SunMicrosystems1999
InJune1999eBay,theonlineauctionhouse,litthefuseforSunMicrosystems'"burningplatform."Abugina
SunservercausedtheeBaywebsitetogodownfor22hours.Thiswasjustthelatestinaseriesofsmaller
serverrelatedoutages,butforScottMcNealy,Sun'sCEO,thisincidentspotlightedthecorecompetitiveissuein
theservermarket:RELIABILITY.Asaresult,Sunlaunched"SunSigma"aspartofamassivecorporateculture
changeprocess.Thegoalwassimple:tomakeaSunserverasreliable(andexpected)asaphone'sdialtone.
Theincentivefortopmanagerswasequallysimple:leadasignificantSunSigmaprojectinthenext18monthsor
foregothatnextpromotion.
Lesson#2TheultimatemeasureofsuccessisanIMPROVEDBOTTOMLINE.SixSigmaprojectshelpto
achievethisbyincreasingrevenueANDdrivingdowncost,whilemeetingtheneedsandexpectationsof
customersinyourhighestgrowth/profitmarkets.
ManyyearsagoDr.JosephJuran,oneofthefathersofthe"ImprovementRevolution"said,"Thekeytomaking
qualityapriorityistotranslateitintothelanguageofmanagement,money."Evenmorestrategically,SixSigma
mustaddressproblemsandopportunitiesinareasthatproducethefutureprofit.Itmustbeseenasakeytothe
competitivefutureoftheorganizationANDnotasawaytokeepdecliningareasafloat.
SixSigmaGeneratesRevenue
InManufacturingandService
Bymakingproducts/servicesmorereliablethanthoseofcompetitorsandthereforeincreasing
sales.

Byreducingwasteanddefectsintheprocesses,thesemorereliableproducts/servicescanthenbe
soldatalowerprice.Thiscapturesmarketshare,whilemaintainingmargins.
Byloweringpricesorholdingthemconstant(duetolowercostssuchasfewerdefects),increasing
sales(duetobetterreliabilityandmorecompetitivepricing)andloweringcosts(duetoproductivity
gains)revenuesandmarginscanbeincreased.
Byprovidingextraordinaryvalueto,andintegrationwith,customersandtheirprocesses.Customers
becomedependentandeffectivelycan't(ordon'twantto)leavetherelationship.Thismakesit
possibletochargeabovemarketpriceswhilecontrollingcosts.
InEducation,HealthcareandGovernment
Byreducingwasteandreworkinprocesses,morecanthenbedonewiththedecliningbudgeted
dollars(orcappedreimbursementsinhealthcare),therebycreatinga"serviceprofit."Thiscouldbe
intheformofabudgetsurplus,butit'smorelikelythatitwouldallowservicestoreachmorepeople
inneed.
Byincreasing"shareholder"valuebyprovidingmoreeffectiveservicespertaxorinsurance
premiumdollar.
Whetherexpressedas"profit"or"availablefunds,"moneyISthelifebloodofanyorganization.SixSigmauses
thisbottomlinefocusasawaytocreateastandardmeasureofsuccessthatisasmeaningfultoaCEOasitis
toalinemanager.
GEhastakenthisemphasisonprofitevenfurther.Throughits"outsidein"approachtoquality,GEplansto
increasinglyfocusSixSigmaprojectsonimprovingitsCUSTOMERS'profitability.ThismakesGEanevenmore
valuedsupplierandSixSigmaanessentialpartoftheirrelationship.
AfinalnoteSixSigmahasalsobeenusedattheotherendofthesupplychain.SeriousSixSigmausersare
lookingtoimprovetheirownprofitabilitybyrequiringthatitssupplierstakecostoutofpurchasedproductsand
servicesusingSixSigmamethods.They'relookingatSixSigmabothasawaytodeliverrealpricereductions
andtoeliminatesupplierswhoaren'tdedicatedtoongoingproductandprocessimprovement.
TheSixSigmaDifference
What'sTheImpactofYourCurrentSigmaLevelonYourBottomLine?
ThemostcompellingreasonforpursuingSixSigmaispurelyeconomic:processesoperatingata6level
deliverproductsatalowercostand/orhigherrevenuelevel.Costcategorieslikescrap,rework,and
warranteeclaimsaredirectlyreducedbecausetheproductorservicemeetscustomerspecifications
99.99966%ofthetime.Othercostcategories,suchaslossofreputation,customermovementto
competitors,andopportunitycostsoncapitalnowdevotedtodealingwithqualityproblems,aremoredifficult
toquantify.Ontheotherhand,revenuegrowthduetoincreasedmarketshareandpremiumpricingalsoflow
fromhaving6processesinplace.
ConsiderthefollowingfiguresfromHarryandSchroeder's,SixSigma:TheBreakthroughStrategy
RevolutionizingtheWorld'sTopCorporations(RandomHouse,NY,2000):
SigmaLevel

CostofPoorQuality

2
3
4
5
6

NotCompetitive
2540%ofgrosssales
1525%ofgrosssales
515%ofgrosssales
Lessthan1%ofgross
sales

Whatcurrentstrategiesdoyouhavethatwoulddeliverthislevelofimprovementinyourbalancesheet?
MoreonTheImpactofYourCurrentSigmaLevelonYourBottomLine
TobegintoseethesizeofthepotentialfinancialreturnonyourinvestmentinSixSigma(SeeChapter3:The
First6Monthsfortypicalimplementationcosts),firstestimatetheprocessSigmalevelofoneofyour
importantproductsorservices.

(UsetheSixSigmaEstimatorinthecompanionebook.)
Withjustafewkeypointsofdatafromyourqualityrecords,itwillcalculatethefollowingmeasuresforyour
sampleprocess:
TheFinalYield
TheDefectRatePerCTQ
TheDefectsPerMillionOpportunities(DPMO)
YoucanthencalculateyourSigmaperformanceonthatoneprocessandbegintoprojectthefinancialimpact
basedonthefiguresputforthbyHarryandSchroeder.Rememberthatthisisjustaroughestimateasyou
begintounderstandthesizeofyouroverallimprovementopportunity.
Lesson#3"Processexecution"hasneverbeenmoreimportant.
Themarginforerrorinproducingqualityproductsandserviceshasbeengettingsmallerforover20years.The
Japanesechangedthecompetitiverulesduringthe70'sand80's.Westerncompanieseitherrespondedtothe
challengeorgotoutofthosebusinesses.
Duringthe90'stechnologybecameakeydriverforchange.
Technology:
Decreasedtransactiontimes.
Shortenedthefeedbackloopbetweensuppliersandcustomers.
Madeitpossibletointegratedatasystemswithinandbetweencompanies.
Technology,inshort,establishedanewpacethatdoesn'ttoleratevariation.Atthesametime,customershave
becomeincreasinglydemanding.Thejobofmanagementistobalanceitsowninternalefforts,suchasJustin
Timedelivery,SupplyChainManagement,etc.withtherisingexpectationsofcustomers.Inordertoachievethis
balance,processeshavetobevirtuallyperfectandpredictable.

GEhasbeentryingtoachievethisbalancesinceintroducingits"WorkOut"programinthe80's.Itwasdesigned
to"getridofthedumbstuff"inalloperations.SixSigmabuiltuponthisfoundationofconcertedorganizationwide
improvementwhenitwasintroducedinthe90's.
Thecompany's"eBusiness"initiativeisanidealnextstep.It'sanaturalmarriagewithSixSigmaforthree
reasons:
1.Thecompanyrealizedfromthebeginningthat"ebusinesses"failwhenthesupportingprocesses
arenotataSixSigmalevel.Thisisalessonthatmanyofthedotcomcompanieslearnedtoolate.
2.ItusesSixSigmatoperfect"eprocesses."Thisisevenmoreessentialthaninmanualprocesses,
sincetherearenopeopleinvolvedwhocan"finesse"theprocesstomakeitwork.Thisisthesame
principlethatappliedtotheintroductionofroboticsinmanufacturing.
3.The"eprocesses"arejustplainfasterandmoreaccurate.Thisallowsprocessestoreacheven
higherSigmalevels.

HoneywellhastakenthismarriageofSixSigmaand"eprocesses"onestepfurther.Itsdirectpurchasingweb
sites,MyPlant.com,MyAircraft.com,andMyFacilities.comcamedirectlyfromSixSigmaPlusprojects.
Lesson#4SixSigmarequirestopmanagementdrive
"Acompanycannotbuyitswayintoqualityitmustbeledintoqualitybytopmanagement."
Dr.W.EdwardsDeming
OutoftheCrisis,1986
SuccessfulSixSigmaimplementationshaveonceagainprovedDr.Demingtobecorrect.AlthoughsomeSix
Sigmaprogramshavesucceededby"startingsmall,"themostpowerfulexampleshavebeendrivenfromthetop
andimplementedbroadly.
Throughoutthebook,thisleadershiprolewillbehighlightedinthedifferentphasesofimplementation,butbelowis
anoverviewofthemajorleadershipresponsibilities,brokendownintothreecategories:Values,
BehaviorsandSystemChanges.

Afewexamplesofleadershipinaction
Values
LarryBossidyatAlliedSignalbudgeted2%oftheannualpayrolltofund40hoursofmandatededucationper
employeeperyear.
Behavior
PatrickDonovan,CEOofBSS,amidsizedheatingequipmentdistributorintheUK,wastoldbyhisconsultant
thatheshouldexpecttospendabout20%ofhistimeinvolvedintheimprovementprocess.After6months,he
concludedthathisconsultantwaswrong.Hereallyneededtospend100%ofhistimeontheprocess,since
creatingacultureofdramaticimprovementwashisENTIREjobasaleader.
ExecutiveTeam
You'vebeenaskedinthepasttoletmajororganizationalchanges"takeroot"inlowerpartsofthe
organizationsothatpeoplecould"own"thechange.Incontrast,themostsuccessfulSixSigmaleaders
have:
1.AggressivelydemandedmanagementparticipationANDperformance(notsimplycompliance).
2.Replacedthosewhowouldn'tchangewithotherswhowould.
Thesetwoactionswillhavemoreimpactthananytraining,bonuses,competitivedata,andexamplesyou
couldeverprovide.
SystemChanges
AtGE,theexecutivebonussystem,whichappliestonearly10,000topmanagers,(Cashbonusescanincrease
asmuchas150%inayear,tobetween20%and70%ofbasepayplusstockoptions)hasbecomeamajor
portionofthecompensationsystem.Asmuchas40percentofthatbonusisnowtiedtoSixSigma
implementation.

Lesson#5BlackBeltsneedtobefulltime,ratherthanparttimepositions.
TheavailabilityofacadreofhighlytrainedBlackBeltshasturbochargedtheSixSigmaprocess.Sincethe
BlackBeltswillbe(andMUSTbe)someofthehighestperformersintheorganization,there'sanaturaltemptation
tocreateaparttimeschedule.Thisisamistakefor4reasons:
1.It'sdifficultforaparttimeBlackBelttofocuscompletelyonhisorher#1job:tohelpmoveSix
Sigmaprojectstoaquickandsuccessfulcompletion.
2.ThebenchmarkedreturnoninvestmentforfulltimeBlackBeltsissoimpressive,whychangethe
formula?Forexample,
$150,000$175,000savings/revenueenhancementperproject
$500,000$1,000,000contributionperyear/perBlackBelt
3.CreatingfulltimeBlackBeltsisapowerfulsignofthefullcommitmenttotheSixSigmaprocess
bytheleadersoftheorganization.
4.SincefulltimeBlackBeltsexperiencemoreprojects,theycontinuetosharpentheirskillsand
acceleratethepaceofimprovementevenfurther.

SpilloverLessons
Everybookrequiresanauthortomakechoices,usuallybetweenbreadthanddepth.Thischoiceiseventougher
inasmallformatbook.Entertheebookthisprovidestheopportunitytohighlightthemostcriticalinformation
inthetextANDgivethereadertheoptiontoseemore.
Inthissection,thekeylessonsfromSixSigmaexpertsareincludedinthebook.Otherimportantlessonsare
listedbelow.Theyarewellworthreading,buttheyareontheothersideofanadmittedlyarbitraryline.Onceinthe
ebook,justclickontheiconnexttotheLesson#youwanttoviewinitsentirety.
Lesson#6ImplementingSixSigmaislikefryingsmallfish
Lesson#7Train,Do,Train,Do

TheCheckList
Haveyou
Evaluatedyourownbusinesssituationtoseeifthere'safitwithSixSigma?
BeguntounderstandthemajorcomponentsofSixSigmaasamanagementphilosophy,process
measurementandimprovementmethod?
Builtageneralpictureofthenext23years,ifyou'vedecidedtoimplementSixSigmainyour
organization?
EvaluatedtheimpactofaSixSigmaprogramonyourpersonalleadershipstyle?
ProjectedthepositiveimpactofaSixSigmaprogramonthebottomlineofyourorganization?

SectionI:The"ART"ofSixSigma
Chapter2:AreyouReady?
Chapter3:TheFirst6Months
Chapter4:DoingaProject
Chapter5:TheLongHaul

Chapter2:AreyouReady?
PreparingtosuccessfullylaunchyourSixSigmaprogram

Purposeofthischapter
ToprovideanoverviewofwhatanorganizationmustdotoprepareforasuccessfulSixSigmaimplementation.
Forseniorexecutivesthischapter
Providesanoverviewofthe"necessaryandsufficient"stepstobothassessandprepareyour
organizationformakingSixSigmaawayoflife.
ProvidesaguidetotheSixSigmabehaviorsthatyoushouldadopttosupportimplementation.
PutsSixSigmaintoa"changemanagement"context,ratherthanintoaseriesoftechnicalsteps
andtools.
Formanagersatalllevelsthischapter
ProvidesaglimpseintotheplanningprocessthatprecedesatypicalSixSigmaprogramlaunch.
Showshowyoucansupporttopleadershipinmakingsomeofthenecessarysystemchanges.
SpecifieswhatyoupersonallycandotoensureasuccessfulSixSigmaimplementation,sinceyou
areviewedasseniormanagementinyourpartoftheorganization.

TheBigPicture
What'sthebiggestleadershipchallenge?
Inthisdiagnosisandplanningphase,it'sessentialtofirstviewSixSigmaasyouwouldanymajorchange
processinyourorganization.RememberthattheoverridingquestionthatEVERYONEwillaskis:
"Whyshouldwedoanythingdifferentatthistime?"
HowthoughtfullyyouanswerthisquestionwilllargelydeterminewhetherSixSigmais:

Itwouldbewonderfultosaythatthere'sa"science"tocreatingsuchafundamentalshiftintheculture,butthisis
wherethe"art"ofSixSigmabegins.Luckily,thereareexperiencedSixSigma"artisans"whohavediscovered
somethingsthatwork.Thischapterwillsharesomeofthatexperience.

Whatarethemajortasks?

Clarifybusinessstrategiesandidentifyperformancegapsandopportunities.
DecidethataSixSigmaprogramisthebestresponsetotheseperformancegapsandopportunities.
Identifyinitialpotentialprojects.
Developtheimplementationandresourceplan.
Thisintensivesixmonthplanningprocessisdesignedtoproduceonething:anaggressive,butachievable,Six
Sigmaimplementationplanthat'sfirmlyrootedinthecompetitiverealitiesofthebusiness.Inorderforpeople
throughouttheorganizationtocommittothehardworkoflivingandbreathingSixSigma,itMUSTbeseenasa
logicalresponsetoaseriousproblem.
FollowingisaResponsibilityFlowChartthatbreaksthisplanningprocessintomoredetail.Noticethatthe
processinvolvesdifferentlevelsoftheorganizationatdifferenttimes.Thisreflectstheexperienceofthemost

successfulcompanies,whichuseablendof"topdown"and"bottomup"approaches.

1.CreatetheBusinessCaseExecutiveTeam(plusManagersinsomecases)
TheExecutiveTeammuststarttheSixSigmaplanningprocessbyconnectingSixSigmaandthe
coreofthebusiness.It'stheirjobtodevelopaBusinessCasethatprovidesthecompellingreasons
fortheorganizationtochange.Abusinesscaseincludesboththeforcesthataremakingchange
necessaryANDhowaSixSigmamanagementsystemisaneffectiveresponsetothoseforces.
TheBusinessCase:PartOneWhat'sourstrategy,givenalloftheforcesformajorchange?
BuildingtheBusinessCasestartswithawellexecutedstrategicplanningprocess.TheExecutive
Teamshouldassessthecurrentstrategyinlightofthecompetitiveenvironmentandinternal
strategicthinking.
a.ExploringtheForcesforChange
Thefollowingaretypicalcategoriesandquestionstoconsider:
ExternalForces
CompetitorsAreneworexistingcompetitorscapturinga
growingshareofthemarketbasedupondramaticallybetter
productorservicereliabilityand/orasignificantlylower
coststructure?
FinancialStakeholdersForpubliccompanies,are
shareholdersdemandingvastlyimprovedstockand/or
dividendperformance?Forprivatecompanies,arefinancial
institutions,includingventurecapitalistslookingforhigher
returnonassetperformance?

TechnologyArethereemergingtechnologiesthatare
dramaticallychangingthecoststructureand/orreliabilityof
amajorproductorserviceline?
InternalForces
VisionShiftIstheleader,theseniorexecutiveteam,or
BoardofDirectorspushingtheorganizationtochangeits
basicdirectionorpositioninthemarket?Forexample,are
keyplayerssuggestingashiftfromahighlycustomized,
premiumpricedproductlinetoalimitedoption,priceleader
position?
b.SettingtheStrategy
Onceit'sdecidedwhich"signals"fromtheenvironmentaremostimportant,workhard
tocreateanABSOLUTELYCLEARstrategystatementthatcanserveasthedirection
setterforalldecisionsatanyleveloftheorganization.Ifyoualreadyhaveastrategy
statementthatservesthispurpose,confirmthatitincludesthefollowingcomponents:

c.EstablishingtheBusinessGrowthPlan
ThisportionoftheBusinessCasedealswiththetouchstoneofSixSigma:the
financials.Whatarethefinancialtargetsthatthestrategyisdesignedtoaccomplish?
Saidanotherway,whatarethefinancialmeasuresofthestrategy'ssuccessor
failure?
ThisisacriticalpieceofmakingthedecisiontodoSixSigmabecauseitquantifies
howmuchimprovementisenoughtoachievethestrategicdirection.
Thefollowingexampleistakenfromtheactualimprovementplanofoneofthemajor
U.S.railcarriers.Belowisthebeginningoftherolloutofoneofits5yearstrategic
plans.Itclearlyspelledoutthesizeofthebusinesschallengethatlayaheadandwas
thefirststeptowardidentifyingimprovementprojects.

NoteAlwaysSetanOverallFinancialTarget:Withoutone,it'impossibleto
judgethesize/importanceofthepotentialcontributionofSixSigma.
TheBusinessCase:PartTwoHowdoesaSixSigmamanagementsystembegin
torespondtothesechanges?
SixSigmaservesasamanagementsystembecauseitsimprovementprojectsflow
directlyfromthecompanyorbusinessunitstrategyandfinancialgoals.Thenextstep
istobreakdownthecomponentsaboveintomorespecificcategories.
a.IdentifyingandAnalyzingPerformanceIndicators
BasedontheworkofKaplanandNortoninTheBalancedScorecard,1996,
PerformanceIndicatorsarethemeasuresthatprovideacompletepictureofthe
organizationalhealthofyourcompany.Theyarealsothe"bridge"betweenthe
companywidegrowthgoalsandconcreteimprovementprojects.ThestandardKaplan
andNortoncategoriesarelistedbelow,alongwithquestionsthatwillallowyouto
selectperformancemeasuresmostrelevanttoyourbusiness:
Customerhowdocustomersseeus(satisfaction,loyalty,brand
image)?
Processhowwelldoweperform(productivity,speed,assetutilization,
inventoryturns)?
InnovationandLearningcanourpeopleimproveandcreatevalue
(recruiting,employeeretention,innovation,teamwork,harnessingor
creatingnewtechnology)?
Financialhowdowelooktoshareholders(profit,salesrevenue,Return
OnAssets(ROA),Price/Earnings(PE)Ratio)?
TherailcarriernextidentifiedandmeasuredPerformanceIndicatorsinalloftheBSC
categoriesrelatedtogeneratingrevenue,cuttingcostsorimprovingcorporate
effectiveness.Thiscreatedamasterlistofpotentialareasofimprovement,alongwith
theirfinancialimpactoneithertherevenueorcostsideofthebusiness.Therecanbe
asmanyas100PerformanceIndicators(PI's)inthismasterlist.

b.IdentifyingFocusAreasforImprovement
Thefinalpieceofthebusinesscaseistheidentificationoffocusareasfromamongall
ofyourPerformanceIndicators.Below,ourrailroadcarrierchosetheFocusAreasas
program"drivers":

NoteChoosecarefully!YourfocusareaswilldrivetheentireSixSigmaprogram

Measurable
It'scriticalthateachoneoftheseFocusAreashasreadilyavailabledatatomeasure
andcompareperformance.Followingareafewexamplesofindicatorsfromthe"Cost
ofPoorQuality"(COPQ)area:
LocomotiveUtilization
EmptyCarMovement
Derailment
RejectedCars
PrematurePartsFailure
BillingErrors&Disputes
TrainDelays
DoingaParetoanalysisoftheseindicators(andthoseintheotherFocusAreas)will
latersurfaceSixSigmaprojects.
NoteChoosingFocusAreasisnotjustanumbersgame_theareasselectedmust
beMeasurableANDMotivating!
Motivating
EachFocusAreaMUSTalsorepresentadramaticimprovementopportunity.
Otherwise,dailyoperations(andtheinevitableemergencies)willalwaystake
precedence.Ifyouwereanexecutiveormanagerinourrailroadcarrier,wouldthe
CostofPoorQualityfiguresinthefollowingchartsgetandkeepyourattention?

Thisexampleismotivatingfortworeasons.First,$611millionworthofimprovementopportunities
givesEVERYONEconfidencethatheorshecanidentifymeaningfulprojects.Secondly,SixSigma
attacksthedisease(waste),NOTthehealthy,productivepartsoftheoperation.Traditional"slash
andburn"costcuttingprogramsindiscriminatelycutbudgetsandthespiritsofgoodpeopleatall
levelsoftheorganization.
2.BenchmarkSixSigmacompaniesExecutiveTeam
Therearesomesimplewaystolearnfromthegrowinglistofcompaniesthathavecommittedto
implementingSixSigma:
ArrangeforonsitevisitstoSixSigmacustomers,suppliersandnoncompetitors.
Thereisnosubstituteforobservingtheprocessandresultsfirsthand.
Reviewtherateofchangeintheirkeyfinancialindicatorsofimprovement,suchas
ReturnonAssets,PERatiosandMarketShare.
SearchtheWebSitesofyourcompetitors,suppliersandcustomersforSixSigma
references.It'saquickwaybothtogetanoverviewoftheireffortsandtogaugethe
depthoftheircommitment.
RegularlysearchtheWebfornewsstories,articlesandpressreleasesusingSix
Sigmaasakeyword.
3.MaketheSixSigmadecisionExecutiveTeam
Step#1(BusinessCase)provestotheseniorexecutiveteam(andeventuallytherest
oftheorganization)thatimplementingSixSigmaisnecessary.
Step#2(Benchmarking)thenprovesthatit'spossible.
It'sthejoboftheleadershipteamtoturnthisknowledgeintoacommitmenttodoing
whatever'sneededtomakeSixSigmaarealityoverthelonghaul.

4.EvaluateandselectexternalconsultantorconsultingfirmExecutiveTeam
ThechoiceofthepersonorconsultingfirmtoguideSixSigmaimplementationisoneofthemost
importantdecisionsthattheExecutiveTeamwillmake.Allofthemostsuccessfulimplementations
haveusedexperiencedexternalconsultantswhohavesavedthosecompaniesmonths,and
evenyears,intheirimplementationprocess.
TheirexperiencewillhelpyouchoosebettertargetsANDdesignthemostefficientpathtothose
targets.
ConsultantSelection
Criteria

Consultant
A

Consultant
B

Consultant
C

LineManagement
experience

SeniorExecutive
experience

QualitySpecialists
withtheexperiencein
yourindustry

Experiencein
multinational
corporations(must
matchyourstructure)

ChemistrywithSenior
Executives

AmountofCompany
wideimplementation
experience

Documentedresults

5.Identifyinternalsystemsforpotential"SixSigmakillers"ExecutiveTeamandManagers
AcceptingMyronTribus'sprincipleof"systemownership"isfundamentaltomovingacompanytoa
SixSigmasystemofmanagement.Leadersshould,therefore,workwithmanagers"inthetrenches"
toreviewpiecesofthemanagementsystemthateitherunderperformorsendcontradictory
messagestothatofSixSigma.
Note"ManagementworksONthesystem,everyoneelseworksINthesystem."MyronTribus,
formerDirectorofAdvancedEngineeringStudiesatMIT
Payspecialattentiontothefollowingsystems(theyareinorderofpriority):

AlsoidentifywherethereisNOSYSTEMinplace.Somewouldsaythatthisisgoodnewssince
youdon'thavetobreakbadhabitsthebadnewsisthatthissituationoftenindicatesalackof
organizationaldisciplineandaccountability.Buildingthesetwohabitsfromscratchisusuallya
biggerchallengethanredesigningabrokensystem.
YouwillseeinthisbookandinmanyarticlesthatseriousSixSigmacompanieshavemadeatotal
commitmenttoaligningallofthesesystems.Thesechangeshaveplayedamajorroleinmaking
SixSigmaapermanentpartoftheirmanagementapproach.
6.AssessinternalresourcesforpotentialBlackBeltsandtheleveloforganizationwideskills
ExecutiveTeamandManagers
OnepieceoftheSixSigmaformulaforsuccessisprettyobvious:

TheROIisobvious,butsoisthesizeofthehumanresourcecommitmentthat'sneeded.Ata
minimum,yourorganizationneedstoidentifyand/ortrain:
Projectmanagerstocoordinatecomplexprojects.ThisallowsBlackBeltstosupport
parallelprojects.Thisisnecessaryif56projectsaretobecompletedperyearwith
projectstypicallylasting46months.
Championswhoensurethatprojectsareontrackandfullysupported.
GreenBeltcandidateswhocansupporttheBlackBeltsinthemajorprojectsandact
asteamleadersforsmallerscaleefforts.
BlackBeltcandidateswhofitthisdescriptionfoundontheMotorolaSixSigmaweb
page.
BlackBeltsare
Experiencedprofessionals,oftenengineers
Changeagents
Highlyrespectedbytheirpeers
Internalconsultantstoseniormanagement
AbletotransfernewQualityideas,toolsandstrategiestobusiness
units
Mentors
Coaches
AbletoSpreadbestpracticesanddetectsystemproblems
It'sclearthatfindinganddevelopingtherightpeopletocoordinateandleadSixSigmaprojectsis
the#1planningpriority.
7.CreatetheimplementationplanExecutiveTeamandManagers
Thisisanopportunitytoachievethatelusivemanagementcommitmentthat'ssocriticalinamajor
changeprogramlikeSixSigma.Expandtheplanninggroupbeyondtheexecutiveteamintoan
"ImplementationTeam"tobuildthe"what"andthe"how"ofSixSigma.Thisteamusuallyincludes
thefunctionalmanagerswhoshowthemostenthusiasmforthepotentialbusinessimpactofthe
process.
DeployingtheTargets:TheWhatTheDeploymentTreeDiagramisapowerful
planningandcommunicationstool.It:
HelpstheplanningteamconfirmthatEVERYSixSigmaprojectis
connectedtothestrategy.
Alsoprovidesasnapshotofthoseconnectionstotheentire
organization.

DeployingtheSixSigmaProgram:TheHowThisincludesthepracticaldetailsof
howtheSixSigmaprogramwilltakeaimatthetargetsintheDeploymentTree
Diagramabove.SeeLesson#3laterinthischapterfordetailsaboutwhatthispartof
theimplementationplanshouldinclude.
DeveloptheimplementationbudgetExecutiveTeam
Themostimportantfeatureofanybudgetisthatit'sREALISTICintermsof:
Theamountofrevenue/costreductionthatwillbegenerated.
TheSixSigmaprogramimplementationscosts.
8.CommunicateSixSigmaintentionEntireOrganization
EverystakeholderofyourorganizationhasastronginterestinthesuccessorfailureofSixSigma.
However,usesomecautionandcommonsensewhendecidingwhatandwhenyoucommunicate
witheachgroup.Thefollowingistherecommendedorderandcontentofthosecommunications:
NoteRULE#1:Communicatewitheachstakeholdergroupwhentheprocessisabouttoaffect
them.
Fromthebeginning
1.Linemanagers&employees
Howthiswillmaketheirjobseasier.
Howitwillmaketheirfuturesbothmoreexcitingandsecure.
Theirroleinmakingithappen.
ThatthisisNOTavoluntaryprocess.
Anystructuralchange.
StrongeremphasisonReview,RewardandAccountability.
NoteRULE#2:Provideinformationthatspecifiestheimpactoftheprocessonthem.
Whenprojectsdependonincominggoodsandservices
2.Suppliers
Howitwillchangeourrelationshipandperformanceexpectations.
Whentherearesignificantexamplesandsavings(notpromises)toShowcase
3.Shareholders
Howitwillincreasetheshortandlongtermvalueoftheirholdings.
4.Customers
Howitwillaffectthereliabilityandvalueoftheproductsandservices
theybuy.

ExpertAdvice
Lesson#1MakesurethatyourstrategicbusinessplaniswellknownandunderstoodbyEVERYONEin
theorganization.
Ifthebenefitsofsharingthestrategicbusinessplanaresogreat,theneverycompanymustbedoingit,right?
Wrong.

JackWelch,GeneralElectric'slegendaryCEO,understandsthepowerofasharedstrategy.Whenhestatedin
the90's"GEwouldbe#1or#2inanyofourbusinesses,"peoplelistened.Ithasprovedtobeoneofthemost
concise,accurateandpowerfulstrategystatementsevermadebyacorporateexecutive.Forthelastdecadethis
strategyhasbeentheengineforGE'sgrowth.Since1995,ithasalsoprovidedaconsistentanswertothe
constantquestion:"WhydoSixSigma,anyway?"AtGE,SixSigmaisclearlyacompetitivetoolaimedat
strategicbusinesstargets.
NoticethatWelch'sstatementwasnota"needtoknow"secret.Effectivestrategicbusinessplansare
communicatedtoallofthecompany'sstakeholders:managers,associates,shareholders,suppliersand
customers.Donewell,thiscommunicationcreatesawidespreadsenseofurgencyandsetsoffachainreaction
inwhichSixSigmaprovidesacritical"missinglink."

MANAGERS
YourfirstpriorityistomakesureYOUunderstandtheorganization'sstrategicbusinessplan.Youknowyou've
"gotit"when:
1.Youcanarticulate"ThePlan"intermsthateveryoneworkingforyoucanunderstand.
2.Youcancommunicatehowyourdepartment/teamcontributesdirectlytothekeyperformancegoals
intheorganizationwideplan.
Thebestwaytoconfirmthatbothelementsareclearlyunderstoodistopresentthem(useasimplevisual)at
anysizeablemeetingandask,"Howcanwedobetter?"
AstheGeneralManagerofamultibilliondollardivisiononcesaid:
"Ineverrealizedthatthemostimportantpartofmyjobwouldbetorepeatourstrategyandgoals40
timesaday!"

Besidesthe"bottomline"plan,peopleatalllevelsmustbelievethatSixSigmaispartofthelongtermvisionand
valuesoftheorganization.Inadditionto"walkingthetalk"everyday,aSixSigmaorganizationmustreenforce
itsvaluesby:
Communicatingthem.
Actuallytreatingvisionandvaluesas"corecompetencies"andtrainingpeopleinthem.
Auditingthem.
Rewardingthosewholiveuptothem,NOTthosewhodisregardthem.
Ifthisfoundationisinplace,thenSixSigmaflowsnaturallyfromtheseexistingvalues.This"fit"createsinstant
credibility.
Lesson#2CreatetheREALITY,notjustthe"sense,"ofurgencythatdependsonSixSigma'ssuccessful
implementation.
BuildingdirectlyonLesson#1,leadersmustmakeSixSigmaaBUSINESSpriority,ratherthan"just"aquality
improvementinitiative.Keepinmindthatwheneveranewimprovementprogramisintroduced,peoplewillasktwo
basicquestions:
1.Howimportantisitrelativetoeverythingelsewithinmyresponsibility?
2.Howlongisthisprogramgoingtobearound?
Therefore,theleadershipteammustconvincetheorganizationthatSixSigmaisbothurgentANDongoing.
The"KillerMatrix"belowillustratesthispoint.

The"Killer"Matrix
Quadrants1,3,and4"kill"theimprovementefforteitherthroughfrustrationorexhaustion.Thesolutionliesin
positioningSixSigmaasacorecompetencydevelopedandsustainedinordertobecompetitive.Whataresome
waystoprovethistoasometimesskepticalaudience?
1.Usereal,yetaggressive,numberswhenestimatingtheimpactofSixSigmaonkeyperformance
measures.Wheneverpossible,compareyourcurrent(andprojected)performancewiththatofyour
competitors.
2.Involvemanagers,andotherstakeholders,beyondtheExecutiveTeamintheplanningprocess.
OnemajorU.S.railcarriernotonlyinvolvedmanagers,butalsounionleadersinplanningretreats.
3.Emphasize(andreemphasize)thatALLmanagerswillexperienceAPPLIEDtraining.(SeeChapter
3foradetaileddescriptionofthetrainingprogramformanagersundertheGreenBeltbanner.)
4.SHOWTHEMTHEMONEY!PointtorealdollarsthathavebeensetasideinthenextFYbudget.

Lesson#3CreateaSixSigmaimplementationplanthat'sclearandoutrageouslyaggressive(tomatchthe
urgencyexpressedinLesson#2)
Itsoundsalmosttooobviouscreateaplan.What'sdifferentaboutthisplanisthatitcombinescarefulthinking
withanuncompromisingattitudeaboutachievingseeminglyimpossiblegoals.Whyspendsomuchprecious
executivetimeandattentiononTHEPLAN?
ItforcestheplannerstodiginandunderstandtheconnectionsamongthepiecesofSixSigma.
Itcreatesarealisticpictureofthescopeandcomplexityoftheeffort.
ItspecifiestheresourcesneededtodoitrightANDrapidly.
Itforcestheseniormanagementteamtolooksquarelyatthecommitmentthat'sneeded,andeither
stepuptoitorwalkaway.Iftheteamdecidestostepuptoitbutindividualexecutiveschooseto
"walkaway,"thoseexecutivesshouldbeheadingforthenearestdoor.
It'sasignofrespectforthetimecommitmentsandcurrentprioritiesofthe"doers"throughoutthe
organization.

MANAGERS
YouarenotoffthehookevenifTHEPLANmayhavebeendeveloped"upstairs"or"atcorporate."Inordertobe
aresponsibleteammemberyoumust:
Givehonestfeedback,evenwhentheplannersdon'tspecificallyaskforit.
Berealistic(basedonfacts),butopen(basedoncreativesolutions).
CommittobecomingaSixSigmalearner,doer,andteacher.

