The 'per million opportunities' aspect of the Six Sigma metric is critical because it allows you to compare the capability of widely different processes. The sigma metric makes sure that simpler processes, which have fewer steps and fewer chances for something to go wrong are not given an advantage over more complex processes.


The system needed to achieve Six Sigma creates a culture characterised by: -

Customer Focus - The knowledge of what the customer values is the start of the value stream analysis.

Financial Results - No project or effort is undertaken unless there is evidence indicating how much value will be created.

Management Engagement - The leadership team have designated roles and responsibilities for overseeing and guiding Six Sigma projects.

Resource Commitment - A significant number of the business resources are involved in the Six Sigma effort to create a sustainable change within the business.

Execution Infrastructure - The hierarchy of specific roles provides ways to integrate Six Sigma projects into the 'real work' of the business to sustain the rate of improvements.

Methodology

The DMAIC of Six Sigma:-

Define (D)

This phase defines the goals and value of the projects. Teams and champions use tools necessary to assess the magnitude of the value opportunity in a given value stream, the resources required, and a design of the problem-solving process.

Measure (M)

Assuming that the project is approved by the Champion, the team proceeds to the measure phase, in which members gather data on the problem. Here, they primarily use data collection tools, process mapping, pareto analysis, run charts etc.

Analysis (A)

Here the team examines data and process maps to characterise the nature and extent of the defect. The tools help them pinpoint the time traps and define tools in priority order.

Improve (I)

This phase applies a powerful set of tools to eliminate defects in both quality and process velocity.

Control (C)

When the process has achieved the required quality level, the tools of the control phase are employed to lock in the benefits. Some of these tools include error proofing and control charting.


We are creating a responsive and flexible business to cater to varying customer demands and expectations, that we can consider repeatable and sustainable. It is something that must be easily understood by everyone involved in adding value throughout the value stream.



Application Results

Safety Restraints Revenue Collection Aerospace Electronics Assembly Financial Services Chemical

0 ppm from 60,000 ppm over 2 years Reduction in errors frees up 10% working capital Reduced turnaround time by 60% Reduced process scrap by 90% Reduced transaction throughput time by 50% Improvement in yield by 30%

Roles within Six Sigma


Sponsors

The Sponsor is essential components of a Six Sigma structure as they provide the steering with the Champion, Masters, Black Belts and Green Belts. They must decide that adoption of these new methods is of strategic importance to the company. They receive training over a 1 to 2 day. The Sponsor must also perform a role in infrastructure processes by: -

· Consistently communicating the strategic priorities to direct reports. · Following up communication with action by constantly reinforcing the importance of Six Sigma   efforts to both direct reports. · Monitoring the rolled-up results versus plan and taking corrective actions.

Champions

The Champions are the glue that holds the Six Sigma together by building critical bridges between business-unit strategies and Black Belt projects. They receive training over a 1 to 2 day. The role of the Champion would include: -

· Develop deployment plans for the business. · Oversee the deployment in their business. · Identify and remove barriers to improvement implementation. · Provide ongoing communication throughout the business. · Ensure there is engagement within the business to Six Sigma, not compliance. · Work with the financial organisation to verify bottom line impact of each improvement projects. · Provide integration across business units.

· Working with Sponsor and Champions to formulate and implement Six Sigma improvement projects. · Complete 2 Six Sigma projects per year which have strategic importance to the business. · Train Green Belts in the Six Sigma, tools and techniques.

Green Belt (Team Members)

The Green Belts are part-time, on a specific process about which he or she generally possesses knowledge important to the success of the project. They receive training over a 6 day. The role of the Green Belt would include: -

· Working with Black Belts on improvement projects. · Green Belts focus on projects, which provide stability and standardisation within the business.