Thomas A. Little, Ph.D.

President, Thomas A. Little Consulting

1
TLC, SSEO 1.5 22002

Audience

Presentation is designed for those Executives

and Managers who are considering
implementing Six Sigma and want to
understand its core concepts and benefits.
Provides an overview and orientation of six
sigma methodologies and organizational
requirements. The Executive Overview is
presented prior to six sigma implementation,
Champion and Black Belt training.

382 Stanwick Street

Brentwood, CA 94513

1-925-285-1847
drlittle@dr-tom.com
www.dr-tom.com

2
TLC, SSEO 1.5 22002

Objectives
As a result of attending this course the participant will
be able to:
Describe the Six Sigma Breakthrough strategy
Understand the Champions role in the Six Sigma Initiative
Relate the roles and responsibilities of the Champion, Black Belt,
Green Belt and Team Members
Identify projects with high probability for success
Understand the DMAIC methodology and how it applies to
improvement projects
Establish and utilize dashboard metrics
Assist in project management and project goal completion

3
TLC, SSEO 1.5 22002

Presentation Outline

Section I

Six Sigma Introduction

Section II

Management and Organizational Infrastructure

for Six Sigma

Section III

DMAIC Breakthrough Methodology

Section IV

Implementation Strategy

4
TLC, SSEO 1.5 22002

Section I

Section I Six Sigma Introduction

What is Six Sigma?
Three elements of Six Sigma
DMAIC roadmap
Expected benefits of Six Sigma
Corporate results of Six Sigma

5
TLC, SSEO 1.5 22002

Technical Definition of Six Sigma

Technical Definition (Motorola)
75%
1.5

LSL

USL

12.5%

12.5%

3.4 DPMO

Cp=2 Cpk=1.5

Cp=2 Cpk=1.5

Cp=Cpk = 2

3.4 DPMO

- -3

6 to LSL

6 to USL

Evolution to:
A Management driven, scientific methodology for product and
process improvement which creates breakthroughs in financial
performance and Customer satisfaction
6
TLC, SSEO 1.5 22002

What is Six-Sigma?

Management mandated and directed improvement

program focused on breakthroughs in financial
performance and customer satisfaction

Uses Champions, Black Belts and Green Belts to

facilitate change

Focused on core business and Customer needs

A systematic method for process and product

improvement

A Greek symbol for measuring performance

variation

A metric for evaluating performance quality

A standard of excellence (3.4 defects per million

opportunities)
7
TLC, SSEO 1.5 22002

Customer Satisfaction + Efficient Systems =

Improved Profitability

Two types of projects to improve financial performance:

Increase Revenue Grow the Business
Improve Customer satisfaction, sales, capacity and market position
Decrease the Cost of Goods Sold
Reduce variation and defects
Improve yields
Understand root cause of issues and eliminate the source of problems
Automate process workflow
Improve process performance and reduce waste using lean principles
8
TLC, SSEO 1.5 22002

Reduce Process Variation & Defect Rates

Off-Target

Too Much Variation

Center
Process

Centered
On-Target

Reduce
Spread

The objective is to understand customer

requirements and reduce
process variation and defects

9
TLC, SSEO 1.5 22002

Breakthrough and Continuous Improvement

Breakthrough Strategy

10
TLC, SSEO 1.5 22002

Three Emphasis Areas for Six Sigma

Focused on product design excellence, design for manufacturability,

Customer satisfaction and cost reduction within all components of
the development and new product introduction process.
Focused on operational excellence, Customer satisfaction and cost
reduction within all components of the operation. Areas of focus
include Sales, HR, Finance, Materials, etc.
Focused on product production excellence, variation and defect
reduction, lean production techniques, Customer satisfaction and
cost reduction within all components of the production and delivery
process.
Six Sigma touches on all aspects
of the Business Enterprise
11
TLC, SSEO 1.5 22002

Past Improvement Activity Failure Modes

Unsuccessful Projects
No clear Management mandate
No roadmap for the project
not sure where we are going
No dedicated resources
No Management and performance review
No ability to measure performance and
examine effectiveness not sure if we
accomplished anything
No financial ROI during project definition
and measurement at completion
No clear answer as to why are we doing
this project?
12
TLC, SSEO 1.5 22002

What Makes Six Sigma Work?

Select and work on the most important problems and projects
to the business and Customer
Assure those projects impact customer satisfaction and
financial performance
Allocate the time to get the work done
Have your best people work on them
Provide those individuals with all the training, tools, and
resources they need to make the performance breakthrough
Provide Management direction, support and routine review of
performance
Require a well thought out, objective and data driven solution
Verify the dollar savings of your efforts
Sustain the benefits of the solution over time

13
TLC, SSEO 1.5 22002

Six Sigma 3 Critical Elements

Defining and using business objectives and metrics that
focus our attention on performance and defects that are most
important to the customer and have the greatest potential for
impacting the bottom line

Dedicated
resources and
focused
infrastructure,
trained in the
use of the 6
Sigma problem
solving and
process
improvement
methodology

Systematic
Approach to
improving
performance
and reducing
defects which
are important to
the customer
(qualitative &
statistical)

14
TLC, SSEO 1.5 22002

Strategic Business and Quality Metrics

CSI, Sales, delivery times, cost per
unit, Yield, DPU, DPMO, customer
response times, Web hit rates,
Rework/scrap rates, etc.
(Critical Business Elements)

Management objectives
and dashboard forms the
core of the strategic
Business & Quality
Metrics and is flowed
down to other
departments and process
areas to provide leading
and lagging indicators of
performance

15
TLC, SSEO 1.5 22002

Hierarchy of Operational Dashboards

Executive
Dashboard

Can we see measurable

progress in our key
business critical metrics?

Level 1
Processes

Director
Level
Level 2
Processes

Manager
Level
Level 3
Processes

Engineering
Level
Level 4
Processes

Operator
Level

16
TLC, SSEO 1.5 22002

Six Sigma DMAIC Road Map

Define
Identify Project, Champion and Project Owner
Determine Customer Requirements and CTQs
Define Problem, Objective, Goals and Benefits
Define Stakeholder/Resource Analysis
Map the Process
Develop Project Plan

Key Analytical Tools

Process Mapping and
Modeling

Measure
Determine Critical Xs and Ys
Determine Operational Definitions
Establish Performance Standards
Develop Data Collection and Sampling Plan
Validate the Measurements
Measurement Systems Analysis
Determine Process Capability and Baseline

Measurement Systems
Analysis & Process
Capability

Analyze
Benchmark the Process or Product
Establish Causal Relationships Using Data
Analysis of the Process Map
Determine Root Cause(s) Using Data

Improve
Design of Experiments
Develop Solution Alternatives
Assess Risks and Benefits of Solution Alternatives
Validate Solution using a Pilot
Implement Solution
Determine Solution Effectiveness using Data

Control
Statistical Process Control
Determine Needed Controls (measurement, design, etc.)
Implement and Validate Controls
Develop Transfer Plan
Realize Benefits of Implementing Solution
Close Project and Communicate Results

