|
Table
1:
Process Sigma – DPMO Table
|
Assume
0.0 sigma shift in mean
|
|
Assume
1.5 sigma shift in mean
|
|
Process
σ Level
|
Process
DPMO
|
|
Process
σ Level
|
Process
DPMO
|
|
Process
σ Level
|
Process
DPMO
|
|
Process
σ Level
|
Process
DPMO
|
|
0.10
|
460,172.1
|
|
3.30
|
483.5
|
|
0.10
|
919,243.3
|
|
3.10
|
54,799.3
|
|
0.20
|
420,740.3
|
|
3.40
|
337.0
|
|
0.20
|
903,199.5
|
|
3.20
|
44,565.4
|
|
0.30
|
382,088.6
|
|
3.50
|
232.7
|
|
0.30
|
884,930.3
|
|
3.30
|
35,930.3
|
|
0.40
|
344,578.3
|
|
3.60
|
159.1
|
|
0.40
|
864,333.9
|
|
3.40
|
28,716.5
|
|
0.50
|
308,537.5
|
|
3.70
|
107.8
|
|
0.50
|
841,344.7
|
|
3.50
|
22,750.1
|
|
0.60
|
274,253.1
|
|
3.80
|
72.4
|
|
0.60
|
815,939.9
|
|
3.60
|
17,864.4
|
|
0.70
|
241,963.6
|
|
3.90
|
48.1
|
|
0.70
|
788,144.7
|
|
3.70
|
13,903.4
|
|
0.80
|
211,855.3
|
|
4.00
|
31.7
|
|
0.80
|
758,036.4
|
|
3.80
|
10,724.1
|
|
0.90
|
184,060.1
|
|
4.10
|
20.7
|
|
0.90
|
725,746.9
|
|
3.90
|
8,197.5
|
|
1.00
|
158,655.3
|
|
4.20
|
13.4
|
|
1.00
|
691,462.5
|
|
4.00
|
6,209.7
|
|
1.10
|
135,666.1
|
|
4.30
|
8.5
|
|
1.10
|
655,421.7
|
|
4.10
|
4,661.2
|
|
1.20
|
115,069.7
|
|
4.40
|
5.4
|
|
1.20
|
617,911.4
|
|
4.20
|
3,467.0
|
|
1.30
|
96,800.5
|
|
4.50
|
3.4
|
|
1.30
|
579,259.7
|
|
4.30
|
2,555.2
|
|
1.40
|
80,756.7
|
|
4.60
|
2.1
|
|
1.40
|
539,827.9
|
|
4.40
|
1,865.9
|
|
1.50
|
66,807.2
|
|
4.70
|
1.3
|
|
1.50
|
500,000.0
|
|
4.50
|
1,350.0
|
|
1.60
|
54,799.3
|
|
|
|
|
1.60
|
460,172.1
|
|
4.60
|
967.7
|
|
1.70
|
44,565.4
|
|
|
|
|
1.70
|
420,740.3
|
|
4.70
|
687.2
|
|
1.80
|
35,930.3
|
|
|
1.80
|
382,088.6
|
|
4.80
|
483.5
|
| Process
σ Level |
Defect
per billion opportunities |
|
1.90
|
28,716.5
|
|
|
1.90
|
344,578.3
|
|
4.90
|
337.0
|
|
2.00
|
22,750.1
|
|
4.80
|
794.4
|
|
2.00
|
308,537.5
|
|
5.00
|
232.7
|
|
2.10
|
17,864.4
|
|
4.90
|
479.9
|
|
2.10
|
274,253.1
|
|
5.10
|
159.1
|
|
2.20
|
13,903.4
|
|
5.00
|
287.1
|
|
2.20
|
241,963.6
|
|
5.20
|
107.8
|
|
2.30
|
10,724.1
|
|
5.10
|
170.1
|
|
2.30
|
211,855.3
|
|
5.30
|
72.4
|
|
2.40
|
8,197.5
|
|
5.20
|
99.8
|
|
2.40
|
184,060.1
|
|
5.40
|
48.1
|
|
2.50
|
6,209.7
|
|
5.30
|
58.0
|
|
2.50
|
158,655.3
|
|
5.50
|
31.7
|
|
2.60
|
4,661.2
|
|
5.40
|
33.4
|
|
2.60
|
135,666.1
|
|
5.60
|
20.7
|
|
2.70
|
3,467.0
|
|
5.50
|
19.0
|
|
2.70
|
115,069.7
|
|
5.70
|
13.4
|
|
2.80
|
2,555.2
|
|
5.60
|
10.7
|
|
2.80
|
96,800.5
|
|
5.80
|
8.5
|
|
2.90
|
1,865.9
|
|
5.70
|
6.0
|
|
2.90
|
80,756.7
|
|
5.90
|
5.4
|
|
3.00
|
1,350.0
|
|
5.80
|
3.3
|
|
3.00
|
66,807.2
|
|
6.00
|
3.4
|
|
3.10
|
967.7
|
|
5.90
|
1.8
|
|
|
|
|
|
|
|
3.20
|
687.2
|
|
6.00
|
1.0
|
|
|
|
|
|
|
For
example, suppose a process has 3 independent steps, each
with a 95% yield.
