Download - Introduction and Six Sigma Overview
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100 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
G r e e n B e l t T r a i n i n g
W e l c o m e t o S i x S i g m a
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200 Introduction and Overview.ppt
Lets Get to Know Each Other ....
First, let us introduce the Instructors and and our backgrounds ...
Next, please introduce yourself: Name Business unit/segment Job title/function Location Years of service with Dupont Previous quality and/or statistics experience Expectations from Green Belt Training
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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300 Introduction and Overview.ppt
Green Belt TrainingCourse Objectives
By the end of this training you will be able to:
g Understand why the business is implementing Six Sigmag Learn the Six Sigma Methodologyg Execute steps required to complete your first Six Sigma
projectg Select the appropriate Six Sigma techniques and tools
for future projects
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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400 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Course ScheduleWeek 1
Day 1 Six Sigma Overview, Define & Projects ReviewsDay 2 Define and Measure, Minitab IntroDay 3 Measure (Data, MSA, Capability)Day 4 Measure and Analyze (Goal Y, Xs)Day 5 Analyze (Critical Xs), Project Reviews
Week 2Day 6 Analyze (Critical Xs, $), Project ReviewsDay 7 Improve (DOE), Project ReviewsDay 8 Improve (Pilots), Project ReviewsDay 9 Control (SPC, Document, Translate), Project ReviewsDay 10 Final workshop, Summary, Project Completion/Certify
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500 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Greenbelt Certification Requirement for CCM
Requirement Responsibility EndorsementFull attendance in all 10 days of training Green Belt MBB Instructors
Successful project completion(2 Nos.) Green Belt/Team Process Owner
Demonstration of skills Green Belt MBB Instructors
Financial Savings of $50K/yr Green Belt
Process Owner & MBB mentor
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600 Introduction and Overview.ppt
Ground Rules
g Take responsibility for your own learningg Every question is a good questiong Honor time limitsg Participate by sharing your opinions and experiencesg Listen and consider the opinions and feedback of othersg If you have to leave, make arrangementsg Computer etiquette g Help others g Have fun!!!
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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700 Introduction and Overview.ppt
After this session, you will be able tog Describe what Six Sigma is in terms of
g Its philosophyg Its goal g Its methodology
g Describe in general terms how the Six Sigma methodology works
g Explain the business stake and rational for applying Six Sigma
g Describe your role as a Green Belt
Beginning with the End in Mind
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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800 Introduction and Overview.ppt
The Big Picture
g WHAT is Six Sigma?
g WHAT is the basic idea behind Six Sigma?
g WHY do Six Sigma?
g HOW does Six Sigma work?
g Whats my role as a Green Belt?
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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900 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Six Sigma is Excellence
Six sigma quality means the virtual elimination of defects from every process, product and transaction in our company. It is a key part of how we will do business well into the next century. ...However, the real impact of Six Sigma is that it is a business management process and not just a quality metric.
Chad HollidayChairman & CEODuPont CompanyFebruary 26, 1999
Excellence
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1000 Introduction and Overview.ppt
Six Sigma is A ...
Vision $$$ from Zero Defects Philosophy Statistically-based
Decision-Making Business Process How we work Goal 6 Sigma Capable Metric Sigma Level of Process Methodology DMAIC
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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1100 Introduction and Overview.ppt
Values of Six Sigma
g Customer focusg Delight the customer by eliminating
defectsg Variability is the enemyg Act on fact and datag Real financial results that impact the
bottom line
Core Values Of Six Sigma
Passion + Execution = Fast and Lasting Results
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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1200 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAININGNylon Green Belt Training
23
456
308,53766,8076,210
Sigma level
Defects per Million
opportunities
2333.4 .
