Six SigmaSix SigmaSix SigmaSix Sigma is a set of practices that are used to improve the quality of a product. It was created in 1986 by Bill Smith, who was a senior engineer at Motorola. By using Six Sigma, a company attempts to reduce variation in the process outputs, control, measure and improve manufacturing and business processes, and that success with Six Sigma is achieved by commitment of everyone in the company. To reach Six Sigma, a process in a company must produce no more than 3.4 defects per million opportunities. The definition of a defect is something that is not within the customer’s specifications. It is called Six Sigma because sigma is the standard deviation and if one is six standard deviations from the mean process and specification limit, then there should be no items that are defects.
To achieve the goal of Six Sigma, companies create methodologies. There are many different types of methodologies that are use to achieve it. There are two key methodologies that are used, which are DMAIC and DMADV. DMAIC stands for define, measure, analyze, improve and control. The company must define the improvement goals for the company. The company must measure current processes to compare with future processes. The company must analyze relationships and make sure that all factors have been considered. The company must improve processes and relationships and the company must control the processes to make sure things are corrected before they become defects. DMADV stands for define, measure, analyze, design, and verify. The define, measure and analyze steps are the same as the first methodology but design and verify are different. The company must design the process that will be used to meet the customers’ needs. The company must also verify the designs ability and performance to meet the customers’ needs.
These methodologies seem to be quite similar in the fact that the first three steps are the same and they both use a lot of data, but they are different. Each should be used in different activities. DMAIC should be used when a process or product already exists in the company, but is not performing correctly or meeting customer satisfaction. It also measures the performance of a business process instead of customer needs. This methodology is also used to find the source of the problem. DMADV should be used when a process or product does not exist and needs to be or when DMAIC is used and was not successful in meeting the customers’ needs or satisfactions. DMADV is used to measure customer satisfaction as well as specifications. The main use of DMADV is to measure and fix things that apply to customer satisfaction, while DMAIC applies to the basic and root of the problems.
There are many different roles in the implementation of Six Sigma in a company. Many position and roles are labeled the same as in martial arts. The first role is the executive leadership, also known as sponsor. This role includes the CEO of the company as well as other top managers. They set the up the implementation of Six Sigma and oversee the other roles in the implementation. Champions, or leader, implement Six Sigma throughout the company through integrations. Master black belts devote their whole time to Six Sigma. They assist the champions and help out the people in the lower roles. Black belts act as the team leaders on Six Sigma projects. They also devote all their time to Six Sigma and concentrate on execution. Green belts work part time on Six Sigma and help black belts achieve their goals. They also lead smaller projects at some points. Yellow belts are trained in Six Sigma, but have not participated in Six Sigma projects. All of the roles are important in the implementation
The Ultimate Black Belt Team
As a team, Six Sigma is a small organization. Three people serve as lead figures, one in each of the three roles. There are three general types of leadership roles:
A representative for a company or organization
A co-manager who holds a manager’s position or who is part of a team
A team manager who takes over a project after development of the project
A team manager who holds an engineering or legal position (usually, executive vice president or general manager)
These people may include people who hold a technical, technical or finance position, and are also important in bringing changes to the company’s business strategy; also, they may include people who are senior managers or have a similar role, however, they can use the company’s specific team members to coordinate the projects and to carry out the other roles. The Ultimate Black Belt Team consists of 4 members.
A representative for a company or organization. They are responsible for the business processes and the teams of the members who have similar responsibilities.
A representative for a team. They must follow the team rules (no one outside that team will be in a meeting).
A co-manager or professional engineer. They are responsible for working independently which takes them much longer to finish. They are considered employees of other teams and have the same duties as representatives.
The Ultimate Black Belt Team consists of three people.
A representative for a product or business. Depending on how the team is structured the team will be composed of people who have the same skills as the one being used. They can work with different people, have different abilities and they share the same responsibilities as those of a team leader. For example, team manager or co-manager is responsible for drafting the plan for the project to be completed.
A professional engineer and computer programmer. They will work and communicate with them to share critical ideas.
A coordinator or coach. They will work independently of the director.
The Ultimate Black Belt Team consists of a dozen people. All of the roles and responsibilities can be grouped under several categories. Also note that one (in the Ultimate Black Belt Team) can only hold one (in the Professional Black Belt role). The same holds for all other members of the team.
The Ultimate Black Belt Team consists of some people with different professions. In general the Ultimate Black Belt Team consists of 2 (in the professional and creative roles).
The team structure consists of a board of directors (counselors), team leaders, directors of the teams, board of directors who are most experienced in various areas including security, engineering, finance and management. The board of directors has the ability to control the group structure. The directors of the teams determine the best way for the teams to collaborate and work together in the plan.
The Ultimate Black Belt Team consists of some members who are trained in security and security professionals. All of the roles in the Ultimate Black Belt Team can be defined in more detail. However the Ultimate Black Belt Team can be more formal by limiting that group size for that team. This gives organizations the maximum flexibility regarding team size.
The Ultimate Black Belt Team is based on a team. In some organisations, the Ultimate Black Belt Team should be a three person team. That way everyone can join and the Ultimate Black Belt Team remains within one person responsible for the team in the project that the team is planning in the project and not the other way around. These same team is responsible for the final execution of the plan to be carried out in the company.
The Ultimate Black Belt Team is located in two teams. One team includes a director and a supervisor responsible for overseeing the development of the team. The other team consists primarily of a senior team member responsible for execution of the team plan. The team member is the CEO of the team. Those working outside the Ultimate Black Belt Team must be on the team in which team formation is planned.