The RTY for the process is 85.74% (0.95 X 0.95 X
0.95) and the DPO is 0.1426 (DPO = 1.0 – RTY = 1.0 -
0.8574), assuming each step has only one opportunity so that
DPU and DPO are the same. The DPMO for the process is
142,600 (DPMO = DPO X 1,000,000).
The process sigma metric is obtained, assuming a 1.5
sigma shift in the process mean over time, by looking down
the DPMO column to the two numbers bracketing to 142,600.
The actual process sigma metric lies between the
corresponding two bracketing process sigma metrics.
In this example, 142,600 is bracketed by a DPMO of
135,661 and a DPMO of 158,655.
The corresponding bracketing process sigma metrics
are 2.60 and 2.50.
Hence, the actual process sigma metric is
approximately 2.55.
Back to top
SDSA
Model.
The
SDSA (Standardize–Do–Study–Act) model is a
method or roadmap that helps employees standardize a
process. It includes four steps: (1) Standardize:
Employees study the process and develop "best
practice" methods (e.g., flowcharts) with key indicators of process
performance. (2) Do: Employees conduct planned
experiments using the best practice methods on a trial
basis. (3) Study: Employees collect and analyze data
on the key indicators to determine the effectiveness of the
best practice methods. (4) Act: Managers establish
standardized best practice methods and formalize them
through training.
PDSA
Model.
The
PDSA model is a method or roadmap that helps
employees improve and innovate a process by reducing the
difference between customers' needs and process performance.
It consists of four stages: PLAN, DO, STUDY, and ACT.
Initially, a revised flowchart is developed to
improve or innovate a standardized best practice method (PLAN).
The revised flowchart (PLAN) is tested using an experiment
on a small scale or trial basis (DO).
The effects of the revised flowchart are studied
using measurements from key indicators (STUDY).
Finally, if the STUDY phase generated positive
results, the revised flowchart is inserted into training
manuals and all relevant personnel are trained in the
revised method (ACT).
If the STUDY phase generated negative results, the
revised flowchart is abandoned and a new PLAN is developed
by employees.
The PDSA cycle continues forever in an uphill
progression of never-ending improvement.
DMAIC
Model
The
DMAIC is the Six Sigma model for improving an existing
product, service or process. It has five phases: Define,
Measure, Analyze, Improve, and Control. It is an alternative
to the PDSA model.
(1)
Define phase: The
define phase involves preparing a business case (rationale
for the project), understanding the relationships between
Suppliers-Inputs-System-Outputs-Customers (called SIPOC
analysis), and analyzing Voice of the Customer data to
identify the critical to quality (CTQs) characteristics
important to customers, and developing a project objective.
(2)
Measure phase: The measure phase involves developing
operational definitions for each Critical-To-Quality (CTQ)
variable, determining the validity of the measurement
system for each CTQ, and establishing baseline capabilities
for each CTQ.