3 to 6 20,000 Times Improvement... A True Quantum Leap
Defect Levels
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1300 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Six Sigma Benchmarking Results
1,000,000
100,000
10,000
1,000
100
10
13 4 5 6 72
Sigma Scale
Restaurant Bills
Doctor Prescription Writing
Domestic AirlineFatality Rate(0.43 PPM)
IRS Tax Advice(phone in)
Airline Baggage HandlingDuPontAverage
Best-in-Class DuPont Safety
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1400 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
99.99966% Good (6 Sigma) 20,000 lost articles of mail per
hour
Unsafe drinking water for almost 15 minutes each day
5,000 incorrect surgical operations per week
Two short or long landings at most major airports each day
200,000 wrong drug prescriptions each year
No electricity for almost seven hours each month
Seven articles lost per hour
One unsafe minute every seven months
1.7 incorrect operations per week
One short or long landing every five years
68 wrong prescriptions per year
One hour without electricity every 34 years
99% Good (3.8 Sigma)
Six Sigma -- Practical Meaning
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1500 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Six Sigma Deployment in USA
1992 1995 2000
1985 - Motorola starts Six Sigma 1992 - Six Sigma founder Mikel Harry joins ABB and takes Six Sigma
in a new direction. 1998 - Duponts customers & competitors are deploying Six Sigma
ABB Motorola TI IBM DEC Kodak AlliedSignal
Nokia Sony Navistar Whirlpool Bombardier GenCorp Siebe Foxboro Lockheed Martin John Deere
Siemens Compaq Seagate PACCAR Toshiba
Dupont Dow Chemical
Air Products Honeywell Johnson Controls Maytag Praxair Ford Johnson & Johnson
GE
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1600 Introduction and Overview.ppt
The Big Picture
g WHAT is Six Sigma?
g WHAT is the basic idea behind Six Sigma?
g WHY do Six Sigma?
g HOW does Six Sigma work?
g Whats my role as a Green Belt?
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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1700 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Process Variation
The objective is to identify and reduce process variation and defects to make money!
CenterProcess
ReduceSpread
XX
X
XX
XX X
X
XXX
XX
XX
XXXX
XXXXX XXX
XX
XXXX
XXXXX XXX
Off-Center Too Much Spread
Centered On-Target
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1800 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Process Variation - Another View
Target
USLLSL
Target
USLLSL
Target
USLLSL
CenterProcess
ReduceSpread
Off-Center Too Much Spread
CenteredOn-Target
Defects
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1900 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Characterize
Optimize
Breakthrough
The Six Sigma Strategy
Customer Focused - Both Internally & Externally
USLLSL
USLLSL
USLLSL
USLLSL
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2000 Introduction and Overview.ppt
The Focus of Six Sigma
Six Sigma works from right to left! Find out whats critical to the customer (CTQ) Define what process output(s) most closely relate to the CTQ Determine what process controls and inputs most affect the
output Identify new modes of operation in the Xs to dramatically
improve Y and delight the customer Final solution = optimal arrangement and control of the Xs Old school solution = Inspect Y and throw out the bad!
Process to be Improved
ControlsX6, X7, X8,
X1
X2
X3
X4
X5
Inpu
ts
Output Y Critical to theCustomer
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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2100 Introduction and Overview.ppt
The Big Picture
g WHAT is Six Sigma?
g WHAT is the basic idea behind Six Sigma?
g WHY do Six Sigma?
g HOW does Six Sigma work?
g Whats my role as a Green Belt?
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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2200 Introduction and Overview.ppt
Six Sigma Eliminates the Hidden Factory throughDefect Reduction and ultimately Design for 6 Sigma
90% Yield After Inspection or Test
Each defect must be detected, repaired and placed back in the process. This results in Wasted
Time Money Resources Floor Space
Inputs
Scrap
ReworkHidden Factory
NOTOK
Operation First TimeYield
OK90%
Customer Quality
Defects and the Hidden Factory
Fails to account for the hidden factory.
