INTRODUCTION TO

SIX SIGMA GREEN BELT TRAINING

WHAT IS SIX SIGMA?

Six Sigma has evolved over the last two decades and
so has its definition. Six Sigma has literal, conceptual,
and practical definitions.
Six Sigma has three different levels:
1. As a metric
2. As a methodology
3. As a management system
Essentially, Six Sigma is all three at the same time.

Six Sigma as a Metric

The term "Sigma" is often used as a scale

for levels of "goodness" or quality. Using
this scale, "Six Sigma" equates to 3.4
defects per one million opportunities
(DPMO). Therefore, Six Sigma started as
a defect reduction effort in manufacturing
and was then applied to other business
processes for the same purpose.

Six Sigma as a Metric

SIGMAS

DEFECTS PER
MILLION
OPPORTUNITIES
(DPMO)

QUALITY
%

1
2
3
4
5
6

691,463
308,538
66,807
6,210
233
3.4

31
69
93
99.38
99.977
99.9997

Six Sigma as a Methodology

Six Sigma is a business improvement methodology that

focuses an organization on:
Understanding and managing customer requirements
Aligning key business processes to achieve those requirements
Utilizing rigorous data analysis to minimize variation in those processes
Driving rapid and sustainable improvement to business processes
At the heart of the methodology is the DMAIC model for process
improvement. DMAIC is commonly used by Six Sigma project teams and is
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an acronym for:

Six Sigma as a Methodology

Voice of the Customer
Measure

Analyze

Improve

Control

Define

Institutionalization

The DMAIC Model

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(Six Sigma as a Methodology)

Six Sigma as a Management System

When practiced as a management system, Six Sigma is a high

performance system for executing business strategy.

Six Sigma is a top-down solution to help organizations:

Align their business strategy to critical improvement efforts
Mobilize teams to attack high impact projects
Accelerate improved business results
Govern efforts to ensure improvements are sustained
The Six Sigma Management System drives clarity around the business strategy
and the metrics that most reflect success with that strategy.
It provides the framework to prioritize resources for projects that will improve the

Six Sigma as a Management System

STRATEGY
STRATEGY

FEEDBACK

If new product
or process

DFSS (DMADV)

VOICE
OF...
VOICE
OF...
Market
Market
Customer
Customer
Employee
Employee
Business
Business

BUSINESS
OBJECTIVES

RESULTS:
Top-Level
Indicators
(Dashboards)

Big Ys

Fundamental Redesign

EXECUTION (PROCESS MANAGEMENT)

PROCESSES
ALIGNMENT

D S
R U
I P
V P
E O
S R
T
S

PROCESS
PROCESS

PROCESS
PROCESS
MAPS
MAPS

PROCESS
CONTROL

SYSTEMS

Sub Ys

TOOLS
SKILLS
TRAINING

CORE & ENABLING PROCESSES

Y1
y1

PROCESS IMPROVEMENT Flexible Problem Solving Models

Projects

WORKOUT
SIX SIGMA
LEAN SIGMA
The power of the Lean Tools &
Principles fully integrated into
GE WORKOUT
SIX SIGMA
LEAN SIGMA
DMAIC & DFSS
(DMAIC)
(DMAIC +)
Quick Wins
Accelerated Improvement Incremental Improvement Integrated Improvement

Six Reasons Why Business Leaders Love Six Sigma?

1. Six Sigma impacts the bottom line
2. Six Sigma drives strategy execution
3. Six Sigma generates robust, flexible business processes
4. Six Sigma improves human performance across the
enterprise
5. Six Sigma is highly scalable
6. Six Sigma is a low risk investment
Note: Robustness is the condition of a product or process design that remains
relatively stable with a minimum of variation even though factors that
influence operations or usage, such as environment and wear, are constantly
changing.