(3)
Analyze phase: The analyze phase involves identifying
the upstream variables (Xs) for each CTQ using a
flowchart. Upstream
variables are the factors that affect the performance of a
CTQ. To restate
this quantitatively:
CTQ
= f (X1, X2, X3, …, Xk),
where
CTQ
= the critical-to-quality characteristic important to
customers identified in the define phase and clarified in
the measure phase of the DMAIC model.
Xi
= upstream ith variable that is
hypothesized to have an impact of the performance of the CTQ.
Additionally,
the analyze phase involves operationally defining each X,
collecting baseline data for each X, performing
studies to determine the validity of the measurement system
for each X, establishing baseline capabilities for
each X, and understanding the effect of each X
on each CTQ.
(4)
Improve phase: The improve phase involves designing
experiments to understand the relationships between the CTQs
and the Xs, determining the levels of the critical Xs
that optimize the CTQs, developing action plans to formalize
the level of the Xs that optimize the CTQs, and
conducting a pilot test of the revised system.
(5)
Control phase: The control phase involves avoiding
potential problems with the Xs with risk management
and mistake proofing, standardizing successful system
revisions, controlling the critical Xs, documenting
each control plan, and turning the revised system over to
the system owner. Risk
management involves developing a plan to minimize the risk
of increasing variation in cycle time.
Mistake proofing involves installing systems/methods
that have a low probability of producing errors.
Back to top
CTQ.
CTQ
is an acronym for Critical-to-Quality characteristic for a
product, service or process. A CTQ is a measure of
what is important to a customer, for example, average and
variation in waiting time in a physician’s office for a
sample of 4 patients by day, percentage of errors with ATM
transactions for a bank’s customers per month, or number
of car accidents per month on a particular stretch of
highway for a Department of Traffic.
Unit.
A
unit is the item (e.g., product or component, service or
service step, or time period) to be studied with a Six Sigma
project.
Defective.
A
non-conforming unit is a defective unit.
Defect.
A
defect is a non-conformance on one, of many possible,
quality characteristics of a unit that causes customer
dissatisfaction. For
a given unit, each quality characteristic is defined by
translating customer desires into specifications. It is
important to operationally define each defect for a unit.
For example, if a word in a document is misspelled, that
word may be considered a defect.
A defect does not necessarily make a unit defective.
For example, a water bottle can have a scratch on the
outside (defect) and still be used to hold water (not
defective). However, if a customer wants a scratch-free
water bottle, that scratched bottle could be considered
defective.
Defect
Opportunity. A
defect opportunity is each circumstance in which a CTQ can
fail to be met. There may be many opportunities for defects
within a defined unit. For instance, a service may have four
component parts. If each component part contains three
opportunities for a defect, then the service has 12 defect
opportunities in which a CTQ can fail to be met.
The number of defect opportunities generally is
related to the complexity of the unit under study. Complex
units experience greater opportunities for defects to occur
than simple units.
Defects
per Unit (DPU). Defects
per unit refers to the average of all the defects for a
given number of units, that is, the total number of defects
for n units divided by n, the number of units.
If you are producing a 50-page document, the unit is
a page. If
there are 150 spelling errors, DPU is 150/50 or 3.0. If you
are producing ten 50-page documents, the unit is a 50 page
document. If there are 75 spelling errors in all ten
documents, DPU is 75/10 or 7.5.
Defects
per Opportunity (DPO). Defects
per opportunity refers to the number of defects divided by
the number of defect opportunities. If there are 20 errors
in 100 services with 1 defect opportunity per service, the
DPU is 0.20 (20/100). However, if there are 12 defect
opportunities per service, there would be 1,200
opportunities in 100 services. In this case, DPO would be
0.0167 (or, 20/1,200). (DPO may also be calculated by
dividing DPU by the total number of opportunities.)
Defects
per Million Opportunities (DPMO). DPMO
equals DPO multiplied by one million. Hence, for the above
example the DPMO is (0.0167) x (1,000,000), or 16,700
defects per million opportunities.
Rolled
Throughput Yield (RTY). Rolled
Throughput Yield is the product of the yields from each step
in a process. It
is the probability of a unit passing through all “k”
steps of a process and incurring no defects.