Typical process that meets a customer need
Inspect
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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2300 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Hidden Factory Hidden Costs
Six Sigma attacks the entire Iceberg resulting in:Higher quality, lower cost, timeliness - Increasing customer satisfaction
Six Sigma attacks the entire Iceberg resulting in:Higher quality, lower cost, timeliness Increased customer satisfaction
Scrap
ReworkInspection
Warranty
Rejects
Hidden Quality Costs(Difficult to measure)
LostOpportunity
Traditional Quality Costs(Easily identified)
Lost Sales
Engineering Change Orders
Long Cycle TimesExpediting Costs
Productivity Loss
Employee Morale, Productivity, Turnover
Late Delivery
Excess Inventory
Lost Customer Loyalty
Low Customer Satisfaction
Lengthy Installations
Overtime
Late Product Introduction
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2400 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
What is Cost of Poor Quality?
Types of costs Direct costs associated with finding and fixing defects The hidden cost of failing to meet customer expectations the
first time The hidden opportunity for increased efficiency The hidden potential for higher profits The hidden loss in market share The hidden increase in production cycle time The hidden labor associated with ordering replacement material The hidden costs associated with disposing of defects
How Big is COPQ? Typically, as big as 25 % of sales Almost always exceeds the profit margin
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2500 Introduction and Overview.ppt
The Big Picture
g WHAT is Six Sigma?
g WHAT is the basic idea behind Six Sigma?
g WHY do Six Sigma?
g HOW does Six Sigma work?
g Whats my role as a Green Belt?
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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2600 Introduction and Overview.ppt
Six Sigma Begins with Leadership
Necessary foundation for success: Leadership that is passionate about excellence willing to change.
Fundamental Leadership principles in Six Sigma Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart
Six Sigma is a catalyst for leaders
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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2700 Introduction and Overview.ppt
Your Work Begins With Project Selection:Criteria for Success
g Historical and Current Data Accessible.g Good Fit With 6 Sigma Techniques.g Strong Support/Sponsorship in Place
Clearly linked to real business need Part of your ongoing work
g Not Capital Intensive.g Achievable in 4 - 5 Months.g Quantified savings or revenue enhancement
with clear ownership for deliveryg High Probability of Success.
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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2800 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Identify Customer Needs, and flow down to Xs We Can Control
CTQ = Critical to QualityKey measurable characteristics whose performance standards must be met in
order to satisfy the customer
Process output that directly relates to the CTQ. Specifications for this output determine defects
Process inputs, controls, and factors that potentially impact the Project Y.
Those Xs that can be used to achieve Six Sigma performance
CTQ
CustomerNeeds
Project Ys
Candidate Xs
Vital Few Xs
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2900 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
CTQ
CustomerNeeds
DMAIC Enables the Flowdown
Project Ys
Candidate Xs
Vital Few Xs
Define
MeasureAnalyze
Improve
Control
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3000 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
DMAIC Methodology
Describe the problem we are working on and its value to the business; Organize the teamDefine
Measure
Analyze
ImproveControl
Define the defect, gather baseline information about the product/process,
and establish improvement goals.
Determine which process inputs most influence the key process outputs
Identify routes to improving performance and confirm that those
changes will achieve the project goals.
Implement the solution and establish ongoing mechanisms to lock in the
improvements and to share them elsewhere
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3100 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
DMAIC Process Improvement Methodology
Although the DMAIC process is often portrayed in a linear fashion, the phases and steps do not actually occur in such lock-step sequence. More frequently, as teams begin to
measure they recognize the need to collect additional data, etc. Teams continually double-back in the DMAIC process to
ensure thoroughness of the previous step.
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3200 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
The Xs are the Key
Process to be Improved
Controls(X6, X7, X8)
Output (Y)
Critical ToMeasures
QualityCost
Delivery
X1
X2
X3
X4
X5
Input
Input
DefectFree!Change &
Control
$
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3300 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
The Xs are the Key!
