Six Sigma WHITE Belt

Introduction to Six Sigma

 Organizational Challenges

Motivated Customer
Employees Delight
Good Quality Innovative

Flexible On Time

Low Cost Good

Service

Responsive
 Six Sigma Benefits

Sustained Success Project Selection Profits Focus

Returns from improvement Project selected are related to Projects are focused on profits
projects provide recurring the organization’s strategy. and savings
returns

Customer Satisfaction Engaged Employees Shareholders Value

Knowing what is important to Reward and recognition system Reduce wastes, happy
customers to motivate employees customer, more profits lead
to enhanced shareholder
value.
 What Can It Do?

Motorola General Electric

5-Fold growth in Sales $2 billion savings in just 3 years
Profits climbing by 20% pa The no.1 company in the USA
Cumulative savings of $14 billion over 11 years

Bechtel Corporation Honeywell

$200 million savings with investment of $1.2 billions savings
$30 million.
Trained more than 10% of its employees
as Yellow Belts, Black Belts and
Champions.
 GE Six Sigma Economics

Source: GE Annual Report, Jack Welch Letter to Share Owners and Employees -
progress based upon total corporation cost/benefits attributable to Six Sigma.

(in millions)
2500
2000 Cost
1500 Benefit
1000
500
0
1996 1998 2000 2002
 Pilot’s Six Sigma Performance

Plane Landing

If pilot always lands within half the

landing strip width, we can say
that the pilot has Six Sigma
capability.

HALF Width of Landing Strip

Width of Landing Strip

 Overview of Six Sigma

Tool Process Philosophy

Six Sigma as a
Statistical Tool Six Sigma as
a Process Six Sigma as
a
Philosophy
7
Philosophy
Six Sigma as a Philosophy:
Anything less than ideal is an opportunity for
improvement Defects costs money Understanding
processes and improving them is the most efficient
way to achieve lasting results

Process
Philosophy
Six Sigma as a Process:
To achieve this level of performance you need to:
Define, Measure, Analyse, Improve and Control

Tool
Six Sigma as a Tool:
6 Sigma processes will produce less than 3.4 defects Tool Process
per million opportunities
 Six Sigma Philosophy

Data Driven Process Boundary less Gate Reviews

Fact based decision Process approach of Processes cut across Drives for perfection, but
making, rather than based improvement departments and has tolerance for failures.
on gut feeling functions.
 Six Sigma Philosophy

CTQ DPMO Target Variation

Critical to Quality Target of 3.4 Defects per Target the process around Reduce variation.
Know what is important to Million Opportunities the center or the mean. Standard Deviation is a
the customer. measure of spread.
 DMAIC Approach

DEFINE MEASURE ANALYZE IMPROVE CONTROL

Define the problem. Measure the current Analyze the problem Improve the process Maintain the gain
state of the process based on facts and
figures
 DMADV Approach
12

DEFINE MEASURE ANALYZE DESIGN VERIFY

Define the goal. Quantify the needs of the Analyze the options Design a new process Verify the ability to meet
customer. based on facts the target
 Six Sigma Belts
13

Master Black Belt

White Yellow Green Black
Belt Belt Belt Belt

Management Beginners Part time Full time

Stakeholders Team members Lead small projects Lead projects

Basic terminology Support projects Mentor Yellow Belts Mentor Green Belts

SSWB SSYB SSGB SSBB

1985
Dr. Mikel J Harry wrote a paper relating
early failures to quality

1987 Motorola

1992 Allied Signal

1995 General Electric

2002
Johnson & Johnson; Ford, Nissan,
Honeywell
 Six Sigma Purpose

Increase Make

Donload
Profits Customer
Happy