Statistical Tests, Modeling

& Root Cause Analysis
Brainstorming
Design of Experiments,
FMEA, & Validation
Statistical Process Control

17

TLC, SSEO 1.5 22002

Process Flow for achieving 70%+ Improvement

Champion
Select project that is
considered critical to
operational success

Review
performance
and assure
results

Review and
approve
solutions

Authorize
process
change

Communicate
and celebrate
results

Black Belt
Form team and
follow DMAIC for
project management

Develop alternative
solutions and
complete benefit
and risk assessment

Process or
Product
Understand root
cause of problem

Validate
Solution

Determine
financial
benefit

Implement and
standardize
process changes

For a breakthrough to occur everything is on the table

18
TLC, SSEO 1.5 22002

Six Sigma Results

Improved Customer satisfaction
Assure products and services meet customer

requirements

Improved quality, efficiency and cost of goods sold

Waste, defect and variation reduction
Financial savings (hard and soft)
Self-sustaining infrastructure
Defined roles and responsibilities
Empower Champions, Black Belts and all employees to
meaningful improvements in performance
Communication

make

Commonality
Language, training materials, tools & software
Methodology
Expectations
Solutions
Financial tracking (establish, maintain metrics)

19
TLC, SSEO 1.5 22002

Honeywell & DOW Results

"We achieved $600 million in Six Sigma cost savings in 1999, but
cost savings are only one part of the story. Delighting customers and
accelerating growth completes the picture. When we are more
efficient and improve work flow throughout every function in the
company, we provide tremendous added value to our customers
through higher quality solutions that are more competitively priced,
delivered on time and invoiced correctly. That makes us a more
desirable business partner."
- Honeywell 1999 Annual Report http://www-a.honeywell.com/investor/ar99_intro_smarter.html

"We expect Six Sigma to elevate our company to an entirely new

level of operational performance, delivering $1.5 billion in EBIT
cumulatively by 2003 from the combined impact of revenue growth,
cost reductions and asset utilization."
- Dow 1999 Annual Report http://www.dow.com/financial/99ann/letter03.htm

20
TLC, SSEO 1.5 22002

GE & DuPont Results

"The Six Sigma initiative is in its fifth year its fifth trip through the
operating system. From a standing start in 1996, with no financial
benefit to the Company, it has flourished to the point where it
produced more than $2 billion in benefits in 1999, with much more to
come this decade."
- GE 1999 Annual Report http://www.ge.com/annual99/letter/letter_three.html

"Six Sigma implementation continues to gain momentum. At the end

of the year 2000, there were about 1,100 trained Black Belts and
over 3,400 active projects. The potential pretax benefit from active
projects was $700 million."
- DuPont Fourth Quarter and Full Year 2000 Earnings Report http://www.dupont.com/corp/whats-new/releases/01/010124.html

21
TLC, SSEO 1.5 22002

Section II

Section II Management Infrastructure for Six Sigma

Site Champion and Executive Staff
Hands on Champions
Master Black Belt
Black Belts / Green Belts
All Employees

22
TLC, SSEO 1.5 22002

Interrelationship Digraph of Six Sigma Infrastructure

23
TLC, SSEO 1.5 22002

Site Champion and Executive Staff

Functions
Set the vision
Create the mandate for improvement
Initiate and fund the activity
Establish and maintain the reporting structure
Responsibilities (10%+ of time)
Identify Champions in each functional area
Monthly review of projects by Champion
Measure Champion results
Training
4 hour Executive Overview
2 day Champion Training
24
TLC, SSEO 1.5 22002

Hands-On Champion
Functions
Communicate the vision
Create the mandate for improvement
Provide direction and remove barriers
Achieve financial results and communicate
success
Responsibilities (10%+ of time)
Identify Black Belts and Green Belts
Identify and approve all Six Sigma projects
Biweekly review of all projects
Measure Black Belt performance
Training
2 day Champion Training

25
TLC, SSEO 1.5 22002

Master Black Belt

Functions
Provide technical expertise on Six Sigma and
Lean methodology to Black Belts and Green Belts
Work in support of the Black Belt and Champion
Assist in education and training activities
Responsibilities (100% of time)
Work daily with team members, Black Belts and
Champions
Participate in the review of projects
Monitor all Six Sigma projects
Training
15 day Black Belt Training, 2 years minimum as a
Black Belt and a Masters Degree in a related field
26
TLC, SSEO 1.5 22002

Black Belts and Green Belts

Functions
Black Belts 100% dedicated for 2 years to process
improvement, Green Belts 20%
Work on improvement projects with other Green
Belts and Team Members
Achieve financial results for each project
$350K+

Goal of

Responsibilities (100 20%+ of time)

Use the DMAIC methodology to create
breakthroughs in performance
Report progress to the Champion
Hold team meetings and provide excellent project
management
Work with the Master Black Belt

Training
15 day Black Belt Training
5 day Green Belt Training

27
TLC, SSEO 1.5 22002

All Employees
Functions
Work to achieve excellence in daily work
Participate in Six Sigma projects
Support team activities
Identify opportunities for improvement
Responsibilities (5-10%+ of time)
Participate in Six Sigma activities as
requested
Complete action items as assigned by the
team
Attend team meetings
Training
1 day Six Sigma Employee training
28
TLC, SSEO 1.5 22002

Section III

Section III

DMAIC Breakthrough Methodology

Define
Measure
Analyze
Improve
Control

29
TLC, SSEO 1.5 22002

DMAIC Process Improvement Methodology

30
TLC, SSEO 1.5 22002

DMAIC Process

Establish Controls on the critical Xs so

the improvements will be maintained

Identify ways
to improve
the process
and validate
the solution

X1
X2
X3
X4

PROCESS

Y1
Y2
Y3

Metrics (Ys) linked

to CTQs
Define the Problem
Project Objective
Project Goal

Measure and Analyze

data and process
performance to determine
the critical variables and
root cause of the problem
31
TLC, SSEO 1.5 22002

Six Sigma DMAIC Define

Define Activities
Identify Project, Champion and Project Owner
Determine Customer Requirements and CTQs
Define Problem, Objective, Goals and Benefits
Define Stakeholder/Resource Analysis
Map the Process
Develop Project Plan

Define Quality Tools

Project Charter and Plan
Effort/Impact Analysis
Process Mapping
Tree Diagram
32
TLC, SSEO 1.5 22002

Define Flow
VOC,
Examine
Candidate
Projects

Effort/Impact
Analysis
SIX SIGMA
Project Charter
Resource Requirements
Project No:
Project Name:
Project Leader:
GB/BB:
Master BB:
H/O Champion:
Team Members: Name
Function

% Time

General Information
Location:
Business
Segment:
Business
Objective:
Customer
Initials
CTQ(s):
Current
Process
Capability: Sigma, Cpk, DPMO, Cycle-time, etc.
Date:

Review Schedule
Activity
Date
Start
D
M
A
I
C
Close

Project Definition
Project Problem Statement:

Develop and
Approve Project
Charter

Project Objective Statement:

Project Scope/Limitations:

Define Customer
CTQs

Project Goals and Targets:

Project Plan:
See page 2 of the project charter. Project Plan and Gantt Chart
Expected Benefits:
Hard Dollar Savings:
Soft Dollar Savings:
Strategic:

Time frame:

Other Benefits:

Stakeholder Approval
Hands On Champion:
Name:
Signature:
Functional Manager:
Name:
Signature:
Other:
Name:
Signature:

Master Black Belt:

Name:
Signature:
Black / Green Belt:
Name:
Signature:
Other:
Name:
Signature:

Date:

Complete
SIPOC and
Process Map
33
TLC, SSEO 1.5 22002

Voice of the Customer (VOC)

DMAIC
Methodology
Define

Why dont you guys learn how to

meet a schedule?
Your service quality to poor
When will you learn how to provide
service and a Customer first attitude?
Why dont you tell us when there is a
problem?
I sent out e-mail after e-mail with no
response!
Why do you try and make your
customers responsible for your
quality problems?
Your RMA frequency is unacceptable

VOC is often full of emotions.

