It seems like you’re providing a detailed explanation of the Six Sigma methodology.

To
summarize:

 Six Sigma is a methodology that aims to reduce the deviation from a set norm or goal.
 The norm is the goal set by an organization, such as 99% of trains arriving on time
for Japan Railways.
 If the actual performance deviates from this norm (e.g., only 95% of trains arrive on
time), Six Sigma helps to close this gap.
 The Sigma Score is a metric that shows the distance between the reality and the
norm. The closer the performance is to the norm, the higher the Sigma Score.
 Six Sigma can be applied in any industry, from railways to hotels, and it’s flexible
enough to handle norms that are a single value or a range.
 The norm is usually set by the organization itself, but sometimes it can be dictated by
external entities like the government.
 In Six Sigma, a defect is defined as any instance where the performance does not
meet the norm.

 Six Sigma: It’s a method that provides organizations tools to improve the capability
of their business processes. The goal is to improve quality by reducing defects and
variability in processes.
 Sigma Score: It’s a measure of quality that strives for near perfection. It is a statistical
representation of how well a process is performing.
 Example: In the context of a manufacturer of machine components, the norm size for
the components is between 54mm and 56mm. Any component smaller than 54mm or
bigger than 56mm is considered a defect.
 Defects and Sigma Score: The more a process moves towards the norm (i.e., the less
defects it has), the higher the sigma score becomes.
 Defects per Million Opportunities (DPMO): This is a measure of process
performance. For example, with a sigma score of six, out of 1 million components
produced, there would be 3.4 components that would fall outside the norm (i.e., be
defects).
 Sigma Score of Six: This is considered special because for most industries, it is a
realistic and worthwhile goal. However, it’s not the norm for every industry. Some
 industries, like aviation suppliers, work with higher sigma scores due to the critical
nature of their work.
 Expectations for a Six Sigma White Belt: They should have a basic awareness of
Six Sigma, including DMAIC and what happens in its various phases. They should
understand the essence of Six Sigma, which is closing the gap between norm and
reality. They should also know what the sigma score is and how it increases. Finally,
they should understand how Six Sigma relates to other methodologies. They are not
expected to work with these values yet or to master the Six Sigma tools.

Certainly! Let’s break down Six Sigma into simple bullet points:

1. What Is Six Sigma?

o Six Sigma is a methodology used to improve business processes by:
 Reducing defects and errors.
 Minimizing variation.
 Increasing quality and efficiency.
o It was introduced in 1986 by engineer Bill Smith while working at Motorola.
o The goal of Six Sigma is to achieve a level of quality with only 3.4 defects
per million opportunities.
2. Applicability Across Sectors:
o Six Sigma can be applied in various sectors, including:
 Airline business
 Sports business
 Manufacturing
 Healthcare
o As long as you have a goal and are not meeting it, Six Sigma can help you
improve.
3. Phases of a Six Sigma Project (DMAIC):
o Define Phase:
 Lay the foundation of the project.
 Define the problem, goal, resources, and timeline.
o Measure Phase:
 Collect information needed to solve the problem.
 Gather

Certainly! Let’s break down the concept of Six Sigma into simple bullet points:

1. What Is Six Sigma?

o Six Sigma is a methodology used to improve business processes by:
 Reducing defects and errors.
 Minimizing variation.
 Increasing quality and efficiency.
o It was introduced in 1986 by engineer Bill Smith while working at Motorola.
o The goal of Six Sigma is to achieve a level of quality with only 3.4 defects
per million opportunities.
 oIt can be applied in various sectors, such as manufacturing, healthcare, sports,
and airlines.
2. Phases of Six Sigma (DMAIC):
o Define Phase:
 Lay the foundation of the project.
 Define the problem, goal, resources, and timeline.
o Measure Phase:
 Collect information to solve the problem.
 Gather data even if unsure about specific needs.
o Analyze Phase:
 Examine the collected information.
 Identify root causes of the problem.
o Improve Phase:
 Formulate a solution based on root causes.
o Control Phase:
 Set up mechanisms to ensure the solution remains effective over the
long term.
3. Overall Objective:
o Move closer to the goal or norm by systematically improving processes and
reducing deviations.

Remember, Six Sigma isn’t magic—it’s a structured approach to achieving better results! 🌟

he origin of Lean is Japan where it started at the Toyota Corporation and was known as the
Toyota Production System. By contrast, Six Sigma started in the US at the Motorola
Company. The essence of Lean is to reduce waste. Waste is defined as activities that do not
add value. Contrary to popular belief, Lean is not just a manufacturing methodology. Lean is
just as useful in services. However, when you primarily focus on those parts of Lean that
optimize manufacturing, we refer to that filtered methodology as Lean Manufacturing. When
you primarily focus on those parts of the Lean methodology that help IT professionals, we
refer to that filtered methodology as Lean IT.

Lean is a way of working, it is a way of thinking, it is a way of arranging. In a way, you could
see Lean as a sort of philosophy of which the aim is pretty much always the same: Reduce
'waste' so that

 there are less activities involved in production and as such the customer can get the
product or service faster.

 the number of activities involved in the process drops, so that the costs drop and
profits thus rise.