ASixSigmaimplementationplanisthesameasanydocumentthatintroducesamajorchange.Itshouldinclude:
Aonepagesummary.
Detailpagessupportingeachofthemajorheadingsinthesummary.
Frequentlyaskedquestions(FAQ's).
ThinkofitasaWebSitewithahomepage,linkedpagesandanFAQsection.Infact,thecompanyWebsiteis
anidealvehicletobothcommunicatedetailedinformationandgenerateadialogueaboutconcerns,questionsand
pointsofconfusion.
Thesepointsrelatetotheformofcommunication,butwhatcontentmustbeincluded?Itshouldreadlikeagood
newspaperarticle,coveringthewho,what,where,when,whyandhowmuchofthe"SixSigmaStory."
Headline
Whowill

Details
betheChampionsfor
theprocess?
serveasBlackBelts?
serveasGreenBelts?
conductthetraining?
beontheteams?

WhatwillSix
Sigma

workon?
useasmetrics?
demandofBlackBelts?
demandofGreenBelts?

WherewillSix
Sigma

beimplemented?

WhenwillSix
Sigma

belaunched?
beimplementedin
different
divisions/departments?

WhywillSix
Sigma

benefittheentire
organization?
bebetterordifferent
frompastimprovement
efforts?

Howmuchwill
SixSigma

cost?
returnonthe
investment?
affectthecurrent
budget?

ThemostsuccessfulimplementationsofSixSigma,suchasGE,havetakentheseimplementationplansand
addedakeyingredientSPEED.

JackWelchwaswillingtoasktheorganizationtomakeimprovementsataseeminglyimpossiblepace.This
couldhavebecomewhatDr.W.EdwardsDemingcalled"arbitrarynumericalgoals"and"cheerleading."Welch
avoidedthisbyprovidingtheimplementationplan,plus:
Training
Support(BlackBelts,infrastructure,etc.)
Reward
Personalrecognition
Lesson#4Linkandbuildonpastimprovementefforts,butspelloutwhatwillbedifferentANDbetter.
Virtuallyeveryorganizationhasahistoryofimprovement.ThetrackrecordofresultswillALWAYSbemixed.
Projectsfailtoolsaremisappliedteamsdisintegrate.It'sanaturalvariationthatoccursinanymajorchange
program.Acceptthisfactandlearnfromit.It'swisetotakethetimetodothis"postmortem"BEFOREyou
engageoutsideconsultantsandreadlotsof"howto"booksexceptthisone,ofcourse.
Thingstolookforinpastefforts
Identifyyourmostandleastsuccessfulimprovementprojectduringthelast12months
andapplythe5Why's.Lookforrootcausesofbothsuccessandfailurethatcut
acrossanumberofprojects.
Identifypeoplewhohavevitaltechnicalskills(e.g.,intrainingandprojectleadership).
Thisbuildsapoolofavailableresourcesandreenforcesthevalueofpasttrainingand
experience.
Lookatothermajororganizationwidechangeeffortsthatyou'veattempted.What's
yourtrackrecord?Whydidtheywork?Whydidtheyfail?
FindwelldocumentedimprovementcasestudiesfromWITHINyourorganization.
DemonstratethatimprovementcanhappensystematicallyinYOURorganizational
cultureandNOTjustatGE,AlliedSignalorothershowcasecompanies.
ThingstoemphasizeaboutaSixSigmafuture
SixSigmaisamixoffamiliarandnewimprovementmethods.
SixSigmaisflexibleenoughtoadaptsomewhattotheorganization'sculture,BUTthe
culturemustclearlyadapttoSixSigma.Ifitdoesn't,thentheresultswillsimplybea
repeatofthepast.
SixSigmaisunabashedlyfocusedon3internaltargets:loweringcosts,increasing
productivity,andrealizingmoreprofitsoutofoperations.
SixSigmawillhavethebiggestfinancialimpactthroughincreasedsalestoagrowing
numberofloyalcustomerswhowillpayforsuperiorvalue.

MANAGERS
Ifseniorexecutivesare"DirectorsofMarketing,"thenyou'retheSixSigmasalesforce.Youmusthonestly"sell"
thechangeby:
Stayingpositive,notbeingcynical.
Lookingforopportunitiesto"usetheSixSigmamodelinyourownprocesses."
Helpmembersofyourteamimaginehowtheoperationwouldchangeifprocessesproducedonly
3.4defectspermillionopportunities.

Warning#1Don'tactbeforeyou'vethoughtitthrough.
Traditionally,therearetwoschoolsofthoughtabouttheidealpacetointroducequalityimprovementprograms:
1.ShocktheSystemInthisapproach,theexistingsystemisblownapartandpeoplehavetothen
findawaytostabilizeit.It'sahighrisk,highenergyexperience.Thisistheunderlyingphilosophy
ofBusinessProcessReEngineering(BPR).
2.SlowlyGetRollingThisapproachemphasizesthesteadyprogressbywhichthechange"grows
on"thepeopleintheorganization.It'sassumedthatpeoplewillgetmorecommittedtothechange
astheygetmorecomfortablewithit.TotalQualityManagement(TOM)generallyusedthis
approach.
BasedonthelessonslearnedfrombothBPRandTQMoverthelast15years,SixSigmausesan
implementationstylethatcouldbecalled"Shock&Roll."
TheShock
Createan
aggressive
implementation
schedule.
Setextremely
high
performance
goals.
Requiretotal
commitment
andactive
participationby
executivesand
managers.

TheRoll
Createthe
planandstick
toit.THE
PLANshould
dictatewhich
projectsare
selected,not
viceversa.
Carefully
choose
projectsfor
theirstrategic
impact,but
Choosefirst
round
projectsthat
willyield
quickand
sureresults.
Chooseyour
"bestand
brightest"as
BlackBelts.
Trainenough
BlackBelts
tosupportthe
scaleand
paceofthe
plan.
Don'tstart
trainingtoo
soon.Apply
theskillsto
realprojects
ASAP.
Budgetto
fullysupport
theplan.

SixSigmaisNOTashootfromthehipprocess.Aggressiveplansmustbefollowedcloselyandsupported
enthusiasticallybyleadersatalllevelsofthecompany.

Inthispreparationphase,everyoneislookingforevidenceofonething:
"ISTHISPLACESERIOUSABOUTSIXSIGMA?"
Warning#2Don'tmakeSixSigmasomethingoutsidethemainstreamofthebusiness.
Thepaceofbusinesshasincreasedexponentiallyoverthelast10years.Decisions,transactions,delivery,
feedbackfromthemarkethaveallgonefromweeks,todays,tohoursandfinally,toseconds.
Technologyhashelpeduskeeppacewithproductivitygrowthatrecordlevels,BUTatthesametimecompanies
havebecome:
Flatter
Leaner
Moreflexible
Moredemandingofresults

SixSigmaasa"pressurereliever"Anythingthatmissesthecenterofthebusinesstargetjustincreasesthe
pressuretoperform.ThekeyistomakeSixSigmaa"pressurereliever"ratherthana"pressurecooker."How?
StartandendeverySixSigmaconversationwiththeconnectionbetweentheproject(s)andakey
companyperformancemeasure.
AsdiscussionsaboutSixSigmaspread,stayfocusedonproblemsandprocessesthat
areknownandnaggingissues.
BlackBeltsshouldbespecialists,NOTtheheadcoachIt'sincrediblyimportanttobuildacadreofhighly
skilledSixSigmaBlackBelts.However,theymustNOTbeplacedinchargeofthemanagementofthe
improvementprocess.BlackBeltsaresometimesresponsibleformanagingindividualprojects,butdirectingthe
overallimprovementprocessshouldbethejobofmanagement.Don'tjustkeepmanagersengagedinthe
process,keeptheminchargeoftheprocessby:
DedicatingthemajorityofthebudgettotrainingandsupportingmanagersintheirroleasGreen
Belts.
NotcreatingalargeSixSigmadepartment.
Involvingmanagersinthe"constructionplan"forSixSigmaimplementation.Thinkofitasarolling
reconstructionprojectonthestructureofthecompany.It'slikean"urbanrenewal"projectinwhich
eachbuildingontheblockistackled,startingwiththeonethat'sintheworstcondition.

Chapter3:TheFirst6Months
ASixSigmaimplementationprocessthatquicklycreatespowerfulresultsANDlasting
commitment.

Purposeofthischapter
TolayoutastepbystepplanforlaunchingatypicalSixSigmaprogram.Itfocusesonthecrucialfirst6months
ofimplementationduringwhichthetoneoftheSixSigmaprocessisset.Itmustbeseenbyallofthe
stakeholdersasbothexciting(dramaticbusinessimpact)andlonglasting(awayoflife).
Forseniorexecutivesthischapter
DescribesindetailtheworkloadthattheimplementationofSixSigmawillplaceontheorganization.
ProvidesaclearprocessforselectingfirstroundSixSigmaprojectsthatare
bothpowerful(significantresults)andpractical(attainable).
Highlightthetypeandscaleofresultsthatyoucanexpectduringthefirstmonthsof
implementation.
Detailthetasksthatonlyyoucandotoensurethattheimplementationwillbeacompletesuccess.
Formanagersatalllevelsthischapter
DescribeshowyouandtherestoftheorganizationwillbetrainedtoleadandparticipateinSix
Sigmaprojectteams.
Removesthemysteryofwhatitmeansto"doSixSigma"onadailybasis.

BigPicture
TheLaunch
NowthatthecommitmenttoSixSigmahasbeenmade,akeydecisionfortheExecutiveTeamis:
DowelaunchSixSigmawithabigsplashorwithabusinesslikeannouncement?
Alessonfromthe80's
PictureafireenginecarryingseniorexecutivesANDaDixielandbanddrivingpasttheassembly
lineofamajorU.S.automotivecompany.Thebanneronthesideofthetruckscreamed"ZERO
DEFECTS."Finally,picturetheassemblers(inunison)turningtheirbackonthepassingparade.
What'swrongwiththispicture?
Thefirst6monthsshouldbeaboutbuildingasolidfoundation,whilemovingquicklyanddecisivelyandNOT
abouthooplaandhype.ThemostsuccessfulcompanieshavetreatedSixSigmalikeothercompanywide
strategicobjectivesforwhichpeopleandbusinessunitsareheldaccountablefortheirperformance(orlack
thereof.)However,onemessagemustbeconveyed(inwhateverstyleworksinyourculture):
SixSigmaWILLhappenandparticipationisNOTanoptionalactivity.

TheGoals
TotrainacadreofBlackBeltsandGreenBeltsthroughhandsonapplicationoftheSixSigma
processandtoolsANDtorecoverthemoneyspentontraining.
ToestablishthecredibilityofSixSigmaasaprocessthatmovesyourbusiness'KeyPerformance
Indicators(KPI's).
Todemonstrateleadershipinmakingsystematicprocessimprovementapermanentpartofyour
organization'sculture.
TocreatedocumentedexamplesthatprovethatSixSigmaworksinYOURbusiness.
TocreateatrackingandcommunicationssystemthatallowstheENTIREorganizationtoseethe
statusandresultsofanySixSigmaprojectatanytime.
ThePRIMARYgoalofthefirstsixmonthsistoensurethatSixSigmahasthegreatestpossible
impactonthebottomlineofthebusinessintheshortestpossibletime.

TheBottomLine
Whattypeoffinancialreturncanyouexpectfollowingthefirstsixmonthsofimplementation?Let'smakesome
assumptionsbaseduponacompanywith5000employees:
ThetargetistenBlackBeltsper1000employeesandoneMasterBlackbeltforevery1520Black
Belts.
TheaverageBlackBeltassignmentis2years.
Thetargetistohavethefullcomplementof50BlackBeltswithin2years.Therefore,youmusttrain
andcertify810BlackBeltsevery6months.
Itcostsanaverageof$30,000and$45,000totrainaBlackBeltandMasterBlackBelt,
respectively.GreenBelttrainingcostsanaverageof$7,500perperson.
TheaveragesavingsperBlackBeltprojectis$150,000(thelowestestimatewe'veseen).
TheNumbers
$1.5Millionin
RevenueSavings

$980K[**]Profit
Increase

$520KinTrainingCosts

10
projects
@
$150k
ave.[*]

$300K(10
BlackBelts@
$30K)
$45K(1
MasterBlack
Belt)
$75K(10
GreenBelts@
$7,500)
$100K(Exec.
Team,
Champion,
Associates/
Proj.Teams)

*Seetopoffollowing
page

**Seetopof
followingpage

[**]Thisassumesthattherewerenocapitalinvestmentsmadeaspartof

theprojects.
[*]ThisdoesnotreflectanyGreenBeltprojectsormoreindirect

savings/revenueresultingfromeducatedemployeesand/orcultural
changes.

TheStrcture
Duringthefirstsixmonthsanorganizationalstructuremustbebuiltthatsupportstheworkofthefirstround
projects.ButitmustalsobestrongenoughtosupporttheexponentialgrowthinSixSigmaprojectsthatwill
follow.Howdoyoupreventa"necessaryandsufficient"structurefrombecomingan"improvementbureaucracy"?
Ataninternalmanagementforum,JackWelchwasaskedaboutthedangerofaSixSigmabureaucracy.His
reply
"Idon'tgiveadamnifwegetalittlebureaucracyaslongaswegettheresults.Ifitbothersyou,
yellatit.Kickit.Screamatit.Breakit!"
BusinessWeek,June8,1998
Followingisa"typical"SixSigmaorganizationalchart.Yourorganizationmaynothavealloftheroleslisted,but
someone,bywhatevertitleyouchoose,mustberesponsibleforthefunctionsandtaskslistedundereachrole.In
smallerorganizations,it'slikelythatonepersonwouldtakeonmultipleroles.However,ifyoufocusonthese
necessarytasksyou'llbuildaSixSigma"supportsystem,"NOTaSixSigmabureaucracy.

Whatarethemajortasks?

Selectorfinalizefirstroundprojects.
TrainseniormanagersandinitialcadreofBlackBelts,GreenBelts,managementsponsorsand
projectteammembers.
DemonstratethepowerofSixSigmathroughearlywinsandROI.
Trainingistheheartofthefirst6months,butdon'tmistakeitforanytheoryladen,classroomexperienceyou've
everhad.SixSigmaisaboutappliedlearning.
TheExecutiveTeamandChampionsimmediatelyselectprojectsandBlackBeltandGreenBelt
candidates.

BlackBeltsandGreenBeltsalternatetrainingwithprojectteamworkfortheentirelifeoftheir
projects.
Projectteammembers"learnastheygo"throughjustintimetrainingprovidedbytheBlackBelts.
Alloftheothercomponentsoftheprogram(Reviews,communications,etc.)thatsurroundtheprojectteamsare
designedtoMAKETHETRAININGANDTHEPROJECTTEAMSPRODUCEMAXIMUMRESULTS.The
followingResponsibilityFlowChartputsallofthepiecestogether:

Thefollowingsectionprovidesdetailofwhatoccursateachimplementationstep.Thenumbersrefertothe
correspondingstepintheResponsibilityFlowChartabove.Theactivitiesthatrecurduringtheprocessorthat
involvethesamerole(e.g.BlackBelts,GreenBelts,etc.)aregroupedtogether.

1.ExecutiveEducationSession#1(1Day)
Thisisthefirstoftwoexecutiveeducationsessions.Thesecondisheldattheendofthethirdmonthoffirst
roundimplementation.ThefirstsessionhelpstheExecutiveteamtounderstand:
TheevolutionofthetheoryandmethodsofSixSigma.
Themeaningof"SixSigmaThinking."
ThefinancialandoperationalreasonsforpracticingSixSigmainALLpartsoftheorganization.
TheimpactofaSixSigmacapabilityvs.aThreeSigmacapabilityinaprocesstheymanage.
ThebasicsoftheDMAIICprocessandtools.
TheSixSigmaimplementationmodelandtheirroleandresponsibilitieswithinit.
Mostimmediately,thesessionpreparestheExecutiveTeamtomakethe4decisionsthatwillhavethegreatest
impactontheshortandlongtermsuccessofSixSigma:
1.Whatprojectswillbetackledduringthefirst6monthsofimplementation?
2.WhowillbetheSixSigmaChampions?
3.WhowillbethefirstroundBlackBeltcandidates?
4.AreweREALLYcommittedtomakingSixSigmawork?
NoteThesedecisionssignalhowambitioustheprogramtargetswillbe&howseriousleadersareabout
hitingthosetargets.
2.ChampionClassroomTraining(1Week)
Championsarethekeyprogramplanners.Theyaretheonesreallyresponsiblefordevelopingandimplementing
thedetailed"RollOutPlan"thatincludes:
Identifyingthebiggestopportunities.
Establishinggoalsandexpectations.
Creatingtangibleandintangibleincentivesforteamsandtheirleaders.
DeploymentorProgramChampionNormallyaseniorvicepresident,directororvicepresidentwho:
IstheCEO'sdesigneetomanagetheSixSigmaprogramonadaytodaybasis.
Runsinterferencefortheprogramasitbecomespartofthemanagementsystem.
Makessurethatmoney,peopleandequipmentareflowingsmoothlytosupportimplementation.
ProjectChampions/SponsorsTypicallyarebusinessunit/divisionlevelexecutiveswho:
Prioritize"local"issuesthattheprogramneedstotackle.
Createdetailedprogramimplementationplansfortheirunitorfacility.
Workonanycrossfunctionalissuesthattheprogramsurfaces.
WorkdirectlywithBlackBelts(andMasterBlackBeltswhenthey'reinplace)tomakesurethat
theyhavewhattheyneedtosucceed.
Areultimatelyaccountablefortheresultsoftheprojectteam(s)thattheysponsor.

TrainingOutline
BothtypesofChampionsneedtounderstandthebasicSixSigmaProcessandtoolsaswellasthemanagerial
challengeofintroducingasignificantculturechange.Followingarethemaintopicscoveredinthe5day
Championscourse:
ChampionTrainingMonth1
Champion
Classroom
Training(1
week)
Leadingthe
Planningand
Implementation
ofSixSigma
General&
OverviewTopics:

ChampionSkillAreas
ASystemforManaging(1module)
Assessingyourorganization'scurrentperformance
measuresandhowtheSixSigmasystemand
principleswilldramaticallyimprovethose
measures.
BusinessPlanning(1module)
BuildingaBalancedScorecardandaDeployment
TreeDiagramthatshowstheconnectionof
strategicobjectivestoSixSigmaprojects.
LeadingSixSigma(1module)
Usingcostofpoorqualityanalysistoselecthigh
returnprojectsandcreatingprogressindicators
thatChampionsusewhenreviewingSixSigma
projects.
ProcessScorekeeping(2modules)
ThebasicsofProcessManagement,includingthe
identificationofprocessindicators(outcomeand
upstream),settingperformancetargetsand
ongoingprocesscontrolplans.
InterpretingData(1module)
Practicalintroductiontoprocessvariationandthe
corestatisticaltoolsthatprojectteamsuseto
create"SixSigmaprocesses."
BringingExistingProcessestoSixSigma
Performance:DMAIIC(3modules)
StepbysteptraininginapplyingtheDMAIIC
problemsolvingmodel,usingtheDMAIIC
Storyboardastheguide.
CreatingNewProducts/ProcessesforSix
SigmaPerformance:DMEDVI(1module)
IntroducingtotheDMEDVIdevelopmentmodel
that'susedbyprojectteamswhencreatinganew
productorprocesswithSixSigmaperformance
designedintoit.

3.Selectorfinalizethefirstroundprojects,BlackBeltsandGreenBelts

A.TheProjects
IntheDiagnosisandPlanningphasedescribedinChapter2,theExecutiveTeammade2decisionsthatprepare
thewayforfirstroundprojectsselection:
1.Theselectionofthe"focusareas"forimprovementthatwillhavethebiggestimpactonthe
company'sgrowthstrategy.TheseareNOTgenerallyspecificprojects.
2.ThescaleandtimingoftheSixSigmarollout.Forexample,theinitialimplementationplanwillfund
10firstroundBlackBeltprojects(obviouslythisnumberwillvaryconsiderably,basedonthesizeof
thecompanyandtheprogrambudget).
NoteStartinthehottestgrowthareaswithstrongleaders.GoforgreatresultsANDPR!
PriortotheExecutiveTeamandtheChampions'initialeducation/workingsession,asmallerworkinggroupor
membersoftheQualitystaffbreakthefocusareas(suchas"ReduceWarranteeCosts")intoprojectsize
opportunities.TheyalsomeetwithmanagerstoreviewtheirperformancedataandpotentialSixSigmaprojects.

TheCriteria
Boththosewhoareworking"offline"toidentifyfirstroundprojectsandtheExecutiveTeammustapplyclearand
consistentcriteriawhenmakingthefinalselections.
AnySixSigmaprojectmustpassthroughFilter#1:
Astrongconnectionandcontributiontothebusinessgrowthstrategy.
However,becausethefirstroundprojectsaresocriticalforthelongtermsuccessoftheprogram,firstround
projectsmustalsomeettwoadditionalsetsofminimumrequirements:

Basedonthesecriteria,considerthefollowingtwoexamples:

Aplantofamajorautomotive
suppliersaved$250,000by
reducingitsinternalscraprate.
Defectratesatkeyproductionsteps
droppedbyasmuchas50%.
AsuccessfulSixSigmaprojectANDa
goodfirstroundproductchoice

Aninternationalheavy
equipmentmanufacturer
choseabraisingprocess
problemthatwascausing
productiondelays.
AsolidSixSigmaproject,but
notanidealfirstround
choice

Asinglefacilityfocus.
Generatedasignificant
andnoticeablecost
savings.
Hadamajorimpacton
customersatisfaction.
Scrapdatawasreadily
available
Usedarangeof
improvementtools.

Amultiplant,
multiprocess
problem.
Availabledata
wasnotuseful
usefuldatawas
notavailable.
Tookovera
yeartoshow
resultsdueto
theneedfor

multiple
experiments.
Alongstanding
issuethathad
defiedsolution
inthepast.
Bothprojectswerenoteworthyaccomplishments,buttheautomotivescrapratereductionprojectstruckjustthe
rightbalanceofbusinesssignificance,attainabilityandpredictability.Thereisnolistof"perfectprojects"buthere
aresometypicalonesthatalsomeetthesecriteria.
Project

Impact

Increasedryerthroughput(Mgf.)
[*]

$130K
$700K

Reducefreightcosts(Shipping)
[*]

$150K

Warrantyreduction(Mfg.)

$320K

Reducecostofwastedisposal
(Environ.)[*]

$2.6Mill.

Reducetimetoissuebillsby
50%(Acct.)

$500K

DirectMat.VariationCost
Reduction.(Mfg.)
ImplementForecastingModel
(Sales)
Reduceobsoleteinventory
(Product.Plng.)

$172K

$1.7Mill.
$250K
$1.7Mill.
$1.3Mill.

Increasewarehouseoutputby
100%
(9to18items/hr)[*]Reduced
travelcosts [*]

[*]FromSixSigmaandItsImpactonAmericanBusiness,apresentationby

RonaldD.Snee,SigmaBreakthroughTechnologies,Inc.October17,2000

B.SelectingorfinalizingtheFirstRoundBlackBeltsandGreenBelts
TheBlackBelts
TheExecutiveTeamandChampionshavethetoughjobofselectingBlackBeltswhomustbebothtechnical
expertsandskilledprojectleaders.WhatarethesealmostmysticalBlackBelts?Whatrolesdotheyplay?What
skillsdotheyneed?
TheBlackBeltJobDescription:
Afulltimeindividual,skilledinqualityimprovementsystemsandtools,whotrains,leads
andsupportsSixSigmaproblemsolvingteamsinmeasuring,analyzing,improvingand
controllingprocessescriticaltobothcustomersatisfactionandprofitability.
Usuallyatwoyearassignment.

Assignedtotheir"home"businessunit.
Hastheauthoritytodrivetheprojecttocompletion,ratherthanactingasafacilitator
withlimitedauthority.
Requiredtoplayanumberofleadershiprolesinsupportingprojectsandprojectteam
members.

ABlackBeltmustbeequallycomfortableineachoftheserolesinordertobeeffective.ABlackBelt'sdaysare
typicallyfilledwith:
Ongoingworksessionstohelpprojectleaders(andteammembers)developtheirindividualskills
andtheirprojectwork.(Mentor)
Impromptuoneononemeetingswithrookieprojectleaders.(Coach)
Formalandinformaltrainingsessions.(Teacher)
Projectteammeetings.(ProjectLeader)
Broadcastinganemailonanewtoolapplication.(BestPractitioner)
Handsonanalyticalwork.(ContentExpert)

TheBlackBeltSkillSet
AneffectiveBlackBeltbringsamixofpersonality,naturalabilitiesandskillsgainedthroughtraining.
AnalyticalSkillstobringmeaningtodata.

Customer
Research
Measuring
Performanceand
Variability
Process
Management&

Measuring
Relationshipsamong
Variables
DesignManagement
Reliability
Management

Analysis
Stratificationand
Prioritization

Production
Management

FormalHypothesis
Testing
LeadershipQualities&Skillstobringpeopleuptothechallenge.

Selfstarter
Passionate
Learner
Goodcommunicator
(oral/written/electronic)
Thickskinned
Abletomaintain
organizationalfocuson
theprojectdespite
competingpriorities

TeamFacilitator
(notdictator)
Highly
respectedby
theorganization
forpast
performance
Detailed
knowledgeof
thebusiness
Politically
savvy
Ambitious
Trustedleader

ProjectManagementSkillstobringdisciplinetotheproject.

Chartering
projects
Identifying
deliverables
andproject
risks
Planningand
conducting
reviews

Planningtheproject
schedule,includingthe
CriticalPath

TheSixSigmaDifference
ATaleofTwoBlackbelts:DifferentBackgrounds,SamePassion
ThisisaninterviewwithtwopeoplewithacommonpassiontheirnewrolesasBlackBeltsatNew
HampshireBallBearing,a1200personwhollyownedsubsidiaryofNMB,USA.DianneMoultonandAlan
PelletierarepartofthethirdwaveofBlackBeltstrainedatNHBBoverthelastyearandahalf.Dianneisthe
fulltimecoordinatorofalloftheBlackBeltsandAlansplitshistimebetweenBlackBeltwork(2days/week)
andhismachiningposition.
What'sbeenmosthelpfulinyourbackground?
Dianne:I'veworkedinofficeadministrationandmostrecentlyasanAssociateEngineer,butprobablymy
workasapolicedispatcherhashelpedmethemostasaBlackBelt.Adispatcherhastosizeupasituation
quicklybyfocusingontheimportantfacts.ThishasprovedtobereallyhelpfulasaBlackBeltwhenI'm
facedwithmountainsofdata.
Alan:Believeme,asamachinesetupandoperator,andnowatoolmaker,IfeelthatIhaveanindepth
understandingofthemachiningprocess.Thisreinforcesmyabilitytounderstandproblemsandmycredibility
indealingwiththem.
WhataretheimportantthingsthataBlackBeltbrings?
Alan:Aworkethicthewillingnesstoworkhardandshowcommitmenttotheprojectthatyou'lldo
whateverittakestohelptheteamsucceed.Atthesametime,youhavetoreinforcethatsincethisisateam
effortthateveryonehastosupporteachotheringettingthingsdone.
Dianne:BecauseIcomeprimarilyfromanontechnicalbackgroundIcanaskthe"dumbquestions"andget
peoplethinkingaboutthebasics.ABlackBeltalsohastobeincrediblypositivewitha"Wecandothis!"
attitude.I'vefoundthatapositiveattitudecanbecontagious.
Signsofawinningproject?
Dianne:WhatIlookforiswhetherit'sawellqualifiedproblem.First,istheresomehistorythatwillprovide
gooddata?Secondly,isthedifferencebetweenthecurrentstatusandthegoalsignificant?Istheprocess
ongoingtoallowtestingandanalysis?Iftheansweris"no"toanyofthese,let'sfindsomethingelseto
tackle.
Alan:Ilookfordataandcommitmentasolid,welldocumentedhistoryoftheproblemandsolidcommitment
fromthestakeholders.Theyhavetoshowtheircommitmentbyspendingtheirtimeinthemeetings,
providinginformationandaskingaboutprogress.CouldIaddthatIalsolookforateamthat'sopento
change,learningandadaptingtoaSixSigmaapproach.Aprojectistoughenoughwithouthavingtopulla
teamalongthat'skickingandscreamingthewholetime.
What'syourfavoriteproject?
Alan:Myfirstprojectwasthebestsofarbecauseitwassuchanamazingcombinationoflearningand
seeingresultsatthesametime.Onthefirstprojectalone,wedidsevenDOE's!Isawthattherewere
actuallyonlyafewinputsthatreallyhadasignificantimpactontheprocess.Thatflewinthefaceof25
yearsofmachiningexperience.Itwasaneyeopener!
Dianne:Ihonestlydon'thaveonebecauseeveryprojectissointeresting.AsaBlackBeltIgettoshapeand
redefinetheprojectbasedonwhatthedatashows.Thatunpredictabilitymakesmyjobchallengingand
satisfying.
What'snextforyou?
Dianne:I'dliketocontinuethisroleformywholecareerbecauseofthesatisfactionthatIjusttalkedabout.
Theprojectworkitselfcanbeprettyintense,soIdoappreciatethevarietythatmycoordinator'srolegives
me.It'sagreatbalancethatIthinkI'llenjoyforalong,longtime.
Alan:IlikethefactthatI'mstillworkingasanoperator3daysaweek.Itgivesmethesamekindofbalance
thatDiannewastalkingabout.Italsokeepsmeintouchwiththeoperationandhowitreallyrunsdaytoday.
IthinkthatcombinationmakesmeevenmoreeffectiveasaBlackBelt.ButIwouldn'tmindatemporaryfull
timeassignmenttoaparticularlyintenseprojectfor,say,3monthsorso.Thatcouldbefun.

ExecutiveTeam
ThemostsuccessfulBlackBeltshaveoftenbeenstrongestintheleadershipcategory,evenattheexpense
ofstatisticalknowledge.Youcantransferthestatisticalskills,butleadershipskillsareanothermatter.Lists
ofBlackBeltskillsandqualitiesalsodescribeamanager/leaderontheriseinyourorganization.Doyou
believeenoughinthepowerofSixSigmatomakethis"risingstar"afulltimeBlackBelt?HINT:Never
answerarhetoricalquestion!

TheGreenBelts
TheselectionprocessforGreenBeltsismorestraightforwardthanthatforBlackBelts.Sincetheidealmodelis
toprovidetrainingatthetimethatit'sneeded,onlythosemanagerswhowillplayaroleinthefirstroundprojects
shouldbeinitiallytrainedasGreenBelts.[*]Theywilltendtobestrongcandidatesanywaysinceoneofthe
criteriaforselectingfirstroundprojectsisthatthemanagersinvolvedare"supportiveandskilled."

AGreenBelt
WorksonSixSigmaprojectsonaparttimebasis.
Leadsprojectteamsthataresmallerscale(e.g.singleprocess/department)andthatusesimpler
problemsolvingtools.
AssistsBlackBeltsinproblemsolvingandprojectteamtraining.
CallsintheBlackBeltstoactasacoachorexpertincomplexprojectsandadvancedmethods.
WorkswiththeBlackBeltinassemblingtheprojectdocumentation,suchastheDMAIICStory.
Managers
Intheshortterm,useyourroleasaGreenBelttoshowdedicationtotheprocessandtomodelbehavior.
ShowyourbeliefintheprinciplesofSixSigmathinkingbymakingoperationaldecisionsthatreinforcethese
beliefs.
Afterthefirstround,youwillalsodrivethepaceandimpactofSixSigmainyourareaby:
IdentifyingtheKPI'sfortheprocess(es)thatyouown
Selectingthehighestleverageissuesandprojectstotackleinyourarea
Freeingup(andsupporting)yourbestpeopletoworkontheprojectteams
4.TheRoleandRelationshipsoftheMasterBlackBelt

ADoseofCommonSensei
A"sensei"intheworldofmartialartsisahighlyrespectedteacherormentor.Asenseinotonlyhasskill,but
wisdom.Heorsheusesthatwisdomtoguideotherswhoarededicatedtoimprovingthemselvesandtheirskills.
AMasterBlackBeltisaSixSigmaSensei.
TheMasterBlackBeltisoneofthemostcriticalrolesforthelongtermsuccessofaSixSigmaprogram.A
typicalMasterBlackBelt:
Trains,coaches,mentorsandcertifiesBlackBelts.
Developsnewtrainingmaterials.
Helpstoselectnewprojects.
SupportstheChampionsandExecutiveTeaminacceleratingSixSigmaimplementation.
Reviewsandtracksprogressacrossallprojects.
Testsandintegratesnewimprovementtools.

Helpsspreadbestpractices.
Leadslarge,multifunctionalprojects.
Havingsomeoneofthiscaliberfromthefirstdayofimplementationpresentstremendousadvantages,but
individualswiththeneededskillsareprettyrare.
Sowhathappenswhenacompanydoesn'thavesucharesourceavailableinternallyorcan'trecruitsomeone
externally?Forthefirstsixtotwelvemonthstheexternalconsultantcanfillthisrole.OverthistimeConsultants
workwiththeExecutiveTeamandChampionstoidentifyMasterBlackBeltcandidatesfromamongthefirst
roundBlackBelts.
AtleastoneMasterBlackBeltcandidatemustbeidentifiedbytheendofthefirstsixmonthsand
certifiedbytheendofthefirstyear,ATTHELATEST.
Tobecertified,aMasterBlackBeltmustcomplete2weeksoftrainingbeyondthebasicBlackBeltcoursealong
withatleasttwoBlackBeltprojects.Theadditionaltrainingfocusesonlongtermprogramplanning,advanced
statisticalimprovementtools,trainingskills,andtechniquesformanagingcomplexprojects.
IfMasterBlackBeltsareidentifiedintheprelaunchphase(inChapter2),candidatescouldalreadybetrainedin
boththebasicBlackBeltcourseaswellasintheadditionaltrainingdescribedbelow.Iftheorganizationis
"growing"MasterBlackBeltsfromtheinitialgroupofBlackBelts,this"extra"trainingoftenoccursafterthefirst
roundofprojectsiscompleted.