We need to restate customer
statements into fact based,
performance requirements
that we need to focus on
Of course Customers
expect perfection
34
TLC, SSEO 1.5 22002

Critical to Quality (CTQ)

Characteristics
Use the tree diagram to
define Customer CTQs

Customer
Requirement
Customer
Customer
Needs
Needs

Product
Product
arrives
arrives on-time
on-time

DMAIC
Methodology
Define

Detailed
Specifications
Response
Response
(Y)
(Y)

Performance to
Schedule

Measure
Measure

Deviation from schedule in

completed units

Target
Target

100% of committed ships

prior to 5:00 pm as received
on Customer receiving dock

Specification
Specification
Limit(s)
Limit(s)
Allowable
Allowable
defect
defect
Rate
Rate

LSL = 0 hours late

USL = 6 hours early

< 3.4 DPMO

35
TLC, SSEO 1.5 22002

Moving to Specific Candidate Projects

DMAIC
Methodology
Define

Champions drive the project selection as they own the

business objectives aligned to the Executive Staff

Critically
examine
Business
Objectives
and select
projects
aligned to
them with
financial
impact and
benefits

Interview
Customers
(Internal and
External), on
core business
issues and
opportunities
for
improvement
Use Voice of
the Customer
when
collecting and
analyzing data

Complete
CTQ gap
analysis and
prioritization
Determine a
candidate
project list
Estimate
project
benefits in
financial and
measurable
terms & rank
projects by
their impact

Determine
the effort
required for
each project
Conduct effort to
impact analysis and
prioritize the project
list
Select the top
projects and
determine the
Champion
and Owner

Candidate
Six Sigma
Project(s)
With financial
impact!!!

36
TLC, SSEO 1.5 22002

Potential Projects

Manufacturing
Materials
Management
NPI
Finance
Design

Conduct
effort to
impact
analysis and
prioritize the
project list
Project
1
2
3
4
5
6
7
8
9
10

Effort
6
3
4
7
10
2
5
8
1
9

Candidate Six
Sigma Project(s)

Impact
1
3
3
3
3
6
6
6
9
9

HR

Project
Champion and
Owner
Effort / Impact Analysis
10
9
8
7
Impact

Determine a
candidate
project list and
potential
benefits:

DMAIC
Methodology
Define

6
Impact

5
4
3
2
1

Projects with high impact are

preferred

0
0

10

12

Effort

37
TLC, SSEO 1.5 22002

Detailed Project Selection Criteria

DMAIC
Methodology
Define

Achieving breakthroughs requires prioritization of opportunities.

There are many more opportunities than there is time and
resources to work on them.
When selecting a process, we are trying to prioritize exactly which
problem to solve. If the problem is clear we move on to define the
problem.
In selecting a project, consider these issues:

a.
b.
c.
d.
e.
f.

Financial and strategic benefits

Improved customer satisfaction, CSI
Compatible with current goals and objectives
Translatable to other areas of the business
Probability of success
Level of effort, amount of resources needed to
complete project

38
TLC, SSEO 1.5 22002

Example: Prioritizing Projects

DMAIC
Methodology
Define

Are your projects the things you like to do, easy to do or important to do?

39
TLC, SSEO 1.5 22002

Develop Charter

DMAIC
Methodology
Define
SIX SIGMA
Project Charter

In this step you will establish

direction for the project
by documenting

Resource Requirements
Project No:
Project Name:
Project Leader:
GB/BB:
Master BB:
H/O Champion:
Team Members: Name
Function

Problem

% Time

Initials

General Information
Location:
Business
Segment:
Business
Objective:
Customer
CTQ(s):
Current
Process
Capability: Sigma, Cpk , DPMO, Cycle-time, etc.
Date:

Review Schedule
Activity
Date
Start
D
M
A
I
C
Close

Project Definition
Project Problem Statement:

Objective & Scope

Goal/target

Resource requirements

Financial benefits

Strategic benefits

Team resources

Project approval

Project Objective Statement:

Project Scope/Limitations:

Project Goals and Targets:

Project Plan:
See page 2 of the project charter. Project Plan and Gantt Chart
Expected Benefits:
Hard Dollar Savings:
Soft Dollar Savings:
Strategic:

Time frame:

Other Benefits:

Stakeholder Approval
Hands On Champion:
Name:
Signature:
Functional Manager:
Name:
Signature:
Other:
Name:
Signature:
Date:

Master Black Belt:

Name:
Signature:
Black / Green Belt:
Name:
Signature:
Other:
Name:
Signature:

40
TLC, SSEO 1.5 22002

Develop Charter Problem Statement

DMAIC
Methodology
Define

A clear description of the problem to

communicate to other people in the process
and rally support to improve it
A description of the issue or problem
What, when, where and how the problem occurs
What is critical to quality (CTQ) from the customer
perspective? What is nonconforming to
specifications?
Define the boundaries of the problem, how big is the
problem?

Description of
the Pain

What are the consequences of the problem to the

Company and or Customer?
Do not state a solution when describing a problem

41
TLC, SSEO 1.5 22002

DMAIC
Methodology
Define

State Objective and Scope

Project Objective and Scope

What process will the team focus on?

What are the boundaries of the process we are to improve?

Where does the process begin? Where does it end?

Which customers will be affected / included

What is outside of scope for the team?

What constraints or timelines must the team work under?

Customer or Suppliers

Site or Line

Process
Process 1
Process 2
Process 3
42
TLC, SSEO 1.5 22002

Goal Statement

DMAIC
Methodology
Define

Describe, in measurable terms, what success will look like when

youve solved the problem

Include a statement of the performance level that will satisfy your

CTQ and the time frame in which you plan to implement the
improvement. State targets and tolerances where appropriate.

Goal Statement:
Reduce late shipment costs (Express Mail) to all
customers by 70% from $1.5M to $45K by January 200x.

