How it works
The idea is that measuring the
number of defects in any process
makes it possible to systematically
work out how to eliminate them
and get as close to zero defects as
possible. Individuals are trained to
become experts in the different
methods, creating a cadre of black
belts, green belts, and champions.
Every Six Sigma project is carefully
documented, follows a defined
sequence of steps, and has
quantified value targets, such as
increasing customer satisfaction
or reducing costs. To achieve Six
Sigma quality, a manufacturing
process must have 99.99966
percent of output free of defects
(3.4 defective parts per million).
Six Sigma
Improve
Implement
improvements
and so address
the root causes of
major problems.
Control
Perform before-and-
after analysis; monitor
systems; document
results; work out
recommendations
for next steps.
Used in organizations to strive for near-perfect products and
services, Six Sigma is a disciplined, data-driven approach for
eliminating defects in any process.
SIX SIGMA ROLES
Six Sigma professionals are experts at improving
processes. They drive the implementation of change.
Master black belt Trains and coaches
black belts and green belts; works at
highest level, developing key measures
and the strategic direction
Black belt Leads problem-solving
projects; coaches project teams,
assigning roles and responsibilities;
trains green belts
Green belt Leads green-belt projects;
helps with data collection and analysis
for black-belt projects
Champions Translate the company’s
vision, mission, and goals to create an
organizational deployment (OD) plan
and identify individual projects
Executives Provide overall alignment
by establishing strategic focus of the Six
Sigma program within the context of the
organization’s culture and its vision of
what the customer sees and feels
4
5
$320
million
the sum saved by
General Electric with
Six Sigma in 1997
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HOW OPERATIONS AND PRODUCTION WORK
Control
Define
Define the project’s purpose and
scope; identify processes that need
improvement; determine customer
needs and benefits.
Measure
Use data on current
processes as a
baseline; pinpoint
problem locations
and occurrences;
identify potential
areas for
improvement.
Analyze
Identify root causes of
problems and check them
against data; determine
precise improvements that
need to be made.
of Fortune 500
US organizations
were running Six
Sigma initiatives
by the late 1990s,
with the goal
of improving
quality and
reducing costs
CHAMPIONS
Mobile-phone maker
Motorola used Six Sigma
quality as a goal for its
manufacturing operations;
CEO and chairman Jack
Welch made it central to
his business strategy at
General Electric in the
1990s; tech company Dell
has used a form of Six
Sigma since 2000 and is
now the model for many
other businesses.
Striving for
perfection
The DMAIC methodology
(standing for Define, Measure,
Analyze, Improve, Control) is an
integral part of Six Sigma. It is
used for improving existing
business processes that are
falling below targets and where
step-by-step improvements
can be made.
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