MasterBlackBeltTraining
MasterBlackBeltTraining
2weeksinadditionto
BasicBlackBelt4week
course
TakingontheSixSigma
LeadershipChallenge
General&OverviewTopics:
Integrating
Strategic
Business
Planningand
SixSigma

Role/Responsibilities
Indepthunderstanding
ofthecertification
requirementsforallof
theSixSigma
leadershiproles
TrainingSkills
Basicsofthetrainthe
trainereducational
approachtoteaching
SixSigma

Sustaininga
SixSigma
Culture

Incomingskills
assessment

Change
Management

Deliveryskills

Adultlearningpractices

Learningassessment
AdvancedStatisticalImprovement
Tools
Morecomplex
experimental
techniques
Enhancedprocess
modeling
StrategicBusinessPlanning
Developingnew
performanceindicators
Creatingand
maintaining
performancetracking
systems
Advancedcostanalysis
techniques
Scenariobuilding
ProjectManagement
PERTanalysis
CriticalPathMethod
(CPM)
Contingencyplanning
Creatingand
coordinatingmilestones
ProductiveReviews
ChangeManagement
Psychologyofchange
Negotiationskills
Harnessingteamsfor
change

5,9,13,&17.BlackBeltTrainingClasses#14(EachClassis1week)

TrainingOutline
TheBlackBeltcandidatesbegina4monthcycleofformalclassroomtrainingcombinedwithprojectwork.The
trainingsessionsand3weekprojectworkcyclesareorganizedaroundtheDMAIICsteps:
Session1:Define&Measure
Awelldesignedteamwithawelldefinedprojectplan.
Aprojectproblemstatementbaseduponadeepunderstandingofthecurrentprocess
anditscapabilities.
Session2:Analyze&Improve
RootCause(s)oftheproblemthathavebeenvalidatedbyfacts.
Acosteffectiveactionplantoeliminateordramaticallyreducetheimpactoftheroot
cause.
Session3:Implement&Control
Aplannedchangeprocessthatworks.
AProcessforMaintainingImprovements.
Session4:DesignforSixSigma
Newproductsorprocessesdesignedwith6capabilitybuiltin.
Followingarethetopicsandtoolscoveredinthefour5dayBlackBeltcourses:

BlackBeltTrainingMONTH1
5.BlackBeltTrainingClass#1(1week)
IntroductiontoProblemSolving&Identifyingthe
Problem:DEFINEandMEASURE

Role/Responsibilities

HelpfulSoftwareSkills/Prerequisites:

Customer

MicrosoftOffice,MicrosoftProject(orcomparable
ProjectManagementsoftware)MicrosoftVisio(or
comparabledrawing/chartingsoftware)

Qualification/CertificationPlan

VoiceofCustomerFeedback
Measurement/DataCollection
DevelopingIndicators
BasicDataCollection
MeasurementSystemAnalysis
Calculatingcurrentprocess(rolled
throughput)yield
ProjectManagement
ProjectChartering
Statistical/ProblemSolving
RunCharts
Sampling
Histograms
ProcessCapability(includingSix
Sigma)
ProcessFlowCharts
ProcessAnalysisMethods
BarCharts

BlackBeltTrainingMONTH2
9.BlackBeltTrainingClass#2(1week)
IdentifyingRootCausesandSolutions:ANALYZE
andIMPROVE

RelationshipsbetweenVariables
ContingencyAnalysis
ScatterDiagrams

HelpfulSoftwareSkills/Prerequisites:

CorrelationAnalysis

MinitabStatisticalSoftware(orcomparableSPC
software)

RegressionAnalysisSimple,Linear
FindingtheSignificanceofProcessDifferences
orChanges
ProbabilityDistributions
HypothesisTesting
ParameterEstimation&Confidence
Intervals
Sampling
Reliability

Reliability
Termsand
Definitions
Reliability
Management
Failure
Modes&
Effects
Analysis
Experimentation
SingleFactorExperiments
Statistical/ProblemSolving
Cause&EffectAnalysis

Fault
Tree
Analysis
Weibull
Analysis

BlackBeltTrainingMONTH3
13.BlackBeltTraining
Class#3(1week)
MakingImprovementsa
PermanentPartofthe
System:IMPLEMENTand
CONTROL
HelpfulSoftware
Skills/Prerequisites:

SelectingandImplementing
ProcessChanges
CostBenefitAnalysis
EvaluatingtheEffectsof
Changes/Standardization
&Replication
ManagingImprovedProcesses
ControllingProcesses
ProcessManagement
Charts
Statistical/ProblemSolving
ControlCharts
ProcessCapability
(includingSixSigma)
MeasurementSystem
Analysis

BlackBeltTrainingMONTH4
17.BlackBelt
TrainingClass
#4(1week)
Designingand
DeliveringNew
Products,
Services&
Processes:DFSS
andPlanning
Tools
HelpfulSoftware
Skills/Prerequisites:

MasteringtheDMEDVIModel
(Define,Measure,Explore,Design,Validate,Implement)
UnderstandingtheCustomer
ObtainingVoiceoftheCustomer
DevelopingProduct/Service
RequirementsQFD
AdvancedExperimentationMethods
AnalysisofVariation(ANOVA)
DesignofExperiments
TaguchiApproachtoDesign
ReliabilityManagement
ReliabilityTesting
AcceleratedTesting
GeneratingNewProduct/ServiceConcepts
CreativityMethods
Performance&ProcessBenchmarking
PughConceptDesignSelection
ToleranceDevelopment&Analysis

6&14.GreenBeltTrainingClasses#1and2(3Daysand2Daysrespectively)

TrainingOutline
TheoutlinebelowmayappearactuallymoredetailedthanthatoftheBlackBelt.However,GreenBeltsreceive
approximately40hoursoftraining,whileBlackBeltsaregenerallyprovided160hoursoftraining.Bynecessity,
allofthetopicsandtoolsarecoveredinmuchlessdetail.
GreenBeltTrainingMONTH1
6.GreenBeltTrainingClass#1
(3Days)
IntroductiontoSixSigma,the
GreenBeltRoleandtheDMAIIC
ModelandToolkit

DEFINE
Selectionof
Projects
ProjectChartering

General&OverviewTopics:

EvaluationGrids

OverviewofSix
SigmaPurposeand
Processes

SWOTAnalysis

Trainingplanforallof
theSixSigmaroles

Calculatingcurrent
process(rolled
throughput)yield

Responsibilitiesofall
SixSigmaroles
duringthelifeofa
project

GANTTChart

MEASURE
Voiceofthe
Customer

BaldrigeCriteria

Measuring
Performance&
Variability

Howtoidentify
significant
performancegaps

Process
Managementand
Analysis

Howtouse
performancegapsto
generatepotentialSix
Sigmaprojects

Stratificationand
Prioritization
CoreCustomer
Research
methods
Process
Performance
Indicators
DataCollection
andDisplay
SixSigmaScales
&CalculatingSix
Sigma
FlowChart,Value
AddAnalysis
Pareto,
Histogram,Bar&
PieCharts
ANALYZE
Foundationsof
Probabilityand
Statistics

Understanding
Variation
ControlCharts
(introductionto
purpose,usesand
interpretation)
CauseandEffect
Analysisand
Verification
ScatterDiagrams
IMPROVE
Generatingand
Selecting
Countermeasures
Basicsof
Cost/Benefit
Analysis
ActionPlanning
Defining
Deliverables
IMPLEMENT
Change
Management
Techniques
TeamFacilitation
andManagement
CONTROL
ProcessControl
Systems
Operating
Reviews
ProjectScorecard
ProcessControl
Plan

GreenBeltTrainingMONTH3
14.GreenBelt
TrainingClass#2(2
Days)
SupportingSixSigma
andDesigningand
DeliveringNew
Products,Services,&
Processes

ManagingThroughSixSigma
LeadingProjectReviews
SocraticApproachtoProjectReviews
ProcessQuestionsforProjectReviews
Scheduling,OrganizingandConductingProject
Reviews

General&Overview
Topics:
Sustaining
aSix
Sigma
culture
SixSigma
team
issues

ProjectTrackingMethods
KeyleadershipskillstomaintainaSixSigma
environment
DFSS
Introductiontotechniquesfornewproductandprocess
design
Gatheringandunderstandingcustomer
needs
OverviewofQFD
BasicprinciplesofDesigned
Experiments
Creativitymethodsforgeneratingnew
productandprocessconcepts
SupportingDMEDVI
(Define,Measure,Explore,Design,Validate,Implement)

7,10,15,&18.SkillsApplicationinProjectsandProjectTeamTraining(JIT)3Weeks
Duringthe3weeksfollowingeachtrainingsession,BlackBeltsaredoinghandsonprojectanalysis,leadingthe
teamorhelpingGreen
BeltsandteammemberstocompletethetasksineachDMAIICstep.Theprojectteammembersgetjustenough
ofthe"howto"totakeonassignmentsandfullyparticipateinproblemsolvingdiscussion.Followingaretypical
conceptsandtoolsthatprojectteammemberslearnandapply.

ProjectTeamMemberTrainingMONTH14
7,10,15,18.ProjectTeam
MemberTraining(Delivered
"justintime")

DEFINE
Reasonsforthe
projectselection

General&OverviewTopics:

Definingcustomer
needs/specifications

OverviewofSix
SigmaPurposeand
Processes
Responsibilitiesof
allSixSigmaroles
duringthelifeofa
project

Understanding
currentprocess
(rolledthroughput)
yield
MEASURE
Basicsofvariation
andSixSigma
Scales
Stratificationand
BasicData
Collectionand
Display
FlowChart,Value
AddAnalysis
Pareto,Histogram,
Bar&PieCharts
Othermeasurement
toolsasneeded
ANALYZE
ControlCharts
(introductionto
purpose,uses)
CauseandEffect
Analysisand
Verification
Otheranalysistools
asneeded
IMPROVE
Generatingand
Selecting
Countermeasures
ActionPlanning
Otheridea
generatingtoolsas
needed
IMPLEMENT
Planningtoolsas
needed
CONTROL
ProjectScorecard
ProcessControl
Plan

8,11,&16.ProjectReviews

OngoingProjectTeamSelfAssessment
Inreality,projectreviewsoccureverytimeaSixSigmateammeets.Theteamconstantlymustassessitsown:
ProcessHowwellistheteamworking?IstheDMAIICprocessbeingfollowed?Aretheright
problemsolvingtoolsbeingusedcorrectly?
ProductArethetasksanddeliverablesgettingdoneonscheduleandwithinbudget?Whathave
welearnedaboutourproblem?Howclosearewetofindingandimplementingthesolution?

MonthlyProjectReviews
Regularly(monthlyinatypicalSixSigmaproject),theMasterBlackBelt(ortheexternalconsultant)shouldmeet
witheachprojectteam.Atthereviewmeeting,theprojectteam(NOTtheBlackBelt)answersthefollowing
standardreviewquestions:
Whatdidwesayweweregoingtodo?
Whatdidweactuallydo?
Ifwedidn'tdowhatwesaidweweregoingtodo,whynot?
Whatarewegoingtodoeithertogetbackontrackorfollowanewtrack?
Whatdidwelearn?
Whatdoweneedinordertodobetterduringthenextmonth?
Thereviewmeetingismorelikeaselfassessmentreport.Theroleoftherevieweristoensurethat:
Theteamisusingdata,thatsupportswhat'sbeingsaid.
TheDMAIICprocessisbeingrigorouslyandproperlyused.
Therightproblemsolvingtoolsarebeingusedcorrectly.
Therearenotechnicalerrors,eitherintheapplicationorintheinterpretationofthetools.
Theprojectplanremainsrealistic,butaggressive.
Thereviewsalsoserveothercritical,sometimeslesstangible,purposes:
Tocommunicate/reinforceorganizationalpriorities.
Torecognize,praise,reinforce
Tocommunicateemergingissues/priorities.
Togaininsightintotheclimateofteamactivities.
Toidentifyfutureneedssuchasresources,training,andfollowup.
Toreinforceexpectationsaboutperformance.

MonthlyProgramReviews
Baseduponthemonthlyprojectteamreviews,theChampion(s),MasterBlackBelt(orexternalconsultant),and
BlackBeltsshouldmeettoassesstheeffectivenessoffourprogramelements:
The
Training
Areteammembersconfidentand
competentintheirprojectwork?
Aretheretopicsthatarecreating
confusionacrossprojectteams?
Team
Leadership
AreanyoftheBlackorGreenBeltsin
overhisorherhead?
Aretheteamsrespondingpositivelytoall
ofthe"belts."
The
Project
Teams

Dowehavetherightpeople?
Arealloftheplayersdeliveringwhatthey
aresupposedto?

Support
Systems
Aretheresourcesbeingprovided?
Isleadershipmakingthenecessary
decisionstokeeptheprojectmoving
forward?
12.ExecutiveEducationandSelectionofRound2Projects,BlackBelts,andGreenBelts
Session#2(1Days)
Thisoneandahalfdaysessioncombinesareviewoflessonslearnedfromthefirstfewmonthsofprojectwork
withpreparationforthesecondroundofprojects.

Championsreport
Crossfunctionaland/orsystemicissuesthathavesurfacedduringprojectsandslowedtheir
progress.
Thelevelofmotivationevidentintheprojectteams.
Anyrecommendedorganizationalchanges(e.g.incentivestorewardprojectteamsforextraordinary
effortsandresults)thatwouldaccelerateprojectprogressfortheremainderofthefirstroundand
beyond.

DesignforSixSigma
Firstroundprojectsgenerallydealwithimprovementstocurrentprocesses.Laterprojects(undertheleadershipof
moreexperiencedBlackBeltsorMasterBlackBelts)applytheDMEDVIprocesstonewprocessesandproducts.
ThissessionintroducestheExecutiveTeamtothebasicsofDFSS.

IntroductiontotheDMEDVI(Define,Measure,Explore,Design,Validate,Implement)process.
Gatheringandunderstandingcustomerneeds.
OverviewofQFD(QualityFunctionDeployment).

SelectionofRoundTwoProjects,BlackBelts,andGreenBelts
InorderfortheSixSigmaimplementationprocesstomoveaheadwithoutinterruptiontheExecutiveTeamand
Championsmustselectthenextgroupofprojectsandthepeoplewhowillleadthem.ForRoundTwothereare
threeclassificationsofprojects:
1.IntroductoryBlackBeltProjectsThesearethe"trainingground"projectsusedtobuildthe
competenceandconfidenceofnewlyappointedandtrainedBlackBelts.
Criteria:Sameasfirstroundprojects.
2.AdvancedBlackBeltProjectsMorecomplexprojects(largerscale,multiprocess,multiple
facility)includingDFSSapplicationsforBlackBeltswhoalreadyhaveanintroductoryproject"under
theirbelt."
Criteria:Moresophisticatedandevenhigherreturnsthanthefirstroundprojects.
3.GreenBeltProjectsThelesscomplexprojects(oftenyieldingsurprisinglylargesavings)thatcan
nowbeledbyGreenBeltswho'vebeentrainedandmentoredbyBlackBeltsduringthefirstround
ofprojects.
Criteria:ProjectsmusthaveasignificantimpactontheKeyPerformanceIndicators(KPI's)ofthe
businessunitandtheprocessmeasuresofthedepartmentorfunction.
19.1stRoundProjectandProgramReviewCommunicationofResultstotheOrganization(1Day)
AProjectandProgramReviewforallofthefirstroundprojectteamsshouldbescheduledforthesamedayand
shouldbeledbytheChampions.ItshouldalsodirectlyinvolvetheExecutiveTeam,allofthe"belts,"andthe
projectteammembers.Inthisreview,youarelookingforwhatDr.NoriakiKano,oneofJapan'sthoughtleadersin
QualityImprovement,calls"synthesis."Thissimplymeansthatyouknownotonlythatyou'vereachedyour
goals,butwhatyoudidtoachievethem.ThisiswherereallearningoccursANDmakesitpossibletoapplythose
lessonstootherprojects.

TheProjectReview(1/2Day)
TheQuestionsforeachProjectTeam:
BusinessResults

Wasthe
targeted
improvement
intheKPI
achieved?
Whatwasthe
ROIofthe
project?
Whatwasthe
totaldirect
andindirect
impactonthe
companyor
businessunit
profitability?
Whatwasthe
impacton
corebusiness
processes?
Wastherea
measurable
improvement
incustomer
satisfaction?
Wasthe
problemwell
defined?

ProjectExecution

Wastherootcause
identifiedusingsound
analysisofdataand
experience?
Didthesolutionwork?Is
itworking?Howcanthe
gainbeheld?Howcanit
bereplicatedinother
partsoftheorganization?
Weretheproject
deliverablesproducedon
time?Werethere
foreseeableand
avoidableprojectdelays?
WastheKMAIICmodel
followedfromstartto
finish?
WastheProject
Scorecardcompleteand
supportedbythe
necessary
documentation?
Didtheteamworkwellas
measuredby:
Attendance
at
meetings.
Turnover
withinthe
team.
The
average
ratingson
theteam
assessment
form.

TheDesign
TomaximizetheorganizationallearningfromtheFinalProjectReview:
Turnthereviewintoa"learningevent"thatispartsciencefairandpart"shareholdersmeeting."
Holdallofthereviewsonthesamedayinaroomlargeenoughtoaccommodatealloftheproject
teamsandasmanyguestsaspossible.
Allow30minutesperprojectteama15minuteteampresentationand15minutesofquestions
fromtheExecutiveTeam,Championsandtheotherprojectteams.
Videotapethepresentationssothattheteamscanfinetunetheirskills.Alsouseitasa
communicationsvehicle(e.g.playthetapecontinuouslyinthecafeteria)

ExecutiveTeam
InSixSigma(andintheentireorganization),yourjobistocontinuouslyimproveprocesses,profitsand
people.Theprojectreviewfocusesonallthreeelementsitisalsoagoldenopportunitytoreinforceand
recognizethehardworkofgoodpeople.EvenwhentheSixSigmaprocessfallsshort,themessageyou
mustconveyis:
"WewillpositivelylearnfromthisroundofprojectsANDcommittoworkingtogethertodobetter!"

TheProgramReview(1/2Day)
AProgramReviewmustfocusequallyonbusinessresultsandprogramexecutionacrossalloftheprojects.
BusinessResults

Wasthetargeted
improvementin
theKPI's
achieved?
Whatwasthe
rangeandaverage
ROIofthe
projects?
Whatwasthetotal
directandindirect
impactonthe
companyor
businessunit
profitability?
Whatwasthe
impactoncore
business
processes?
Wastherea
measurable
improvementin
customer
satisfaction?

ProjectExecution

Weretheselected
projectsgood
choices?
Whatwasthe
attendancerateat
thetraining
sessions?
Whatpercentageof
theBlackBeltand
GreenBelt
candidateswere
successfully
certified?
Whatpercentageof
theprojectswere
completedwithinthe
allottedtime?
Whatpercentageof
theBlackBeltswere
abletodevote100%
oftheirtimeto
assignedprojects?
Whatneedsto
changeinthenext
roundofprojects?

[*]SomecompaniesdobusinessunitwideG.B.trainingduringthefirstround.Tomakethiswork,provide

resourcestosupportALLoftheirprojects

ExpertAdvice
Lesson#1Begintheimplementationprocessundercompetentleaders(externalANDinternal)with
clearlydefinedrolesandexpectations.

ExternalLeadership
Virtuallyall(learnedlongagonottouse"all"or"none")ofthecompaniesthathavesuccessfullyimplementedSix
Sigmahaveusedexternalconsultantsorconsultingfirms.InChapterTwoweaddressedthecriteriathatshould
beusedwhenselectingthebestconsultingcandidate.Afterthatdecisionhasbeenmade,theroleofyour
qualifiedconsultantmustthenbetailoredtosupportthemajor"players"asillustratedinthefollowingtable.

*AdaptedfromPremierPerformanceNetworkmaterials.

InternalLeadership
TrainingisobviouslyahugecomponentofSixSigma,butfortheseniorleadersoftheprocess(theExecutive
TeamandChampions)thecoachingrelationshipestablishedwiththeconsultantisevenmorecritical.The
consultantcoachesleaderson:
KeybusinessdecisionsthatmayhelporhinderSixSigmaimplementation.
Personalbehaviorthatsendsmixedmessages.
Waystoincreasetheacceptanceofchange.
TheproperuseofSixSigmaprocessandtools.

Eachlevel(MasterBlackBeltsthroughGreenBelts)MUSTestablishthissamecoachingrelationshipwiththose
theytrainandsupportintheprojects.Otherwise,reallearningcaneasilystopattheclassroomdoor.

Accountability
Champions,BlackBelts,GreenBeltsmustbeheldaccountableforwhathappenseitherundertheirdirectionor
"ontheirwatch."Functionalmanagersmustlikewiseberecognizedortakentotaskbothforwhattheydoandfail
todoinsupportofprojectsintheirarea.

ZeroTolerance
NOONEintheleadershipstructurecanbeexcusedfromtraining.Everyoneiswatchingforthefirstsignof
waveringsupport.Besides,thetrainingisactuallynecessaryforSixSigmaleadersatalllevelstofulfilltheir
roles.
Lesson#2GetalloftheSixSigmaplayersoutoftheclassroomandachievingconcreteresultsas
quicklyaspossible.
The"learndo"cyclemustbebuiltintoanysuccessfulSixSigmatrainingdesign.Sowhetheryou'reevaluating
externaltrainingpackagesordesigningyourown,lookforthefollowingfeatures:
EverysessionMUSTbeaworkshop(asopposedtoaclass)inwhicheverypersonmustproducea
tangibleoutput.Eveninthecaseofatheoreticalconcept,eachlearnermustpracticallyapplyit
eithertotheSixSigmaprojectortotheprocessforwhichheorsheisresponsible.
Theoverallprogram"training"planshouldfollowthe80/20rule.Theprincipleis"practicelong"(80%
oftotalprojecttime)and"trainshort"(20%oftotalprojecttime).Foratypical6monthBlackBelt
projectthiswouldmean:
Role/TimeCommitment

RecommendedMax.
ClassroomTime

BlackBelts(F/T)

5Weeks

GreenBelts(P/T:20%)

1Week

Champions(P/T:40%)

2Weeks

ProjectTeamMembers
(P/T:10%)

23Days

Boththeworkloadestimateandrecommendedclassmaximumsarerulesofthumb,notabsolutes.
Thetrainingmustconstantlybeassessedtoensurethatit'sfollowingthis"learndo"model.The
Deployment/ProgramChampionisprimarilyresponsibleforthis.Thisroleisespeciallyimportant
sinceSixSigmatrainingiseventuallydeliveredbyawidevarietyofpeople,rangingfromseasoned
externalconsultantstorookieGreenBelts.
Warning#1Don'tbedishonestinyourtwowaycommunicationsflowdon'thypeitkeepitvisibleand
honest.
Theremustbefromthebeginningthepracticeofreportingtheaccuratestatusofallprojectswarts
andall.Thedifferenceliesinhowthe"offtarget"projectsarereported.Theymustbeaccompanied
bothbythediagnosisofwhat'snotworkingandplanforcorrectiveactiontogetbackontrack.
ThedifferencewilllieintheapproachthatboththeChampionsandExecutiveteamtaketothe"bad
news".Thereisasimpleleadershipresponsethatisvirtuallyfoolproof:"Whatdoyouneedtobe
successfulandwhatcanwedotohelptogetyouwhatyouneed?"
Don'tsellitasnewi.e.don'ttalkaboutthedifferencesfrompastefforts.JUSTCHANGETHE
THINGSTHATMADEPREVIOUSAPPROACHESFALLSHORT.Evenifyouannouncethe
differences,experiencedmanagerswillstilllookfortangiblesignsofchange,sowhatdoesthefor
malpronouncementgainyou?Thestrategymustbetokeepmovingforward,breakingthrough
obstacles(notchangingtheprojecttoavoidthem),tellingothershowyoudiditandreportingresults
ateverystepnomore,noless.
Warning#2Don'tallowcompanyleaders(especiallytheExecutiveTeam)todisengage/orcontinuetobe
negative.
AstheResponsibilityFlowChartatthebeginningofthischaptershows,leadersatalllevelscertainlyplaya
VERYactiveformalroleduringthefirstsixmonthsofimplementation.However,therestoftheorganizationis
takingitscuesfromtheirinformalandpersonalbehavior.It'sthisbehaviorthatrevealstheunderlyingattitude
towardthechangeeffort.
Thereisapredictabledistributionofattitudestowardsanymajorchange.

Thismayreflecttheattitudesoforganizationsatlarge,butit'sunacceptablewithinthemanagementteam.How
doyoumovethosewhoarenegative/neutraltoapositive,proactiveposition?ThemostsuccessfulSixSigma
implementationshavebeenexplicitaboutthe"quidproquo"forleaders.
Leadersmust

Inordertoget..

Attendallofthe
requiredtraining.

Annual
bonuses.

Leadatleast
oneSixSigma
projectthrough
thestandard
DMAIICmodel.

Promotions.

Makethe
necessary
resources
availableto
supportprojects
withintheareas
theymanage.
Achieve
significant
improvementin
theirKPI's.
Thisapproachstrikessomeasharshandarbitrary.It'sactuallyaverypositiveapproachinthatitfocuseson
providingclearreinforcementforthosewhocontribute.Thisismuchmoreeffectivethantryingto"winover"those
whoareeitherwatchingfromthesidelinesordiggingintheirheels.

SpilloverAdvice
Inthissection,thekeyLessons/WarningsfromSixSigmaexpertsareincludedinthebook.Otherimportant
Lessons/Warningsarelistedbelow.Theyarewellworthreading,buttheyareontheothersideofan
admittedlyarbitraryline.Onceintheebook,justclickontheiconnexttoanyLessonorWarning#toview
itinitsentirety.
Lesson#3Establishareview&correctiveactionprocessuseitnomatterwhat(CAPDo).
Lesson#4Makeabigdealoutofintegrating6intoregularmanagementcommunication
Lesson#5DevelopahighlyvisiblescoreboardtotrackboththeimpactandthestatusofSixSigma
projects.
Warning#3Don'tsendconflictingmessagesaboutthepriorityoftraining.

CheckList
Haveyou
SelectedfirstroundSixSigmaprojectsthatcreatedbothsignificantfinancialimpactand
excitement?
Selected,trainedandsupportedtalentedandmotivatedChampions,BlackBelts,GreenBeltsand
ProjectTeams?
Madesignificantprogresstoward6performanceinprocessesthatmatterthemosttoyour
customers?
MadeSixSigmaahighlyvisiblepartofyourculture?
LaidthegroundworktoincludeSixSigmaperformanceinyourrewardandrecognitionsystem?
Selectedyournextroundofprojectsand"belts"?
AssignedyourfirstroundBlackBeltsandGreenBeltstoevenmorechallengingprojectswith
potentiallyhigherpaybacks?

Chapter4:DoingaProject
MakingaSixSigmaimprovementprojectasuccess

Purposeofthischapter
TopresentarealisticpictureoftheprocessandproductofatypicalSixSigmaprojectteam.
Forseniorexecutivesthischapter
Providesanoverviewoftheelementsofasuccessfulprojectteaminordertomakereviewsmore
focusedandmeaningful.
TranslatesthetheoryofSixSigmaintotangibleactionsandresults.
IllustratestheongoingresponsibilitiesofallofthemajorplayersintheSixSigmaprocess.
Providesarealisticpictureofthe"lifeofaprojectteam"thatincludesboththehumanandthe
technicalchallengesintheDMAIICprocess.
Formanagersatalllevelsthischapter
Describesyourleadershiprole(eitherasateammemberorGreenBelt)indetailandinapractical
context.
IllustratesthedaytodayroleofBlackBeltssothatyoucanbettersupporttheirworkandtaptheir
uniquesetofskills.
ShowstheDMAIICprocessandprimarytoolsinaction.

TheBigPicture
ThreeViewsofaTypicalSixSigmaProject
ThischapterdrawsthreedifferentpicturesofSixSigmaprojects:
1.AProjectTemplate
2.ARealLifeProjectCaseStudy
3.ExpertAdvice
1.

Thewayprojects
"shouldbe"A
ProjectTemplate

Thetemplatestartswiththe
productofeachstepintheSix
Sigmaprocessandthen
describesthesteps,toolsand
responsibilitiesinatypical
project.

2.

Thewayprojects
areactually
implementedA
ProjectCase
Study:Alphamega
Refrigeration
Corporation(A.R.C.)

FollowanactualSixSigma
teamfromitsinitialmeetingto
projectwrapup.It'savery
humanlookathowthe
process,toolsandpeople
produceresults,bothintended
andunintended.

3.

Bridgingthegap
betweentheproject
templateandreal
lifeExpertAdvice

ExperiencedSixSigma
practitionerssharetheir
LessonsandWarningsabout
the"vitalfew"thingstodoand
toavoidduringyournext
project.

AWordofCaution:Theprojectteamtemplatepresentedismeanttobytypicalandnotuniversal.Adaptittothe
cultureandsizeofyourcompanytomakeitworkable,butyourmodelmustnotviolateANYofthebasicSix
SigmaprinciplesasoutlinedinChapter1.Likewise,thecasestudypresentedisnotintendedtobeanexact
replicaofthegenerictemplate.ItisoneSixSigmateam'sprojectexperiencefromwhichwecanallgaininsights.

Manufacturingvs.TransactionalProcesses
Thephilosophy,problemsolvingprocessandtoolsofSixSigmacanbeappliedsuccessfullytoboththe
manufacturingandtheservice/administrativesidesofthebusiness.Ifyousubstitutetheterm,"transaction"(ina
serviceprocess)for"part"(inamanufacturingprocess),themetricsofSixSigmaqualitystaythesame.This
makesitpossibletocompareperformanceacrossverydifferentfunctions,evenwhentheyappeartobe"apples
andoranges."OtherkeySixSigmaconceptslikeCriticaltoQuality(CTQ's)areequallyimportantintransactional
processes.Theproblemsolvingprocessitselfremainsremarkablyconsistent.Therearesomedifferences,
however,inthe"vitalfew"toolsusedinservicevs.manufacturingprocesses.Tounderstandthesimilaritiesand
differencesfurther,comparethe"RFPCaseExamples"(transactionalprocess)includedintheEBookandthe
"AlphamegaRefrigerationCorporation"casestudy(manufacturingprocess)thatappearslaterinthischapter.

ResponsibilityFlowChart

*TheMasterBlackBelt(s)arealways"ONCALL"toreview,
adviseandtraintheBlackBeltsandProjectTeamsinSix
Sigmamethodsandprocesses.TheMasterBlackBelt(s)
canbecalledinatanystepintheDMAIICprojectprocess.
1.DEFINEandMEASUREtheproblemoropportunity(4Weeks)
DEFINE
TheProduct:
Awelldesignedteamwithawelldefinedprojectplan.
TheProcess:
QualifyApproachOutcomesStakeholdersTeamSelectionLaunchProjectPlan

Onbalancingteammeetingswithteamwork
Teammeetingsbogdownwhenworkthatshouldbedonebetweenmeetingsbecomespartofthe
agenda.Belowaresomedistinctionsthatmighthelptopreventthis.
AtMeeting

BetweenMeetings

Report
progress

Collect
information

Discuss
options

Make
recommendations
Gatherand
analyzedata

Make
decisions
Make
assignments

Conduct
experiments
Implementand
monitorchanges

IMPORTANTTASKSBEFORETHEPROJECTTEAM'SLAUNCHMEETING
TheLeadTeam,aworkinggroupoftheExecutiveTeam,(sometimescalledtheImplementationTeam,orSteering
Committee)thatalsoincludestheChampions,workswithrepresentativesfromQualityAssuranceandFinanceto
analyzethedataacrossalloftheImprovementFocusAreas(SeeChapter3).Theyidentifypotentialprojectsin
eachoftheFocusAreasthatwillhavethegreatestbottomlineimpactonachievingthebusinessgrowthgoals.
ThepotentialprojectsmustalsomeettheProjectSelectioncriteriapresentedinChapter1.
NoteGoodhistoricaldataisveryimportant:however,it'stheimportanceoftheproblemthatshouldalways
bethe#1criteriaforselection.
1."Qualify"theprojectandchooseprojectapproachLeadTeam
Beforeassigningresourcesandateamtoaproject,theLeadTeam"qualifies"theprojectby
analyzinghistoricaldataorbycollectingnewdataifneeded,inordertodetermine:
TheComplexityofthesystemthatsurroundstheproposedproblem.
TheFinancialImpactoftheproposedproject.
WhethertheRootCauseoftheproblem/projectisknownorunknown.
Thefollowinggridshowswhichimprovementapproachtousebasedonthesethreefactors:

A"qualified"DMAIICBlackBeltproject,therefore,hasanunknownrootcausecombined
withsignificantcomplexityORasizablefinancialpayback.
Noticetoo,thataDesignForSixSigma(DFSS)BlackBeltprojectappearsintwoquadrants.This
occursbecauseprojectsrequiringthedevelopmentofentirelynewproductsorprocesscanspring
fromtwosituations:
Aknownrootcauseinwhichthenewproductorprocessisdesignedtoaddressa
recognized,criticalflaw.Forexample,redesigninganewchild'ssafetyseat,following
recallsduetofieldfailuresofonekeycomponent,thehandlelockassembly.
Anunknownrootcausethat'suncoveredbyaDMAIICteammaybeimpossibleto
solvegiventhepresentprocessorproductdesign.Forexample,aDMAIICteam
discoversthataprocessbottleneckcanonlybesolvedbyanew,onlineprocess(a
DFSSProject)becauseofan"impossibly"quickturnaroundtimedemandedbya
customer.
Thefactthataproposalis"qualified"asaDMAIICoraDFSSBlackBeltprojectinnoway
diminishestheimportanceoftheimprovementapproachesintheotherquadrants.ALLofthe
approachesmustbepartofthe"improvementportfolio"ofacompetitiveorganization.
2.DefinetheoutcomemeasureandtargetfortheprojectLeadTeam
NowthattheLeadTeamhasdecidedthataprojectisqualifiedtomoveforward,itmust
communicatetheneedforchangebyquantifyingtheperformancegap.Thisgapdefinesboththe

expectationsoftheteamandthelevelofresources(peopleandcapital)thatshouldbeallocatedto
findingasolution.

3.IdentifytheStakeholdersintheprojectLeadTeam
Stakeholdersinaprojecttypicallyincludecustomersoftheprocess/product,theprocess
owner/manager,associatesintheprocess,internalandexternalsupplierstotheprocess,andeven
shareholders.WhyisitsoimportanttoidentifytheStakeholdersatthispreliminarystage?
AtleastsomeoftheStakeholdersneedtoberepresentedontheprojectteam.
Stakeholderneedsmustbeidentifiedinordertoidentifyasolutionthatwillworkfor
everyoneinvolvedintheproblem.
4.CreateacharterfortheprojectteamLeadTeam
ThemostvaluablecontributionthattheLeadTeamcanmaketoaprojectteamistoprovideclear
directionandexpectations.ATeamCharterdoesn'tmaptheroutefortheprojectteam,butitdoes
providethestartingpoint,"geographic"boundariesanddestination.Itincludes:

ProjectObjective

KeyDeliverables

ProcessBoundaries

OutsideResources

Limitations

Indicator/Target

5.SelecttheteamLeadTeam
Finally,theLeadTeambuildstheProjectTeamitselfbynamingorsoliciting:
TheSponsor/ProjectChampionwhomakessurethattheprojecthastheresources
andcrossfunctionalsupportthatitneedstosucceed.Therefore,theChampionisthe
teammemberheldmostaccountablebytheLeadTeamfortheoverallresultsofthe
project.
TheProjectLeaderwhomanagesthedailyworkoftheentireteam.Inthistemplate,
theBlackBeltplaysthisrole,butitcanalsobetheareamanager,processowneror
evenafulltimeprojectmanager.
NoteRulesofthe"SixSigma"Road
DataRules
Ego'sLose.
Everybody.
EveryMind.
EveryTime.
TheTeamMemberswhoformthecoreworkgroup(68people)forthelifeofthe
project.Otherswithspecializedknowledge(called"resources"or"subjectmatter
experts")workwiththecoregrouponanadhocbasis.
ProjectLaunch
TEAMMEETING#1

Likeanyfirstmeeting,theLaunchMeetingofaSixSigmaprojectsetsthetoneanddirectionfortheentire
project.
ThefollowingLaunchMeetingagendareflectsatypicalmixofbuildingtheteamANDasolidimplementationplan.