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Six Habits of Six Sigma Leaders

1. Delivering customer value (exhibit passion, listen actively,
communicate partnership)
2. Focusing on execution (result-driven, resource conscious,
process-oriented)
3. Making sound, data-driven decisions (critical thinking,
decisiveness, accountability)
4. Managing performance (set goals, track progress, manage
details)
5. Advocating breakthrough improvements (assertiveness,
influence, tenacity)
6. Supporting team-based implementations (manage teams,
reward teams)

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Six Tools Every SS BB/GB Loves

1. Quality Function Deployment (QFD)helps to drive customer-focused
development across the design process

2. Cause and Effect (C&E) Matrixhelps to facilitate team decision making

3. Failure Modes and Effects Analysis (FMEA)helps to identify and
address weaknesses in a product or process before they occur

4. Control Chartshelps to assess process stability

5. T-Student Test (t-test)helps to validate test results using small sample size
6. Design of Experiments (DOE)helps to make the most of valuable
resources

Business
and/or Customer
Requirement

4
Defects

Good

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Six Reason Why Six Sigma Fails?

1. Lack of visible senior leader sponsorhip
2. Lack of alignment to a clear organization strategy
3. Lack of performance tracking and accountability
4. Failure to link projects to bottom-line impact
5. Insufficient or ineffective alocation of human resources
6. Over-emphasis on rigid approach and technical tools

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SIX SIGMA IMPLEMENTATION

AT PT MATTEL INDONESIA

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PT Mattels Vision: A globally

competitive manufacturer of
premier toy brands through
continuous improvement

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L
E
A
N
S
U
P
P
L
Y
C
H
A
I
N

PRACTICAL PROBLEM (PT Mattels Needs)

STATISTICAL PROBLEM

S
I
X

STATISTICAL SOLUTION

PRACTICAL SOLUTION
(MATTELS SMART OBJECTIVES)
SMART = Specific, Measurable,
Attainable/Actionable,
Result-oriented, Time-bound

PT MATTELS VISION

S
I
G
M
A
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PT Mattels COPIS IDENTIFICATION

Vision: A globally competitive manufacturer of premier toy brands through CI
SMART OBJECTIVES
1.

To Increase Direct Labor Efficiency from ____% to ____%

2.

To Reduce Scrap from _______ PPM to ______ PPM

3.

To Improve Production Schedule Adherence from ______ % to ______ %

4.

To Improve Daily Schedule Adherence from _____% to ______%

5.

To Reduce Lot Buy Off from _____ PPM to ______ PPM

6.

To Reduce Containment Audit from _______ PPM to ______ PPM

7.

To Maintain Lost Day Incident Case at Zero Level (Always Zero Goal)

Product Type

#1
#2
#3
#4
#5
#6
etc

Customers

Customers
Needs
(Voice of
Customer =

VOC)

Outputs
KPOV
(Key Performance
Outputs
Variables)
CTQ (Critical To
Quality),CTS (CT
Schedule, CTC
(CT Cost)

Processes
Processes
Needs
(Voice of
Processes =
VOP)

Inputs

Suppliers

Inputs
Suppliers
Requi- Requirerements Ments &
Selection

COPIS = Customer, Outputs, Processes, Inputs, Suppliers

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Six Sigma COPIS Model

Outputs

Process

Inputs
Suppliers

Customers
Steps

How does Six Sigma Work?

The Voice of the Customer (VOC) is aggressively evaluated and used to

determine needed outputs and hence the optimal process configuration
needed to yield those outputs and their necessary inputs for which the best
suppliers are identified and allied with.

From Mattels Concept to Market: the Voice of the Customer

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PT MATTELS SIPOC PROJECTS

Product
Type
#1
#2
#3
#4
etc

PT MATTELS LEAN SUPPLY CHAIN

Suppliers Inputs Processes

LEAN-SIX SIGMA PROJECTS

(PT MATTELS PROJECTS)

APPROACH
(DMAIC)
Define
Measure
Analyze
Improve
Control

Outputs Customers

LEAN-SIX SIGMA PROJECTS

PROJECTS OBJECTIVES

LEAN SIX SIGMA TOOLS

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Six Sigma Way of Transformation

Six Sigma
Way

Six Sigma Way is a bestin-class change

strategy for
accelerating
improvements in
manufacturing
processes and
services.

Six Sigma Way is:

Mindset/Way of
thinking
A way of doing
manufacturing/servi
ce business
Methodology/Tools
for continual
improvement

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Need more information?

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