Where

When

How Much
43
TLC, SSEO 1.5 22002

Determine Resources

DMAIC
Methodology
Define

Determine the Stakeholders

Who will need to be involved and at what
level for this project to be successful?
Determine Team Members
Who will need to be on the team and at
what % of their time?
Determine any Capital, Test or HR
Requirements
What materials, testing, software
programming, outside services or
equipment will be needed? Are those costs
acceptable to management?
Other Support to be Successful
44
TLC, SSEO 1.5 22002

Project Plan

DMAIC
Methodology
Define

SIX SIGMA Project Plan

Site:

Project Name & Number:

Location:

Revision Date:

Problem Statement:

Improvement Objective and Scope:

Goal and Targets

Metric(s)

Benefits
Baseline

Phases
Define

Tasks and Timelines

Activity

Goal

Improvement Goals
Date
Date
Date
Date

Project
Assigned to:

Start Date:

End Date:

Status:

Review Date

Project
plan
remains
through
the life of
the project

Project's Customer CTQ

Project Charter
SIPOC
Financial analysis of project's benefits
Detailed process map
Measure

Analyze

Improve

Control
Team Members
Team Leader:
Team BB:
Team Members:

Champion:

On Plan/On Schedule
Behind Plan, with effort can return to schedule
Behind Plan
Task Completed

45
TLC, SSEO 1.5 22002

Benefits

DMAIC
Methodology
Define

Benefits may include any of the following:

Hard dollar savings (cost reduction)
Soft dollar savings (cost avoidance)
Improved Customer satisfaction
Improvement in the performance metrics (cycle time, yield,
defects, etc.)
Improved job satisfaction (reduction in frustration)
When considering benefits what must change for the savings to
occur?
46
TLC, SSEO 1.5 22002

Financial Benefits Example

DMAIC
Methodology
Define

C o s t I m p r o v e m e n t s Q u a n t i fi e d :
C u rr C o st
($ 1 , 0 0 0 's
P ro c e ss

p e r w e e k )

N e w

T o u c h -u p & H a n d s o ld e r

73

70

95%

3 .7

W ash

24

23

95%

1 .2

Q A / F i n a l In s p e c t i o n

58

45

78%

1 2 .5

R ew o rk

20

16

78%

4 .4

Q A ( Q A E n g i n e e rs )

78%

1 .0

P ro d u c t io n C o n t ro l/ E x p e d it in g

27

26

95%

1 .4

T o t a l p e r w e e k f o r c o s t s e l e m e n ts a b o v e

207

183

p e r W e e k

2 4 .2

T o ta l p e r Y e a r

$ 1 0 ,7 8 2 k

per Y ear

C o st

9 ,5 2 5 k

Im p ro v e m e n t

1 ,2 5 7 k

Determine costs of current baseline and the impact to cost if the goal is
achieved. Consider also the full impact to all effected lines and production
operations. If financial analysis shows poor ROI you may want to select
another project.
47
TLC, SSEO 1.5 22002

Begin Mapping the Process with a SIPOC

DMAIC
Methodology
Define

48
TLC, SSEO 1.5 22002

Move to a detailed Process Map

DMAIC
Methodology
Define

49
TLC, SSEO 1.5 22002

Model and Automate Workflow

Discrete Transactions

Performance Monitoring and Improvement

JMP for analysis

and root cause
determination

Workflow
Automation

Database

50
TLC, SSEO 1.5 22002

Begin Management/Champion Reviews

DMAIC
Methodology
Define

Once the project charter has

been approved and the team
formed around the project it is
essential to begin periodic
management reviews of project
performance.
Black Belts and Green Belts
meet with Management to
report performance.
Champions report to executive
staff on project performance.
Where possible integrate
reviews into current
management forums.
51
TLC, SSEO 1.5 22002

Six Sigma DMAIC Measure

DMAIC
Methodology
Measure

Measure Activities
Determine Project Critical Xs and Ys
Determine Operational Definitions
Establish Performance Standards
Develop Data Collection and Sampling Plan
Validate the Measurements
Measurement Systems Analysis
Determine Process Capability and Baseline

Measure Quality Tools

Quality Function Deployment (QFD)
Measurement Systems Analysis (MSA)
Check sheet
Process Capability
52
TLC, SSEO 1.5 22002

Measure Flow
Data Collection Plan
& Sample Size

List Of
Measures
(Xs and Ys)

Data Collection Plan

Define What to Measure
Measure

Type of
Measure

Name of
X or Y
parameter attribute or
or condition discrete
to be
data,
measured product or
process
data

Operational
Definition

Define How to Measure

Measurement
or Test Method

Who will
Do it?

Sample Plan

Data Tags Needed

to Stratify the Data

Data Collection
Method

Person(s)
Assigned

What?

Where?

When?

How Many?

Data tags are

defined for the
measure. Such
as: time, date,
location, tester,
line, customer,
buyer, operator,
etc.

Manual?
Spreadsheet?
Computer based?
etc.

State
who has
the
responsibility?

What
measure is
being
collected

Location
for
data
collection

How
often
the
data
is
collected

The number
of data
points
collected
per sample

Clear definition of
Visual
the measurement
inspection
defined in such a
or automated
way as to achieve
test?
repeatable results Test instruments
from multiple
are defined.
observers
Procedures for
data collection
are defined.

MSA, GR&R,
Inspector
Effectiveness

Data Collection,
Process Baseline
and Capability
Determination

Goal

Add
Specifications
and Compute
Sigma and
Capability

Baseline

Restate
Improvement
Goals

53
TLC, SSEO 1.5 22002

Determining Critical Xs and Ys

(Xs) Leading Process --> Product -->
XZY errors
Temperature
Offset
Viscosity
Pressure

DPU/Yield

Supplier,
Receiving
and Process
Times

Processing time

Scrap
Rework, RMA

Wait time

Lagging (Ys)

Manufacturing
Cost of Quality

Transaction Cycle
Time

Delivery time
Transactional
and product
defects and
errors by
operation

T&Cs,
planning
systems,
production
systems

Accuracy of transaction
Transaction time
Product or service quality

Customer
satisfaction

Inventory levels
Materials management

Materials costs
54
TLC, SSEO 1.5 22002

Using QFD to Prioritize and

Select Project Ys and Xs

DMAIC
Methodology
Measure

Current Measures

D elivery Tim e

R M As

C ustom er S atisfaction

D efect R ate

U nits delivered

C um Yield

U nit D elivery D eviation from C om m it

D eviation from target on delivery tim e

First P ass Yield

Tim e to S chedule C onfirm ation

Needed Measures

Im portance

Product or Process:

4
1
2
5
7
6

3
9
0
3
3
0

0
0
9
3
0
0

3
6
6
6
3
3

0
0
9
6
3
0

3
3
0
3
0
3

0
3
3
0
0
0

3
3
0
0
0
6

3
9
0
0
0
0

0
3
6
9
3
0

9
3
0
0
0
9

Total

18

12

27

18

12

12

12

21

21

Unit of Measure
Raw data available?
Std. report available?
Reliable data source?
Frequency of the report?
Needed frequecy?
Target
Lower Limit
Upper Limit
Measurement capability
Measurement validated?
Competitive comparison
Ranking

Min.

CSI

PPM

Min.

Hrs.