TheteamusesaProjectPlanningWorksheet(orotherprojectmanagementtemplatesprovidedinsoftware
packagessuchasMicrosoftProject)tocapturethekeyinformationabouttheirteamandtheschedulefor
completingthemajorprojectmilestones.Thisisthefirststampofprojectownershipbytheteam.
ExampleintheEBook:TheProjectPlanningWorksheetfortheprojectteamformedto"ReducetheNumberof
LateResponsestoRequestforProposals(RFP's)"
MEASURE
TheProduct:
Aprojectproblemstatementbaseduponadeepunderstandingofthecurrentprocessanditscapabilities.
TheProcess:
CurrentProcessLowHangingFruitCustomerRequirementsCurrentPerformanceStratifyData$
BenefitProblemStatement
NoteQuicklycreateseveralversionsofthecurrentprocess.Choosetheonethat'stheclosestfittoreality
asthediscussionstarter.
Definingthecurrentprocessandharvestingthe"lowhangingfruit."
TEAMMEETING#2
TheteambuildsuponthecurrentdocumentationoftheprocesstodrawarealisticProcessMap(Responsibility
FlowChart)ofhowtheworkactuallygetsdone.WithoutaProcessMapthateveryoneagreesisaccurate,
improvementtotheprocessisimpossible.
ExampleintheEBook:ProcessMapoftheRFPProcess
IfthereareanyteammemberswhohavenotdoneanyProcessMapping,bepreparedtoprovideatutorialthat
includesanumberofsimpleprocessexamples.TheProcessMapinvariablyuncovers"dumbstuff"(lowhanging
fruit)that'sbecomepartoftheacceptedprocess.Theseobviousdefectsintheprocessinclude:

Unclearrequirements

Exceptionprocessing

Nonvalueadded
activities

Manualvs.Systemprocessing

Activitiesnolonger
needed.

Reentryacrossmultiple
systems

Bottlenecks/delays

Multipletransfers

Unnecessaryrepetition
AProcessDeficiencyWorksheetcanbeusedbytheteamtorateeach"pieceoflowhangingfruit"basedonits
cost,difficulty,negativeimpact,potentialforrejectionandamountoftrainingrequiredforimplementation.Make
theselectedimprovementsasquicklyaspossible.Thisrapidandvisibleactioncreatessavings,improved
moraleandaclearerpictureofthefundamentalprocessproblems.
NoteAnothertool.aPFMEA(aProcessFailureMode&EffectAnalysis)to"torturetesttheprocess".
DefiningkeycustomerrequirementsandCTQ'sBlackBeltandProcess
Owner
BETWEEN
MEETINGS
Oncetheobviousimprovementsaremadetheteammustdecidewhichprocessmeasurestobaselineandtarget
forimprovement.Theplacetostart,asalways,iswiththecustomersoftheprocessandtheirrequirements.The
BlackBelt,workingwiththeProcessOwner,generallycoordinatesthisprocess.
What'sthebestwaytolistentothe"voiceofthecustomer"?Therearemanycustomerandmarketresearch
methodsavailableincludingQualityFunctionDeployment(QFD).Exceptforthelargestscaleprojects,
however,interviewsandcustomercomplaintdataarethemostwidelyusedsources.
Kano'sThese"conversations"withthecustomermustresultinanagreeduponperformancestandardforthe
productoftheprocess.Forexample,"acompleteresponsetoanRFPwithin5workingdaysofreceiptof
customerrequest."ThisiswhatDr.Kanocalls"RequestedQuality".
NoteSomerequirementsaresobasicthatthere'sanimpliedunspokenagreement.ThisisDr.Kano's
"ExpectedQuality."

TurningRequirementsintoCTQ's
ThiswillleadtheteamtoafundamentalpurposeoftheSixSigmamodel:tosystematicallyimprovetheCritical
ToQualityCharacteristics(CTQ's)INaprocessinordertodramaticallyimprovetheproductsandservicesthat
comeOUTofthatprocess.
ACTQis
Whatyoumanageandmeasureintheprocessthathasadirecteffectontheperformance(or
perceivedperformance)oftheproductorserviceinthehandsofthecustomer.InsomeSixSigma
models,itisreferredtoasa"KeyProcessVariable"(KPV)
OnceagainQFDcanbeusedtoidentifyCTQ's,butforthe"average"teamprojectasimpleroptionispresented
below.ThisCTQConversionMatrixisatooltocapturethreethingsthatateamneedstoknowabouteachmajor
stepintheirprocess:
1.Theactivitiesorvariablesthathaveadirecteffectononeormoreofthecustomerrequirements.
2.Theperformancemeasureofthoseactivitiesorvariables.
3.Theperformancetargetforeachofthemeasures.

NoteTokeepthematrixtoamanageablesize,includeonly36"macro"stepsand24customer
requirements.

TheBirthofaCTQ
TherootofaCTQisameasureofeitheranactivityorvariablethathasadirectimpactonacustomer
requirement.

Anotherway
RecognizethatCTQ'sidentifiedatthisstage,usingthismethod,arebasedentirelyontheexperienceand
consensusoftheteam(includingtheBlackBelt).ADesignedExperimentcouldbedoneeitheratthispoint
orinthe"Improve"stepwhenvarioussolutionsaretestedandcompared.Asalways,neveruseatoolthat's
morecomplexthantheproblemyou'retryingtosolve.BUTopinionbaseddecisionsshouldALWAYSbe
yoursecondchoice,AFTERit'sdecidedthatdataiseitherimpossibleorunnecessarytocollect.
ConfirmingCTQ's,processmeasuresanddatagatheringassignments.
TEAMMEETING#3
TheBlackBelt,withthehelpofassignedteammembers,bringstogetheralloftheinformationrelatedtoCTQ's
andrecommendationsforprocessmeasures.Theteamconfirmsandassignsresponsibilityforgatheringdataon
CTQ'saswellas:
OutcomeIndicatorsTypically13measuresthattrackthemostcriticalcustomerrequirements.
Examples:Transactionaccuracythroughputyieldcycletime.
Process/UpstreamIndicatorsThesearethemeasuresofactivitiesorvariableswithintheprocess
substepsthathaveasignificantimpactontheoutcomeindicator(s),CTQ'sand,therefore,on
customersatisfaction.
ExampleintheEBook:ProcessIndicatorMatrixfortheRFPprocess.
Ifaprocessisfairlysimpleandeveryoneagreesontherelativeimportanceofthemeasures,anunstructured
discussionworksfine.Whenthisisn'tthecase,there'sarangeoftoolsthattheteamcanusetoratetherelative
importanceoftheprocessmeasures.
1.NominalGroupTechnique(NGT)
NGTisawellknownconsensusbuildingtoolinwhicheachteammemberindependentlyranksallof
thepotentialprocessindicators.Thelistsaretalliedanda"winner"emerges.

2.MeasuresMatrix
AMeasuresMatrixallowstheteamtodiscussandratetheimpactofALLofthepotential
Process/UpstreamIndicatorsacrossALLoftheOutcomemeasures.
Don'tleavethemeetingwithoutalistofassignmentsandanswerstoanywho,what,where,
whenandhowquestionsthatdatacollectorsmighthave.Useasimple,butcompleteDataCollectionTemplateto
ensurethatthishappenseverytime.
DoaGageR&Rasneededcollectbaselinedata,includingfinancial
implications.BlackBeltandTeamMembers(oftenworkinginpairs)
BETWEEN
MEETINGS
ADataCollectionTemplateaddressestheconsistencyofthecollectingofdata,butnotthatoftheconsistencyof
thedataitself.InamanufacturingprocessaGageR&R(RepeatabilityandReproducibility)Studycanbedoneto
confirmthattheProcessMeasureswillbeaccurateenoughtorelyon.InaGageR&Rstudy,samplesaretested
repeatedly:
Onthesameequipmentforrepeatability
Ondifferentequipmentforreproducibility
Overtimeforstability
Inaserviceapplication,the"humanvariable"hasalargerimpactonprocessmeasurementthanin
manufacturing.Therefore,assesstherepeatability,reproducibilityandstabilityofprocessperformancemeasures
basedonWHOisperformingthemeasurementandtheoperationaldefinitionsthatarebeingused.

DataCollectionPartI:BaseliningandBenchmarking
Onceit'sclearthatthedatacollectingsystemsarereliable,teamstypicallyusetheRunChart,Check
Sheet,ParetoChart,ControlChartandHistogramtocollectanddisplaybaselinedatafollowingthissequence:
1.Tocreateabaseline,showingtrendsinprocessperformancedata,useaRunCharttodisplay
Outcomequalitydata.Althoughit'snotthenorm,aControlChartcanbeusedasthefirstbaselining
tool.ItprovidestheteamwithallthetrendinformationofaRunChartplusaviewoftheamountof
processvariationsurroundingthattrend.
NoteSomemodelshavebaseliningin"Analyze"vs."Measure."Itdoesn'tmatteraslongas
thedataissound.
ExampleintheEBook:RunChartontheNumberofLateRFPResponses.
Benchmarkingisanothereffectivewaytoestablishaperformancegapandtarget.Infact,findinga
competitorwithaworldclassprocesscapabilitymaybethemostmotivatingmethodofall.
2.TocollectandorganizedefectdataontheCTQ'swithintheprocess,useaCheckSheet.Thisallows
theteambothtocalculateanestimatedDefectsperMillionOpportunities(DPMO)oftheprocess
andtopreparetostratifythedatafordeeperanalysis.
ExampleintheEBook:RFPCheckSheetthatrecordsprocessdefectsfromamongtheCTQ's.
3.ToestimatethecurrentperformanceoftheprocessinSixSigmatermscalculatethefirstpass
yield,defectsperopportunity,DPMO,thelongtermSigmavalues.Thefollowingexamplefroman
insuranceoperationillustratesthesecalculations.

EstimatingcurrentSigmaperformance

Step

Example

Value

1.

Calculatetotal
production
volume

#ofclaimsprocessedlast
month(+/2%ofaverage
monthlyvolume)

4,552

2.

Calculatethe#
of1stquality
products

#ofclaimsformsexaminedand
foundtobedetectfree

3,552

3.

Calculate1st
pastyield(Step
2/Step1)

3552defectfreeclaimsforms
outof4552formsprocessed

.7803

4.

Calculatethe
defectrate(1.00
Step3)

1000outof4552claimsforms
foundtohavedefects

.2197

5.

Determinethe#
ofCTO'sinthe
process

Thenumberofdefect
opportunitiesintheclaims
processthatdirectlyimpact
customerrequirements

6.

Calculatethe
defectsper
opportunity(Step
4/Step5)

Theaverageclaimsdefectrate
acrossallCTQ's

.0183

7.

Calculatethe
DPMO(Step6
1Million)

Thenumberofdefectsfoundin
1millionopportunitiesifthe
processperformsatitscurrent
qualitylevel

18,307

8.

Estimatethe
LongTerm
Sigmavalue
(usingtheStep7
valueandthe
Sigma
ConversionChart
inChapter7)

Thepredictedcapabilityofthe
currentclaimsprocessinSix
Sigmatermsoverthelong
termThisfigurealreadyreflects
the1.5Sigmashiftinthe
centeringofaprocessthat
typicallyoccursovertime.

3.55

12

ExampleintheEBook:Calculationofthefirstpassyield,defectsperopportunity,DPMO,theshorttermSigma
andthelongtermSigmavaluesfortheRFPprocessoverthelast7months.

DataCollectionPartII:StratifyingTheData
Ateamclassifiesandseparatesdataintogroupsinordertoidentifythemostsignificantcontributorstothe
performancegapexposedinthebaselinedata.
1.UseaParetoCharttofurtherbreakdownthe"vitalfew"categoriesfromtheCheckSheetinStep2
above.
ExampleintheEBook:ParetoChartofthe"ReasonsforLateRFPResponses"
WhileaParetoChartdisplaysstratificationbycategories,theteamalsohastocreateapictureof
thevariationthatexistsintheprocess.THEREDUCTIONOFTHISVARIATIONISTHE
FUNDAMENTALPURPOSEOFTHEDMAIICPROCESS.TheHistogramandtheControlChartare
thetoolsofchoice.
NoteTheSHAPEoftheHistogramalsoshowswhethertheprocesshasmultipledistributions
withinit.
2.UseaHistogramtofirstshowthecenteringandthespreadwithintheentireoutput(population)of
theprocess.Byaddingthespecifications(thevoiceofthecustomerrequirements)tothe
Histogram,theProcessCapabilitycanthenbecalculatedansweringtheteamquestion:
"Canourprocessmeetagreeduponcustomerrequirements?"
3.UseaControlCharttoshowthecenteringandspreadamongsamplesfromtheprocess.Whilethe
Histogramshowsthecapabilityoftheteam'sprocess,theControlChartrevealsthestabilityofthe
process.Itanswers:
"Canourprocessproduceconsistentresults?"
ExampleintheEBook:BarChartofthe"ofdaysRFPresponsesarelate"andHistogramofthe
"DaystoPrepareRFPResponses"
ExampleintheEBook:ControlChartofthe"DaystoPrepareRFPResponses"
TheBlackbeltorprocessownergatherallofthedataandsitdownwiththeFinanceDepartmentto
identifythecostsassociatedwiththecurrentprocesscapability.Thebenefitsofdramaticprocess
improvementcanthenbequantifiedandpresentedtotheteam.
Interpretingthedata,developingtheproblemstatement,andstartingthe
ProjectScorecard.
TEAMMEETING#4
ThroughoutthedatacollectionprocesstheBlackBelteithercollectsthedataorworkscloselywithteam
memberswhohavereceivedthatassignment.Ineithercase,thoseresponsiblepresentthedataatthemeeting
alongwiththeirinterpretation.Oncetheteamagreesthatboththedataandtheconclusionsarevalid,theymust
thenagreeonaproblemstatementthat:
Statesclearlyhowtheproblemaffectsthebusiness.
Isstatedinquantifiable,measurableterms.
Ensuresthatthesizeandscopeoftheproblemmakeitsolvable.
NoteDon'tinclude:
Possiblecauses
Possiblesolutions
Blameforapersonorgroup.
IncomplexproblemsitmaybenecessarytouseatoolsuchastheAffinityDiagramtoorganizethefacts,
observationsandopinionsoftheteam.Thesummarycards("headers")canthenbeblendedintoafinalproblem
statement.ItisthenrecordedontheProjectScorecardalongwiththerelevantdataandprojectinformation.

ExampleintheEBook:ProjectScorecard,"RFP'sResponsesNotSentOnTimeProjectScorecard"
2.ANALYZEforRootCause(s)(3Weeks)
ANALYZE
TheProduct:
RootCause(s)oftheproblemvalidatedbyfacts.
TheProcess:
HypothesizeGatherDataDetermineandValidateRootCauses
(orincludedintheagendaofMeeting#4)Developingcauseandeffect
hypothesesandcauseinvestigationplans.
TEAMMEETING#5
There'sanaturalflowbetweentheMeasureandAnalyzephasessincetheactofcollectingdatainvariably
uncoverscluestocauseandeffectrelationships.Inthemeeting,theteamreviewsallofthedatacollectedtothis
point.WhatisitsayingabouttheCTQ's?
NoteCauseandEffectanalysisbeginswithexperiencebasedguessesandprogressestowarddatabased
analysis.
Iftheproblemiscycletimerelated(liketheRFPexample),ask:
Whatpercentageoftheprocessstepsaddsvaluetotheproductorservice?
Whatdidweuncoverinour"lowhangingfruit"activities?Whatwerethedeeperproblemsand
processdeficiencies?
Whatstepsintheprocesslikelyholdtherootcause?Wherearetheprocessingbottlenecks?At
whichprocessstepsare"products"pilingup?Whereshouldwedigdeeper?
Whoshouldwetalktowho'sanexpertinthatpartoftheprocess?Arethereprocessrecordsthat
can"speaktous"?
Iftheproblemisdefectrelated(liketheA.R.C.example),usethesame"diggingdeeper"questionsasina
cycletimeproblem,butstartbyasking:
Isthereanyspecialcausevariation(unusual,explainableprocesschanges/events)evidentinthe
data?
Theteamagreesuponaplanandassignmentstodigdeeperintospecificprocessstepsand/orinputstoconfirm
thattheyareorarenotrootcausesoftheproblem.
GatherCausalDataBlackBeltandTeamMembers
BETWEEN
MEETINGS
TheBlackBeltandteammembersgowherethefactsandexperienceare:theprocessdocumentation,dataand
location.
ForcycletimerelatedproblemsusetheProcessMapsandidentifiedproblemareasthattheteamhas
alreadyestablishedto:
Beginplayingwithimprovementscenarios,orevenconductsmall"experiments."Estimatethe
potentialtimesavingsifsomethingwerechangedintheprocess.Lookatbenchmarksofthe
processdonedifferentlyelsewhere.
Fordefectrelatedproblems:
ReviewdefectdatasuchasFailureAnalysisReportsandMaterialReviewBoard(MRB)reports.
Talktooperators/associatesintheprocessabouttheteam'srootcausetheories.
NoteCreatea"virtual"SixSigmateambytappingtheexperienceofthe"processknowledgeworkers."

DeterminingtheRootCausesandmakingplanstovalidatethem.
TEAMMEETING#6&#7
Meeting#6isactuallyacontinuationofdatagatheringinthatit'sacompilationofthedataandobservations
collectedbytheBlackBeltandteammembers.Twomeetingsaresetasideforthisstepbecausetheprocess
normallytakeslongerthanexpected.Thisisespeciallytrue,ifmeetingsarethetypical12hoursinlength.To
organizeallofthecausalinformationinpreparationfordeeperanalysis,teamsusetwocoretools:TheAffinity
DiagramandtheCause&Effect(Fishbone)Diagram.
1.UsetheAffinityDiagramtofirstgeneratethe"masterlist"ofeverythingtheteamknowsaboutthe
causesoftheproblem.TheAffinityprocessenablestheteamtothenorganizethis"knowledge
dump"intomeaningfulcausecategories.
2.UsethecausecategoriescreatedintheAffinityasthestartingpointfortheCause&Effect
(Fishbone)Diagram.Applythe5Why'stechniquetothecausesasyouaddmoreandmore
detailed,"bones"totheFishboneChart.Stopgeneratingdeepercauseswhentheygobeyond
thereasonablecontroloftheteamorprojectstakeholders.
NoteTheBlackBeltmustleadtheanalysisANDprepareteammemberstodoitthenexttime.
Ultimatelytheteamhasthreedecisionstomake:
1.Whentostopasking"why?"
2.Whatthemostlikelyrootcauseis.
3.Howtovalidatetheteam'schoiceofrootcause(s).
WhentheCause&Effectanalysisproducesjustonerootcause"candidate,"therestoftheprocessispretty
straightforwarddevelopsolutions,runapilotimplementationandmeasuretheimpactontheOutcomeIndicator.
The"validation"happensnaturallyaspartofthePDCAprocess.
Butwhenthere'sthepossibilitythatmultiplerootcauses(eitherindependentorinteracting)needtobecompared,
avarietyof"experimental"toolsneedtobeconsidered.TheBlackBeltrecommendstheproperdesignandleads
theexecutionoftheexperiment.
ValidatecausesBlackBeltwithteammemberassistance
BETWEEN
MEETINGS
Thesimplestwaytocomparetherangeoftoolsandanalyticalmethodsthatareavailableiswithafewscenarios
thatreflectdifferentcombinationsofpossiblecauses.
ValidateCauses
Situation:Amachineappliesaverythinlatexbackingoncloth.Thereareseriousyieldproblemsbecauseof
inconsistentlatexcoverage.
Scenario#1:OnepotentialrootcauseoneexperimentAteamdecidedthatalackofStandard
OperatingProcedureswastherootcauseofthelatexbackingproblem.TheydevelopedSOP'sand
implementedthemonthe1stshift.Theymeasuredyieldacrossshifts.Therewasasignificantdifference
andtheyreplicatedtheSOP'sacrosstheshifts.
Scenario#2:Multiple(two)rootcausesrepeatedexperimentsusingonecause(factor)atatime
Thereweretwocompetingrootcauses:Linespeedandlatexviscosity.TheteamdecidedtousetwoScatter
Diagramstoseethedirectionandstrengthoftherelationshipbetweeneachfactor(cause)andlatex
coverage(effect).TheBlackBeltalsoranCorrelationTests(e.g.CorrelationCoefficientandRegression
Analysis).Linespeedwasinconclusive,butViscosityhadastrongpositivecorrelationwithlatexcoverage.
Scenario#3:Multiple(five)rootcauses,repeatedexperimentsusingallfivefactorssimultaneously
Theteamidentifiedfivepotentialcauses:latexviscosity,linespeed,padtemperature,clothmoisturelevel
andnozzleairpressure.Therewasstrongsupportforeachcause,withmostoftheteambettingonchanges
inthelatexitself.TheBlackBeltdidaFullFactorialDesignofExperiment,includingAnalysisofVariance
(ANOVA)usingallfivefactors.Theteamwassurprisedthattheexperimentshowedtherealrootcausewas

thepadtemperature.Ithadaninteractionwithclothmoisturelevel.Theteamstartedoutthinkingthatthe
problemwasinthelatex,butitwasactuallyinthecharacteristicsoftheclothitself.
3,5.ProjectReviews
TEAMPROJECTREVIEW
MEETINGS

KeepingprojectteamsmotivatedandontrackMonthly
Reviews

Thekeytopositivereviewscanbesummedupintwowords:NOSURPRISESforeitherthosebeingreviewed
orforthereviewers.TheSixSigmamodelpreventssurprisesinthreeways:
1.AstandardreviewmeetingmodelSomethingassimpleasastandardagendacandecreasethe
naturalvariationinstyleoccurringfromreviewertoreviewer.Italsocreatesanaccuratepictureof
thescaleandscopeofexpectations.
Note"Inspectionisasignofrespectfortheimportanceofsomeone'sworknotasymbolof
managementmistrust."Dr.JosephJuran

2.AstandardreviewitemtemplateTheDMAIICStoryCheckpointsListessentiallygivestheteam
the"answersheetforthetest."Itliststhecoretoolsthatshouldbeusedandthefundamental
questionsthatmustbeansweredateachstepoftheDMAIICmodel.
3.AconstantcommunicationslinkOfalltherolestheBlackBeltplays,noneismoreimportant
thanthatofcommunicationslink.ABlackBeltwhoisinweekly(evendaily)touchwith
stakeholdersisapowerful,andnecessaryadditiontoanyformalreportingsystem.
4.DevelopsolutionstoIMPROVEtheprocess(4Weeks)
IMPROVE
TheProduct:
Acosteffectiveactionplantoeliminateordramaticallyreducetheimpactoftherootcause.
TheProcess:
BreakthroughsPracticalApproachesCost/BenefitFutureStatePerformanceTargetsScorecards
Developingcountermeasures
TEAMMEETING#8
Theteam'schallengeistofirstexpanditsthinkingtoincludepossiblebreakthroughsolutionsandthenquickly
createsomepracticalalternatives.Theteamcanchoosefromsomeexcellent,proventoolstogetthejobdone:

BrainstormingStillthebestwayto"getthecreativejuicesflowing."
BenchmarkingLookforsuccessfulsolutionsbothinsideandoutsideyourindustry.
AffinityDiagramLetthebreakthroughsemergenaturally.
TheteamshouldthenpassEVERYseriouslyproposedcountermeasurethroughstandardscreeningcriteriain
ordertochooseoneormorepracticalalternatives.Thisisimportantfortworeasons:
1.Itpreventsuntraditionalapproachesfrombeingabandonedsimplybecausethey'redifferent.
2.Itplacesahighvalueontheideasofeveryteammember.
NoteBlackBeltsmustbecome"facilitators"sothattheteamcannowassumetheroleof"solutionexpert."
TheteamusesaCountermeasureSelectionMatrixtosystematicallyrateallofthealternativesandselectthe
optionthatfaresthebestacrossallofthecriteria.
CountermeasureCriteria
Effective:
Willitsolveallorpartoftheproblem?
Willitachievethetargetforimprovement?
Hasthisbeentriedbefore?
Timely:
Howquicklywillitwork?
Howsoonaretheresultsneeded?
Howlongwilltheresultslast?
Externalcustomeroriented:
WillitsatisfyKeyCustomerRequirements(KCR's)?
Willitimproveserviceorproductquality?
Feasible:
Canthiscountermeasurebeimplemented?
Isitpractical?
Internalcustomeroriented:
Whatisthecostbenefit?
NoteAllcriteriaarecreatedequal,BUTeffectivenessmustalwaysbe#1.
ExampleintheEBook:CountermeasureSelectionMatrix,"SolutionstotheRFPProject'sRootCause"
Dothecost/benefitanalysisonthecountermeasuresBlackBelt
BETWEEN
MEETINGS
Followingtheselectionofthecountermeasures,theBlackBeltworkswithFinancetoestimatetheinvestment
neededtoimplementit.ThedifferencebetweenthiscostestimateandtheprojectedInternalandExternalFailure
Costsoftheproblem,ifit'sunsolved,istheEstimatedNetFinancialBenefit.
ExampleintheEBook:Cost/BenefitAnalysis,"ImplementingtheCountermeasurestotheRFP
Project'sRootCause"

Developinganddocumentingtheactionplan
TEAMMEETING#9
Assumingthatthefinancialreturnjustifiestheircountermeasure,theteammustdescribetheredesignedprocess,
itsnewperformancetargetsandtheactionplantoputitinplace.
NoteDONTaskforfeedbackontheproposedprocessifyou'renotpreparedtolisten,learn,andletgo.
TheProcessMap/ResponsibilityFlowChartisthebesttooltocreateadraftthatcanbecirculatedtothe
stakeholdersintheprocess.It'ssoeffectiveasareviewdocumentbecauseitpresentsacompletepictureof
boththeflowofactivityandresponsibilities.
EstablishingProcess/UpstreamIndicatorsandOutcomeIndicatorsfortheproposedprocess,allowstheteamto
setappropriateperformancetargetsforeach.
Inastraightforwardproject,theteamcangenerateasimplesequencedlistoftasksandassignmentstheAction
Plan.Asimple,butinvaluable,extrastepisto"mistakeproof"theplanbydoingsomecontingencyplanning
usingaProcessDecisionProgramChart(PDPC).
Finally,theteamrecordsthemajortasks(610steps)oftheactionplanontheProjectScorecard.TheScorecard
becomestheteam'sprimaryreferencedocumentforitselfandtherestoftheorganization.
ExampleintheEBook:ProjectScorecard,"ActionPlantoAddresstheRFPProject'sRootCause"
Developadetailedprojectplan,asneededBlackBeltand/orProject
Manager
BETWEEN
MEETINGS
Formorecomplex(orrisky)projects,teamsusethefullarrayofprojectmanagementtoolsincludingGANTT
ChartsandActivityNetworkDiagrams(AND),basedupontheleadingProjectManagementSoftware.
6.IMPLEMENTapilotandcreateaCONTROLplan(6Weeks)
IMPLEMENT
TheProduct:
Animplementedchangeprocessthatfollowsawellthoughtoutactionplan.
TheProcess:
GainApprovaltoImplementTrainExecuteMeasureResultsDevelopControlMethodsManage
Change
Gettingtheactionplanapproved
TEAMMEETING#10
OneofthemajorbenefitsofusingtheDMAIICmodelisthattheteamhasdocumentedeverythingthatitneeds
foracompellingpresentationofitsplantotheLeadTeam.

NoteWheneverpossible,usethetoolsandtechniquesofSixSigmainthepresentationitself.

IntroducethechangesintotheorganizationBlackBeltand/orProject
Manager
BETWEEN
MEETINGS
Theteammusttreatanyimprovementasamanagedchangeprocessinwhichrealpeoplehavetolearnand
practicenewhabitsandskills.TherearefivestandardactionstheteammustcommittowithEVERY
implementation:
1.Trainpeoplethoroughlyinthenewprocess.
2.Communicatetheplan,thenstopandlisten.
3.Leadthechangewithintegrityandguts.
4.Reinforcethosewhoarebeingaskedtochange.
5.Measureandfeedbacktheresultsoftheplan.
CONTROL
TheProduct:
AProcessforMaintainingImprovements
TheProcess:
ReportScorecardDataCreateProcessControlPlanPDCAProcessIdentifyReplication
OpportunitiesDevelopFuturePlans
Checkingtheresultsofthepilotimplementationandholdingthegains.
TEAMMEETING#11
Typicallyaftera34weekpilotimplementationoftheprocesschanges,theteammeetstoassesstheirplanand
developaplanforcontinuedmonitoringofthenewprocess.Theyfirstreviewtheirscorecardresults.Didtheplan
haveitsplannedimpact?Didtheresultsoccurbecauseoftheactionstakenorbecauseofotherchangesinthe
system?
Invariably,theteamagreesuponsomeadjustmentstotheoriginalplanbasedonpilotresults.Theteam
incorporatesthesechangesintotheProcessControlPlanusingtheProcessControlTemplate.Thetemplate
includesthreeessentialcomponents:
1.OriginalandrevisedResponsibilityFlowCharts.
2.Thenewmeasuresandthesystemtomonitorthem.
3.Responsestopoorperformanceinthemeasures.
ExamplesintheEBook:
ProjectScorecardResultsandProcessControlPlanfor"ActionPlantoAddresstheRFPProject's
RootCause"
ExamplesintheEBook:
OriginalandrevisedResponsibilityFlowChartsfor"ActionPlantoAddresstheRFPProject'sRoot
Cause"
FinetuningandfutureplanningBlackBelt
BETWEEN
MEETINGS
AbigpartofthepowerofSixSigmaisthequalityofthedocumentationthataccompaniesthediagnosis,cure
andcontrolofaproblem.TheBlackBeltmustensurethatthedocumentationthatsupportstheprojectscorecard
iscompleteandclertotherestoftheorganization.Finally,theBlackBeltmustconfirmthatthefullscale
implementationplanisindeedworkableandeffective.

7.FinalProjectReviewandCommunicationofResultstotheOrganization
Wrappinguptheprojectandtheteam.
TEAMMEETING#12
Thisfinalteammeetingservestwopurposes:theteammustprocessitsownprojectexperienceandplanitsfinal
reviewpresentation.
TheTeamReviewWhatdidwelearnabout

Thetools?

DMAIIC?

Teamleadership?

Teamwork?

TeamRoles?

Communications?

Datacollection&analysis

Projectmanagement?

Manycompaniesleveragethepoweroffinalreviewsbycombiningthereviewsofalloftheteamscompletingtheir
projectsaroundthesametime.AdetaileddesignofthistypeofreviewsessioncanbefoundinChapterThree.

ASixSigmaCaseStudy:
AlphamegaRefrigerationCorporation
ThefollowingSixSigmaprojectcasestudyisbasedonactualconditions,processes,activities,
anddataasreportedbyamajorinternationalmanufacturer.Thenameofthecompany,plant
locations,namesoftheparticipants,andotherproprietaryinformation,situations,anddatahave
beenalteredatthecompany'srequest.AllcostsandsavingsaredescribedinU.S.dollars.
ItwasJuly1998.AlphamegaRefrigerationCorporation,aCamden,NJbasedmanufacturerofequipmentforthe
supermarketandfoodserviceindustrieswith$475millioninsales,hadbeguntoseeitsoncesignificantmarket
shareeroding.Insurveyaftersurvey,customershadtoldthemthesamething:ARC'sproductsweretoo
expensivetopurchaseandmaintain.Internalproductioncostsatits14plantsespeciallysomestaggering
figuresforreworkandwarrantyrepairshadkeptAlphamegafrompricingasaggressivelyastheyhadneededto
meetgrowingglobalcompetition.
AttheendofJuly,inanefforttoreturnthecompanytoacompetitivepositioninthemarketplace,Alphamega
hirednewCEO,FridaJorgenson.Duringthelastquarterof1998,sheandherstaffdidsomeextensiveresearch,
scenariobuilding,andbenchmarking.Theydecidedtheyhadonlytwochoices:closeplantsandlayoffworkers,
ordecreasecoststhroughacorporatewidecommitmenttoSixSigmamanagement.
So,onJanuary4,1999withaweekofexecutiveeducation,teambuilding,andtrainingAlphamega
RefrigerationbeganitslifeasaSixSigmacompany.OnMay3,1999,afterfourmonthsofplanningand
corporateleveldataanalysis,Alphamega'sfirstSixSigmaprojectwasborn.
Thisisthestoryofthatproject.
May3,1999SixSigmaProjectKickoffMeetingAlphamegaCondenserPlantSantos,Brazil

Sevenpeoplesatintheconferenceroomnervouslyawaitingthearrivalofplantmanager,CarlosAguiar:
MariaPinheiro,manager,linefour,secondshift
JorgeCabral,QAmanager
JonasRezendes,manager,lineone,secondshift
JoaoSouza,productioninspector,firstshift
JoaoAlcantara,productionengineer
MiguelCalheiros,shiftmanager,secondshift
BerniceDiaz,shiftmanager,firstshift
Theyspokequietlyamongthemselves.Noneofthemknewwhytheywerethere,buttheyeachhadtheirtheories,
notoneofthemgood.

AsCarlosAguiarandtwoothermenenteredtheroom,thegroupshiftedawkwardlyintheirseats.Noneofthem
knewwhothesecondmanwas,buttheyallknewthethirdman,AlvaroAndrade,Alphamega'svicepresidentof
Brazilianoperations.Thisdefinitelywasgoingtobesomethingbig.
Bytheendofthemorning,Aguiar,Andrade,andnewlyhiredBlackBeltGilvamMachadohadbeenableto
convincetheseventheirjobsweresecure.Afterlunch,theyfocusedontherealtaskathandkickingoffthe
largestcostreductionprojectinthecompany'shistory.

PlantManagerAguiarandVPAndradequicklymadethecaseforselectingSantosasthesiteforARC'sfirstSix
Sigmaeffort.Theydrewthegroup'sattentiontoachartdisplayingtwoParetodiagramspreviouslydevelopedbya
projectselectionteamatARCheadquartersinCamden.

TheVPofOperationsstressedwhatthesechartshadconfirmedtotheselectionteamasacompany,rework
andwarrantyclaimswerekillingthem.ThetotalreworkcostforAlphamega'sfivelargestplantsamountedto
morethan$2.9million,or1%oftheircombinedsalesoutput.Clearly,themostseriousproblemwasattheAkron,
Ohio,refrigerateddisplaycaseassemblyplant,wherereworkandwarrantyrepairwascostingmorethan2%of
totaloutput.
Withthat,BlackBeltGilMachadosteppedforwardtodisplayathirdPareto,promptingoneteammembertovoice
whatwasoneveryone'smind:
"SothisiswhereSantoscomesin."