RTY = Y1 * Y2 … YK, where
k=number of steps in a process, or the number of component
parts or steps in a product or service. Each yield Y for
each step or component must be calculated to compute the RTY. For
example, if a process has three steps and the yield from the
first step (Y1) is 99.7%, the yield from the
second step (Y2) is 99.5% and the yield from the
third step (Y3) is 89.7%, then the rolled
throughput yield (RTY) is 88.98% (0.997 X 0.995 X 0.897).
Back to top
Process
Sigma.
Process
sigma is a measure of the process performance determined by
using DPMO and a stable normal distribution.
Process sigma is a metric that allows for process
performance comparisons across processes, departments,
divisions, companies and countries, assuming all comparisons
are made from stable processes whose output follows the
normal distribution. In
Six Sigma terminology, the sigma value of a process is a
metric used to indicate the number of defects per million
opportunities, or how well the process is performing in
respect to customer needs and wants.
The
left side of Table 1 is used to translate DPMO statistics
for a stable, normally distributed process with no shift in
its mean (0.0 shift in mean) over time into a process sigma
metric, assuming that defects occur at only one of the
specifications if there are lower and upper specifications.
The right side of Table 2 is used to translate DPMO
statistics for a stable, normally distributed process that
has experienced a 1.5 sigma shift in its mean over time into
a process sigma metric.
Table
1:
Process Sigma – DPMO Table
|
Assume
0.0 sigma shift in mean
|
|
Assume
1.5 sigma shift in mean
|
|
Process
σ Level
|
Process
DPMO
|
|
Process
σ Level
|
Process
DPMO
|
|
Process
σ Level
|
Process
DPMO
|
|
Process
σ Level
|
Process
DPMO
|
|
0.10
|
460,172.1
|
|
3.30
|
483.5
|
|
0.10
|
919,243.3
|
|
3.10
|
54,799.3
|
|
0.20
|
420,740.3
|
|
3.40
|
337.0
|
|
0.20
|
903,199.5
|
|
3.20
|
44,565.4
|
|
0.30
|
382,088.6
|
|
3.50
|
232.7
|
|
0.30
|
884,930.3
|
|
3.30
|
35,930.3
|
|
0.40
|
344,578.3
|
|
3.60
|
159.1
|
|
0.40
|
864,333.9
|
|
3.40
|
28,716.5
|
|
0.50
|
308,537.5
|
|
3.70
|
107.8
|
|
0.50
|
841,344.7
|
|
3.50
|
22,750.1
|
|
0.60
|
274,253.1
|
|
3.80
|
72.4
|
|
0.60
|
815,939.9
|
|
3.60
|
17,864.4
|
|
0.70
|
241,963.6
|
|
3.90
|
48.1
|
|
0.70
|
788,144.7
|
|
3.70
|
13,903.4
|
|
0.80
|
211,855.3
|
|
4.00
|
31.7
|
|
0.80
|
758,036.4
|
|
3.80
|
10,724.1
|
|
0.90
|
184,060.1
|
|
4.10
|
20.7
|
|
0.90
|
725,746.9
|
|
3.90
|
8,197.5
|
|
1.00
|
158,655.3
|
|
4.20
|
13.4
|
|
1.00
|
691,462.5
|
|
4.00
|
6,209.7
|
|
1.10
|
135,666.1
|
|
4.30
|
8.5
|
|
1.10
|
655,421.7
|
|
4.10
|
4,661.2
|
|
1.20
|
115,069.7
|
|
4.40
|
5.4
|
|
1.20
|
617,911.4
|
|
4.20
|
3,467.0
|
|
1.30
|
96,800.5
|
|
4.50
|
3.4
|
|
1.30
|
579,259.7
|
|
4.30
|
2,555.2
|
|
1.40
|
80,756.7
|
|
4.60
|
2.1
|
|
1.40
|
539,827.9
|
|
4.40
|
1,865.9
|
|
1.50
|
66,807.2
|
|
4.70
|
1.3
|
|
1.50
|
500,000.0
|
|
4.50
|
1,350.0
|
|
1.60
|
54,799.3
|
|
|
|
|
1.60
|
460,172.1
|
|
4.60
|
967.7
|
|
1.70
|
44,565.4
|
|
Process
σ Level
|
Defect