Daily

Wk

Wk

Wk

Daily

Daily

Daily

Daily

Daily

n/a

Daily

Wk

Wk

Daily

Daily

Daily

Daily

Daily

Shift

Daily

5:00

Plan

100%

100%

1 hr.

4:45

n/a

4.5

n/a

5%

95%

-0:15

50%

n/a

5:15

n/a

100

5%

n/a

0:15

n/a

2 hr.

10

Customer Wants
Rapid schedule confirmation
On time performance
Defect free products
Routine cost reduction
Routine WIP reduction
Minimum lead times

Relationship key:

9
6
3
0

Strong relationship
Moderate relationship
Weak relationship
No relationship

Total
24
39
33
30
12
21

Translate
customer
requirements
into objective
measures
and prioritize
project
metrics

55
TLC, SSEO 1.5 22002

Performance Standards for Each Y

DMAIC
Methodology
Measure

All Processes Need Clear Specifications

Larger is Better

Smaller is Better

One-sided - lower specification limit only

Target zero and upper specification limit

LSL

Unacceptable

USL

Good

Target is Best
Two-sided specifications

Unacceptable
Good

USL

LSL
Good

Unacceptable

Unacceptable

56
TLC, SSEO 1.5 22002

Develop Data Collection Plan

DMAIC
Methodology
Measure

Elements for a data collection plan

Data Collection Plan
Define What to Measure
Measure

Type of
Measure

Name of
X or Y
parameter attribute or
or condition discrete
to be
data,
measured product or
process
data

Operational
Definition

Define How to Measure

Measurement
or Test Method

Clear definition of
Visual
the measurement
inspection
defined in such a
or automated
way as to achieve
test?
repeatable results Test instruments
from multiple
are defined.
observers
Procedures for
data collection
are defined.

Who will
Do it?

Sample Plan

Data Tags Needed

to Stratify the Data

Data Collection
Method

Person(s)
Assigned

What?

Where?

When?

How Many?

Data tags are

defined for the
measure. Such
as: time, date,
location, tester,
line, customer,
buyer, operator,
etc.

Manual?
Spreadsheet?
Computer based?
etc.

State
who has
the
responsibility?

What
measure is
being
collected

Location
for
data
collection

How
often
the
data
is
collected

The number
of data
points
collected
per sample

Data means nothing without an understanding of what the

data is, how it was collected, and the conditions under which it
was measured
Data properly collected and analyzed will help us to understand the
root cause(s) of the problem
57
TLC, SSEO 1.5 22002

Collect Visual Data to See the Problem

Where possible use a Digital or Video Camera and

capture the defect or process problem. A picture is
worth a thousand words in understanding and
communication of the origin and nature of problems.

DMAIC
Methodology
Measure

58
TLC, SSEO 1.5 22002

MSA for Validated Measurement

DMAIC
Methodology
Measure

Short Term
Capability

Long Term
Capability

True Value

xA
xB
xC

Accuracy
Reproducibility
Repeatability

First period of time

xA
xB
xC

Stability

Second period of time

Useful for characterization of variable gages

and inspection capability
The data is only as good as the quality of the
measurements

59
TLC, SSEO 1.5 22002

Six Sigma DMAIC Road Map

DMAIC
Methodology
Analyze

Analyze Activities
Benchmark the Process or Product
Establish Causal Relationships Using Data
Analysis of the Process Map
Determine Root Cause(s) Using Data

Analyze Quality Tools

Statistical analysis of data
Cause and effect or event diagram
Histogram
Pareto diagram
Run chart
Scatter graph
60
TLC, SSEO 1.5 22002

Analyze Flow
Project Data
Xs and Ys

Analysis and
Stratification of Data

Root Cause
Validation

Root Cause
Analysis
Summary
% Explained and % Unexplained

61
TLC, SSEO 1.5 22002

Benchmarking

DMAIC
Methodology
Analyze

No company is the best at all it does. Typically

there are some core competencies that make a
company great. There is much to be learned
by benchmarking other companies who are the
best at what they do.
Benchmarking begins with identification of
the process or business area we wish to
examine. This should be clear from our
problem statement and objective.
Knowledge that there are other ways of doing
things can be obtained from benchmarking.
Benchmarking often speeds up the solution
generation process.

62
TLC, SSEO 1.5 22002

Root Cause Analogy

DMAIC
Methodology
Analyze

Like pulling weeds unless we address

the root that causes the problem, poor
results will keep coming back.
Addressing the results or symptoms of a
problem will never provide lasting
solutions - given a little time the
problem will come back
We need to understand the Root
Cause of the problem from our
problem statement

63
TLC, SSEO 1.5 22002

Forward Problem Solving Versus Backwards

DMAIC
Methodology
Analyze

Define Problem
Collect Problem Related Data
Analyze Data

Forward
Problem Solving

Determine Root Cause(s)

Validate

No Idea of Root Cause

Determine what is unexplained

Define Problem
List Probable Root Causes
Collect Supporting Data

Backwards
Problem Solving

Validate
Determine what is unexplained

Strong Idea of Root Cause

64
TLC, SSEO 1.5 22002

Evaluate Data to Determine Root Cause

DMAIC
Methodology
Analyze

Goal is to
determine cause &
effect relationships

65
TLC, SSEO 1.5 22002

Stratify Data to Understand Root Cause

Data

Vendor Purch.
Agent

Late

Deliveries

Order

Mat.

Week in

Date

Type

Quarter ordered

# Late Items

Collection

# Late Items

# Late Items

DMAIC
Methodology
Analyze

100
80
60
40
20
0

ASICs Connectors Flex c. SMT parts Solder

Material Type

25
20
15
10
5
0
Tom

25
20
15
10
5
0

Shauna

Kris

Adam

John

Purchasing Agent

IBM

DEC

HP
Vendor

NEC

MOT

Stratification: Analysis of the same

data grouped and classified by the
data tags to examine frequencies at
different logical levels

66

TLC, SSEO 1.5 22002

List Of Vital Few Xs and Critical Ys

DMAIC
Methodology
Analyze

Collected X and Y data

Hypothesis testing
t-test
F-test
ANOVA
Chi-square
Logistical regression
Regression analysis and Model fitting

List Of Probable Root Causes and key process sensitivities

67
TLC, SSEO 1.5 22002

Analysis of Data

DMAIC
Methodology
Analyze

Provides the ability to visualize the

relationship between process
variables and to understand the
source and fundamental behavior of
problems

68
TLC, SSEO 1.5 22002

Analyze the Process Map for Waste

DMAIC
Methodology
Analyze

When Mapping the Process Consider the Following:

What you think it is...

What it actually is...

What it could be...