TheyallknewthateverycondenserusedinAkronwasmaderightthereinSantos.Nowtheyalsoknewthattheir
leakingcondenserswerecostingAkronanincredible$580Kinpreandpostsalerepairs.Thatconcernwas
writtenoneachoftheirfaces.

ToshowAlphamega'ssolidcorporatesupport,andensuretoptobottominvolvementoftheSantosworkforce,
AguiarandMachadoendedthekickoffmeetingbyjoiningVPAndradeinunveilingtheTeamLeaks"Sharethe
Savings"plan.Iftheywereassuccessfulasprojected,AlphamegaRefrigerationCorporationwouldshare$58K
(10%ofanticipatedannualsavingsof$580K)withitsSantosplantmanagementandworkers.

Week3May17,1999
Asrequested,eachTeamLeaksmemberspentthetwoweeksafterthekickoffmeetingreviewingtheSantos
condensermanufacturingprocessinactionlookingforfactorsthatmightcontributetoheadleaks.UnderBlack
BeltMachado'swatchfuleye,CarlosAguiarledthegroupthroughaninitialanalysisoftheirfindingsusinga
CauseandEffectDiagram.(Seetopofnextpage.)
FromhisBlackBelttraining,GilMachadorecognizedthattheteamwouldnowneedtodeterminewhichvariable,
orcombinationofvariables,hasthemostimpacton"leakycondensers."HeexplainedtothemhowaDesignof
Experiments(DOE)procedurecouldgivethemtheanswerstheywerelookingforinafewmonths.

However,healsoknewtheteamwouldstillhavetooperateinaveryrealworldofproductionrequirements,cost
restrictions,andtimelimitations.Tolimitthescopeoftheexperiment,theteamwouldhaveto:
Findamoreprecisemeasurethan"Leak/NoLeak."
LimitthenumberofDOEvariablestobetested.
MachadoconferredwithteamleaderAguiarduringthebreak,thenaskedthegrouptothinkaboutthesetwo
problemsduringthefollowingweekandcometothenextmeetingwithsomeideasandpossiblesolutions.

Week4May24,1999
OnlythesecondshiftmanagerandtheQAmanagercamepreparedwithasuggestionofwhattomeasureforthe
DOE.They'dmetattheendofthefirstshiftonFridaytoreviewthemanufacturingprocessfromtheirtwodistinct
perspectives.Theteamagreedthattheirideatomeasure"TorqueLoss"ontheboltsattachingthecondenser
headswasagoodonewithouttorquelosstherewouldbenoleaksandeventinyvariationscouldbemeasured.
Tonarrowdownthelistof"heavyhitters,"thegroupdecidedtotapintotheexpertiseandintuitionfoundright
thereontheirteamandintheSantosworkforce.

Thatafternoon,althoughtheywerestillunclearastojustwhataDesignofExperimentswasandhowitwould
helpthemsolvethecondenserleakproblem,TeamLeaksandtheirguestsfromthefactoryfloorcameupwith
fivefactorstouseintheprocess:
DistortionAdevicecalleda"StrongBack"wasusedtocontroldistortion.Unitswithandwithout
StrongBackwouldbetested.
TorqueSequenceSpecscalledforboltstobetorquedinaspecific,butnotcommonlyfollowed,
sequence.Specsequenceanda"common"sequencewouldbeused.
WasherMaterialTestwouldincludecurrentweight(light)vs.strongweight(medium)washers.
WasherReplacementAfterhydrostatictests(allunits),finalheadgasketswereoftenreplaced,
usingwashersfromtheoriginalgaskets.Fearingfunctionlossfrompretorqued(deformed)used
washers,bothnewandusedwasherswouldbetested.
TorqueQuantityAfterhydrostatictests,boltsaretightenedonelasttime.Testswouldbeat65
lb/fttorqueand75lb/fttorque.
Thebrainstormingsessionwentlongerthanplanned,themeetingadjournedbeforeeverythingontheagenda
couldbecovered.Intheirpostmeetingdiscussion,bothCarlosandGilwereconcerned,butfordifferentreasons.
Aguiarwasupsetbecausetheyhadn'tlaidouttheactionplanadutyrosterandschedulefortheupcoming
DesignofExperiments.Astheplantmanagerandteamleader,hewasfeelingpressurefromthehomeofficeto
keepthiscriticalSixSigmaprojectontrack.
Machado,theBlackBelt,ontheotherhand,wasworriedthattheteamwasbeingoverwhelmedwithnewand
confusinginformation.He'dseenthatfamiliar"deerintheheadlights"lookonthefacesofseveralteammembers
thatafternoon.TheyneededDOEandotherskillstraining,andquickly,tokeeptheprojectfromfloundering.
Withthewarning,"Camdenisbreathingdownournecks,"CarlosconvincedGiltowaitacoupleofweeksforthe
trainingsothattheteamcouldgettheActionPlanupandrunning.Beforegoinghomeforthenight,heissueda
memoannouncingGil'sonedaytrainingsessionforJune1andaspecialActionPlanmeetingonMay26th,just
twodaysaway.CarlosAguiarwenthomehappythatnightTeamLeakswasbackontrack.

Week4May26,1999
SpecialTeamLeaksDOEActionPlanMeeting
Afterthelastmarathonsession,teamleaderAguiarwasdeterminedtokeepthismeetingbrief.Aspromised,
everyonebroughtupdatedcalendarsandGilMachadobroughtatemplatefortheDOEactionplan.Theywere
donein45minutesasplanned.Theteamleftthemeetingdazedbytheaggressiveschedule.

ActionPlanforDesignofExperiments(DOE)
#

Action

Who

Start

Finish

17May99

19May99

DOEdefinition

TeamLeaks

GraphAkronleakclaims

J.Cabral

30Jun99

Ongoing

DOEtrainingsession

G.Machado/Tm.

1Jun99

1Jun99

FlowchartforDOE

G.Machado

3Jun99

10Jun99

"StrongBack"forDOE

S.Aguiar

11Jun99

11Jun99

"Specialwashers"forDOE

M.Calheiros

10Jun99

17Jun99

CollectDOEinformation

J.Cabral

4Jun99

30Jul99

CollectinfofromAkronplant

V.Stepcik

24Jun99

19Aug99

DOEevaluation

Aguiar/Machado

23Aug99

25Aug99

10

Finalactions

TeamLeaks

26Aug99

24Sep99

Week10July9,1999
ProjectReviewMeeting
EveryotherFriday,justbeforesecondshift,TeamLeaksmetfora30minuteprojectreview.Thiswasthefifth
suchupdateandtherewastensionintheair.Threepeoplehadn'tshownandeveryonewasstartingtofeel
uncomfortablewiththeextraworkthatcamefrombeingontheteam.
Earlier,thesecondshiftmanagerhadcalledGilMachadoheandhistwolinemanagerswouldnotbeableto
makethemeeting.HetoldGilhewastryingtoappeasetheassistantplantmanagerwho'dbeencomingdown
hardonthesecondshiftforexcessiveovertime.Gilremindedtheshiftmanagerofhisresponsibilitytothecritical
project,butcouldn'tconvincehimtochangehismind.HepromisedGilthatheandhistwolinemanagerswould
deliveronallassignedactionitems,"butIdon'tthinkit'llbeabigdealifthethreeofusmissacoupleofreviews."
"Getmethosethree!"
ThatwasallCarlosAguiarcouldmanageafterGiltoldhimwhathadhappened.Helefttheroom,slammingthe
dooronhiswayout.Themeetingwasoverbeforeithadbegun.

Week17August27,1999
SpecialTLProjectReviewMeetingDOEResults
SevenhecticweeksfollowedtheJuly9th"meetingthatneverwas."TheDesignofExperiments,atfirstso
intimidatingtothegroup,hadgonesmoothly,despitethefacttheplantwasrunningat110%capacity.Theyhad
BlackBeltGilMachadotothankforhiswelltimedskillbuildingsessionsinDOE,ProjectManagement,and
TeamMotivation.Now,theywerereadytodealwiththeresults.
MachadoandteamleaderAguiarwereready,too.BeforedisplayingtheResultsMatrixonthemeetingroomflip
chart,theyremindedtheteamaboutthe"givens"intheexperiment:
DOEResult=(InitialTorque)(FinalTorque)
Torque=averageofindividualboltmeasurements

Positive(+)value=TorqueLoss
Negative()value=TorqueIncrease
ResultsMatrixDesignofExperiments(DOE)
Item/
Test

Strong
Back

Torque
Sequence

Washer
Materials

Washers
New/Used

Torque
Qty

Frontal
Head

Rear
Head

No

Current

Current

Used

65

11.54

7.04

No

Adequate

Current

Used

65

4.3

6.13

No

Current

Current

New

65

16.63

12.40

No

Adequate

Current

New

65

15.36

9.77

No

Current

Reinforced

Used

65

21.00

20.40

10

No

Adequate

Reinforced

Used

65

9.31

4.31

11

No

Current

Reinforced

New

65

5.45

8.18

12

No

Adequate

Reinforced

New

65

14.09

9.54

17

Yes

Current

Current

Used

65

10.68

10.68

22

Yes

Adequate

Current

Used

75

1.13

0.22

23

Yes

Current

Current

New

75

1.36

2.50

24

Yes

Adequate

Current

New

75

12.72

9.00

29

Yes

Current

Reinforced

Used

75

1.13

1.20

30

Yes

Adequate

Reinforced

Used

75

12.04

13.63

31

Yes

Current

Reinforced

New

75

9.77

11.82

32

Yes

Adequate

Reinforced

New

75

8.40

5.9

NoteThetwoDOEdatatablesonthisandthenextpagehavebeenshortenedtoconservespace.

DOEAnalysisFactorialFit
EstimatedEffectsandCoefficients(FrontHeadOnly)
Term

Effect

Std.Dev.
Coeff.

Coeff.

9.720

1.603

6.06

0.001

11.007

5.503

1.603

3.43

0.014

0.031

0.015

1.603

0.01

0.993

0.931

0.465

1.603

0.29

0.781

Washers

3.572

1.786

1.603

1.11

0.308

QtyTorq

3.992

1.996

1.603

1.24

0.260

StrongB**Sequence

2.782

1.391

1.603

0.87

0.419

StrongB*Material

0.613

0.307

1.603

0.19

0.855

Washers*QtyTorq

3.864

1.932

1.603

1.21

0.274

StrongB*Sequence*Washers

1.731

0.865

1.603

0.54

0.609

StrongB*Sequence*QtyTorq

1.337

0.668

1.603

0.42

0.691

StrongB*Material*Washers

3.132

1.566

1.603

0.98

0.366

StrongB*Material*QtyTorq

3.821

1.910

1.603

1.19

0.278

StrongB*Washers*QtyTorq

0.714

0.357

1.603

0.22

0.831

Sequence*Material*Washers

3.887

1.943

1.603

1.21

0.271

Sequence*Material*QtyTorq

0.197

0.098

1.603

0.06

0.953

Sequence*Washers*QtyTorq

1.189

0.595

1.603

0.37

0.723

5.559

2.780

1.603

1.73

0.134

Constant

StrongB
Sequence
Material

Material*Washers*QtyTorq

VarianceAnalysis
Source

SeqSS

AdjSS

AdjMS

MainEffects

1205.7

1205.7

241.14

2.93

0.111

2WayInteractions

10

422.9

422.9

42.29

0.51

0.832

3WayInteractions

10

624.0

624.0

62.40

0.76

0.667

493.5

493.5

82.26

31

2746.1

ResidualError
Total

Theaboveresultsshowtheimpactthechosenvariableshadontheoverall
observedvariation.
2=SumofallSeq.SSlesserror/Seq.SSTotal=2252.6/2746.1=82%
Thismeansthat82%oftheobservedvariationcanbecontrolledbythe5
factorschosenintheexperiment.
Machadocouldsensetheywerelosingtheteam'sattention.Atthenextpauseinthepresentation,hesuggested
toCarlosthattheycovertheMainEffectsPlotandtheParetofirstandcomebacktothenumberslater.
"Thanks,Gil,butIthinkweallneedtolearnhowtodealwiththedataweworkedsohardtocollect."
Aguiarwasn'thappywithMachado'sinterruptionorthewayhebabiedtheteam.Hecontinuedonanddidn'tgetto
theMainEffectsandParetochartsuntilafterlunch.

WhenCarlosfinallydiddisplaytheMainEffectsandParetodiagramssidebyside,herealizedheshouldhave
listenedtoGilMachado'ssuggestionearlierinthemeeting.Theoncequietmeetingtookonnewlife.

Questionsstartedflyingpeoplewereinterruptingeachotherthewholeteamwasinvolved.Carloslookedover
atGil,shruggedhisshouldersandsmiled.HeknewthatbyMonday'smeetingTeamLeakswouldbereadyto
startplanningforcountermeasuresjustthenewsCamdenwaswaitingtohear.Maybenowthey'dgetoffhis
back.

Week19September6,1999
Theroomwasbuzzing.Themembersoftheteamwerehuddledintwo'sandthree'saroundtheconferencetable.
Sincelastweek'smeetingjustasCarlosAguiarandGilMachadohadaskedeachofthemhadbeenthinking
aboutwaystoimplementtheprocessandmaterialchangesthey'didentifiedintheirDesignofExperiments.
Todaywasthedaythey'dmovefromplanning,todoing,tofixingthecondenserleakproblemforgood.
TheyquieteddownasteamleaderAguiarceremoniouslyhungasinglesheetofflipchartpaperonthewall.Onit
wasanemptymatrixdiagramwiththesimple,onewordheading"Countermeasures."Bymeeting'send,the
matrixwascompleteandeachofthemwaspreparedtoleadorsupportasubteamfocusedonasingle
countermeasure.BymidtolateOctober,theywouldstartseeingresults.Theywerepsyched.

Countermeasures

WHAT
(Action)
StrongBackimplementation

WHO
(Responsibility)
TeamLeaks

Torqueprocedurestandardization

S.Aguiar

HeavierDutyWashers
(purchasing)
AkronPlantsitevisit

L.Campos

J.Cabral

WHEN
(Start)
13Sep
99
13Sep
99
13Sep
99
13Dec
99

STATUS
(Finish)
20Sep
99
20Sep
99
Ongoing
17Dec
99

Week33December17,1999
AttheSeptember22ndteammeeting,CarlosAguiarhadannouncedthatTeamLeakswouldnolongermeetevery
week.Instead,thebiweeklyreviewmeetingswouldbeextendedfrom30to90minutesandcoversomeofthe
daytodayissuesalongwithprojectanddataupdates.
Thoughithadbeentooearlytotellifthegainswerereal,thereviewmeetingsinOctober,Novemberandearly
Decemberhadbeenthemostpositivesessionsoftheproject.Withtheexceptionofaclaimsspike(9)thelast
fullweekofNovember,thenumbersofleakshadbeensignificantlybutnotyetsatisfactorilyreduced.
The"SpecialCause"subteam'sreporttothegroupshedsomelightontheNovemberspike.Theypointedout
that,duringthatweek,fouroutofsixteenlinemanagers(threefromthefirstshiftandonefromthesecond)had
notedontheirQAreports,"recalibratedStrongBackafterdistortiontoleranceswereexceeded"orsomethingvery
similar.
Everyoneagreedwiththesubteam'srecommendationthattheymeetwithproductioninspectorsfromboththe
firstandsecondshifts,toplananimmediateStrongBackcalibrationcheckonalllines.Theypromisedafollow
upreportatthenextmeeting.

Week35December31,1999
BecauseitwasNewYear'sEve,theteamhadagreedtoholditsbiweeklyreviewinthemorninginsteadoflate
afternoon.Thelastmeetingof1999endedupbeingaturningpointforTeamLeaks.Itresultedintwomore
changestotheSantosmanufacturingprocesschangesthatwereminor,yetcriticaltotheachievementofthe
team'sSixSigmagoals.
FirstupwastheSpecialCausesubteam'sfollowupreportontheStrongBackcalibrationproblem.Intheir
research,theyhaddiscoveredaserioussituationallStrongBackunitsintheplantneededrecalibration,even
thefourthathadbeenpreviouslyadjusted.Althoughtheiractionshadbeentoolatetopreventanotherevenmore
significantspikeinleakclaims(15)theweekofDecember13th,thenumbersfollowingtheirrecalibrationshad
returnedtothenew,lower"normal"levels.
ThesubteamsuggestedschedulingaStrongBackrecalibrationoneachlineattheendofeachshiftafive
minuteoperation.Theteamapprovedtherecommendationandassignedtheproductioninspectorstheimmediate
taskoftrainingthelinemanagersontheirrespectiveshiftsinthesimplenewprocedure.Thedailyrecalibrations
weretobeginthesecondweekofJanuary.
ThenextitemontheagendawasQAManager'sJorgeCabral'sreportonhissitevisittotheAkronplantearlierin
themonth.Cabralexplainedtotheteamhowithadbeenaratheruneventfulweekuntilthedaybeforehewas
scheduledtoflyhome.Then,whilehavinglunchwithacoupleoffieldtechsfromCalifornia,he'dsimplyasked
themhowtheyfixedcondenserleaksonthejob.
"That'swhentheyshowedmethesespeciallittlewashergasketsthey'driggedup.Theysaidthattheyworked
everytimeandseemedtolastforever."
Cabralreachedintohispocketandplunkedahandfulofthehandcutgasketsontotheconferencetable.Aftera
quickinspectionofthegaskets,theteam'sproductionengineerestimatedtheywouldcostnomorethan10each
tomake,orlessthan$5.00percondenser.Thepresentationendedwithaquestion:
"Wouldn'tasimple,inexpensivebackendfixsuchasthismakemoresenseonthefrontendourend?"

Thegroupagreed.

May31,2000
Threemonthsaftertheofficialendoftheproject
ThemembersofTeamLeaksmilledaround,talking,drinkingsodas,andmunchingonsnacksfromatableinthe
farcorneroftheconferenceroom.Otherthanthesnacktable,therewerenootherfurnishingsexceptthethree
festivelywrappedflipcharteaselssittinginthecenteroftheroom.
Aftertwentyminutesorso,CarlosAguiargatheredtheteamaroundtheeasels.Hebegantospeak,dramatically
unwrappingtheflipchartsashereferredtothem:
"Ithinkyouguysmightsuspectwhywe'rehere.AlthoughI'vethankedeachofyouindividually,Ijustthoughtthe
projectteammightwanttomeetonemoretimetocelebrateyourhugesuccesswithAlphamega'sfirstSixSigma
effort.JustlookatthemostrecentnumbersTeamLeaksisresponsiblefor"
"Inthe27weeksbeforeallcorrectiveactionswentintoeffect,wereceived240headleakclaimsalmost10per
week.InSixSigmaterms,wewererunningata3.4Sigmalevel.Ifwehadn'tmadetheimprovementstothe
processwewouldproducenearly23,000defectspermillionopportunities!Rememberthatwerefertothatas
'DPMO'?Howdoyouthinkourcustomerswouldfeelaboutthatnumber?Sinceyourcorrectiveactions?15claims
in17weeksthat'slessthanIclaimperweek!Weimprovedtoa4.4"

Sigmalevel.Thismeansthataslongasweholdontothisimprovementwe'lldeliveronlyabout1600DPMO!At
thatratewe'llbespendingaround$50Kincondenserleakwarrantyrepairsasopposedto$580Klastyear.That's
$540Kthatgoesstraighttoourbottomline.
It'sanincrediblechange,butIalsowanttoaskyoutokeepthinkingaboutwaystomaketheprocesseven
better.Thinkaboutthis.IfweeverwereabletogetourproductionprocesstoaSixSigmalevelwewould
produceonly3.4DefectsperMillionOpportunities!Atthatlevel,Akronwouldn'tevenhavetoinspectour
condensers.They'djustinstalltheunitswithabsoluteconfidenceinthem,ANDinus.
Let'sfinishupbytakingalookatthenextstepsforourgroupthatwediscussedatourfinalprojectmeetingon
March3rd.IlistedthemontheflipchartandI'vemadecopiesforyoutotakeonthewayout.Thanksagain,
guys,forajobwelldone.
TeamLeaksNextSteps
1.Remainasateamprimarilyforcommunicationsandadvisorypurposes(oncall),andfor
quarterlycondenserleak"checkins."
2.ContinuetosupportJorgeCabral,theQAManagerandGilMachado,theBlackBelt,asthey
gatherheadleakdataandanalyzeitusingPareto,Run,andControlChartsoverthenextyear.
3.Continuetodeliverandsupportoperatortraininginnewprocesses.
4.Followuponstandardoperatingproceduresfortorquecontrol.
5.Monitorforretorque/torquelossatAkron.
"Oh,andonelastthing,thepeopleinCamdenaskedmetogiveyouaroundofapplausefromthemandtellyou
thecheckisinthemailbonuseswillbepaidonJanuary15,2001fortotalsavingsoncondenserleakclaims
forthewholecalendaryear2000vs.1999.YouguysdeserveitafterallyourhardworkevenwhenImadeyour
livesmiserable!"
Laughing,thegroupfiledoutoftheconferenceroom.Carlosturnedoffthelightandclosedthedoorbehindhim.
Let'sreviewtheprocessandresultsoftheARCcasestudyusingtheDMAIICframework:
ARCProjectOverview

Define
"Qualified"theCondenserLeakprojectduetoits
connectiontoWarrantyCosts,aKPI,andthesizeable
$580Kimprovementtarget.
Charteredandlaunchedtheprojectteam,"Team
Leaks",whichrepresentedacrosssectionofthe
Santosplant'soperation.
Measure
Reviewedhistoricaldataandcollectedtwoweeksof
processdatatomeasurecurrentprocessperformance.
Refinedtheproblemstatementto"CondenserHead
Leaks."
Analyze
CompletedaCause&Effectanalysisbaseduponthe
historicaldata,thetwoweekintenseobservationofthe
processandthepersonalexperienceandknowledgeof
theteammembers.
Conductedafivefactor,twolevelDesignedExperiment
toidentifytherootcausefromamongthecausal
factorsidentifiedbytheteam.
Identifiedthreeleadingcausalfactors:StrongBack,
TorqueSequence,andWasherMaterial(indescending
orderofinfluence).
Improve
Developedcountermeasuresandanactionplan(What,
Who,andWhen)toeliminate/reducetherootcauses.
Implement
Institutedtheprocess,proceduralandmaterials
changes.
Measuredperformanceoverathreemonthperiod.
Uncovereddeeperprocessproblems(StrongBack
Calibration)andanothermaterialsbasedsolution(a
redesigned,inexpensivegasketalreadyinuseat
anotherARCplant).
Amendedthecountermeasuresandcreatedarevised
actionplan.Continuedonnextpage
Control
AssignedtheQAManagerandBlackBelttocontinue
tocollectandanalyze"HeadLeak"datawiththe
authoritytoreconvenetheteamasneeded.
CreatedtrainingtosupportthenewStandardOperating
Procedures.

Establishedongoingrelationshipswithinternal
customersatUSplantstomonitortheimpactofthe
changedprocesses.

Results
Quantifiable

Improvedprocessperformancefrom3.4to4.4
Sigma(from22,910DPMOto1629DPMO).
Saved$540Kinwarrantyrepaircosts.
Reducedtherateofcondenserleakwarranty
claimsfrom10/weektolessthan1/week.

Qualitative

Issuesoflanguageandculturethatplaguedthe
relationshipbetweentheBrazilianandAmerican
operationsweredramaticallyimproved.Byusing
thelanguageofdata,6asthestandardfor
excellence,andthecultureofneverendingSix
Sigmaimprovement,anorganizationalbridgewas
builtthatcannowbeusedfortacklingeventougher
issues.
Aprojectteamoflinemanagers(andonePlant
Manager)wastrainedinthephilosophy,process
andtoolsofSixSigma.
TheSantosplantwasnowseenasamorereliable,
responsivesupplier.It'smuchmorelikelythat
corporateleaderswouldlooktotheplanttoproduce
new,criticalcomponentsforproductsunder
development.

ExpertAdvice
Lesson#1Confirmbeforeproceedingthatbottomlineresultsaresignificantandworthpursuing.
ConfirmSavingsBeforemakinganyprojectselection,gettheChiefFinancialOfficer(CFO)ortheequivalent
levelmanagerinyourbusinessunit,toconfirmtheprojectedsavings.Everyoneintheorganizationhastotrust
thenumbersfromthebeginningno"funnymoney."
ThinkBigIfyourimprovementtargetsrepresentlessthana50%reductionor100%increaseinthecritical
measure,reviewyourassumptionsorlookelsewhereformoresignificantopportunities.
ThinkParetoChooseprojectsfromyourtop5CostofPoorQuality(COPQ)categories.Anythinglowerinthe
Paretomaybe"important,butnotlifethreatening."
ThinkRevenueTooWorkbothsidesoftheP&L.Projectsthatmakemoney(revenuegenerators)arejustas
valuableasthosethatsavemoney(costcutters).
WorkToTheLimitOfYourResourcesContinuetogenerateprojectsuntilyourunoutofresourcestosupport
them.Inotherwords,keepattackingbarsontheParetoChartwithprojectsuntilallresourcesareexhausted.
InARC'sCase
TheCondenserLeakproblempassedthe"tallestbaronthePareto"test,butwasitthemostcriticaldefectto
thecustomer?WastheCondenserLeakaserious,butnotcatastrophic,failureforthecustomer?Woulda
lesscostlyreworkitem(forARC)like"MotorFailure"haveagreaterimpactonfuturecustomerpurchases
thanCondenserLeaks?Thislastquestionshouldhavebeenansweredinordertostayfocusedonthemost
importantselectioncriteria:"OverallImpactontheBusinessBottomLine."
Lesson#2Setupanimplementation&progressreviewschedulethatcreatesandmaintainsasenseof
urgency
TheOptimumProjectScheduleBlackBeltSixSigmaprojectstakeanaverageoffourtoeightmonthsto
complete.However,sixmonthsseemstobetheidealprojecttimeframelongenoughtoundertakemajor
processchanges,butshortenoughtostaywithinanorganization's"attentionspan."Ifit'sprojectedtoexceedthe
sixmonthtimeframe,considersplittingtheprojectintotwoormoreparts.Havingsaidthis,thereareleadingSix
Sigmacompaniesthatareconsiderablymoreaggressive,using3monthsasthetargetcompletiontime.Once
again,fityourculture,BUTchooseatargettimethat'ssignificantlyfasterthanyourhistoricalnorm.
InCaseOfAnEmergencyOnaverage,projectteamsmeetonceeveryonetotwoweeks,withreviews
scheduledmonthly.However,wouldthisbeanappropriatescheduleifaproblemrepresenteda$250Kmonthly
loss,ascomparedtothe$50Kmonthlyloss,intheARCcasestudy?Probablynot.Here'sanemergency
strategy:
1.Estimatetheworkload(e.g.entirededicatedprojecttime=160hours)fortheteam.
2.Estimatetheshortesttimeperiodinwhichtheworkloadcouldpossiblybeaccomplished(e.g.6
weeks).Allowfornecessaryelapsedtimeforthingssuchasprocessexperimentation,butassume
thattheteamhasnootherresponsibilities.
3.Calculatethelossavoidanceofresolvingtheproblemwithafulltimeteam(orascloseas
possible),ratherthanaparttimeteam.
4.Createa"hyperspeed"reviewschedulebasedonmilestones,NOTthecalendar.Conductreviews
when:
a.Theproblemstatementhasbeencreated.
b.Therootcauseshavebeenvalidated.
c.Theactionplanhasbeendrafted.
d.Thepilotimplementationiscompletedandthecontrolplanisinplace.
InARC'sCase
TheDOEprocessappearedtobeheldupbyconflictingproductionrequirementsandsomemissed
assignments.Neitheroftheseareunusualsituations,butthePlantManager,theprojectleader,hadbothof

thesefactorsunderhiscontrol.Evensavingamonthfromtheschedulewouldhaveincreasedthepotential
projectsavingsbyalmost$50K!Oncealosshasbeenincurred,it'sgoneforever.
Lesson#3MeettheneedsofALLoftheplayersontheteamsothattheycanfullycontributetothe
successoftheproject.
ProjectTeamMembersOneofthemostvaluablerolesoftheBlackBeltistoassesstheneedsofeach
projectteamandeitherprovideorarrangeforthetraining(inboth"soft"and"hard"skills)tobedelivered"justin
time."Afoolproofmethodof"invisible"trainingistoprovideaconstantflowofexamplesandapplicationsofSix
Sigmafromotherdepartmentsorcompanies.Thisbuildsbothmotivationandapplicationknowledge.
ProcessOwner/ManagerTheBlackBeltmustdevoteindividualattentiontotheprocessowner(evenwhen
theBlackBeltistheprojectleader)toassesshisorherknowledgeandskillsinplayingaleadershiproleinthe
SixSigmateam.GreenBelttrainingshouldsupplythebasics,buttheBlackBeltmustconfirmthatthetraining
"took"andbepreparedtofillanyknowledgegapsthatappear.It'stheBlackBelt'sjobtoensurethatthemanager
hasenoughcompetenceandconfidencetobeviewedbytheteamasafullprojectpartner,andNOTasaslave
totheBlackBelt.
NoteBlackBeltsbecomementors,notmasterstoprocessowners/managers
BlackBeltsBlackBeltsaresuchvitalresourcesthattheirneedsareoftenoverlookedintheprocess.Dayto
dayBlackBeltsupportcomesprimarilyfromMasterBlackBelts,ProjectChampionsandotherBlackBelts.
MasterBlackBelts(ortheexternalconsultantsinfirstroundprograms)mustbe"oncall"for
mentoringandtechnicalquestions.Theymustalsobeavailableforformal,midandpostproject
reviews.
ChampionsmustgotobatforBlackBeltsintheinevitableturfbattlesoverauthorityandresources
thathappenduringthecourseofaproject.
BlackBeltscansupporteachotherinanumberofpracticalways:monthlybestpractice
workshopslunchesIntranetchatroomsjointskillstrainingdaily"canIbounceanideaoffyou"
telephonecalls.
NoteNEVERletanunderperformingBlackBeltflounder.YouriskaninvaluableresourceANDthecredibility
ofSixSigma
InARC'sCase
GilMachado,theBlackBeltdidanicejobrecognizingwhentheteamneededtraininginDOE,Project
ManagementandTeamSkills.HealsoshowedsupportanddeferencetoCarlosAguiar,thePlant
Manager/ProjectLeader.Infact,attimeshewasabittoodeferential.Hecouldhavebeenmoreaggressive
ontheissuesoftheprojectscheduleandmeetingagendassincehewastheSixSigmaprocessexpertand
mentor.IfthePlantManagerignoredhisadvice,Gilcouldhaveturnedtoothers,liketheProjectChampion,
tohelpinfluencethesituation.
Warning#1Don'tallowmanagersandteamstooptoutofthereviewprocess.
ThereisnothingmoreimportanttoasuccessfulDMAIICprojectthanregularlyscheduled,consistentand
positiveProgressReviews.Thestandardreviewchecklistandmeetingagendadescribedintheprojecttemplate
aboveprovidesagreatfoundation.However,100%participationbythemanagersandteammembersiseven
morefundamental.Thebeginningoftheendcomeswhenanyoneisallowedtomissreviewmeetings.Thisisan
extreme,butnecessarystandardofbehavior.Howcanateamliveuptosuchastandard?
1.BlackBeltsmusttrainandsupportmanagersinconductingreviewstrainthem,demonstratethe
process,observetheminreviews,coachthemforthelifeoftheproject.
2.Scheduleallofthestandardreviewsatthebeginningoftheproject.
3.Scheduletheprojectreviewmeetingsonthesamedayas"sacred"meetings,suchasoperations
reviews.
4.Documentattendance(andabsentmembers)withintheminutesofthemeetinganddistributethem
totheLeadTeamandChampions.
5.Ensurethatreviewsarescheduledtomatchthepaceoftheproject.
6.Createtightagendasthataredistributedatleastseveraldaysbeforethemeeting.

InARC'sCase
"TeamLeaks"isaclassicexampleofthe"slipperyslope"thatbeginswhentheProcessOwner/Manager
excuseshim/herselffromaprogressreview.Itgivesothermembersoftheteamthegreenlighttodothe
same.Thisisanotherinstancewhentheteam'sBlackBelt(inhismentorrole)couldhavebeenmore
assertivewiththePlantManager.Instead,theBlackBeltworkedharder.Ifhehadn'tbeentheretokeepthe
teamontrack,itcouldeasilyhavefloundered.Itworkedoutintheend,BUTdidtheteammembers
(especiallythePlantManager)actuallylearnhowtousereviewstostayontrackforthenextprojectteam
they'reon?
Warning#2Don'thinderBlackBeltsfromdoingtheirwork.
EliminateunnecessaryadministrativeloadBlackBeltscouldeasilyspendtheirtimeupdatingthe
organizationonprojectstatus.Instead,createasingle"DMAIICStory"(GEusesaformcalledthe"4UP"forthis
purpose)thatcommunicatesthehistory,actionplanandstatusoftheproject.Createan"openbook"approachto
communicationbymakingtheDMAIICStoryandsupportingdataavailabletoeveryoneintheorganization.This
canbepostedeitheronacompanyIntranet,SixSigmabulletinboard/informationcenter,orina"ProjectBinder"
that'savailableinacentrallocation.
Don'tcreateteamswithbuiltin"failuremodes".
Someteamfailuremodesthatcanbeanticipatedandavoided:
Rotatingdifferentpeoplethroughateambasedontheassumptionthatpeopleareinterchangeable.
Adhocmembershipisfineforspecialistswho"join"theteam,givetheirinputandleave.Rotating
coreteammemberswreakshavoconthecontinuityandproductivityoftheteam.
Withholdingtalentedpeoplewhoare"toovaluable"tobededicatedtoaSixSigmateam.Ifthis
happens,lookcloselyatthetopicthatateamisundertaking.Iftheprojectdoesn'tdeservethe
talentsofthe"bestandthebrightest,"perhapsit'sapoorchoice.SixSigmatargetsshouldbeso
closetothecoreofthebusinessthatyouwouldcommitonlyyourbestpeopletotheproject.
Failingtogiveteammemberswhattheyneedtofullycontributetotheteam.Belowisa
commitmentchecklistformanagersofpotentialprojectteammembers:
Willyoucommitsomeofyourkeypersonnelto2to20hoursperweekforupto6
months?
Willyoumakeitpossibleforthemtoattendanaverageof23daysofskillstraining?
Willyousupporttheteammembersinmeetingteamcommitmentsevenwhenthose
commitmentsconflictwithongoingoperations?
Areyouwillingtobeheldaccountableforyourlevelofsupport(orlackthereof)forthe
workoftheteam?

SpilloverAdvice
Inthissection,thekeyLessonsandWarningsfromSixSigmaexpertsareincludedinthebook.Otherimportant
LessonsandWarningsarelistedbelow.Onceintheebook,justclickontheIdeaiconnexttotheLessonsor
Warnings#youwanttoviewinitsentirety.
Warning#3Don'tbecomeaslavetothetools.
Warning#4Don'ttreatteamsdifferentlythanyouwouldtreatindividuals.
Warning#5Don'toverloadpeoplewithunnecessarytrainingbutgivethemwhattheyneed.