As such, the practical use of Lean is pretty much limited to the two aforementioned points.
Six Sigma is not limited to those two points. Six Sigma is a project which involves fixing
some kind of deviation from a norm that a company has set. Examples:
  The telephone helpdesk of videogame designer EA Games wants customers to wait a
maximum of 5 minutes before they are helped. The 5 minutes is the norm. If they are
currently not meeting that norm, Six Sigma can help them achieve that norm through
a Six Sigma project that goes through the DMAIC sequence.
 The New York Yankees (a U.S. baseball team) want to sell a minimum of $15 of
merchandise to visitors of their stadium. The $15 is the norm. If they are currently not
meeting that norm, Six Sigma can help them achieve that norm through a Six Sigma
project that goes through the DMAIC sequence.
 Mercedes Benz wants its E-class Diesel engine to run at least 1.5 million kilometers
before breaking down. The 1.5 million kilometers is the norm. If they are currently
not meeting that norm, Six Sigma can help them achieve that norm through a Six
Sigma project that goes through the DMAIC sequence.

As you can see, Six Sigma is meant for other purposes than Lean. However, many of the
tools in the Lean toolbox actually do a great job in various parts of the Six Sigma DMAIC
sequence. That is the reason why many Six Sigma professionals also become Lean
professionals and thus become Lean Six Sigma professionals. Strictly speaking though, these
two are completely separate methodologies.

10

Certainly! Let’s break down the relationship and differences between Six Sigma and Kaizen
in simple bullet points:

1. Purpose:
o Six Sigma: Aims to reduce defects and variations in processes to achieve near-
perfect quality.
o Kaizen: Emphasizes continuous improvement in all aspects of an organization
(e.g., processes, products, and people).
2. Approach:
o Six Sigma: Uses a data-driven methodology to identify and eliminate the root
causes of problems.
o Kaizen: Focuses on making work environments better, which has a positive
impact on overall performance.
3. Implementation:
o Six Sigma: Relies on statistical analysis and structured problem-solving.
o Kaizen: Emphasizes incremental changes and employee involvement.
4. Philosophy:
o Six Sigma: Strives for perfection by minimizing defects.
o Kaizen: Believes that small, continuous positive changes lead to significant
improvements.

Remember, both Six Sigma and Kaizen contribute to process improvement, but they take
different paths to achieve it. Six Sigma uses technical data, while Kaizen focuses on creating

better work environments through gradual enhancements. 🌟🔍

Differences Between Agile and Six Sigma in Simple Bullet Points:

1. Agile Software Development:

o Origin: In February 2001, 17 influential figures in the software sector met at a
ski resort in Utah, USA.
o Focus: Addressed problems in software development, including overreliance
on documentation, contracts, and processes.
o Manifesto: Formalized a new approach to software projects known as the
Agile Manifesto.
o Foundations:
 Responding to change is more important than following a plan.
 Emphasizes people and their needs over processes.
o Freedom: Agile provides flexibility in execution methods and tools.
o Primary Use: Software development, but can be adapted for other sectors
with modifications.
2. Six Sigma:
o Methodology: Concrete methodology with specific tools.
o DMAIC: Follows the DMAIC (Define, Measure, Analyze, Improve, Control)
process.
o Goal: Reduce deviation from a norm (variation).
o Sector: Widely used across various sectors.
o Project Focus: Project serves the goal of deviation reduction.
3. Contrasts:
o Agile Goal: Smoothly run software projects.
o Six Sigma Goal: Reduce unwanted variation.
o Agile Freedom: Allows flexibility in execution.
o Six Sigma Tools: Provides specific tools for each project phase.

Remember, Agile originated from software developers for software developers, while Six
Sigma has broader applicability but primarily focuses on deviation reduction. Both

approaches have their unique strengths and contexts! 🚀

Certainly! Here’s a simplified explanation of Scrum in bullet points:

 Scrum is a project management methodology designed to streamline projects.

 It’s primarily used in the IT sector for software development but can be applied in
other sectors.
 Lean focuses on reducing waste, while Six Sigma aims at minimizing variations.
 Scrum is adaptive and flexible, allowing for changes in project requirements even
during development.
 Waterfall method is a linear approach where each phase must be completed before
the next begins.
 Scrum replaces the waterfall method with an iterative process that can adjust to
changes more efficiently.
 If customer needs or the project environment changes, Scrum allows the project to
respond and adapt quickly.

Scrum is about maintaining a continuous connection with the project environment to ensure
that the project remains relevant and efficient, even as external conditions change. This
makes it a robust framework for managing complex projects that require flexibility and quick
adaptation.

14

The Define phase in Lean Six Sigma is crucial as it sets the foundation for the project. Here’s
a simplified breakdown:

 Identify the Problem: Clearly articulate the issue that needs resolution.
 Set the Objective: Determine what the project aims to achieve.
 Select the Project: Choose the project carefully, considering the preferences and
opinions of all team members.
 Allocate Resources: Decide on the human, financial, and material resources required.
 Plan the Timeline: Establish a realistic schedule for project completion.
 Use Decision-Making Tools: Employ tools and methods to facilitate democratic
project selection and avoid dominance by the most vocal member.

This phase is about setting clear goals, boundaries, and ensuring that every team member is
aligned with the project’s direction. The use of a structured tool to select the project helps in
making an objective decision that aligns with the organization’s goals and the team’s
capabilities.