69
TLC, SSEO 1.5 22002

Check List for Root Cause Determination

DMAIC
Methodology
Analyze

Check and investigate all those that apply to the problem under consideration

Measurement

Materials

Poor repeatability
Poor reproducibility
Poor accuracy
Poor stability
Poor linearity
Invalid measurement or test method
Excessive test or measurement

Methods

Incorrect definition
Incorrect sequence
Missing definitions, implicit rules
Poor process controls
Poor measurement controls
Lack of critical information
Incorrect information
Excessive queues or out-time
Handling
Orientation
Poor management of change
Incorrect revision

Machine maintenance or calibration

Machine controls or lack of controls
Machine fault or defect
Software or network fault
Machine related contamination
Machine tooling or fixtures
Incorrect machine or tester

Defective
Off-specification
Contaminated
Improper storage conditions
Labeling or identification
Incorrect amount or quantity
Improper transportation or handling
Expiration date exceeded or unknown
Problem with product design
Wrong materials

Environment

Physical environment (temperature, lighting, ESD)

Security or safety systems
Distractions in the environment
Particulates
Contamination

Level of staffing
Training
Competency or experience
Supervision
Conflicting goals
Compliance with procedures
Personality issues
Physical ability or function
Cognitive ability and function
Knowledge deficit
Communication with peers or supervisor

People

70
TLC, SSEO 1.5 22002

5 Whys Example

DMAIC
Methodology
Analyze

State the problem, then ask why did this problem occur
until you reach root cause.

Missing Parts on the Board During NPI

Improper cassette loading Missing cassette
Failed to locate cassette
Supplier problem

Machine Malfunction

Part not available

Order incorrect Lack of lead time

Design change

Design error

Customer schedule

Performance improvement

WHAT?
Why?
Why?
Why?
Why?
Why?
71
TLC, SSEO 1.5 22002

Root Cause(s) Determination

DMAIC
Methodology
Analyze

Root Cause is achieved when we have identified the source of the problem (use the 5+
Why approach)
For any problem there are typically many Roots. They vary in frequency of occurrence.
We need to know each root and their associated frequency and or % of impact.
Proper Root Cause identification requires some explanation of the failure mechanism
based on understanding the process, the physics, mechanics or chemistry. We must be
able to explain how changes in X cause changes in Y (otherwise we dont understand it!)
Root Cause is verified when we can recreate or manipulate the problem
To fix the Root Cause it must be controllable
Knowing Root Cause does not assure we know the solution to the problem. Solutions
can be formulated once we know the root of the problem

72
TLC, SSEO 1.5 22002

List of Potential Root Causes

DMAIC
Methodology
Analyze

Final investigation needs to be made to determine if the

factors identified are actually the root cause of the problem
73
TLC, SSEO 1.5 22002

Summarize All Root Cause Analysis

DMAIC
Methodology
Analyze

For each possible root cause, determine those you will verify.
Summarize each possible root cause with the following codes:
Non Contributor (NC)

Does not contribute to the problem

Possible Contributor (PC)

A factor which may have an effect on

the response

Insufficient Data (ID)

Not enough data to determine the

effect of the factor (may require additional effort)

Data not available (IDX)

Data not available concerning the

factor

Root Cause (RC)

Determined to be a root cause of

the problem

Non Controllable Root Cause (RCX)

A root cause; however, outside the

control of the company, individual or
team
74
TLC, SSEO 1.5 22002

Root Cause(s) Validation and Summary

DMAIC
Methodology
Analyze

List all probable Root Cause(s)

Rank them in terms of effect size
Determine the additional tests
and or manipulation you plan to
use to validate the factors (X)
which have the greatest effect on
the response (Y)
Identify potential methods for
controlling the factors which
create the problem
When validation is complete
summarize all selected Root
Cause(s) and their effect size
75
TLC, SSEO 1.5 22002

Root Cause Analysis Example

DMAIC
Methodology
Analyze

Root Cause(s) Analysis Summary

Analysis Method

Process Review
Priority 1

Completed
Potential Factor

Investigation

Review Date

Who?

Method

Result Effect

Residual Material in Bulk Fill

15-Mar

Tien

Review use logs for PK

RC

Wrong Materials

9-Mar

Tien

Review inventory use for PK

NC

0%

Improper use of SOP

12-Mar

Kris

Review SOP use on the line

NC

0%

12-Mar

Anna

Verify Test Procedure

NC

0%

% Unexplained

0%

Validation

Validation

Method

Date

100% Test for residual material

28-Mar

Process Map
Priority 3

Visual Analysis
Priority 4

Cause and Effect (Event) Analysis

Priority 2

Invalid Assay
NC - Non Contributor

IDX - Data not available

PC - Partial Contributor

RC - Root Cause

ID - Insufficient Data

RCX - Root Cause Not Controllable

76
TLC, SSEO 1.5 22002

Six Sigma DMAIC Improve

DMAIC
Methodology
Improve

Improve Activities
Develop Solution Alternatives
Assess Risks and Benefits of Solution Alternatives
Validate Solution using a Pilot
Implement Solution
Determine Solution Effectiveness using Data

Improve Quality Tools

Design of Experiments
Brainstorming
FMEA
Risk assessment
77
TLC, SSEO 1.5 22002

Improve Flow

DMAIC
Methodology
Improve

Design Experiments
where appropriate

Based on RCA
Brainstorm Potential
Solutions, Costs,
Risks and Benefits

Test and Validate

solutions

Review and approve

solutions with
Management

N
Implement changes
and determine
improved process
capability.

Reach
Goals?

Examine
opportunities for
standardization
and translation
78
TLC, SSEO 1.5 22002

Brainstorm Potential Solutions

DMAIC
Methodology
Improve

Use general brainstorming techniques to generate

process and design change ideas which will eliminate the
root cause of the problem.
Separate ideas into short term and long term. Long term
with take 3 months or more to implement, short term is less
than 3 months.
Use voting and management involvement to generate
consensus on direction of approach
A single solution is not required at this point in the
improvement process. 2 - 3 short term solutions should be
selected and ranked. 1 to 2 long term solutions should also
be selected for evaluation and experimentation.

79
TLC, SSEO 1.5 22002

Consider Solutions That Remove Process Waste

Seven muda:
1.
2.
3.
4.
5.
6.
7.

DMAIC
Methodology
Improve

Over production ahead of demand

Waiting for the next process step or information
Transporting materials unnecessarily
Over processing
Inventory that is more than bare minimum
Motion by employees that is unnecessarily
Producing non-conforming parts

For each area of waste, examine each process step to determine if

waste occurs in the operation and how to remove the waste from the
production system

80
TLC, SSEO 1.5 22002

Solutions Centered on Lean Methods

DMAIC
Methodology
Improve

Production
Control

Material
Flow

Machine
Management

Reduce
inventories and
production
costs while
improving
quality

Workplace
Management

Process
Management

81
TLC, SSEO 1.5 22002

Consider Solutions that Automate the Workflow

Discrete Transactions

DMAIC
Methodology
Improve

Performance Monitoring and Improvement

JMP for Analysis

Periodic Management
Reports
Workflow
Automation

Database

82
TLC, SSEO 1.5 22002

DOE to Characterize, Improve the Process or

Product and Get Ready to Control

DMAIC
Methodology
Improve

Design experiments which improve the

robustness of the process. Improve process
parameter design, tolerance design and
reduce the source of defects.