TheCheckList
Haveyou
CompletedtheDMAIICmodelsteps?
Assessedyourprogressin6measurementterms?
ImprovedtheselectedKeyPerformanceIndicator(KPI)bythetargetedamount?
Establishedasolidcontrolplantomonitorandholdthegainsthatwereachievedintheproject?
DevelopedtheimprovementskillsoftheprojectteammembersandSixSigma"players"?
Celebratedandrecognizedthehardworkandachievementsofboththedirectandindirect
contributorstothesuccessoftheproject?

Chapter5:TheLongHaul
TakingSixSigmafromaprogramwithadefinablelifespantoawayoflifemanagementsystem

Purposeofthischapter
Todescribewhatleadersatalllevelsmustdotoensurethat"overthelonghaul"peoplenaturallymeasure,
manageandimprovetheirprocessesusingtheSixSigmaphilosophyandmethods.
Forseniorexecutivesthischapter
PreviewsthenextroundofimprovementtargetsaftersuccessfullycompletingtheSixSigmapilot
phase.
DescribesthedeepersystemchangesthatwillhavetobemadetomoveSixSigmafroman
improvementprogramtoamanagementprocess.
Formanagersatalllevelsthischapter
Providesaglimpseofyourfutureroleasaprocessowner/manager.
DescribestheprocessfordesigningnewprocesseswithSixSigmacapabilitiesbuiltin,ratherthan
"simply"improvingexistingones.
Providessimple,butpowerful,waystomake"SixSigmaprocessthinking"apartofyourdaily
managementstyle.

TheBigPicture
Year1:Planning&BuildingaSixSigmaTrackrecord
ThefirstyearofaSixSigmaprogramisdesignedtoaccomplishtwothings:
TobuildthecredibilityoftheSixSigmaprocessbycreatingasignificantimpactonthebottomline
ofthebusiness.
ToensurethatEVERYplayer(Champions,BlackBelts,GreenBeltsandTeamMembers)
hascompetenceandconfidenceinSixSigmaasamindset,methodologyandmeasure.
Asinanymajorchangeprocess,however,thereisonenaggingquestionafterthefirstyearofimplementingSix
Sigma:

Therestofthechapterprovidesprovenstrategiestomeetthischallenge.
Year2:ExpandingtheapplicationofSixSigma
Ifthefirstyearisaboutbuildingatrackrecord,thenthesecondyearisaboutaimingtheSixSigmaprocessatan
everexpandingsetofimprovementtargets.Thegoalisto"surroundpeoplewithchange,"sothatanyonewhois
notfullyparticipatinginSixSigmafeelsoutofstepwiththestrategicfutureoftheorganization.Therearethree
waystoaccomplishthis"positivepressuretochange":
1. LeverageExistingSixSigmaResources
ChaseBiggerTargetsCreateHigher
Visibility
PositivePressuretobeRecognized
2. ExpandSixSigmaResources
WidentheVarietyofApplicationsCreate
aMore
PervasivePresencePositivePressureto
fullyParticipative
3. ChangeCurrentManagementSystems
ProvethatIt'sNOT"Businessas
Usual"ShowSerious
IntentPositivePressuretoAlignwiththe
Strategic
Direction.
1.LeverageExistingSixSigmaResourcesCreatenewchallengesforyourfirstroundBlack
BeltsandGreenBelts.
PushingthosetrainedasBlackBeltstotacklemorechallengingassignmentshasobviousbenefits
totheorganization:anenormousincreasebothinthereturnonthetraininginvestmentandonthe
financialimpactofSixSigma.
TheincreasedchallengeisalsocriticalfortheBlackBeltsthemselves.Thinkaboutit.You've
pluckedsomeofthemosttalented,motivatedindividualsfromthedaytodayoperations.By
definition,they're"hungry"fornewskillsandwaystotestthoseskills.They'relookingforan

"ImprovementMBA"thattheycantakebackwiththemaftertheir2yearassignment(the
recommendedtimeperiod).
TocreatethischallengeforBlackBeltsandGreenBelts:
CertifiedBlackBeltsshouldtackleDMAIICprojectsthatcutacrossprocesses,
facilitiesanddivisions.Inprojectsthatmayinvolveimprovingcompanywide
systems,theycanteamwitheitheraMasterBlackBeltoranotherBlackBelt.
SecondyearGreenBeltsmustalsotakeonincreasinglymorecomplex,higherimpact
projectsintheirownprocessesordepartments.
Requirethatallofthecertified"Belts"beevenmoreproductiveinthesecondyear
becauseoftheirdeeperexperienceinbothProjectManagementandtheDMAIIC
processitself.
BlackBelts34typicalprojects(somecompaniesclaim56
projects/year).
GreenBelts2significantprojects/yearplus"miniprojects"
(completedinweeksvs.months)
BlackBeltsshouldmovebeyondimprovingexistingprocessesandproducts(using
DMAIIC)tocreatingnewprocessesandproducts(usingDesignforSixSigma
DFSS)thathave6$$performancebuiltintothem.Insomeimplementationmodels
BlackBeltsmustgothroughanadditional34weeksofDFSStrainingbeforestarting
aDFSSproject.OthermodelsincludesuchDFSStrainingaspartofthefirstround
curriculum.ThissecondapproachassumesthattheMasterBlackBeltwill"shadow"
BlackBeltsassignedforthefirsttimetoDFSSprojects.
2.ExpandSixSigmaResourcesDramaticallyincreasethenumberofBlackBeltsandGreen
Belts,allowingSixSigmatoexpandintononmanufacturingoperations.
Considerthefollowingstatisticstakenfromthearticle,"ExpandingSixSigma,"byBillSchmittin
theFebruary22,2001issueofChemicalWeek:
SincelaunchingSixSigmatwoyearsago,DuPonthastrained160MasterBlackBelts
andover1100BlackBelts(justover1%ofits90K+employees)whohaveworkedon
about3500projects.2100GreenBeltshavebeenaddedoverthelastyearalone.
DuPontiscurrentlyachievingroughly$1billioninannualsavingsorrevenue.Savings
initiallycamefromthemanufacturingsector,butnowathirdofprojectsarein
corporateservicessuchassales,financeandhumanresources.
W.R.Gracewilladd12moreBlackBeltsduring2001.Thiswillbringthetotalupto
theirtargetof60(1%ofits6000personworkforce).Thecompanyisnowfocusing
moreontrainingGreenBeltsinorderto"makeSixSigmamoreawayoflife."Grace
expectstogenerateover$40millioninfinancialbenefitsinadditiontothe$33million
achievedin2000.
ThesecompaniesseemtobeheedingthelessonslearnedbyGeneralElectricinthemid90's.GE
realizedafterthefirstyearofincrediblyintensetrainingandimpressiveresults,thattherewould
neverbeenoughBlackBeltstomovetheentirecorporationtoSixSigmaperformance.Thekey
wastotrainandsupport(akeyroleforBlackBelts)thousandsofparttimeGreenBelts,drawnfrom
theranksofmanagersandprofessionals.
ThelessonforYear2
ContinuebuildingthecadreofBlackBeltstowardtheideal1%oftotalemployees
levelwhileproducingasmanyGreenBeltsastheSixSigmainfrastructurecan
support.
3.BeginchangingmanagementsystemsthatsupportSixSigma.
Now(inthesecondyearofimplementation)isthetimetorefine/redesignsystemssothattheycanreinforceSix
Sigmavaluesandprocessesaspermanentpartsoftheorganizationalfabric.
Reward&Recognition:Ataminimum,SixSigmaprojectsupportandskillsshownbymanagersshouldnowbe
includedinindividualperformancereviews:

ForthecurrentGreenBeltssettheexpectationsatthebeginningoftheyearthattheymust
completeatleasttwosignificantprojects.FornonGreenBeltsatthestartoftheyearrequirethat
theyidentifytheprojectthattheywillcompleteaspartoftheirtraining.AssessallGreenBelts
("veterans"and"rookies")ontheimpactoftheirproject(s)andtheirpersonalcontributiontothe
projectintheiryearendperformancereview.
Ifyourorganizationhasamanagementbonussystem,youcanfollowthe"GEModel"inYearTwo:
nosignificantSixSigmaprojectnobonus.Inordertopreventthisfrombecominga"justgetany
projectdone"approach,theprojectmusthaveadirectandmeaningfulimpactonamanager'sKey
PerformanceIndicators(KPI's).
Thesearebothpowerfulsignsofleadershipcommitment,butthegreatestlongtermimpactcomesfromchanging
thecriteriaforpromotions.AtGEit'snowassumedthatall"earlycareertop20%performers"willtakeona23
yearBlackBeltassignmenttopreparethemfortheirfutureleadershiproles.Thisclearlymapsthestrategic
courseofthe"corporateship"ANDwhowillbe"atitswheel"inthenottoodistantfuture.
OperationsReviews:Duringregularmonthlyreviewsofbusinessoperations,includestatusreportsofboth
theprocessandtheresultsofSixSigmaby:
StartingwiththeKPI'sandevaluatingprojects(andALLotherreviewedactivities)basedupontheir
impactontheseperformancemeasures.
Adjustingboththepaceandfocusofprojects(aswellasinitiatingorabandoningprojects)basedon
theirimpactonkeymeasures.
Budgeting:Synchronizethesettingoftheyear'sSixSigmatargets,trainingplan,andprojectsandsupporting
budgetswiththestrategicplanningandbudgetingprocess.
ToreinforcethecriticalimportanceofSixSigmaprojects,developbudgetsthatassumethatthe
projectedSixSigmasavingsWILLindeedoccur.This"hardwiredbudget"guaranteesthateveryone
willchoosetheirimprovementtargetscarefullyandpursuethemseriously.
Year3:ImprovingtheapplicationofSixSigma
Thethirdyearofimplementationistheyearinwhichanorganizationmust"takeownership"foritslongtermSix
Sigmamodelby:
Improvingthemodel.
Invigoratingtheprocess.
Internalizingtheresources.

Improvingthemodel
Bythispointanorganizationwillhavecompletedasignificantnumberofprojectsinawidevarietyofapplications.
ThisexperiencebaserevealsthestrengthsandweaknessesoftheSixSigmamodel(theimprovementsteps,
trainingprotocol,staffing,etc.)asitwasoriginallyimplemented.
Anyweaknessthatmakesprojectslessefficient(slowerresultsandincreasedinvestment)and
lesspredictable(morevariationandlowerreturn)mustbeaddressedtoensureSixSigma'sbusinesscredibility.
Someproblemareasthattypicallysurfaceatthisstage:
Projectselection:Encouragingnontraditionalapplicationssettingmoredramatictargets.
Teamselection:Preventing"burnout"keepingprojectteamsasleanaspossible.
BlackBeltselection:GoingbroaderanddeeperintotheorganizationtoidentifyBlackBelt
candidatessupportingBlackBeltswhoarestruggling.
Trainingdesignanddelivery:Keepingpacewithattritionandturnoverratesreducingvariationin
studentperformanceacrossinstructors.
Teamperformance:VaryingattendanceatteammeetingsasSixSigmabecomes"oldhat"
missingprojecteddeadlines.
Reviews:Delayingprojectreviewsbecausetheyconflictwith"realbusiness"designingmore
efficientreviewsessions.

Invigoratingtheprocess
InvolvethesupplychaininSixSigma:Basedontheprincipleof"surroundingpeoplewithchange,"there'sa
constantneedfortheSixSigmaprocesstotouchnewpeople,newdepartments,newfunctions.Forthefirsttwo
yearsthiscontagioneffecthappensinternally.BythethirdyearaSixSigmaorganizationisfinallyreadyto
"infect"themostleveragedpartofthesystem:itssupplychain.
It'slogical(andtypical)tofirsttargetyourmostcriticalsupplierssinceSixSigmaperformanceintheirprocesses
immediatelyimprovesyourcoststructure.Choosecarefully,sinceSixSigmaissuchamajorcommitmentfor
bothparties.
Forexample,asofmid1998,150supplierstoGE'sAircraftEngineDivision(GEstartedits
implementationin1995)hademployeestrainedasBlackBelts,butonly16ofthosecompanieshad
committedtoafullscaleimplementation.
It'salsotimetoworkwiththeotherendofthesupplychain:keycustomers.Thearticle,"GETakesSixSigma
BeyondTheBottomLine,"byGregoryLucierandSridharSeshadriintheMay2001issueofStrategicFinance,
includessomeGEsupplychainresultsinvolvingcustomers.
InGEMedicalSystemsalonetherewereover1100SixSigmaprojectsinvolvingcustomersbythe
endof2000.466customerprojectscompletedinlastyearalonesavedover$91million.
GEhelpedCommonwealthHealthCorporationofKentuckyapplySixSigma,resultinginover$1.5
millioninsavingsandadramaticallydifferentcompanyculture.
Whetheryoumakethebusinessdecisiontoassistcriticalsuppliersorkeycustomers,thisinvolvementofthe
"outsideworld"inSixSigmasetsoffachainreactionthatsolidifiesinternalsupportfortheprocess.

Tacklelingering(andlongterm)changemanagementissues:Along,honestlookinthemirrorisoneofthe
mosteffectiveandenergizingwaysforanorganizationto"own"theSixSigmaprocessasithasevolvedoverthe
firsttwoyearsofimplementation.Everyonewhohasledorparticipatedinteamsshouldbeinvolvedindiagnosing
problemareasandsuggestingprogramchanges.Designtheselfexaminawaythatfitsyourculture:
Businessunitmeetings
Intranetdiscussiongroups
Openinvitationimprovement"summits"
Writtensurveys
Inanystudyformat,besuretoanswerthesequestionsthatarecriticaltoimplementingmajorculturalchanges:
1.Istheprogramofamanageablesize?
2.Doesithaveclearandunchangingfocus?
3.Doesitfocusfirst,andforemost,onresults?
4.Arethemeasurementsusedtrulytiedtothesuccessofthebusiness?

5.Istheprocessdrivenby"line"leadership,ratherthanbystafffunctionsorconsultants?
6.Isitmoreimportantto"doitbythebook"thantousedatatoshowwhat'sreallyproducingresults?

Internalizingtheresources.
ExternalconsultantsplayanumberofvitalrolesinintroducingSixSigmaintoacompany.However,bythethird
year,programleadershipandexpertiseMUSTbetransferredtointernalplayers.Theonlyproven,plannedwayto
makethishappenistobuilduptwocriticalroles:
TheDeployment/ProgramChampionTheProgramChampionistheCEO'ssurrogatefortheday
todaymanagementofSixSigmaimplementation.TheidealChampionMUSTthereforehavethe
credibilityandpresencetospeakandactfortheCEO,aswouldaChiefOperatingOfficer(COO).
Also,likeaCOO,aChampionmustcombinehighenergyanddeepexperienceinthecore
businessinordertobeeffective.
TheMasterBlackBeltsAsthetechnicalSixSigmaexperts,MasterBlackBeltsmustdirect,
designanddeliverwhenneededallteamand"belt"training,includingcertificationprograms.This
workloaddictatesthattherebeoneMasterBlackBeltforeveryfifteentotwentyBlackBelts.This
isnotaplacetocutcorners!

ExpertAdvice
Lesson#1IntegrateSixSigmaintoabroadersystemofProcessFocusedManagement.
SixSigmacanbetreatedasatooltodramaticallyimprove"brokenprocesses"andtocreateprocessesfrom
scratchthatproducenearlyperfectproductsandservices.This"toolinourimprovementtoolkit"approachcan
haveatremendousimpactonthebottomlineoverthefirst1824monthsofimplementation.However,SixSigma
willbecomeapermanentfixtureonlywhenitflowsnaturallyfroma"processfocusedmanagement"system.
FiveStepstoPracticingProcessFocusedManagement.
#1.Viewtheorganizationasasystemofinterdependentprocessesratherthanas
independentfunctionswithinahierarchy.
AHierarchicalViewIs

AHierarchicalView
Isn't

neat.

helpfulindescribing
howcustomersare
served.
helpfulinshowinghow
informationflows(or
needstoflow).
reflectiveofhowwork
actuallyhappens.

easytodraw.
agreatwaytocapture
reportingrelationships.
convenientfor
communicatingfunctional
ordepartmentgoals.

It'snotthatviewinganorganizationasahierarchyis"bad"it'sjustnotveryhelpfulindefining
what'simportanttomeasureandimprovetobetterservethecustomer.
Dr.Demingdrewtheprototypeofa"systemsview"ofanorganizationduringhisnowfamous
lecturesinJapanin1950.

Thebeautyofthisviewisthateverylinkbetweenprocessesautomaticallyrevealsacustomer
supplierrelationshipthatmustbeconstantlymanaged.Thismodelappliestoeveryorganization
ofanysizeinallindustries.Simplyincludethebasicstepsinyour"productionprocess"anditis
nowapictureofyoursystem.
Lesson#2.Linkandaligntheaims/strategiesofthebusinesstoallofthecriticalprocesses.
Atthesimplestlevel,theoperationofanyorganizationcanbereducedtoatreediagramwith
processes(cuttingacrossfunctions)thatshouldallfullycontributetosuccessfullyachievingthe
companystrategy.Thisiscalled"alignment."
Alignmentmeansthateveryoneinvolvedintheprocessesknowswhattheyneedtodotosupport
thenexthighestprocess,andultimatelythecompanystrategyandthenperformstothat

expectation.

NoteMisalignmentcanhappenatanylevelifLeadersand/orProcessOwners/Mgrs.don't
executetheirroles.
Lesson#3.CreateaProcessManagementSystembycreatingProcessManagement
Chartsforuseinreviews.
AProcessManagementSystemconvertsthePDCAimprovementcyclefroma"motherhoodand
applepie"theorytoahardnosedbusinessapproach.Itincludestheprocessobjectives,standard
stepsandmonitoringmechanismsforanymajorprocess,whicharethendocumentedinaProcess
ManagementChart(PMC).Thesechartscreateastepbysteptemplateforprocessfocused
operationsreviews.
NoteDotwoprocessreviews:onewithaPMC,onewithoutTheyaretwoentirelydifferent
experiences.
Lesson#4.Create,manageandimprovetheprocesses.

Lesson#5.AlignDailyManagementBehavior.
Thefinal,andmostcritical,stepisaligningyourownpersonalbehaviorandapproachwith
maintainingandimprovingperformancewithSixSigma.Onlythislevelofpersonalcommitmentwill
convincepeoplethatyoulead,thattheformalSixSigmaprocessissimplythewaythatworkgets
done.It'syourjobtocommunicateandreinforcethisby:

Askingguidingquestionsthatencourageyourreportsto"thinkprocess."
Making(andaskingfor)databaseddecisions.
Fixingprocessesratherthanblameforperformanceproblems.
Documentingkeyprocessesandreviewingtheirperformanceatleastmonthly.
Lesson#2GetsomeDesignForSixSigma(DFSS)successes.
DMAIIC,withitscostsavingsimpact,istheprimaryfocusfortheearlystagesofSixSigmaimplementation.It
canbe(andis)usedtogeneratenewrevenue,butthisoutcomeistherealstrengthoftheDFSSprocess.It's
criticaltostressthis"growingthebusiness"dimensionofSixSigmasincerevenuegrowthisattheheartofevery
businessmodel.IfSixSigmaisseenasanongoinggrowth"engine,"managersatalllevelswillviewitaspartof
thepermanentmanagementsystem,notasaninitiativethatcanbeignored.

TheBasicsofDFSS
AtitsabsolutesimplestDFSSfocuseson:

RatherthanusingtheDefineMeasureAnalyzeImproveImplementControl(DMAIIC)ImprovementModel,DFSS
isbasedontheDesignMeasureExploreDesignValidateImplement(DMEDVI)model.

DMEDVI[*]
Define

Steps
1. LaunchtheProject
2. DefineOutcomes
3. IdentifyStakeholders
4. SelectTeam
5. DetermineProjectApproach
6. CreateProjectPlan

Measure

1. IdentifyCustomers
2. DefineStateofCurrentcustomerKnowledge
3. Develop&ImplementCustomerResearchPlan
4. TranslateCustomerNeedstoProductorServiceCTQ's
5. SpecifyTargets,ToleranceLimits&SigmaTargets

Explore

1. DevelopProduct/ServiceNecessaryFunctions
2. DevelopConceptualProduct/ServiceDesigns
3. DevelopHighLevelProductionProcesses
4. PredictCapability&EvaluateGaps

Design

1. DevelopDetailedProduct&ServiceDesigns
2. DevelopDetailedProductionProcess
3. RefineCapability&GapEvaluation,PerformTradeoffs
4. DevelopProcessControl&ValidationPlans

Validate

1. BuildPilotProcesses
2. ValidatePilotReadiness
3. PerformPilotTesting
4. AnalyzeGaps,DetermineRootCauses
5. EvaluateScaleupPotential
6. DevelopImplementation&TransitionPlans

Implement

1. BuildFullScaleProcesses,TrainStaff
2. PerformStartupTesting
3. AnalyzeGaps,DetermineRootCauses
4. TransitiontoProcessOwners
5. Evaluate&CloseDesignProject

[*]Justasinthecaseof"DMAIIC"inwhichan"I"(for"Implement")wasaddedtothemorefamiliarGEbased

acronym"DMAIC","DMEDVI"differsfromGE's"DMADV"inthat"E"(for"Explore")replaces"A"(for
"Analyze")and"I"(for"Implement")isagainadded."Implement"wasaddedinbothcasestoplaceastronger
emphasisonthecriticalpilotingstep."Explore"seemstobemoreappropriatelanguageforadesignprocess
than"Analyze."Theprocessesareverysimilarwithslightlydifferentpointsofemphasis.
(*TheDMEDVIstepsandsubstepsarebasedonmaterialprovidedbyPremierPerformanceNetwork,LLC)

TheLeverageofDFSS
Ultimately,DFSSmustbecomeanintegralpartofanySixSigmaimplementationbecauseofitsunbeatableROI.
ThisisbasedonthefactthatDFSSidentifiesandtestsadesignconceptanditsprocessparametersagainst
CTQ'sbeforeitsreleasetoproduction.
Intheresearchpaper,SixSigmaintheEngineeringDesignProcess(AmericanStatisticalAssociationQualityand
ProductivityResearchConference,1999),GavinFinndramaticallyillustratedthecostimpactoftheDFSS
approach.

IfDFSScancausejustasingledesignchangetobemadeintheengineeringphase,itcanpreventa$3,500
designchange(theindustryaverage)frombecominga$35,000changeorder(postrelease,butbeforefullscale
production),orevena$350,000productredesign(duringregularproduction).Thefollowingchartshowsthe
potentialimpactofthiscoststructure(andthereforeDFSS)sincethemajorityofdesignchangesoccuraftera
designhasbeenreleasedtotheBuildandTestphaseofproductdevelopment.

ItwilltakeonlyafewDFSSsuccessstoriestoconvinceskepticsthatSixSigmaisacompleteproactive,
businessplanningtoolandnot"just"areactiveimprovementprocess.

SpilloverLessons
Moreimportantlessonsarefoundintheirentirety"behind"thismainpage.ClickonanyLesson#toviewthem.
Lesson#3ImplementaBalancedScorecardsystemwithfulldeploymentofmetrics.
Lesson#4Createtheprocessandsystemsforlearningandgrowth.

TheCheckList
Haveyou
IdentifiedwaystoaimSixSigmaatincreasinglystrategicorganizationalissues?
CreatedanaggressiveplantogetthemostoutofthecadreofcurrentBlackBeltsandGreenBelts?
BudgetedsignificantfundstotrainandsupportGreenBeltsthroughouttheorganization?
Examinedandalignedmanagementsystems(e.g.,Promotion,Reward&Recognition,Personal
PerformanceandOperationsReviews,Communications&OrganizationalLearning)tosupportSix
Sigmathinkingandbehavior?
CommittedtoincorporatingSixSigmathinkingandbehaviorintoyourownmanagementstyle?
CreatedexcitementaboutaSixSigmafuture?

SectionII:The"SCIENCE"ofSixSigma
Chapter6:DMAIICSurvivalKit
Chapter7:SurvivalTools
Chapter8:R&R

Chapter6:SixSigmaSurvivalKit
Disciplinedanddatadrivenapproachtoprocessimprovementortips,toolsandtechniquesto
surviveaproject!

Purposeofthischapter:
TopresenttheSixSigmamethodologythatputspeoplewithknowledgeandexperiencetoworkinteamsto
systematicallyanalyzeandsolveproblemsimprovingprocessperformance,projectbyproject.
Forseniorexecutivesandmanagersthischapter
Providesthesixmajorsteps,substeps,andrecommendedtoolstousetoguideateamthrough
theDMAIICmodel.

TheBigPicture:
WhatistheSixSigmaMethodology?
Dr.Demingreintroducedtheworldin1950tothescientificmethodknownasthePlanDoCheckAct
(PDCA)Cycle,alsoknownastheDemingCycleforcontinuousimprovement.
However,itisthe"CAPDo"cyclethatistheheartofProcessManagement.Itsimplymeansthat
dailyimprovementstartswitha"check"onperformance,whichuncovers"gaps"thatneedtobe
filled."PDCA"isusedwhenanewproduct,process,orserviceisfirstdevelopedeventually
becomespartofanongoingProcessManagementandCAPDocycle.

ThePDCA/CAPDocyclehasbeentranslatedintoapractical6stepapproachforteamstouse
duringtheirproblemsolving/processimprovementefforts.Improvementprojectscannowincorporate
thedisciplinedprocesscalledDMAIIC(pronounceddeMAYic):
Design,Measure,Analyze,Improve,Implement,Control.

Steps[*]
Define

PDCA
Equivalent

Purpose

Checktofind
aprocessin
needof
improvement

Selectan
appropriate
projectand
definethe
problem,
especiallyin
termsof
customercritical
demands

Substeps[*]
a. Qualifythe
project
b. Determine
project
approach
c. Define
outcomes.
d. Identify
stakeholders
e. Selectteam
f. Launchthe
project
g. Createproject
plan

Measure

Checkcurrent
performance

Gain
information
aboutprocess
performance
anddevelopa
problem
statement

a. Definethe
current
process
b. Address"low
hangingfruit"
c. Confirmkey
custormer
requirements
d. Gatherinitial
dataand
determine
current
performance
e. Stratifydata
f. Establish
costbenefit
g. Develop
problem
statement&
project
scorecard

Analyze

Actto
analyzegaps

Analyzethe
causesofthe
problemand
verify
suspectedroot
cause(s)

a. Develop
causeand
effect
hypotheses
b. Gathercausal
data
c. Determine
andvalidate
rootcauses

Improve

Actto
develop
changesto
thePlan

Identifyactions
toreduce
defectsand
variation
causedbyroot
cause(s)and
planthe
implementation
ofselected
actions

a. Identify
breakthroughs
b. Select
practical
approaches
c. Perform
cost/benefit
analysis
d. Designfuture
state
e. Establish
performance
targets
f. Further
develop
project
scorecard

Implement

Dothe
changes,
Checkthe
results

Implementthe
plan.Evaluate
themeasurable
improvement(if
notevident,
returntostep
one)

a. Gainapproval
toimplement
b. Train
c. Execute
d. Measure
results
e. Develop
control
methods
f. Manage
change

Control

Actto
incorporate
successful
changesin
thePlan

Controlthe
processto
ensure
continued,
improved
performance
determineif
improvements
canbe
transfered
elsewhere
identifylessons
learnedand
nextsteps
celebrate!

a. Report
scorecard
data
b. Create
process
controlplan
c. ApplyPDC
Aprocess
d. Identify
replication
opportunities
e. Develop
futureplans

[*]DMAIICstepsandsubstepsarebasedonworkprovidedbyPremier

PerformanceNetwork,LLC
NoteTheDMAIICmodelisanextensionofthePDCA/CAPDoCycle

TheDMAIICSteps,Tools,andTips
Define:a.QualifytheProject
Purpose
Toinitiateactionaddressinganidentifiedproblemthroughateamproblemsolvingprocess.
ToolstoUse
Typical:Thestrategicplanandhistoricalprocessperformancedata.
NoteToolstoUse:"Typical":usetogetstarted."Optional":additionaloradvancedtoolsfordeeperprocess
knowledge.
TheCheckList
Haveyou
Asprocessowner,decidedtoactonanidentifiedproblemthatintegrateswithyourgoals?
Assuredtheproblemisanimportantonetotacklebasedupon:
Itslevelofcomplexity?
Itsfinancialimpact?
Whetheritsrootcauseisknownorunknown?
Linkedtheproblemdirectlytoimprovedcustomersatisfaction?
Identifiedthescaleoffinancialandhumanresourcesthatwilllikelyberequiredtosolvethe
problem?
Committedtoprovidingalloftheresourcesneededtomaketheprojectasuccess?
NoteTheCheckListdetailsthingsyourteamneedstodobeforemovingontothenextstep/substep.
Define:b.Determineprojectapproach
Purpose
Tomakesurethattherightpeoplearetakingthemostefficientandeffectiveroutetofixingtheproblem(s)at
hand.
ToolstoUse
Typical:None.
TheCheckList
Haveyou
Chosentotakemanagementactionwhenyouknowthatthelevelofcustomerconcernishigh,the
availableresourcesareadequateandthatthereareeffectivesolutionstoknowncauses?
Madeindividualassignmentswhentheproblemrequiresanintenseapplicationofspecialized
knowledge?
SelectedaDMAIICprojectteamapproachwhenthepossiblecauses,requiredknowledgeandlikely
solutionsarespreadthroughoutanentireprocess.
Setaggressivegoalsbackedbyrealisticresourcesandauthority?
Define:c.Defineoutcomes
Purpose
Tomakethecasethataproblembeaddressedandtheprocessimproved.
ToolstoUse
Typical:
Affinity
Diagram(see
pg.192)

Identifies"goodreasonstofixthe
problem."

Brainstorming

Generateslotsofideas.

ForceField
Analysis

Identifiesthedriversandroadblocksto
successfulproblemresolution.

TheCheckList
Haveyou
Statedthesizeandimportanceofthe"performancegap"intermsofpotentialdollarssavedor
additionalrevenuegenerated?
Whatlevelofperformanceisrequired?
Whereistheperformancenow?
Whatisthelevelofurgency?
Arethererelatedissuestobeaddressed?
Confirmedtheimpactoftheimprovementwithdataandcustomerinput?
NoteDon'tforgetthattheoutcomesshouldtracebacktothecustomer.
Define:d.Identifystakeholders
Purpose
Toidentifythosewhomaybeinvolvedinsolvingtheproblem.
ToolstoUse
Typical:None
TheCheckList
Haveyou
Consideredeveryonewhomighthaveastakeinseeingtheproblemaddressed?:
Customers?
Peoplewhoworkwiththeprocess?
Suppliers?
TheBoss?
Processlinks,e.g.,supportprocessowners?
Shareholders?
Identifiedthestakeholdersbiggestconcernsregarding:
Cost?
Timing?
Resourcerequirementsandavailability?
Control?
Jobsecurity?
Identifiedthebestwaytoinvolvestakeholdersintheproject?
Define:e.Selecttheteam
Purpose
Toselectateamthathastherightpeople,power,performanceparametersandpassiontocreatesolutionsthat
work.
ToolstoUse
Typical:

Responsibility
Flow
Chart(seepg.
201)

Alignspeople/functions
withintheframeworkof"the
bigpicture."
Identifiesthemostcritical
relationshipstoimproveor
maintain

Project
Charter
Worksheet

Recordstheexpectationsof
boththeorganizationand
theteam.
Clarifiestheproject'sscope
andresources,enabllingthe
team'sworktobefocused
andrealistic.

TheCheckList
Haveyou
CreatedateamprojectcharterwhichCLEARLYcommunicatesthedefinitionofprojectsuccessto
EVERYteammember?
Confirmedtheresponsibilitiesofeveryteamrole(sponsor,leader,etc.)bothwiththepersonfillingit
andtheteamincluding:
TeamSponsor?
TeamLeader?
Members?
Leadteam?
BlackBelt?
Beenrealisticaboutresourcesandaggressiveabouttargets?
Clarifiedteamsupportresources?
Whomightbeneededtoprovideinformation?
NoteDon'trelyonmemorywriteitalldown.
Define:f.LaunchtheProject
Purpose
Todesignandconductafirstmeetingthatbeginstobuildasolidteamandanaggressiveprojectplan.
ToolstoUse
Typical:

Meeting
Agenda

TheCheckList
Haveyou

Providesaprovenformulafor
increasingtheproductivityof
meetings.
Ensuresthatstandardinformation
willbeknownabouteverymeeting
ofeveryteam.

CommunicatedclearexpectationstoALLofthepeoplewhohaveacceptedteamroles?
Setasideaminimumoftwohourstobuildboththeteamandtheprojectplan?
IncludedaprocesstodevelopaTeamBehaviorContracttodefinehowyouwilldealwithtough
issues,decisionsandeachother?
Takencareofmeetinglogistics:
Comfortablemeetingspace?
Meetingequipment(Flipcharts,Postits,etc.)?
Projectmaterials(Supportingdata,ProjectCharter,etc.)?
Meetingnotices?
Linecoverage,ifneeded?
DevelopedtheplantocommunicatetheresultsofALLmeetingstoALLoftheprojectstakeholders?
Createdameetingagendathatgetstheentireteaminvolvedandexcitedabouttheproject?
Define:g.Createaprojectplan
Purpose
Tocreateasingledocumentthatrecordsboththeproposedandactualexecutionofyourteam'sprojectplan.
ToolstoUse
Typical:
Providesacomplete
pictureoftheteamandits
work.

Project
Planning
Worksheet

Allowstheteamtomonitor
itsperformanceagainsta
plan.

Optional:AffinityDiagram,ResponsibilityMatrix,ContingencyPlanning/PDPC,TreeDiagram,GANTTChart
TheCheckList
Haveyou
Reinforcedyourproject's"businesscase"inordertokeepeveryonefocusedandenergized?
Matchedthefrequencyofyourmeetingswiththepaceoftheworkofyourproject?
CompletedanddistributedtheProjectPlanningWorksheet?
NoteDon'tburyperformancegapsinsteadmakethemhighlyvisiblesothey'llgetaddressed.
Measure:a.Definethecurrentprocess
Purpose
Tocreateanaccuratepictureofhowworkiscurrentlydone.
ToolstoUse
Typical:
Responsibility
FlowChart(see
pg.201)

Showsthe"handoffs"
thatcreatecomplexity
andprocessproblems.

Optional:FlowChart,ProcessProfile,ProcessInventory,LayoutDiagrams,ProcessWatch

TheCheckList
Haveyou
InvolvedthepeoplewhoworkINtheprocessaswellasthosewhodesignedit?
Developedarealisticpictureofthecurrentprocess?
Involvedallofthestakeholdersintheprocess?
Reviewedandvalidatedthe"final"FlowChart?
NoteCometoagreementabouthowtheworkisACTUALLYdone.ThisisNOTagameof"let'spretend"!
Measure:b.Address"lowhangingfruit"
Purpose
Totackleproblemsthatcanbeeasilyidentified,basedonprocessknowledgeandexperience,ratherthanona
detailedanalysisoftheprocess.
ToolstoUse
Typical:
Process
Deficiency
Worksheet

Asimplewaytocomparetheimpactand
difficultyleveloftacklingdifferentpiecesof
"lowhangingfruit."