By understanding which Xs affect Y and how Determine which Xs are important Establish how those Xs affect the Ys
Then we can control and optimize those Xs and Reduce the variability in Y Predict Y without having to rely on inspection and testing
(non value-adding activities) Decrease the number of defects Eliminate or reduce the hidden factory
If we dont know much about our Xs, then We have to rely on inspection and testing (non value added
operations)
Y = f(X1, X2, X3, Xk)
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3400 Introduction and Overview.ppt
What Success Looks Like
Spec
Proj
ect Y
Improvement
Production Order
Defects
Baseline
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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3500 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Business Problem Statistical Problem
Statistical SolutionBusiness Solution
Overall Approach
Define Measure Analyze
ImproveControl
Y = f(X1,X2,X3,,Xk)
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3600 Introduction and Overview.ppt
Robust Problem Solving
Your primary job is to Translate a business challenge to a defect
elimination or variability reduction problem Formulate this defect/variability issue as a
statistical problem Solve the statistical problem using tools and
techniques taught in this course (or suggested by your MBB)
Convert the statistical learning into business benefits and actions.
Ensure gains are sustained long after project completion.
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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3700 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Business Problem
Improve yieldViscosity out of
specification
Example
Business Problem
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3800 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Business Problem Statistical Problem
How can we improve Y such that % defects due to out-of-specification
viscosity is less than 1%
Statistical Problem
Y = viscosity= f(X1,X2,X3,,Xk)
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3900 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Business Problem Statistical Problem
Statistical Solution
What are the X's?
What is f ?
What is the optimal setting and specification limits for each key x?
Statistical Solution
Y = viscosity= f(X1,X2,X3,,Xk)
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4000 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Business Solution
Change settings and specification limits for key variables and
implement a control method
Business Solution
Business Problem Statistical Problem
Statistical Solution
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4100 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Examples of Business Problems to Target
Low yields Energy or raw material
consumption Poor equipment life Uptime detractors High maintenance costs Excessive cycle times High consumables
usage/costs Rework Excessive testing and
inspection Capacity limitations
Process defects or variation Excess cycle time in supply
chain operations Delivery problems Customer complaints Excessive Contractor cost High FEL cost of capital Defects in supplied materials
and services Information accuracy, speed
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4200 Introduction and Overview.ppt
Examples of Performance Improvement Projects
Cycle Time Reduction Projects Reduce the time required to complete manufacturing
processes or transactional activities. Example: Return empty railcars to supplier faster to reduce railcar storage (demurrage) charges.
Defect Reduction Projects Reduce or eliminate defects in quality. Example:
Eliminate defects in pigment color.
Consumption Reduction Projects Reduce or optimize the consumption of costly raw
material, contract service or energy. Example: Reduce amount of Lime required for neutralization.
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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4300 Introduction and Overview.ppt
The Big Picture
g WHAT is Six Sigma?
g WHAT is the basic idea behind Six Sigma?
g WHY do Six Sigma?
g HOW does Six Sigma work?
g Whats my role as a Green Belt?
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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4400 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Green Belt Roles & Responsibilities
What is a Green Belt ?
Being a Green Belt is not a role, but a competencyA Green Belt will be expected to acquire a certain set of skills and competencies and then deploy them
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4500 Introduction and Overview.ppt
Green Belt Selection Criteria
Process/Product knowledge Knows the organization Self-starter, motivated Open minded Eager to learn new ideas Desire to drive change
through Six Sigma Team player Willingness to change People considered for
future promotions
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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4600 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Green Belt Roles & Responsibilities
Critical Core Skills for Green Belts
g Awareness and understanding of Six Sigma Values
g Understanding of and ability to apply basic 6s tools and processes
g Adoption of fact based, data driven decision making
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4700 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
There are many ways, but here are 3 possibilities
g As part of their normal job, apply the 6s tools to improve quality, output, reduce variability, costs, etc.
g Play a significant active role in BB projects, applying the tools learned and leveraging the impact
g As a leader, change own behaviours to incorporate 6s values, and set expectations for others to do the same
How to deploy these skills ?
Green Belt Roles & Responsibilities
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4800 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Roles of the Champion
Develop Vision for Organization Create and maintain passion
Strategically Apply Six Sigma Identification and prioritization of Strategic projects
(Categories) Communicate and Market the process and results
program Enable Resources
Recruit, inspire and free-up Black Belts Champions also.