Once experiments are

complete critical process
parameter sensitivities can
be modeled and determined
how to be targeted and
controlled.
83
TLC, SSEO 1.5 22002

Evaluate Cost, Complexity, Impact,

Benefit and Risk for Each Solution

DMAIC
Methodology
Improve

Assure solution costs and timelines are acceptable to

management

Determine the complexity of each solution in terms of time and

ease of completion

Identify potential impact (change to the baseline) of each

solution. Explain how each solution will address the root cause
and impact real change in performance.

Financial benefit = benefit of solution cost to implement

Assess the risks associated with each solution and the likelihood
of occurrence

Determine need to involve/notify customer concerning any

product or process changes

Make sure that proper validation occurs associated with the

solution prior to across the board implementation

84
TLC, SSEO 1.5 22002

Solution Evaluation Form

DMAIC
Methodology
Improve

Solution Evaluation Form

List Root Cause(s)
Root Cause 1

List Solutions
Solutions 1

% Effect

Estimated Cost

Complexity

Estimated Benefit

Risk*

Priority

Validation?

% of
effect
solution
will have
on the
root cause

cost
of
solution
implementation

time or
effort to
implement
short term?
long term?

savings
due to
solution
or
improvement
in customer
satisfaction

High
Medium
or
Low

Order
of potential
solution
implmentation
1st, 2nd, 3rd

Need
to
verify
effectiveness
of solution

Root Cause 2

* Use Risk Assessment Form

Evaluate solution alternatives to assure

the best solution has been selected

85
TLC, SSEO 1.5 22002

Evaluating Risk

DMAIC
Methodology
Improve

Risk Assessment Form

List the Solution or
Major Elements of
Your Solution
1. New Software

2. Solution

Failure Mode
(What can go wrong)
List each failure mode
a) Software does not link
correctly to database
b) Software is not available on
time
c) Software needs revisions
prior to deployment

Severity
(1-10)
10 is Worst

Probability
Score
(10 is
(High scores
very probable) need attention)

10

60

42

27

Action
Plan

Owner

Due
Date

Need to test database link Fred

early during implementation James

15-Feb

Need to review progress

during weekly meeting

Bill
25-Feb
Watson

a)
b)
c)

3. Solution

a)
b)

Evaluate failure modes and probability

to minimize any negative effects of
changes to the product or process
86
TLC, SSEO 1.5 22002

Involve the Champion, Discuss with Management

DMAIC
Methodology
Improve

Once the team has completed

their work it is now time to review
solutions with Management.
Allow the team to benefit from a
fresh perspective and add
Managements insight and
experience to the priorities.
This step improves the alignment
of Management to the Teams
efforts

87
TLC, SSEO 1.5 22002

Evaluate Improvements in Series

Retrained the
Workforce on
the Process

DMAIC
Methodology
Improve

Installed
New
Process
Equipment

DPU
(miss, no change)

(hit, improvement)

Implement one solution at a time. Allow for sufficient time

to determine effect, then move to next solution.

88
TLC, SSEO 1.5 22002

Six Sigma DMAIC Road Map

DMAIC
Methodology
Control

Control Activities
Determine Needed Controls (measurement, design, etc.)
Implement and Validate Controls
Develop Transfer Plan
Realize Benefits of Implementing Solution
Close Project and Communicate Results

Control Quality Tools

Statistical Process Control
Out of Control Action Plan (OCAP)
Design Changes to eliminate the defect

89
TLC, SSEO 1.5 22002

Control Flow
Select SPC controls
where appropriate

Based on Solution,
Brainstorm
appropriate controls
to sustain the gains

Implement and
validate controls

Review and approve

control plan with
Management

Realize savings and

determine final
financial benefits
and ROI

Determine long
term owner and
close the project
90
TLC, SSEO 1.5 22002

Benefits Of Control Phase

DMAIC
Methodology
Control

25
Process
Improvement

20

Process
Improvement

Process
Improvement

No Controls

10
5

121

113

105

97

89

81

73

65

57

49

41

33

25

17

0
1

Improvement

15

Time

91
TLC, SSEO 1.5 22002

Process Controls

DMAIC
Methodology
Control

TYPES of CONTROLS
Measurement Based Control

Test & Inspection

Management Dashboards & Review

Test (error prone)

Statistical Process Control

Inspection (poor effectiveness and costly)

Documentation

Periodic Checks

Process Flow Diagrams

Scheduled Maintenance

Product Drawings, Schematics

Scheduled Calibration

Process Management Plans

Training and Operator Certification

Written Procedures

Audits

Training

Periodic Management Reviews

Design

Incentives

Design out Product Problems

Measures which are associated with a bonus

Mistake Proofing

Measures which are associated with a penalty

Robust Design Concepts

92
TLC, SSEO 1.5 22002

Elements of a Control System

DMAIC
Methodology
Control

Sensor (measurement technology & control chart)

Allows the system to monitor the
current process performance
Alarm (control limits and trend rules)
Establish limit(s) and run rules
which require attention
Control Logic (OCAP)
A predefined set of actions to
follow that are alarm specific
Validate (next sample)
Assure the action was effective
Add alarms where needed and assure we do not ignore valid
alarms. SPC methods should be used to establish alarms.

93

TLC, SSEO 1.5 22002

Define Sustaining Requirements

DMAIC
Methodology
Control

What Vacuum will be

created when you leave?

Now that the solution is known and you are ready to finish the project.
Determine the activities that need to continue after the team is dissolved
Define who is doing them now who should be the long term owner?
Determine who needs to do them in a sustaining long term mode
Define the set of tasks or systems that must be installed prior to
completing the project and backing out of the work
What else will be needed to make the solution effective and sustainable?
From the above issues, develop a transfer plan

94
TLC, SSEO 1.5 22002

Realize the Benefits of Improvement

DMAIC
Methodology
Control

How did you justify the cost savings for the project?
What changes will have to occur to create the
savings?
Based on the impact of the benefits of the solution
have you made changes to the process to realize the
benefits?
Possible Actions:
Re-deploy personnel
Reorganize the floor
Reduce inventory levels in Planning System
Eliminate inspection or test operations
Modify Vendor/Customer contracts
Other cost saving changes to the operation
95
TLC, SSEO 1.5 22002

Close the Project or Improvement Team

DMAIC
Methodology
Control

The goals have been met and the team has been successful
The solutions have all been implemented and demonstrated to be

effective
Assure all documentation is complete
Determine what standardization opportunities are available
Make sure the accomplishments of the individual or team are
appropriately recognized personally and publicly
Measure and communicate results of the project (benefits and savings)
Celebrate! We did it!
96
TLC, SSEO 1.5 22002

Section IV

Section IV

Implementation Strategy

97
TLC, SSEO 1.5 22002

How Do We Do It?