Optional:ProcessMaporFlowChart,CheckSheet,RunChart,ParetoChart,ResponsibilityFlowChart,Process
ManagementCharts
TheCheckList
Haveyou
Thoughtfirstofunnecessaryactivitiesthataddonlytimeandnotvalueforthecustomer?
Lookedatanythingdoneorhandledmorethanonce?
Eliminatedtheobvious"dumbstuff"thatfindsitswayintoeveryprocess?
Involvedallteammembersinidentifyingtheprocessproblemsthatoccurrepeatedly?
Viewedtheprocess"throughtheeyesofyourcustomer"?
NoteNomatterhowsmall,everylittlethingcountswhencombinedwithotherimprovements.
Measure:c.ConfirmKeyCustomerRequirements(KCR)
Purpose
Tofocusimprovementeffortsonthosepartsoftheprocessthathaveasignificantimpactonwhatmattersmost
tothecustomer.
ToolstoUse
Typical:
Customer
Requirements
Table

ShowsexamplesofKeyCustomer
Requirementswithinsomestandard
categories.

Optional:CustomerPrioritizationTable,CustomerInterviewGuide
TheCheckList
Haveyou
Identifiedtheneedsofbothinternalandexternalcustomers,butmadesuretoprioritizeboth
categoriesofyourcustomersandtheirneeds?
Talkedtoyourmostcriticalcustomersrepeatedly?Requirementschangeandsoshouldyour
process.Keepanongoingdialogwithyourcustomer.

MadetheKCR'smeasurablesothattheperformanceofyourprocesscanbeevaluatedobjectively?
Measure:d.Gatherinitialdata&determinecurrentperformance
Purpose
Toseehowwell(orpoorly)you'renowdoingintheprocessvariablesthathavethebiggestimpactonkey
customerrequirements.
ToolstoUse
Typical:
Check
Sheet

Oftenmakespatternsvisiblebythesimpleacts
ofcountingandrecording.

Run
Chart

Displaystrendsinperformancedataovertime.

Optional:NominalGroupTechnique(NGT),CheckSheet,GageR&RStudy,ProcessCapabilityAnalysis,Cycle
TimeAnalysis,CustomerRequirementsTable
TheCheckList
Haveyou
Chosenmeasuresthataccuratelyassesswhatmatterstotheprimeprocessstakeholders?
Measuredbothresults(outcomeindicatorsandkeyprocess"alarms"(upstreamindicators)
Ratedprocessperformancebasedondata,notopinion?
Usedatabasedtoolstohelptheteamseeandinterpretcurrentprocessperformance.
Don'tuseatoolmorecomplicatedthantheproblemit'saimedatsolving.
Trackedprocessperformanceoveratimeperiodthat'srepresentativeofyourbusiness?
Measure:e.StratifyData
Purpose
Tobreakdownyourprocessdataintosmallergroupsinordertofindthemostsignificantcontributorstothe
performancegap.
ToolstoUse
Typical:
Pareto
Chart
(seepg.
200)
Histogram
(seepg.
199)

Displaysthe20%ofthesubprocessesthat
arecausing80%oftheperformancegap.
Providesa"snapshot"ofthecurrent
Centering,Variability,andShapeofyour
processdata.

Control
Charts
(seepg.
192)

Identifiesbuiltinvariationinyourprocess,
aswellas"specialcauses"thatmustbe
removedbeforetheprocesscanbemade
predictable.

Sigma
Conversion
Table
(seepg.
203)

Expressescurrentprocessperformancein
termsofSigmalevels.

Optional:Run,CheckSheet,ProcessCapabilityAnalysis,GageR&RStudy,CycleTimeAnalysis,Scatter
Diagram,CustomerRequirementsTable,ContingencyTableAnalysis
TheCheckList
Haveyou...

Brokendownyourdatatorevealthe"vitalfew"processesthatarecausingmostofyour
performancegap?
Dodetailedstatisticalanalysisonlyonthevitalfewcontributorstotheprocess
performancegap.
AsimpleParetoChartisthebesttoolforthisjob.
Uncoveredtheamountofvariationthat'sbuiltintoyourprocess(es)?
Assumethatvariationexistsinalldata.Digdeeperintoyour"vitalfew"problemareas
togetanaccuratepictureofthevariationwithinthem.
Histogramspresentaclearandpowerfulsnapshotofyourprocessvariation.
Don't"tamper"(randomchangesunsupportedbydata)withaprocess.Unlessyou're
lucky,itusuallycreatesmorevariationANDhighercosts.
Determinedwhetheryourprocess(es)iscapableofmeetingyourcustomer'sspecifications?
Specificationlimitsaremeasuresofthecustomer'sneeds.Firstfindthereal
"capability"ofyourproblemprocessesthenkeepimprovingthemuntilyoumeetor
exceedtheirneeds.
Answerthebasicquestion,"Aretheseproblemprocessesincontrol'?"Iftheyare,
thentheywillhavepredictableresults.Ifnot,anyprocessimprovementswill
haveunpredictableresults.
Don'tthinkthataprocessis"predictable"(instatisticalcontrol)justbecauseit's
"capable"(abletomeetspecs).
Translatedyourcurrentperformanceintoacomparable"Sigmalevel"?
Onceyou'vetakenthefirststepofexpressingyourcurrent"defectrate"intoan
equivalent"Sigmaperformance,"don'tgetdepressedit'sabaseline,NOTan
indictment.
Takeafewminutestobrainstormtheimpactofcreating6SigmaProcessesthatwill
average3.4defects/millionopportunitiesvstypicalresultsof7,00067,000
defects/millionopportunities.
Don'ttrytotakeEVERYprocesstoa6Sigmalevel.Itwillbeadailychallengeto
bring(andmaintain)justyour"vitalfew"processestothatlevelofexcellence.
Measure:f.Establish$benefits
Purpose
Totranslatethebenefitsoftheimprovementprojectintothemosttangibleandpowerfultermsofall:increased
profitsfromlowercostsand/orincreasedrevenues.
ToolstoUse
Typical:
CostFactors
CheckList/Cost
Analysis
Worksheets

Includesthemostcommoncosts
thatresultfrompoorqualityand
underperformingprocesses.

Optional:ProcessCapabilityAnalysis
TheCheckList
Haveyou
Producedcostandrevenuefiguresthatyourfinancepeoplesupport?
GethelpfromyourFinanceandAccountingdepartmenttoensurethattheROIfigures
areaccurateANDbelievable.

Don'toverstatethepotentialfinancialimpactoftheimprovement.Peoplecansmella
salespitch.
Clearlystatedthebenefitsoftheproposedimprovementprojectthatpeopleareinterested(even
excited)totackleit?
Knowandrespectyouraudience.Besurethatyoucaneasilyconnecttheirworkwith
theprojectedbenefits.
NoteExpressthefinancialimpactinwaysotherthanjustcostcuttingterms.Tellpeoplehowthe
improvementwillhelpthebusinessgrow!
Measure:g.Developaproblemstatement&projectscorecard
Purpose
Toclearlystatethe"what,where,when"and"howmuch"ofaproposedimprovementproject.
ToolstoUse
Typical:
Problem
Statement
Check
List

Guidelinesforcreatingaproblemstatement
thatclarifiestheproject&energizestheteam.

Affinity
Diagram
(seepg.
192)

Allowsthekeypartsofaproblemtoemerge
naturallyfromthedatathat'sgatheredandthe
knowledgeoftheteammembers.

Project
Scorecard

Ahelpfultoolfortrackingandcommunicating
aSixSigmateam'sprocessimprovement
plans,actions,andresults.

TheCheckList
Haveyou
Madethe"businesscase"fortheproblem?
Allstakeholdersshouldeasilyunderstandthestatement.
Clearlycommunicatedtheessenceoftheproblemandtheimpactofthesolution?
Alwaysstatedirectlyhowtheproblemanditssolutionaffectthekeyperformance
measuresoftheorganization.
Statetheimpactoftheprobleminmeasurableterms.
Communicatethattheproblemissignificant(worthsolving),yetsolvableoverafairly
shortperiodoftime.
Createdapositiveandchallengingstartfortheteam?
Don'tsuggestapossiblecauseorpotentialsolutionoftheproblem.Lettherealcause
andsolutionemergenaturallybasedontheteam'sanalyses.
Describewhat'shappeningintheprocessasit'scurrentlyperformedratherthan
assigningblametoanindividual.
Recordedyourteamsname,problemstatement,andpreliminarydataontoyourteam'sproject
scorecard?
Analyze:a.Developcause&effecthypotheses
Purpose
Todeterminewhatiscausingtheproblembyfocusingonthecausalrelationshipsbetweenthosefactors(causes)
thatcontributetothevariationinaprocess(effect).
ToolstoUse
Typical:

FlowChart
(seepg.199)

Toreviewhowworkisdoneandidentifies
potentialproblemareas.

Brainstorming

Generatelotsofideasastopossible
causes.

TheCheckList
Haveyou
Solicitedinputonpotentialcausesfromallteammembers?
Analysisisasearchforcauses.Identifycausesfocusingonthosethatsignificantly
contributetotheproblemtherootcauses.
Ifyoudon'tinvolvetherightpeoplethosewithcurrentknowledgeandexperiencein
thecurrentproblemareaoftheprocessyourinitialcauseandeffect"hypotheses"
mayleadyouinthewrongdirection.
Directedtheteam'sthinkingtoexaminepotentialcausesrelatedtopeople,policies,procedures,
equipment,material,orenvironment?
Determineyouroutcomeobjectives.Thiswillprovidecluesastowheretobegin
identifyingcauses.
Analyze:b.Gathercausaldata
Purpose
Togatherandorganizedatathatwilllaterhelpisolateandvalidatetherootcause(s).
ToolstoUse
Typical:
Affinity
(seepg.
192)

Allowsfreethinkingofcausestoemergeand
begintodefinenaturalgrouping.

Cause&
Effect
Diagram
(seepg.
192)

Toprovideanintegratedpictureofallpossible
causesidentifiedbythedifferentteam
members.

5Whys

Asking"why"fivetimestogettotheroot
causeofaproblem.

Process
Deficiency
Worksheet

Toidentifytypicalprocessdeficienciesafter
mappingaprocessandtargetthosethatcan
beaddressedwithaquickfix.

Optional:The5S's,FailuretoFollowAnalysis,TwentyQuestions,CycleTimeAnalysis,GageR&RStudy,
CriticalPathwaysAnalysis(AND),TaguchiMethods,DesignofExperiments(DOE),FailureMode&Effect
Analysis(FMEA)
TheCheckList
Haveyou
Identifiedtypicaldeficienciesforquickfixesorfurtheranalysis?
Beginwithexperiencebasedguessesandprogresstowarddatabasedanalysis.
Identifiedcausesbyanalyzingthedatayourteamalreadyhasorbyexperimentation?
Beginwithexperiencebasedguessesandprogresstowarddatabasedanalysis.Ifnot
partoftheteam,helpthepeoplegatheringthedatatounderstandhowthedatawillbe
used.Thiswillgoalongwayindataintegrity.
NoteGenerateasmanycausesaspossible.Subsequentvalidationofthecauseswillhelpreducethesizeof
thelist.

Analyze:c.Determine&validaterootcauses
Purpose
Toselecttherootcause(s)thattheteamwillfocustheirimprovementeffortsonthroughtherestoftheproject.
ToolstoUse
Typical:
Check
Sheet

Simplerecordkeepingoftheoccurrencesof
causes.

Pareto
Chart
(seepg.
200)

Prioritizesthecausesthatcontributetothe
problem.

RunChart

Displaystrendsinperformancedataover
time.

Optional:Histogram,ControlCharts,ProcessCapabilityAnalysis,ScatterDiagram,InterrelationshipDigraph(ID),
DesignofExperiments(DOE)
NoteDon'tfocusonsolvingtheproblemyet!ThisisstillaboutidentifyingTHErootcause(s).
TheCheckList
Haveyou
Madesuretheteamsverifiedarootcause?
Teamknowledgeandexperiencecangoalongwayinselectingrootcauses.
Gatheringadditionaldatawillmakecertainthattheteam'sassumptionsarecorrect.
Ifthedatafromsimpletoolsdonothelpvalidatearootcause,consider
experimentation.
Improve:a.Identifybreakthroughs
Purpose
Toidentifycreativesolutionsthatwillsignificantly(notincrementally)improvetheproblem.
ToolstoUse
Typical:
Brainstorming

Generateslotsofideasofpossible
countermeasurestorootcause(s).

Benchmarking

Gatherideasfromotherswhoaredoing
thesamework.

AffinityDiagram
(seepg.192)

Allowsfreethinkingofcountermeasures
toemergeandbegintodefinenatural
grouping

Interrelationship
Digraph

Lookatcauseandeffectrelationships
thatexistbetweencountermeasures.

Optional:QualityFunctionDeployment(QFD),CreativityMethods(e.g.ImaginaryBrainstorming,DeBono's
ThinkingHats,etc.)
TheCheckList
Haveyou
Stimulatedtheteam'sthinkingthroughcreativityexercisesbeforeidentifyingbreakthroughs.
Goforquantity!Themorecountermeasuresyoucomeupwith,thebetterthe
likelihoodofonethatworksthebest.
Forreallybigbreakthroughs,pushtheteamtodevelopuniquelydifferent
countermeasures.Creativitymethodsareespeciallyhelpfulinovercomingthe"same
oldwayofdoingthings."

Learnfromothers.Benchmarkingisagreatwaytostudyhowotherssolvedthesame
problem.BUT,adaptittoyourspecificsituation.
NoteDon'tallownegativereactionstoideasstopthethinkingprocess.
Improve:b.selectpracticalapproaches
Purpose
Toidentifythoseapproachesthatwillmostsignificantlyreduceoreliminatetherootcause(s).
ToolstoUse
Typical:
Countermeasures
CheckList

Criteriatohelpselectthebest
approaches.

Contingency
Planning
(PDPC)

Identifieslikelyproblemsthatcan
occurandthepossibleresponsesto
fixingthoseproblems.

Optional:TreeDiagram,PrioritizationMatrices
TheCheckList
Haveyou
Evaluatedthecountermeasuresagainstasetofcriteria?
Somesolutionsmayrequiremultiplecountermeasurestoachievesignificant
improvements.
Don'tforget"Murphy'sLaw."Anticipatethingsthatcangowrongandeliminatethose
approachesthatmighthavetoomanybarrierstoovercome.
Improve:c.Performcostbenefitanalysis
Purpose
Toidentifythefinancialimpactofaselectedimprovementapproach.
ToolstoUse
Typical:
CostBenefit
Analysis/FutureRate
ofReturn

Establishesthenetfinancial
benefitofaselectedapproach.

TheCheckList
Haveyou
Consideredalltheinternalfailurecostsandexternalfailurecoststomeetcustomerrequirements?
FinancialAnalysisisanotherwayofselectingthebestapproach.Ifthenetfinancial
benefitisinsufficient,lookforanotherapproach.
Doingacostbenefitanalysisisausefulwaytoestablishprioritiesandplanfor
resourcerequirements.
Usethesimpleformula:
Estimated

Estimated

Financial
Benefit

Investment=

Improve:d.Designfuturestate
Purpose

Estimated
Net
Financial
Benefit

Todesignthemostefficientandeffectiveworkprocessthatincludestheidentifiedcountermeasurestothe
causesoftheproblem.
ToolstoUse
Typical:
Brainstorming

Generateslotsofpossibleimprovement
ideas.

FlowChart
(seepg.199)

Createadiagramofwhattheimproved
processwouldlooklike.

ActionPlan
Worksheet

Identifiesactivitiesandassigns
accountabilitywhenimplementingthe
countermeasures.

Affinity
Diagram
(seepg.192)

Allowsfreethinkingofcountermeasures
toemergetodefinenaturalgroupings.

Optional:CountermeasureEvaluationCheckSheet,TreeDiagram,ContingencyPlanning(PDPC),Designof
Experiments(DOE),Benchmarking
TheCheckList
Haveyou
ReviewedtheFlowChart?
Drawapictureofwhatthe"ideal"processshouldlooklike.Thiswillbeahelpful
documenttopassaroundtootherswhoworkwiththeprocesstoreviewandcritique.
Incorporateideasfromotherstohelpfacilitatetheir"buyin"lateronwhentheprocess
ischanged.
Madesurethatyourselectedcountermeasuresarepartofyourimplementationplan?
NoteDon'tmakeanychangestotheprocessbeforeyourActionPlanisdeveloped.Thisensureyourfinal
resultsarebasedonyouractions?
Improve:e.Establishperformancetargets
Purpose
Toestablishthelevelofperformanceneededfortheprocesstooperatewell.
ToolstoUse
Typical:
Benchmarking

Gatherideasfromotherswhoaredoing
thesamework.

Optional:QualityFunctionDeployment
TheCheckList
Haveyou
Benchmarkedothers?
Setperformanceguidelines(longtermandintermediate)basedonwhatothersaredoingaswellas
whatyouneedfromyourprocess?
Improve:f.Furtherdevelopprojectscorecard
Purpose
Totrackandcommunicatetheeffectivenessofyouractionstoimprovetheprocess.
ToolstoUse
Typical:

Check
Sheet

Oftenmakespatternsvisiblebythesimple
actsofcountingandrecording.

RunChart

Displaystrendsinperformancedataover
time.

Pareto
Chart
(seepg.
200)

Displaysthe20%ofthesubprocessesthat
arecausing80%oftheperformancegap.

Histogram
(seepg.
199)

Providesa"snapshot"ofthecurrent
Centering,Variability,andShapeofyour
processdata.

Control
Charts
(seepg.
192)

Identifiesbuiltinvariationinyourprocess,as
wellas"specialcauses"thatmustbe
removedbeforetheprocesscanbemade
predictable.

Process
Capability
Analysis
(seepg.
200)

Measureshowwell,orcapableyourprocess
isinmeetingyourcustomer'srequirements.

Optional:GageR&RStudy,CycleTimeAnalysis,ScatterDiagram,FailureModeandEffectAnalysis
(FMEA).
TheCheckList
Haveyou
MadesureyourProjectScorecardcompletelyandclearlytracksprogressofyouprocess
improvementactionsandmeasures?
Distributedthescorecardtothosethatneedtoseeit?
Implement:a.Gainapprovaltoimplement
Purpose
Tomakeaformalpresentationtomanagementtorequestapprovalforatrialorfullimplementationofyour
improvementplan.
ToolstoUse
Typical:
ProjectPlanning
Worksheet

Providesacomplete
pictureoftheteamand
itswork.
Allowstheteamto
monitoritsperformance
againstaplan.

Responsibility
FlowChart
(seepg.201)
CostBenefit
Analysis/Future
RateofReturn

Showsthe"handoffs"
thatcreatecomplexity
andprocessproblems.
Establishesthenetfinancialbenefit
ofaselectedapproach.

Optional:ProcessMap,ResponsibilityMatrix,GANTTChart,TreeDiagram,ContingencyPlanning
TheCheckList
Haveyou

Plannedthepresentation?
Useyourprojectcharter,plan,andscorecardinyourpresentation.
DemonstratedthattheteamworkedeffectivelytogetherbothintheteamprojectANDtheteam
presentation.
Answerquestionsaboutthemeetinglogisticsandthepresentationcontent.
Implement:b.Train
Purpose
Totrainkeypersonnelintheneworupdatedprocess.
ToolstoUse
Typical:
Implementation
TrainingMatrix

Identifieswhoneedstobetrainedand
towhatlevel(ordepth)ofknowledge
theyneedtodothework.

Responsibility
FlowChart
(seepg.201)

Showsthe"handoffs"that
createcomplexityand
processproblems.

Optional:FlowChart,ProcessMap,ProcessProfiling,ProcessInventory,CustomerRequirements
Table,LayoutDiagrams,ProcessDeficiencyWorksheet,ResponsibilityMatrix,GANTTChart,Project
Plan,Benchmarking
TheCheckList
Haveyou
Identifiedwhattrainingisneeded?
Themosteffectivewaytogetpeopletoacceptchangeistoincludetheminthe
changeprocess.Includethemasearlyaspossibleandsolicittheir
recommendations.
Madesurethateveryonethatneedstobetrained,hasbeentrained?
Makesurethatthetrainingisapplied.Sharenotonlywhattheyneedtodo
differently,butwhy.
Plannedforfollowupafterthetraining?
Supportpeopleafterthetraining.Havesomefamiliarwiththeplannedchanged
availableonthejobtoreinforcewhatwaslearnedintraining.
Implement:c.Execute
Purpose
Toensuresuccessfulimplementationthroughcarefulplanningandleadership.
ToolstoUse
Typical:Knowledge,ExperienceandWisdom
TheCheckList
Haveyou
Plannedaneffectivecommunicationcampaign:Whoneedstoknow?Whattheyneedtoknow?
Howoftentheyneedtoknow?
Providedeffectiveleadership?
Providednecessarysupportthroughthechanges?
Implement:d.Measureresults

Purpose
Tomonitortheimplementationplanandmakesureeverythingisgoingaccordingtoplan.
ToolstoUse
Typical:
CheckSheet

Oftenmakespatternsvisiblebythe
simpleactsofcountingandrecording.

RunChart

Displaystrendsinperformancedataover
time

Pareto
Chart(seepg.
200)

Displaysthe20%ofthesubprocesses
thatarecausing80%oftheperformance
gap.

Histogram(see
pg.199)

Providesa"snapshot"ofthecurrent
Centering,Variability,andShapeofyour
processdata.

Control
Charts(see
pg.192)

Identifiesbuiltinvariationinyour
process,aswellas"specialcauses"that
mustberemovedbeforetheprocesscan
bemadepredictable.

Process
Capability
Analysis(see
pg.200)

Measureshowwell,orcapableyour
processisinmeetingyourcustomer's
requirements.

Optional:GageR&RStudy,CycleTimeAnalysis,ScatterDiagram,FailureModeandEffectAnalysis
(FMEA),CustomerRequirementsTable
TheCheckList
Haveyou
Verifiedthatthematerials,training,andsupportarecarriedoutasintended?
ReviewedindicatorsaffectingKCR's?
Collectandanalyzedatainthesamemannerasyoudidin
theMeasureandAnalyzesteps.Thisassuresconsistencyincomparingbefore
andafter(orachievingdesired)changesintheprocess'performance.
Documentedanynecessarymodificationstotheplan?
Beopentomodifyingtheplan,eventhebestlaidplanscangoastray.Makesure
youdocumentanychangesandlearnfromthemtoimproveyourfuture
improvementplanning.
Implement:e.Developcontrolmethods
Purpose
Tosustainperformanceimprovementbytakingactiontomaintainthegains.
ToolstoUse
Typical:
TheProcess
Book

A"book"containingalltheuseful
informationaboutaprocessincludingits
objectives,methods,training,records,
results,etc.

Process
management
Charts

Chartsorganizingthewho,what,when,
where,why,andhowoftheprocess.

TheCheckList
Haveyou

Identifiedactionsnecessarytoensurepeopleareworkingwithintheprocess?
Assembledandmadeavailableallinformationaboutaprocessthatisnecessarytobest
manageaprocessforongoingperformance?
Implement:f.managechange
Purpose
Tohelpothersgainacceptancetochange.
ToolstoUse
Typical:
Change
Management
Checklist

Alistofkeyresponsibilitieswhen
managingforchange.

TheCheckList
Haveyou
Helpedothersmanagechange?
Changeiseasierwhenyouinvolvethestakeholdersandteammembersinthe
changeprocessfromthebeginning.
Workwithyourteammembersinprovidingthekeyelementsforsuccessful
change:vision,skills,resources,actionplan,andcommunication.
Control:a.Reportscorecarddata
Purpose
Toupdatethescorecarddatatovisuallydemonstratetheimpactoftheproject'scountermeasures.
ToolstoUse
Typical:
Project
Scorecard

Ahelpfultooltotrackandcommunicate
processimprovementactions.

The
DMAIIC
Story

AsummaryoftheuseoftheDMAIICmodel.

TheCheckList
Haveyou
Updatedyourchartstoshowcurrentversustargetedperformance?
Indicatedonthechartstheeffectsofthecountermeasures?
PreparedtopresentatanOperationalReview?
Control:b.Crateprocesscontrolplan
Purpose
TocreateorreviseaProcessControlPlan
ToolstoUse
Typical:
TheProcess
Book

A"book"containingalltheuseful
informationaboutaprocessincludingits
objectives,methods,training,records,
results,etc.

Process
Management
Charts

Chartsorganizingthewho,what,when,
where,why,andhowoftheprocess.

TheCheckList
Haveyou
EstablishedaProcessControlPlan?
Ifno,createone.
Ifyes,updatetheFlowChart,changeindicatorsordatacollectionplans,andresponseplan.
Control:c.PDCAprocess
Purpose
TocontinuallyimprovetheprocessusingthePlanDoCheckActCycle.
ToolstoUse
Typical:
CAP
DO
Cycle

AvariationofthePDCAcyclethatinitiatesthe
"check"tounderstandhowtheprocessis
performingbeforetakinganyaction.

TheCheckList
Haveyou
Checkedthecurrentprocessperformance?
Initiatedactionbasedonthecurrentperformance?
Iftheprocessisperformingtoplan,thenstandardizetheactivitiesbycontinuing
tocarryoutthecontrolplan.
Iftheprocessisnotperformingtoplan,theninitialastudytodevelopanewplan
forimprovement.
Control:d.Identifyreplicationopportunities
Purpose
TocreateorreviseaProcessControlPlan
ToolstoUse
Typical:None
TheCheckList
Haveyou
Madeacommitmenttosupportorganizationallearning?
Developedalistofareas,departments,orevenotherprocessesthatwouldbenefitfromyour
improvementwork?
Communicatedyourfindings?
Control:e.Developfutureplans
Purpose
Toreflectonyour"lessonslearned"andincorporatetheseintofutureprojects.
ToolstoUse
Typical:None
TheCheckList
Haveyou
Madeacommitmenttotheneverendingpursuitofexcellenceandcustomerexcitement?
Identifiedyour"lessonslearned"includingwhatyoudidwell,andwhatyouwoulddodifferently?
Identifiedthenextopportunitytobeaddressedtoimproveyourprocessfurther?

ExecutiveandManageres
BylearningandapplyingtheSixSigmamethodologyandtools,yourpeoplehavebeguntodevelop
knowledge,experience,anddedicationtotheirwork,theirteam,andtheorganization.Theyhavealso
systematicallyanalyzedandsolvedcriticalproblemsthathaveledtoimprovedprocessperformance.
Taketimetocelebratewiththemonallthattheyhavelearnedandallthattheyhaveaccomplished!

Chapter7:SurvivalTools
Dataandinformationtomakeinformeddecisions

Purposeofthischapter
Toprovide:
BasicinformationonthemostfrequentlyusedtoolsoftheDMAIICmodel,withmoredetailinthee
book.
Alistofadvancedtoolsandotherhelpfultopicsthatcanbeaccessedthroughtheebook.

ExpertAdvice
Toolsalonedonotguaranteesuccess.Likewise,teamsalonedonotguaranteesuccess.But,itis
theartfulblendingoftherightindividualswiththeircollectiveknowledgeandexperiencesusingthe
righttoolsthatleadstohigherlevelsofteameffectivenessandsuccess.
Therightpeoplearethoseclosesttotheproblemandprocessand,therefore,havethemost
knowledgeabouttheproblemandprocess.
Clarifytheissue(s)clearlyandsuccinctlyidentifyitandpostitwhereeveryonecanseeit.
Usethetoolstoencouragedialogandsharingofknowledgebetweentheteammembers.Thetools
areimportant,butreallearningcomesfromexchangingideas.
Developadatacollectionplantogetthemostoutofyourdatacollectioneffort.
Don'tallowworktogetlostalwayskeepitvisible,makingsuretopostitonflipcharts,pinboards,
orwalls.
Thetoolsarewaystodocumentateam'sthinkingaswellastorecordminutesofmeetings.

MostFrequentlyUsedTools
AffinityDiagram
Whatisit?
Agraphicthatorganizesalargenumberofateam'sideasonanissue.
ConstructionSteps
1.Definetheissuekeepitneutral.
2.Generatelotsofideaswritingoneideaperpostit.
3.Sortideasasateamintonatural,andnew,groupings.
4.Summarizegroupsbywritingadetailedheaderdescriptiveheadersshouldcombine"action"and
"purpose."

Cause&EffectDiagram
Whatisit?
Agraphictooltoidentifyandorganizeallthepossiblecausesthatinfluenceanoutcome.
ConstructionSteps
1.Selectthemajor"cause"categoriesandplaceinadiagram.
2.Brainstormmoredetailedcausesundereachcategoryusethe5Whystodigdeeper.
3.Analyzethechartforrootcause(s).
NoteIf"cause"categoriesaren'tobvious,brainstormthedetailcausesfirst,groupthem,andseewhich,and
seewhichbroadcategoriesemerge.

ControlCharts
Whatisit?
Agraphicchartthatmonitorsthecenteringandvariationofaprocessandindicateswhethertheprocessisstable
andincontrol.
ConstructionSteps
1.Selecttheappropriatecontrolchartandcollect2025subgroupsofdata.Recorddataonachart.
2.Calculatetheappropriatestatistics(average,variation,processaverage)andthecontrollimits.
3.Drawthedatapoints,centerline(processaverage),andupperandlowercontrollimits.
4.Evaluatetheprocessforstabilityandcapabilitycomparedtocustomerneeds.

InterpretingControlCharts
ForeasierassessmentofControlCharts,drawthecenterline(thatis,theprocessaverage)as
asolidblueline,drawtheupperandlowercontrollimitsasdashedredlines.
Agoodprocessshouldbe:
1.Stablethatis,predictableandincontrol.DeterminestabilitybyanalyzingControl
Chartsfortrends,shifts,orotheroutofcontrolconditions(seebelow).Eliminate
anyspecialcausesofvariation.
2.Capablethatis,abletomeetcustomerrequirements.Use
theHistogramorProcessCapabilityAnalysistodetermineprocesscapability.
Ifaprocessisnotstableorcapable:
1.Implementprocessimprovementeffortstoshiftthetargettothedesiredlevel
and/orreduceinherentvariation.
2.Recalculatetheprocessmean,variation,andcontrollimitsbasedonnewdata.
Updatethecontrolcharttoreflectthesenewstatisticsandcontrollimits.
3.Reassessforstabilityandprocesscapability.
Whenaprocessisstableorcapable,standardizetheprocess.Usethenewprocessmeanand
controllimitsonthechart,andcontinuemonitoringtheprocess.
OutofControlConditions
1.Anysinglepointoutsidethecontrollimits.
2.Twoofthreeconsecutivepointsmorethantwosigmaawayfromthecenterline.
3.Fouroffivepointsonthesamesideofandmorethanonesigmaawayfromthecenter
line.
4.Ashiftofsevenormoreconsecutivepointsoneithersideofthecenterline.
5.Atrendofsevenconsecutivepointseitherincreasingordecreasing.
6.Eightormorepointsthatlieveryclosetothecenterline("Hugging").
7."Nonrandom"patternsthatrecurfrequently.

Where:
mR=movingrange
s=subgroupstandarddeviation
n=samplesizewithineachsubgroup
k=numberofsubgroups
A2,A3,B3,B4,D3,D4,E2=factorsfromtheTableofConstantsbasedonthesubgroup
samplesize,n.
TableofConstants
n

A2

A3

B3

B4

D3

D4

E2

2
3
4
5
6
7
8
9
10

1.880
1.023
0.729
0.577
0.483
0.419
0.373
0.337
0.308

2.659
1.954
1.628
1.427
1.287
1.182
1.099
1.032
0.975

0
0
0
0
0.030
0.118
0.185
0.239
0.284

3.267
2.568
2.266
2.089
1.970
1.882
1.815
1.761
1.716

0
0
0
0
0
0.076
0.136
0.184
0.223

3.267
2.574
2.282
2.114
2.004
1.924
1.864
1.816
1.777

2.659
1.772
1.457
1.290
1.184
1.109
1.054
1.010
0.975

Notes

n=2istheminimumsamplesize,sincevariationcanonlybecalculatedinsamplesgreaterthan1.

DesignofExperiments
Whatisit?
Astatisticallydesignedstudyofthecausalinterrelationshipsofkeyvariablestooptimizenewprocess
designorimprovecurrentprocessperformance.
ConstructionSteps
1.Determinethepurposeoftheexperiment.
2.Determinehowtheexperiment'soutcomeistobemeasured.
3.Identifythefactorstobeinvestigatedandtheirlevels.
4.Developanexperimentallayout.
Fullfactorialexperiment:studiesallcombinationsoffactors(variables)andlevels
(usuallytwo:lowandhigh).Forexample,astudythatexamines3factorsattwo
levelsis222or23=8tests.Ifexamining5factorsattwolevelsyouwouldhave
25=64tests.
Fractionalfactorialexperiments:Asthenumberoffactorsincreases,thenumber
oftestsrequiredtostudyallmaineffectsandinteractionsincreases
geometrically.Forexample,10factorswouldrequire210=1024tests.Thisnumber
oftestswouldrequireaprohibitiveamountofresources(time,materials,
personnel).Inthiscase,useafractionalfactorialexperimentthatusesfewer
runs,e.g.,screening,PlackettBurman,responsesurfacedesign.
5.Decidehowmanyrepetitionsoftheexperimentareneeded.
6.Orderoftheexperimentrandomly.
7.Conducttheexperimentsandmeasuretheiroutcomes.
8.Analyzetheexperimentalresults.
9.Drawconclusions.
10.Performconfirmingexperiments.

FlowChart/ProcessMap
Whatisit?
Agraphic"map"ofthesequenceofstepsanddecisionscarriedouttoproduceanoutput(endproductor
service).
ConstructionSteps
1.Selectaprocessanddecidewhereitbeginsandends.
2.Determineitskeystepsanddecisionpoints.
3.Usesymbolstodrawtheflowofthesteps.Somesimpleonestogetstartedinclude:
Anovalforstartandend,aswellasanyinputs(materials,informationoractions).
Aboxorrectangletoshowataskoractivity.
Adiamondforadecisionpoint.
Asmallcirclewithanumberorletterinittoshowcontinuationatanotherplaceon
thepageortoanotherpage.
Arrowstoshowdirectionoftheflow.
4.HaveyourteammembersandothersreviewandfinalizetheFlowChart.

Histogram
Whatisit?
Abargraphshowingthefrequencydistributionoftheprocessoutput,includingcenteringandvariation.
NoteTheHistogramisasimpletooltoseethecapabilityofaprocessthatishowwellaprocessmeets
customerneeds.
ConstructionSteps
1.Decideonaprocessmeasureandcollectdata(tryforatleast50100datapoints).
2.Complete/fillinafrequencytable.
3.Drawabarchartshowingthecenteringandvariationinthedata.
4.Comparethedistributiontocustomerneeds:
LookforpatternsintheHistogramindicatingmorethanonedatasource.Stratify
thedata,ifneeded.
Determinewhethertheprocessmeetsyourcustomer'sneeds?(Doesthe
Histogramfallwithintheupperandlowerspecification?)