Share best practices Remove barriers Provide the drum beat for results Review projects Keep score through metrics
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4900 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Roles of the Master Black Belt
Expert in the tools and concepts
Develop and deliver training to various levels of the organization
Help identify projects Coach and support BB/GB Participate in project reviews
to offer technical expertise Passion around Six Sigma
Certify the GBs & Black Belts in future
Facilitate sharing of best practices across the corporation
Just in time training/technical resource
Take on leadership of major projects
Develop new tools or modify old tools for application and teaching
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5000 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Roles for the Black Belt
Deliver projects; ($1MM/yr target)
Expert in the tools of 6-sigma Document learning Identify barriers Lead teams to execute
projects Report progress to appropriate
leadership levels Influence without direct
authority
Determine most effective tools to apply
Identify project resources (project management)
Seek input from knowledgeable operators/First Line Supervisors/Team Leaders/Coaches
Manage project risk Deliver sustainable control
plans
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5100 Introduction and Overview.ppt
The Six Sigma Methodology: Summary
Disciplined, Data-based approach Focuses on the customer and critical metrics Works upstream to control process Xs instead of
relying on inspection and testing Attacks variation, defects and the hidden
factory Directly affects quality, cost, cycle time and
financial results Ensures a predictable operation
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
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5200 Introduction and Overview.ppt SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Table Activity - DMAIC Review
To review the deliverables and steps in the DMAIC methodology
Objective
Three mistakes that first-time Six Sigma project teams might make are listed below. In each case:
- Why do you think these are mistakes? - What are the implications for each one on the project
results?
A. In its rush to start the project, the team does not execute the DEFINE phase thoroughly.
B. Early in the project, the team comes up with an idea to improve the process. The team skips from MEASURE to IMPROVE without conducting any analysis (ANALYZE).
C. The team rushes to finish the project and does not execute an effective CONTROL phase.
Document the key points on a flipchart.
Instructions
10 minutes
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5300 Introduction and Overview.ppt
Can youg Describe what Six Sigma is in terms of
g Its philosophy?g Its goal (six-sigma performance)?g Its methodology (DMAIC)?
g Describe how DMAIC works to translate customer needs into high-performing processes?
g Explain the business stake in reducing the Cost of Poor Quality through Six Sigma
g Describe your role as a Green Belt?
Time for a Wrap-up
SARAL SIX SIGMA & BUSINESS SOLUTIONS PVT. LTD GREEN BELT TRAINING
Slide 1Lets Get to Know Each Other ....Green Belt Training Course ObjectivesCourse ScheduleGreenbelt Certification Requirement for CCMGround RulesBeginning with the End in MindThe Big PictureSlide 9Six Sigma is A ...Values of Six SigmaDefect LevelsSix Sigma Benchmarking ResultsSix Sigma -- Practical MeaningSlide 15The Big PictureProcess VariationProcess Variation - Another ViewThe Six Sigma StrategyThe Focus of Six SigmaThe Big PictureDefects and the Hidden FactoryHidden Factory Hidden CostsWhat is Cost of Poor Quality?The Big PictureSix Sigma Begins with LeadershipYour Work Begins With Project Selection: Criteria for SuccessIdentify Customer Needs, and flow down to Xs We Can ControlDMAIC Enables the FlowdownDMAIC MethodologyDMAIC Process Improvement MethodologyThe Xs are the KeyThe Xs are the Key!What Success Looks LikeOverall ApproachRobust Problem SolvingBusiness ProblemStatistical ProblemStatistical SolutionBusiness SolutionExamples of Business Problems to TargetExamples of Performance Improvement ProjectsThe Big PictureGreen Belt Roles & ResponsibilitiesGreen Belt Selection CriteriaGreen Belt Roles & ResponsibilitiesGreen Belt Roles & ResponsibilitiesSlide 48Slide 49Slide 50The Six Sigma Methodology: SummaryTable Activity - DMAIC ReviewTime for a Wrap-up