per billion opportunities
|
|
1.70
|
420,740.3
|
|
4.70
|
687.2
|
|
1.80
|
35,930.3
|
|
|
1.80
|
382,088.6
|
|
4.80
|
483.5
|
|
1.90
|
28,716.5
|
|
|
1.90
|
344,578.3
|
|
4.90
|
337.0
|
|
2.00
|
22,750.1
|
|
4.80
|
794.4
|
|
2.00
|
308,537.5
|
|
5.00
|
232.7
|
|
2.10
|
17,864.4
|
|
4.90
|
479.9
|
|
2.10
|
274,253.1
|
|
5.10
|
159.1
|
|
2.20
|
13,903.4
|
|
5.00
|
287.1
|
|
2.20
|
241,963.6
|
|
5.20
|
107.8
|
|
2.30
|
10,724.1
|
|
5.10
|
170.1
|
|
2.30
|
211,855.3
|
|
5.30
|
72.4
|
|
2.40
|
8,197.5
|
|
5.20
|
99.8
|
|
2.40
|
184,060.1
|
|
5.40
|
48.1
|
|
2.50
|
6,209.7
|
|
5.30
|
58.0
|
|
2.50
|
158,655.3
|
|
5.50
|
31.7
|
|
2.60
|
4,661.2
|
|
5.40
|
33.4
|
|
2.60
|
135,666.1
|
|
5.60
|
20.7
|
|
2.70
|
3,467.0
|
|
5.50
|
19.0
|
|
2.70
|
115,069.7
|
|
5.70
|
13.4
|
|
2.80
|
2,555.2
|
|
5.60
|
10.7
|
|
2.80
|
96,800.5
|
|
5.80
|
8.5
|
|
2.90
|
1,865.9
|
|
5.70
|
6.0
|
|
2.90
|
80,756.7
|
|
5.90
|
5.4
|
|
3.00
|
1,350.0
|
|
5.80
|
3.3
|
|
3.00
|
66,807.2
|
|
6.00
|
3.4
|
|
3.10
|
967.7
|
|
5.90
|
1.8
|
|
|
|
|
|
|
|
3.20
|
687.2
|
|
6.00
|
1.0
|
|
|
|
|
|
|
For
example, suppose a process has 3 independent steps, each with
a 95% yield.
The RTY for the process is 85.74% (0.95 X 0.95 X 0.95)
and the DPO is 0.1426 (DPO = 1.0 – RTY = 1.0 - 0.8574),
assuming each step has only one opportunity so that DPU and
DPO are the same. The DPMO for the process is 142,600 (DPMO =
DPO X 1,000,000).
The process sigma metric is obtained, assuming a 1.5
sigma shift in the process mean over time, by looking down the
DPMO column to the two numbers bracketing to 142,600.
The actual process sigma metric lies between the
corresponding two bracketing process sigma metrics.
In this example, 142,600 is bracketed by a DPMO of
135,661 and a DPMO of 158,655.
The corresponding bracketing process sigma metrics are
2.60 and 2.50.
Hence, the actual process sigma metric is approximately
2.55.
Back to top
DMADV
Model. The
DMADV model is the Six Sigma model for creating major
new features of existing products, services, or processes, or
creating entirely new products, services, or processes.The
phases of the DMADV model are Define, Measure, Analyze,
Design, and Verify.
(1)
Define Phase. The Define Phase of the DMADV model has five components:
establishing the background and business case;
assessing the risks and benefits of the project; forming the
DMADV project team; developing the project plan; and writing the project
objective.
(2)
Measure Phase. The Measure Phase of a Design for Six Sigma
project has three steps: segmenting the market; designing and
conducting a Kano Survey; and, using the Kano survey results
as Quality Function Deployment inputs to find Critical to
Quality Characteristics (CTQs).
(3)
Analyze Phase. The Analyze Phase contains
four steps: design generation; design analysis; risk analysis;
and design model. The
aim of these four steps in the Analyze Phase is to develop
high level designs. In
addition to this, the designs will be evaluated per risk
assessments. Finally,
nominal values are established for all CTQs in the Analyze
Phase for the “best” design.