Define
Goal alignment
Roles and responsibilities
Develop
Assemble materials
Identify people
Select software
Select training/consulting resources
Deploy
Executive Overview
Champion training / black belt & project selection
Black Belt training / project execution
Management review of progress
Realize results

98
TLC, SSEO 1.5 22002

Typical Six Sigma Implementation Timeline

Start 1st Wave March-August, 2002
1st Month
Six Sigma Executive Overview Training day
Champion Selection
Champion Training 2 days
Select software (JMP) and schedule the training resource (ASQ-SVC)
Black Belt Selection and 1st Wave Six Sigma Projects
2nd Month
100% Commitment of Black Belts to Process Improvement
Begin Black Belt, Green Belt Training
2 days Define, 3 days Measure, 3 days Analyze, 3 days Improve, 3 days
Control, scheduled every three-four weeks for 5 sessions
Begin Management Review of Six Sigma projects
Select Master Black Belt (Hire or Contract)
6 + Months
Realize savings from 1st Wave, savings fund second wave etc.
Establish key metrics and dashboards if not present
Register in September for ASQ Certified Black Belt

2nd Wave September 2002

99
TLC, SSEO 1.5 22002

Expected Cost/Benefits of One Wave of Training

100
TLC, SSEO 1.5 22002

Implementation Case Study

Results from one wave of training as verified by the Finance

department
101
TLC, SSEO 1.5 22002

ASQ-SVC & TLC Team Up for Training Excellence

Certified Black Belt

Exam Date:
October 19, 2002

Six Sigma Improvement

Programs for West
Coast Industries

Registration:
August 23, 2002

The Statistical Discovery Software

TM

Workflow Modeling and Automation

102
TLC, SSEO 1.5 22002

JMP and Ultimus Software Support

All ASQ-SVC Participants receive software use for six

months during their Six Sigma training

JMP Software for

Windows and Macintosh
links statistics with
graphics, helping you
explore your data, make
discoveries and gain
knowledge for better
decision-making. See
why so may professional
choose JMP as their
quality-improvement tool
of choice for Six Sigma
and quality improvement.

Ultimus software allows for

effective process modeling,
analysis and automation.
Transactional modeling and
full workflow automation
tools are available using
Ultimus.

103
TLC, SSEO 1.5 22002

Low Cost, High Quality, Local Six Sigma Training

Public and On-site Training
Champion Training
Six Sigma for Champions

16 hrs.

$975

Mar/21-22/02

Black Belt Training and ASQ National Black Belt Certification

BB Six Sigma Define
BB Six Sigma Measure
BB Six Sigma Analyze
BB Six Sigma Improve
BB Six Sigma Control

16 hrs.
24 hrs.
24 hrs.
24 hrs.
24 hrs.

$975
$1475
$1475
$1475
$1475

8 hrs.
8 hrs.
8 hrs.
8 hrs.
8 hrs.

$475
$475
$475
$475
$475

Apr/4-5/02
May/1-3/02
Jun/5-7/02
Jul/10-12/02
Aug/7-9/02

Green Belt Training

GB Six Sigma Define
GB Six Sigma Measure
GB Six Sigma Analyze
GB Six Sigma Improve
GB Six Sigma Control

Apr/12/02
May/10/02
Jun/14/02
Jul/19/02
Aug/16/02

Location
Harmonic, Inc.
549 Baltic Way, Sunnyvale, CA.

2nd Wave begins in September

104
TLC, SSEO 1.5 22002

Six Sigma for Champions

Six Sigma for Champions

Dates: March 21-22, 2002
Audience & Prerequisites:
Executive officers, Directors and Managers who will define and
manage Six Sigma Projects
Content:
Section I
Section II
Section III
Section IV
Section V
Section VI

Location:

Six Sigma Introduction

Management Infrastructure for Six Sigma, Roles and Responsibilities
Managing the DMAIC process
Project Selection and Charter
Implementation Issues, timelines and Black Belt, Green Belt selection
Measures of Success
Harmonic, Inc.
549 Baltic Way
Sunnyvale, CA

Bring your own laptop

105
TLC, SSEO 1.5 22002

Black Belt Six Sigma Define

Black Belt Six Sigma Define

Dates: April 4-5, 2002
Audience & Prerequisites:
Those individuals who will work on breakthrough projects as the
PRIMARY focus of their work activities. All individuals are required to
have a project to work on and an identified Champion for the project.

Content:
Section I
Section II
Section III
Section IV
Section V
Section VI
Section VII
Section VIII

Location:

Six Sigma Introduction

Identify Project, Champion and Owner
Determine Customer Requirements and CTQs
Define Project Statement, Objectives, Goals and Benefits
Define Resource/Stakeholder Analysis
Develop Project Plan
Map the Process
Project Leadership
Harmonic, Inc.
549 Baltic Way
Sunnyvale, CA.

Bring your own laptop

106
TLC, SSEO 1.5 22002

Green Belt Six Sigma Define

Green Belt Six Sigma Define

Date: April 12, 2002
Audience & Prerequisites:
Those individuals who will work on breakthrough projects as the
SECONDARY focus of their work activities. All individuals are required
to have a project to work on and an identified Champion for the project.

Content:
Section I
Section II
Section III
Section IV
Section V
Section VI

Location:

Six Sigma Introduction

Determine Customer Requirements and CTQs
Define Project Statement, Objectives, Goals and Benefits
Define Resource/Stakeholder Analysis
Develop Project Plan
Map the Process
Harmonic, Inc.
549 Baltic Way
Sunnyvale, CA.

Bring your own laptop

107
TLC, SSEO 1.5 22002

Project Based and Value Oriented

All training is Hands On and applied to your companys

projects. All training is done with computer applications.
Complete the training and complete a project.
Seating is limited! ~20 seats per class.

Registration Information
You can register on-line using www.asq-svc.org or www.dr-tom.com.
Or register for the Six Sigma public courses by contacting Tom Little
at (925)-285-1847 or by e-mail drlittle@dr-tom.com.
www.asq-svc.org

www.dr-tom.com
108
TLC, SSEO 1.5 22002

Six Sigma Executive Overview Summary

There are tremendous improvement and savings available to

companies in their operations if they will mobilize their
resources toward reduction of waste and improvement of
quality
Six Sigma requires Leadership from the Executive Staff
The roadmap is clear and the methods for improvement are
well defined
Software tools make the data collection and analysis clear
Development of an implementation and training plan is the
next step

109
TLC, SSEO 1.5 22002

References & Resources

Books:

E.L. Grant & R.S. Leavenworth, Statistical Quality Control (New York: NY, McGraw Hill, 1996).
D.C. Montgomery, Design and Analysis of Experiments. (New York: NY, John Wiley & Sons,
1996).
G.E. Box, J.S. Hunter & W.G. Hunter, Statistics for Experimenters: An Introduction to Design,
Data Analysis, and Model Building (New York: NY, John Wiley & Sons 1978).
Damelio, Robert. (1996). The Basics of Process Mapping. Productivity Press, Portland, OR.
Web Sites:
Thomas A. Little Consulting at www.dr-tom.com
ASQ Silicon Valley Section at www.asq-svc.org
Software: SAS JMP contact SAS Institute at www.jmpdiscovery.com

382 Stanwick Street

Brentwood, CA 94513
1-925-285-1847
drlittle@dr-tom.com
www.dr-tom.com

110
TLC, SSEO 1.5 22002