Six Sigma

http://en.wikipedia.org/wiki/Six_sigma

Methodology

Six Sigma has two key methodologies^[16] – DMAIC and DMADV. DMAIC is used to improve an existing business process. DMADV is used to create new product designs or process designs in such a way that it results in a more predictable, mature and defect free performance. Sometimes a DMAIC project may turn into a DFSS project because the process in question requires complete redesign to bring about the desired degree of improvement.

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DMAIC

Basic methodology consists of the following five phases:

• Define formally define the process improvement goals that are consistent with customer demands and enterprise strategy.
• Measure to define baseline measurements on current process for future comparison. Map and measure process in question and collect required process data.
• Analyze to verify relationship and causality of factors. What is the relationship? Are there other factors that have not been considered?
• Improve optimize the process based upon the analysis using techniques like Design of Experiments.
• Control setup pilot runs to establish process capability, transition to production and thereafter continuously measure the process and institute control mechanisms to ensure that variances are corrected before they result in defects.
• Report implement reports to comunicate the variances to the process over time to the proper stakeholders. The report steps goes along with control in many cases and may not appear on all implementations.

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DMADV

Basic methodology consists of the following five phases:

• Define formally define the goals of the design activity that are consistent with customer demands and enterprise strategy.
• Measure identify CTQs, product capabilities, production process capability, risk assessment, etc.
• Analyze develop and design alternatives, create high-level design and evaluate design capability to select the best design.
• Design develop detail design, optimize design, and plan for design verification. This phase may require simulations.
• Verify design, setup pilot runs, implement production process and handover to process owners.

Also see Design for Six Sigma quality. The most common acronym for Design for Six Sigma is DFSS.

Some people have used DMAICR (realize). Others contend that focusing on the financial gains realized through Six Sigma is counter-productive and that said financial gains are simply byproducts of a good process improvement.

Another additional flavor of Design for Six Sigma is the DMEDI method. This process is almost exactly like the DMADV process, utilizing the same toolkit, but with a different acronym. DMEDI stands for:

• Define
• Measure
• Explore
• Develop
• Implement

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Roles Required for Implementation

Six Sigma identifies five key roles^[17] for its successful implementation.

• Executive Leadership includes CEO and other key top management team members. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements.
• Champions are responsible for the Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from the upper management. Champions also act as mentor to Black Belts. At GE this level of certification is now called "Quality Leader".
• Master Black Belts, identified by champions, act as in-house expert coach for the organization on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from the usual rigor of statistics, their time is spent on ensuring integrated deployment of Six Sigma across various functions and departments.
• Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma.
• Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities. They operate under the guidance of Black Belts and support them in achieving the overall results.

Please note that in many successful modern programs, Green Belts and Black Belts are empowered to initiate, expand, and lead projects in their area of responsibility. The roles as defined above, therefore, conform to the antiquated Mikel Harry/Richard Schroeder model, which is far from being universally accepted.

Specific training programs are available to train people to take up these roles.