(4)
Design Phase. The Design Phase of a Design for Six
Sigma project has three steps: constructing a detailed design
of the “best” design from the Analyze Phase; developing
and estimating the capabilities of the Critical to Process
elements (CTPs) in the design; and preparing a verification
plan to enable a smooth transition among all affected
departments.
(5)
Verify/Validate Phase.
The intent of the Verify/Validate Phase is to
facilitate buy-in of process owners; to design a control and
transition plan; and to conclude the DMADV project.
Back to top
Roles
and reponsibilities in Six Sigma management
There
are several jobs in an organization that are critical to the Six Sigma
management process.
They are senior executive (C.E.O. or president), executive committee,
champion, master black belt, black belt, green belt, and process owner.
The roles and responsibilities of each of the above jobs are described as
follows.
Senior
Executive.
The senior
executive provides the impetus, direction and alignment
necessary for Six Sigma’s ultimate success. The senior
executive should:
-
Study
Six Sigma management.
-
Lead
the Executive Committee in linking strategies to Six Sigma
projects.
-
Participate
on appropriate Six Sigma project teams.
-
Maintain
an overview of the system to avoid sub-optimization.
-
Maintain
a long-term view.
-
Act
as a liaison to Wall Street, explaining the long-term
advantages of Six Sigma management, if appropriate.
-
Constantly
and consistently, publicly and privately, champion Six
Sigma management.
-
Conduct
project reviews.
The
most successful, highly-publicized Six Sigma efforts have had
one thing in common -- unwavering, clear and committed
leadership from top management. There is no doubt in
anyone’s mind that Six Sigma is “the way we do
business.” Although it may be possible to initiate Six Sigma
concepts and processes at lower levels, dramatic success will
not be possible until the senior executive becomes engaged and
takes a leadership role.
Executive
Committee.
The
members of the Executive Committee are the top
management of an organization.
They should operate at the same level of commitment for
Six Sigma management as the Senior Executive.
The members of the Executive Committee should:
-
Study
Six Sigma management.
-
Deploy
Six Sigma throughout the organization.
-
Prioritize
and manage the Six Sigma project portfolio.
-
Assign
champions, black belts and green belts to Six Sigma
projects.
-
Conduct
reviews of Six Sigma projects with the senior executive,
and within their own areas of control.
-
Improve
the Six Sigma process.
-
Remove
barriers to Six Sigma management or projects.
Provide
resources for the Six Sigma management process and projects.
Back to top
Champion.
A Champion
takes a very active sponsorship and leadership role in
conducting and implementing Six Sigma projects. A Champion
should be a member of the Executive Committee, or at least a
trusted direct report of a member of the Executive Committee.
She or he should have enough influence to remove obstacles or
provide resources without having to go higher in the
organization. They work closely with the executive committee,
the project leader (called a black belt) assigned to their
project, and the master black belt (supervisor of black belts)
overseeing their project.
Champions have the following responsibilities:
-
Identify
their project on the organizational dashboard.
-
Develop
and negotiate project objectives and charters with the
executive committee.
-
Select
a black belt (or a green belt for a simple project) to
lead the project team.
-
Remove
any political barriers or resource constraints to their
Six Sigma project (run interference).
-
Provide
an ongoing communication link between their project team(s)
and the executive committee.
-
Help
team members manage their resources and stay within the
budget.
-
Review
the progress of their project in respect to the
project’s timetable.
-
Keep
the team focused on the project by providing direction and
guidance.
Assure
that Six Sigma methods and tools are being used in the
project.
Master
Black Belt. A
master black belt takes on a leadership role as keeper
of the Six Sigma process, advisor to executives or business
unit managers, and leverages, his/her skills with projects that
are led by black belts and green belts. Frequently, master
black belts report directly to senior executives or business
unit managers. A master black belt has successfully led at
least ten teams through complex Six Sigma projects.
He or she is a proven change agent, leader,
facilitator, and technical expert in Six Sigma management.
Master black belt is a career path. It is always best
for an organization to grow their own master black belts.