ParetoChart
Whatisit?
Abarchartthatranksproblemsorissuestoidentifythemostimportantone,therebydirectingateamon
whattoaddressfirstornext.
NoteByfocusingonthevitalfewcategories,ateamwilladdressroughly80%oftheproblem.
ConstructionSteps
1.Chosetheproblemorcausecategoriesandassociatedunitofmeasures.
2.Selectatimeperiodandsortthegathereddataintothecategories.
3.Rankorderthecategories(mosttoleast)anddrawabargraphwithmostonthelefttoleast
towardstheright.
4.Interpretthechart.

ProcessCapability
Whatisit?
Aconcept,aswellasmeasures,ofhowwellaprocess'soutput(productorservice)meetstherequirements
ofthecustomer.
ConstructionSteps
1.Fromyourcontrolchart,findtheoverallprocessaverage,
standarddeviation,s.

andaveragerange,

or

2.IdentifytheUpperSpecificationLimit(USL)andLowerSpecificationLimit(LSL)fromyour
customer'srequirement.
3.Calculatetheestimatedprocessstandarddeviation,
chart.

,basedonthedatafromyourcontrol

Usetheconstantsinthetableattherightandwherenistheaveragesubgroupsize.
4.Calculateaprocesscapabilityindex:Inherent(simple)ProcessCapabilityIndex,Cp:

InterpretationsofCp:
n

d2

c4

2
3
4
5
6
7
8
9
10

1.128
1.693
2.059
2.326
2.534
2.794
2.847
2.970
3.078

.798
.886
.922
.940
.952
.959
.965
.969
.973
IfCp<1,indicatesthatasignificantfractionoftheprocessoutputisnotmeetingcustomer
requirements.
IfCp=1,thenonlyabout3in1000processoutputsarenotmeetingcustomerrequirements.
IfCp>1,thenthereisaverysmallchanceoftheprocessoutputsnotmeetingcustomer
requirements.
OperationalProcessCapabilityIndex,Cpk:

Foronesidedtolerance(onlyupperorlowerspecificationlimit):

whereSListheupperorlowerspecification.
Fortwosidedtoleranceintervalcalculatesthesmallerofthedifferencebetweentheprocess
averageandtheupperorlowerspecification:

CpkissimilarinconcepttotheinterpretationsoftheInherentProcessCapability,Cp.
CautionCplooksatprocessvariationinrelationtocustomerspecifications.Itdoesnotlookathowwell
theprocessiscentered.

ResponsibilityFlowChart
Whatisit?
AFlowChartvariationthatbreaksaplanningprocessintothesequenceoftaskstobecompletedandaligns
themunderwhohasresponsibilityforthetask.
ConstructionSteps
1.Identifyandlistacrossasheetofpaperthosepeopleordepartmentsthathaveresponsibility
forassignedtasks.Listthejobfunctionratherthanaperson'sname.
2.Identifythetaskstobeaccomplishedandlistinsequenceundertheresponsible
people/departments.Insomecasesmorethanoneperson/departmentmayberesponsiblefora
task.
3.Completethediagrambydrawingarrowsshowingtheflowofthetasks.

ScatterDiagram
Whatisit?

Agraphicchartclarifyingtherelationshipthatexistsbetweentwovariables.
ConstructionSteps
1.Choosevariablestobecorrelatedandcollect(X,Ypaired)data.
2.DrawanXYaxisgraphandplotthedatapoints.
3.Interpretthegraph.

SixSigma
Whatisit?
Ameasureofaprocess'squalitylevel.
ConstructionSteps

1.Calculatethetotalopportunitiesforadefecttooccur:

2.Calculatethedefectrate(DPU):
3.Calculatethedefectsperunitopportunity(DPO):

4.Calculatethedefectspermillionopportunities(DPMO):
5.EstimatetheLongTermSigmavalue:
UsethevaluefromStep4andtheSigmaConversionTableonthenextpageto
estimatethesigmavalue.

TreeDiagram
Whatisit?
Adetailedbreakdownoftheassignabletasksnecessarytoaccomplishabroadgoal.
SigmaConversionTable
Sigma

DPMO

Yield(%)

Sigma

DPMO

Yield(%)

6.0
5.9
5.8
5.7
5.6
5.5
5.4
5.3
5.2
5.1

3.4
5.4
8.5
13
21
32
48
72
108
159

99.99966
99.99946
99.99915
99.99866
99.9979
99.9968
99.9952
99.9928
99.9892
99.984

3.0
2.9
2.8
2.7
2.6
2.5
2.4
2.3
2.2
2.1

66,807
80,757
96,801
115,070
135,666
158,655
184,060
211,855
241,964
274,253

93.3
91.9
90.3
88.5
86.4
84.1
81.6
78.8
75.8
72.6

5.0
4.9
4.8

233
337
483

99.977
99.966
99.952

2.0
1.9
1.8

308,538
344,578
382,089

69.1
65.5
61.8

4.7
4.6
4.5
4.4
4.3
4.2
4.1

687
968
1,350
1,866
2,555
3,467
4,661

99.931
99.90
99.87
99.81
99.74
99.65
99.53

1.7
1.6
1.5
1.4
1.3
1.2
1.1

420,740
460,172
500,000
539,828
579,260
617,911
655,422

57.9
54.0
50.0
46.0
42.1
38.2
34.5

4.0
3.9
3.8
3.7
3.6
3.5
3.4
3.3
3.2
3.1

6,210
8,198
10,724
13,903
17,864
22,750
28,716
35,930
44,565
54,799

99.38
99.18
98.9
98.6
98.2
97.7
97.1
96.4
95.5
94.5

1.0
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1

691,462
725,747
758,036
788,145
815,940
841,234
864,334
884,930
903,199
919,243

30.9
27.4
24.2
21.2
18.4
15.9
13.6
11.5
9.7
8.1

NoteThevaluesinthistablereflectthe15Sigmashiftinthecenteringofaprocessthattypicallyoccurs
overtime.
ConstructionSteps
1.Identifythegoalstatementtheteamistoaccomplish.
2.Identifythenext(first)levelsubgoals,byansweringthequestion,"HowwillIachievethat
goal?"
3.Repeatthequestion"HowwillI"foreachofthesubgoals.
4.Continuetobreakdowntothethirdorfourthlevelsubgoals.
QuickLinkstotheToolsofDMAIIC
Tool
ActionPlanW/S
AffinityDiagram
Benchmarking
Brainstorming
CAPDo
Cause&Effect
ChangeMgmt.C/L
CheckSheet
ContingencyPlanning(PDPC)
ContingencyTableAnalysis
ControlCharts
CostBenefitAnal./FutureROR
CostFactorsC/L
CountermeasuresEval.C/S
CreativityMethods
CriticalPathwayAnalysis
(AND)
CustomerInterviewGuide

CustomerPrioritizationTable
CustomerRequirementsTable
CycleTimeAnalysis
DMAIICStory
DesignofExp.
FailureMode&Effects
Analysis
FailuretoFollowAnalysis
FlowChart/ProcessMap
ForceFieldAnalysis
GageR&RStudy
GANTTChart
Histogram
ImplementationTrainingMatrix
InterrelationshipDigraph
LayoutDiagrams
MeetingAgenda
NominalGroupTech.
ParetoChart
PrioritizationMatrices
ProblemStatementCheckList
ProcessBook
ProcessCap.Anal.
ProcessDeficiencyWorksheet
ProcessInventory
ProcessMgmt.Charts
ProcessProfile
ProcessWatch
ProjectCharterWorksheet
ProjectLaunchCheckList
ProjectPlanW/S
ProjectScorecard
QualityFunctionDeployment
ResponsibilityFlowChart
ResponsibilityMatrix
RunChart
ScatterDiagram
SixSigma
SigmaConv.Table
TaguchiMethods
TeamCharter
The5S's
TreeDiagram
TwentyQuestions
5Whys

NoteClickonanytoolnameinthefollowingliststogetmoreinformationintheebook.
NoteSomeabbreviationsasneededC/S=CheckSheetC/L=CheckListROR=RateofReturn
W/S=Worksheet
AdvancedTopicsAvailableThroughtheEbook
ANOVA,AnalysisofVariance

BalancedScorecard
ChangingtheProcess
Generate/SelectCountermeasures
Implement/EvaluateResults
Standardize/ReplicateImprovements
FinancialAnalysisofChanges
ControlCharts,AdditionalTopics
ManagingwithControlCharts
ControlChartsforSporadicEvents
NonNormalDataandX,mRCharts
ControlChartsandANOM
CUSUMControlChart,DetectingSmallAverageShifts
ShortRunControlCharts
AutoCorrelatedDataonControlCharts
VariableLimitsforXbar,RControlCharts
CorrelationAnalysis,CorrelationCoefficient
CustomerResearchMethods
DataCollection
DataDisplays:
UnderstandingVariation
MeasuresofCentralTendency&Variability
SkewnessandKurtosis
FrequencyChart
DetectingDifferences
FoundationsofProbabilityandStatistics
HypothesisTesting
SamplingTheory
Statistics
Distributions(Binomial,Poisson,Normal,LogNormal,Exponential,Weibull,Normal
DistributionforSamplingMeans,tdistribution,Chisquare,FDistribution)
DesignManagement
DefiningProduct/ServiceRequirements
ConceptualDesign
Benchmarking
TaguchiDesignApproach
Experimentation(Onefactor,Multifactor,OrthogonalArrays)
HypothesisTest:Means,Variation,Proportions

MeasurementSystemAnalysis
MeasureError
OperatingReviews
PerformanceIndicators
ProcessManagement
ProcessThinking
ProcessManagementMethods
ProductionManagement,LeanManufacturing
RegressionAnalysis,LinearRegressions
ReliabilityManagement
ReliabilityConceptsandManagement
FaultTreeAnalysis
QuantifyingReliability
RootCauseAnalysis
Sampling
Stratification
BarCharts
PieCharts
TeamFacilitation&Management
WorkingwithTeams(teams,teamprocesses)
IdeaGeneration&DecisionMaking
ConflictandotherTeamWonders

Chapter8:References&Resources
Otherplacestolearnaboutthe"art"and"science"ofimplementingSixSigma

Purposeofthischapter
ThereareMANYoutstandingresourcesavailablethatsupportthesuccessfulimplementationofSixSigma.This
chapterhighlightsjustafewofthoseresourcesthatwehavefoundtobemosthelpful.Thesereferencesarenot
intendedasexclusiveendorsementsoftheseresources.Othersarereferencedthroughoutthebookandebook.

Books
ChangeManagement
Kotter,J.LeadingChange.Cambridge,MA:HarvardBusinessSchoolPress,1996.

DesignofExperiments
Anderson,M,andWhitcomb,P.DOESimplified:PracticalToolsforEffectiveExperimentation.Portland,OR:
Productivity,Inc.,2000.
Montgomery,D.DesignandAnalysisofExperiments.5thed.NewYork:JohnWiley&Sons,2000.

Leadership
Kaplan,R.,andNorton,D.TheBalancedScorecard:TranslatingStrategyintoAction.Boston,MA:Harvard
BusinessSchoolPress,1996.

ProblemSolving
Brassard,M.TheMemoryJoggerPlus:featuringtheSevenManagementandPlanningTools.Salem,NH:
GOAL/QPC,1996.
Brassard,M.,Ritter,D.,etal.TheProblemSolvingMemoryJogger.Salem:NH:GOAL/QPC,2000.

ProjectManagement
GuidetotheProjectManagementBodyofKnowledge(PMBOK).Philadelphia,PA:ProjectManagementInstitute,
2000.
Martin,P.&Tate,K.TheProjectManagementMemoryJogger.Salem,NH:GOAL/QPC,1997.

QualitySystemsandMethods
Juran,J.Editor.Juran'sQualityControlHandbook.4thed.NewYork:McGrawHill,1988.
Peach,R.Editor.TheISO9000Handbook.3rded.NewYork:McGrawHill,1996.
Peach,R.,Peach,B.,Ritter,D.TheMemoryJogger9000/2000:APocketGuidetoImplementingtheISO9001
QualitySystemsStandardBasedonBSR/ISO/ASQQ90012000.Salem,NH:GOAL/QPC,2000.

SPC
Amsden,R.,Butler,H.,Amsden,D.SPCSimplified:PracticalStepstoQuality.2nded.NewYork:Quality
Resources,1998.Also,SPCSimplifiedForServices:PracticalToolsforcontinuousQualityImprovement,1991.
Brassard,M.&Ritter,D.TheMemoryJoggerII:APocketGuideofToolsforQuality.Salem,NH:GOAL/QPC,
1994.
Grant,E.,&Leavenworth,R.StatisticalQualityControl.7thed.NewYork:McGrawHill,1996.
Wheeler,D.&Chambers,D.UnderstandingStatisticalProcessControl.Knoxville,TN:SPCPress,1992.

Teams
Scholtes,P.,Joiner,B.,Streibel,B.TheTeamHandbook.2nded.Madison,WI:Oriel,Inc,1996.

WebSites
http://www.isixsigma.comFrequentlyupdatedsitefeaturingbestpractices,news,servicesandtoolsinsupport
of6Sigma.
http://www.sixsigmaforum.comSiteestablishedin2001byASQ.Resourcesarecustomizedtomeettheneeds
ofallSixSigma"roles"fromGreenBelttotheExecutive.
http://www.premierperformance.netSiteofPremierPerformanceNetwork(PPN),pioneersinorganizationwide
qualitymanagementsystems,including6Sigma,sincetheearly1980's.PPN'simplementationmodeland
materialsprovidedthefoundationforthisbook
http://www.sixsigmabenchmarking.comSitethat'sdesignedtoprovideanetworkfororganizationsimplementing
6Sigma.Thesitealsoincludespagesforindustryandprocessspecificbenchmarkingassociations.
http://www.isssp.orgSiteestablishedbytheInternationalSocietyofSixSigmaProfessionalstosupport
specialistsintheSixSigmaprocess.
http://www.superfactory.comSitededicatedtoelectronicallylinkingmanufacturingexcellenceresourcesaround
theworld.Checkouttheirwideselectionof"VirtualFactoryTours"tolearnaboutmanufacturingexcellenceorto
satisfyyour"howdotheymakethat?"curiosity.
http://www.changemanagement.comAchangemanagementresourcesiteprovidingarticles,books,tutorials,
training,andbenchmarkingstudies.

Organizations
AmericanSocietyforQuality(ASQ),http://www.asq.org.
AmericanStatisticalAssociation(ASA),http://www.amstat.org.
AssociationforManufacturingExcellence(AME),http://www.ame.org.
AssociationforQualityandParticipation(AQP),http://www.aqp.org.
AmericanProductivityandQualityCenter(APQC),http://www.apqc.org.
NationalInstituteofStandardsandTechnology/Baldrige
NationalQualityProgram,http://www.quality.nist.gov.
ProjectManagementInstitute(PMI),http://www.pmi.org.

Journals
TheAmericanStatisticianQuarterlypublicationoftheAmericanStatisticalAssociationfocusingonthe
applicationandteachingofstatisticalmethods.ASAalsopublishestheJournaloftheAmericanStatistical
Association,containingstatisticaltheoryandresearch,alongwithanumberofjournalsdedicatedtotheneedsof
specificdisciplinesandindustries.
JournalforQualityandParticipationAQP'sJournalispublishedmonthly.
ProjectManagementJournalQuarterlypublicationoftheProjectManagementInstitute.
QualityDigestMonthlypublicationsomegeneralinterestqualityarticleswithstrongcoverageofthetechnical
andequipmentaspectsofquality,http://www.qualitydigest.com.
QualityMagazineAmonthlypublicationfocusedexclusivelyonqualityassuranceandprocessimprovementin
manufacturing,withaspecialemphasisonpracticalapplicationsofmetrologymethodsandstatistical
analysis,http://www.qualitymag.com.
QualityProgressASQ'smonthlyjournalwhichincludediversearticlesonthetechnicalandorganizationissues
involvedinthecontinuousimprovementofqualityandprofits.ASQalsopublishesjournalsdedicatedtoquality
management,technologyandengineering,aswellassoftwarequality.ASQrecentlyinitiatedanew
publication,SixSigmaForumMagazine,during2001.
TargetAquarterlypublicationbytheAssociationforManufacturingExcellencefocusingonawiderangeof
manufacturinginnovationswiththegreatestemphasisplacedonleanmanufacturingandKaizenactivity.

FreeElectronicResources
APQCCenterViewmonthlynewsletterAPQC,http://www.apqc.org/free,alsopublishesmonthlyelectronic
newslettersfocusingoncustomerrelationships,knowledgemanagementandorganizationaleffectiveness.
AQPInboxMonthlynewsletterthatcoversthelatestnewsaboutAQP,http://www.aqp.org/pages/inbox,quality
&participation,andoverallbusinessexcellence.
InsideQualityAdailyqualitynewssitefromQualityDigest,http://www.insidequality.com,thatincludesan"Ask
theExpert"discussiongroupfeaturethat'smoderatedbyleadingauthorsineachtopicarea,includingSixSigma.
NIST/MBNQAAwidevarietyofqualityimprovementcasestudiesand"IssueSheets"are
available,http://www.quality.nist.gov.
QualityAmericaQA,http://www.qualityamerica.com/sixsigma.html,makesawidevarietyofexcellentfulltext
articlesavailableonitssite.
QualityeLineAmonthlynewsletterfromPQSystems,http://www.pqsystems.com/qualityelinesubscribe.htm,
whichoffersstatisticalhelp,technicaltips,bookreviews,newproductinformation,andreferencestootheruseful
websites.
QualityMagazineQuality,http://www.qualitymag.com,makesawidevarietyofexcellentfulltextarticles
availableonitssiteacross10manufacturingtopicareas.Thesitealsofeaturesamonthlyenewsletter.
StatTeaserquarterlynewsletterandDOEFAQAlertmonthlybulletinVeryinformative,practitionerfriendly
electronicpublicationsofStatEase,Inc.,http://www.statease.com.

Index
A
Accountability,87
ActionPlan
developinganddocumenting,114
forDesignofExperiments,126
gettingapproval,115
Worksheet,182
ActivityNetworkDiagram(AND),114
AdvancedTopicsAvailableThroughtheEBook,205206
AffinityDiagram,106,108,112,168,171,177,178,180
constructionsteps,192
AlliedSignal
Bossidy,Larry,22
"burningplatform",1415
businessresults,3
values,22
AlphamegaRefrigerationCorporation,aSixSigmaCaseStudy,118138
AnalysisofVariance(ANOVA),110,205
AttributeControlCharts(SeealsoControlChart)
cchart,195
npchart,195
pchart,195
uchart,195
Attributemeasure,101

Index
B
Balancingteammeetingswithteamwork,94
Baselining,103
Benefits,3,16,18,176
Benchmarking,103,112,180,182,183,185
SixSigmacompanies,34
BlackBelt,12,44,78,170
accountability,87
asprojectleader,97
asspecialist,notheadcoach,4849
atNHBallBearing,6768
creatingnewchallenges,149150
defined,5
expandingnumbers,149150
first6months,5657
fulltimevs.parttime,22
identifyingpotential,3637
jobdescription,64
Master(SeeMasterBlackBelt)
meetingneeds,141142
profileof,1011
projectreviews,7980
projects
introductory,81,95
DesignforSixSigma,81,95
schedule,140
rolesof,65
selecting,153
firstround,6466
secondround,8182
skillset,66
support,143144
targetnumber,53
trainingoutline,7375
session1:define&measure,73,74
session2:analyze&improve,73,74
session3:implement&control,73,75
session4:designforsixsigma,73,75
BossidyLarry,15,22
Brainstorming,112,168,178,180,182,192
Breakthroughs,identifying,180
"Burningplatform",1415
atAlliedSignal,15
atSunMicrosystems,1516
Businesscase
businessgrowthplan,29
forcesforchange,28
identifyingandanalyzingperformanceindicators,3031
identifyingfocusareasforimprovement,3133
settingstrategy,29
BusinessProcessReEngineering(BPR),46
Businessresults,3
BSS,behaviors,22

Index
C
CAPDo(CheckActPlanDo),90,159,165,189
Causes,validating,109110
Cause&Effect
Analysis,109
constructionsteps,192
Diagram,108,123,178
hypotheses,107,177178
Champion,36,44,94,97
accountability,87
coachingrelationship,86
first6months,5657
honesttwowaycommunications,88
internalizingresources,155156
meetingneeds,142
projectreviews,80,82
training,
firstround,5960
secondround,81
skillareas,60
ChangeManagementCheckList,188
ChangingtheProcess
CharacteristicsofaSixSigmaprogram,79
CheckSheet,103,104,172,173,174,179,183,186
Coachingcascade,86
Communicatingprocesschangestotheorganization,115116
Consultants,
selecting,3435
selectioncriteria,35
roleofexternal,8586
ContingencyTableAnalysis,174
ContingencyPlanning/PDPC,171,181,182,184
ControlChart,103,105,174,179,183,186,192
Attribute(SeeAttributeControlCharts)
interpreting,194
SelectionGuide,193
Variable(SeeVar.ControlCharts)
ControlLimits,UpperandLower,
AttributeControlCharts,195
VariableControlCharts,196
ControlPlan,115117,188,190
Controlmethods,developing,187
CorrelationTests(e.g.,CorrelationCoefficientandRegressionAnalysis,110
Cost,100
Cost/BenefitAnalysis,113,181182,184
CostFactorsCheckList,176
CostofPoorQuality(COPQ),6,18,32,139
CountermeasureEvaluationCheckSheet,182
CountermeasureSelectionMatrix,112
Countermeasures,188
CheckList,181
cost/benefitanalysison,113

criteria,113
developing,112,113
CreativityMethods,180
CriticaltoQuality(CTQ),5,14,92,99,162
confirming,102
ConversionTree,100101
defined,100
organizingdefectdata,104
turningrequirementsintoCTQ's,100101
CriticalPathwaysAnalysis(AND),179
CustomerInterviewGuide,173
CustomerPrioritizationTable,173
Customerrequirements,100,102
CustomerRequirementsTable,173,174,185,186
Customersupplierrelationship,157
Cycletime
problemrelated,107,108
Analysis,173,174,179,184,186

Index
D
Dailymanagementbehavior,159
Datacollection,103106,173,178
plan,191
Defect
problemrelated,107,108
rate,175
DefectsPerMillionOpportunities(DPMO),175
defined,5
calculation,19,104
DefectsPerUnit(DPU),202
DefectsPerUnitOpportunity(DPO),202
Delivery,100
Deming,W.Edwards,21,45
Cycle(SeePlanDoCheckActCycle),165
OrganizationasaSystem,157
DeployingTargets,27
DeploymentTreeDiagram,37
DesignforSixSigma(DFSS),149150,159,
basicsof,160
BlackBelttraining,75
defined,5
leverageof,162163
round2projects,81
DesignofExperiment(DOE),128129,179,182
constructionsteps,198
Fractionalfactorialexperiment,198
Fullfactorialexperiment,110,198
DMAIIC,166,111,115,149,160
defined,5
model/steps,165,166
Define,9498,167171
Measure,98106,171177
Analzye,107111,177180
Improve,112114,180184
Implement,115116,184188
Control,116117,188190
inrelationtoprojectreview,79
story,69,111,143,188
DMEDVI,160
defined,5
round2projects,81
stepsdefined,161
Donovan,Patrick,22
DowChemical,businessresults,3
DuPont,BlackBeltresources,150

Index
E
ExecutiveTeam
benchmarkSixSigmacompanies,34
coachingrelationship,86
communicateSixSigmaintention,3839
createthebusinesscase,2833
createtheimplementationplan,3738
education,
makingfourdecisions,58
session1,58
session2,81
evaluatingandselectingconsultants,3435
first6months,5657
honesttwowaycommunications,88
identifyinginternalsystemsforpotentialSixSigmakillers,3536
identifyingpotentialBlackBeltsandleveloforganizationwideskills,3637
makingtheSixSigmadecision,34
selectingfirstroundprojects,BlackBeltsandGreenBelts,6170
selectingsecondroundprojects,BlackBeltsandGreenBelts,8182
Externalfailurecosts,181

Index
F
FailureAnalysisReport,108
FailuretoFollowAnalysis,179
FailureMode&EffectsAnalysis(FMEA),179,184,186
Finalyield,
defined,6
calculation,19
FinancialAnalysis,181
Financialreturn,3,53
FishboneChart(SeeCause&EffectDiagram)
Five(5)Whys,45,108,178,192
Five(5)S's,179
FlowChart,171,172,178,182,185,189,199,201
ForceFieldAnalysis,168
Formulas
AttributeControlCharts,195
VariableControlCharts,195
Frequency
distribution,199
table,199
Futurestate,designing,182,190

Index
G
GageR&RStudy,103,173,174,179,184,186
Gainingapprovaltoimplement,184
GANTTChart,114,171,184,185
GeneralElectric
BlackBelt&GreenBeltnumbers,150
businessresults,3
implementationplanpace,45
improvingcustomers'profitability,17
processexecution,eBusiness,2021
reward&recognitionchanges,151
storyboard,"4UP",143
strategicbusinessplan,3940
supplychaininvolvement,153154
systemchanges,22
GreenBelt,12,36,44,53,78,151
accountability,87
creatingchallenges,149150
defined,5
expandingnumbers,149150
first6months,5657
roleof,69
projects,82
selectingfirstround,6970
trainingoutline,7677
session1:introduction,role,andDMAIICmodel&toolkit,7677
session2:supportingSixSigma&designingnewprocesses,77

Index
H
Hiddenfactory,defined,6
Histogram,103,105,174,175,179,183,186,194
constructionsteps,199
Holdingthegains,116
Honeywell
businessresults,3
processexecution,eprocesses,21

Index
I
ImplementationPlan,182
typicalsequence,1214
Diagnose&PlanPhase,12,13,26
ExpandPhase,12,13
gainingapproval,184
ImprovePhase,12,14
IntroducePhase,12,13,5557
measuringresults,196187
reasonsfortakingthetimetodevelop,4345
ImplementationTeam(SeeLeadTeam)
ImplementationTrainingMatrix,185
Improvedbottomline,1617
inManufacturingandService,16
inEducation,HealthcareandGovernment,1617
Improvementefforts,buildonpast,4546
Improvementfocusareas,31,32,94
Incontrol,175,194
Internalfailurecosts,181
InterrelationshipDigraph(ID),179,180

Index
J
Juran,JosephM.,16

Index
K
Kano,Noriaki,82,100
KeyCustomerRequirements(KCR),99,172,173,187
KeyPerformanceIndicators(KPI),82,151,152
KeyProcessVariable,100
"Killer"Matrix,42

Index
L
LauchingSixSigma,51
financialreturn,5354
goals,5253
structure,5455
LayoutDiagrams,171,185
LeadTeam,94,170
createacharter,97
defineoutcomemeasure,96
identifystakeholders,96
qualifyprojectandchooseapproach,9495
selectteam,97
Leadership
behaviors,21,22
biggestchallenge,2526
engagedandpositive,8889
responsibilities,21
roleofinternal,86
systemchanges,21,22
values,21,22
Lessons
BlackBelts,fulltimevs.parttime,23
buildonpastimprovementefforts,4546
"burningplatform",1416
communicatestrategicbusinessplan,3941
competentleaders,externalandinternal,8587
confirmprojectisworkpursuing,139
createdeepunderstandingandcommitment,49
createprocessandsystemsforlearningandgrowth,163
develophighlyvisiblescoreboard,90
establishareview&correctiveactionprocess,90
getsomeDFSSsuccesses,160163
integrateintoabroadersystemofprocessfocusedmanagement,156159
makingSixSigmaabusinesspriority,4142
meetneedsofallteamplayers,141142
implementaBalancedScorecardsystemwithmetrics,163
implementation&progressreviewschedulesthatcreateurgency,140
implementingSixSigma,24
improvedbottomline,1617
integratingSixSigmaintoregularmanagementcommunication,90
leadershipdrive,2122
"LearnDo"cycle,87
linktocurrentcorporateinitiatives,49
processexecution,1921
train,do,24
Lowhangingfruit,9899,172

Index
M
Managementsystems,changing,151152
reward&recognition,151
operationsreviews,152
budgeting,152
MasterBlackBelt,12,7072
certified,71
defined,5
internalizingresources,156
meetingneeds,141
projectreviews,7980
roleof,7071
sensei,70
targetnumber,53
trainingoutline,72
MaterialReviewBoard,108
McNealy,Scott,6,15
MeasuresMatrix,102
Meetingagenda,170

Index
N
NewHampshire(NH)BallBearing,BlackBeltsat,6768
NominalGroupTechnique(NGT),102,173
Normalizedyield,defined,6

Index
O
Operationaldefinition,103
OperationalReview(SeeProject&programreview)
OutcomeIndicators,102,114,174
Outcomes,define,96,168
OutofControlConditions,194

Index
P
Pareto,
analysis,32
Chart,103,105,120,121,130,139,172,174,175,176,179,183,186
constructionsteps,200
PerformanceIndicators,30,31
PerformanceTargets,183
PlanDoCheckAct(PDCA)Cycle,4,158159,165,189
PrioritizationMatrices,181
Problemstatement,106,176
CheckList,177
Problemsolvingprocess(SeeDMAIIC)
ProcessAverageFormulas
AttributeControlCharts,195
VariableControlCharts,196
ProcessBook,187,189
ProcessCapability,105
Analysis,173,174,179,183,186,194
constructionsteps,200
estimatedprocessstandarddeviation,200
Index,
Inherent(Simple),Cp,200201
Operational,Cpk,201
ProcessControlPlan,115117,188,189,190
ProcessDecisionProgramChart(PDPC),114
ProcessDeficiencyWorksheet,99,172,178,185
Processexecution,1921
Processfocusedmanagement,156159
Process(upstream)Indicators,102,114,174
ProcessInventory,171,185
ProcessManagement,165
ProcessManagementCharts,158,172,187,189
ProcessManagementSystem,158
ProcessMap,99,108,114,172,184,185,199
Processowner,167
definingkeycustomerrequirementsandCTQ's,99
teamneeds,141
ProcessProfile,171,185
Processvariables,173
ProcessWatch,171
Project
launch,9798,170
monthlyreviews,7879,8285
assessingfourprogramelements,80
purposes,80
roleofreviewers,80
project&programreviews,153
design,84
final,117
keepingprojectteamsmotivatedandontrack,110111
projectquestionsforeachteam,83
programquestions,8485

selection,153
criteria,6162
firstround,6164
secondround,8182
typicalexamples,6364
wrapup,117
Projectcharter,97,169
Projectleader,97
Projectmanager,36,141
ProjectPlan,114,171,185
ProjectPlanningWorksheet,98,171,184
ProjectScorecard,106,114,176,176,183,184,188
Projectteam,168
projectreviewquestions,79
selectingmembers,97,153
selfassessment,79
template,92117
trainingoutline,78

Index
Q
Quality,100
QualityFunctionDeployment(QFD),81,100,180,183

Index
R
Replicateopportunities,190
RequestforProposal(RFP)CaseExample,92116
ResponsibilityFlowChart,2627,5657,93,99,114,116,169,171,172,184,185
constructionsteps,201
ResponsibilityMatrix,171,184,185
ReturnonInvestment(ROI),36,55,176
Reviews(SeeProject&Programreviews)
Rolledthroughputyield,defined,6
RootCause,95,167,178,192
analysis,107110
developingcause&effecthypotheses,107,177178
validating,109110,179
RunChart,103,172,173,174,179,183,186

Index
S
ScatterDiagram,110,174,179,184,186
constructionsteps,202
"Shock&Roll",47
Sigma,4
longterm,104,202
SigmaConversionTable,174,203
SigmaLevel,
3vs.6,9,175
impactonbottomline,1819
SixSigma
6metric,2,4
asabusinesspriority,4142
charasteristicsof,79
companies,2
constructionsteps,202
coreprinciplesof,4
defined,2
estimatingcurrentlevels,104
Estimator,19
improvingthemodel,152153
internalizingtheresources,155156
invigoratingtheprocess,153155
"killers",3536
organizationchart,5455
processes,175
Specialcausevariation,107
Specificationlimits,175
Stakeholders,96,168169,174
Stavropoulos,WilliamS.,1
StrategicBusinessPlan,communicating,3941
Stratification,174
SunMicrosystems,"burningplatform",1516
SupplyChain
involvement,153154
reaction,154

Index
T
TableofConstants,197
TaguchiMethods,179
Tamper,(seealsoDeming)175
Teamcharter(SeeProjectcharter)
Teammember
meetingneeds,141
selecting,97,153,169
Teamsponsor,170
Teamleader,170
Throughputyield,
defined,6
calculation,19
TotalQualityManagement(TQM),47
Training,153,185
BlackBelt,7375
session1:define&measure,73,74
session2:analyze&improve,73,74
session3:implement&control,73,75
session4:designforsixsigma,73,75
Champion,5960
skillareas,60
Executiveeducation
makingfourdecisions,58
session1,58
session2,81
GreenBelt,7677
session1:introduction,role,andDMAIICmodel&toolkit,7677
session2:supportingSixSigma&designingnewprocesses,77
"LearnDo"cycle,8788
MasterBlackBeltoutline,72
ProjectTeam,outline,78
zerotolerance,87
TreeDiagram,181,182,184
constructionsteps,203
TwentyQuestions,179

Index
UV
Validatingcauses,109110,179
VariableControlCharts(SeealsoControlChart)
X,mRChart,196
X,RChart,196
X,sChart,196
Variablemeasure,101
Variation,175,194
"Vitalfew"(SeealsoParetoChart),105,175
"Voiceofthecustomer",100

Index
W
Warnings
don'tbecomeaslavetotools,144
don'tpubliclyoversell,49
don'toptoutofreviews,142
don'tsendconflictingmessagesabouttrainingpriority,90
honesttwowaycommunications,88
keepinthemainstreamofbusiness,4849
leadersmustbeengagedandpositive,8889
managementactionsalignedwithSixSigmavalues,49
necessarytrainingonly,145
thinkbeforeacting,4647
treatteamsandpeoplethesame,145
supportingBlackBelts,143144
Welch,Jack,1,8,39,45,54
W.R.Grace,BlackBeltnumbers,150

Index
XY
Yield,defined,6

Index
Z
ZeroTolerance,87

ListofSidebars
Chapter1:IntroductiontoSixSigma
WordstoImproveby
MoreWordstoImproveby
EvenMoreWordstoImproveby
TheSixSigmaDifference
TheSixSigmaDifference
ExecutiveTeam

Chapter2:AreyouReady?
MANAGERS
MANAGERS
MANAGERS

Chapter3:TheFirst6Months
TheSixSigmaDifference
ExecutiveTeam
Managers
ExecutiveTeam

Chapter4:DoingaProject
Onbalancingteammeetingswithteamwork
Anotherway
EstimatingcurrentSigmaperformance
ValidateCauses
TheTeamReviewWhatdidwelearnabout
VarianceAnalysis
Countermeasures
TeamLeaksNextSteps
ARCProjectOverview
Results

InARC'sCase
InARC'sCase
InARC'sCase
InARC'sCase

Chapter6:SixSigmaSurvivalKit
ExecutiveandManageres

Chapter7:SurvivalTools
OutofControlConditions
AdvancedTopicsAvailableThroughtheEbook