Unfortunately, sometimes it is impossible for an organization
to grow its own master black belts due to the lead time
required to become a master black belt. It takes years of
study, practice, tutelage under a master, and project work.
Ideally, master black belts are selected from the black belts
within an organization.
Master
black belts have the following responsibilities:
-
Counsel
senior executives and business unit managers on Six Sigma
management.
-
Help
identify and prioritize key project areas in keeping with
strategic initiatives
-
Continually
improve and innovate the organization’s Six Sigma
process.
-
Apply
Six Sigma across both operations and transactions-based
processes such as Sales, HR, IT, Facility Management, Call
Centers, Finance, etc.
-
Coordinate
Six Sigma projects from the dashboard.
-
Teach
black belts and green belts Six Sigma theory, tools, and
methods.
-
Mentor
black belts and green belts.
Senior
master black belts have 10 years of ongoing leadership
experience and have worked extensively with mentoring the
organizational leaders on Six Sigma management.
Back to top
Black
Belt. A
black belt is a full-time change agent and improvement
leader who may not be an expert in the process under study. The ideal candidate for a black belt is an
individual who posses the following characteristics:
-
Has
technical and managerial process improvement / innovation
skills.
-
Has
a passion for Statistics and Systems Theory.
-
Understands
the psychology of individuals and teams.
-
Understands
the PDSA cycle and learning.
-
Has
excellent communication and writing skills.
-
Works
well in a team format.
-
Can
manage meetings.
-
Has
a pleasant personality and is fun to work with.
-
Communicates
in the language of the client and does not use technical
jargon.
-
Is
not intimidated by upper management.
-
Has
a customer focus.
The
responsibilities of a black belt include:
-
Help
to prepare a project charter.
-
Communicate
with the champion and process owner about progress of the
project.
-
Lead
the project team.
-
Schedule
meetings and coordinate logistics.
-
Help
team members design experiments and analyze the data
required for the project.
-
Provide
training in tools and team functions to project team
members.
-
Help
team members prepare for reviews by the champion and
executive committee.
-
Recommend
additional Six Sigma projects.
-
Lead
and coach Green Belts leading projects limited in scope.
A
black belt is a full-time quality professional who is mentored
by a master black belt, but may report to a manager, for his
or her tour of duty as a black belt. An
appropriate time frame for a tour of duty as a full-time black
belt is 2 years. Black belt skills and project work are
critical to the development of leaders and high potential
people within the organization.
Back to top
Green
Belt.
A green belt is an individual who works on projects part-time
(25%), either as a team member for complex projects, or as a
project leader for simpler projects. Green belts are the
“work horses” of Six Sigma projects. Most managers in a
mature Six Sigma organization are green belts.
Green Belt certification is a critical prerequisite for
advancement into upper management in a Six Sigma organization.
Green belts leading simpler projects have
the following responsibilities:
-
Refine
a project charter.
-
Review
the project charter with the project’s champion.
-
Select
the team members for the project.
-
Communicates
with the champion, master black belt, black belt and
process owner throughout all stages of the project.
-
Facilitate
the team through all phases of the project.
-
Schedule
meetings and coordinate logistics.
-
Analyze
data through all phases of the project
-
Train
team members in the basic tools and methods through all
phases of the project.
In
complicated Six Sigma projects, green belts work closely with
the team leader (black belt) to keep the team functioning and
progressing through the various stages of the Six Sigma
project.
Process
Owner. A
process owner is the manager of a process. She or he
has responsibility for the process and has the authority to
change the process on his or her signature.
The process owner should be identified and involved
immediately in all Six Sigma projects relating to his or her
area. A process owner has the following responsibilities:
-
Accountable
for the monitoring, managing, and output of his or her
process.
-
Empower
the employees who work in the process to follow and
improve best practice methods.
-
Focus
the project team on the project charter.
-
Assist
the project team in remaining on schedule.
-
Allocate
the resources necessary for the project (people, space,
etc.).
-
Accept,
manage and sustain the improved process after completion
of the Six Sigma project.
-
Ensure
that process objectives and indicators are linked to the
organization’s mission through the dashboard.
Understand
how the process works, the capability of the process, and the
relationship of the process to other processes in the
organization.
Back to top
|
