Six Sigma seeks to solve problems within the area of quality management and optimizes processes by statistically observing business procedures. This approach establishes a well-coordinated cooperation of all participants and can meet the customer’s requirements as suitable as possible. Other crucial factors of Six Sigma are the introduction of new process solutions which capture the process itself as well as the measurement and the correction of variations. Six Sigma is a collection of examination techniques which detect key figures and key performance indicators. Such techniques are for example the DMAIC cycle that determines benefits of current projects and improves its assets. DMAIC defines each stage of the optimization process, in which every phase applies different analyses. DMAIC is an acronym for Define, Measure, Analyze, Improve and Control. http://www.presentationload.com/six-sigma-powerpoint-template.html

2. DEFINITION – WHAT IS SIX SIGMA?
PROCESS
IMPROVEMENT
Operative and
productive processes
QUALITY INITIATIVE
Resounding measurable
success like increased revenue
and lowered costs
CUSTOMER
REQUIREMENTS
Not quality
improvement at all costs
INDICATOR OF
Efficiency of
processes
TOOLBOX
Process, Analysis, Statistics,
Problem Solving Strategy
PROBLEM
SOLVING METHOD
Systematically,data oriented,
(DMAIC-Method, DMADV)

3. DMAIC ─ PROBLEM SOLVING STRATEGY
DMAIC-Cycle to Measure Current Projects and Their Improvement
 Control and
methodology
for process
Improvement
 Monitoring and
Documentation
 Securing of
sustainability of
Improvements
 Evaluate and
conclude project
 Select Solution
alternatives of
Improvement
measures
 Risk evaluation and
development of
Implementation
plan for objective
achievement
 Analysis of
coherence of
basic cause and
Influence
parameters
and target value
 Cause Analysis
 Process variance,
quality and
performance
 Improvement
potential
 Identification,
measuring and
validation of the
influential factors
 Data Collection
 Process
Understanding
 Determination of
actual process
ability and process
performance
 Problem
description
 Identification
and definition of
project objective or
improved target
value
 Prioritizing and
initiating of project
Define Measure Analyze Improve Control

4. DMAIC-CYCLE
Monitoring of
Process Performance Reaction Plan
x1
x2
Y
x1 ≤ b
a ≤ x2 ≤
b
VA
3ak
PROJECT CHARTER
Business Case Project Frame
Problems
and Objectives Milestones
VOC
Core
Subject CTQ
- - -
PROCESS DOCUMENTATION
SIPOC
Generate
Solutions
Design of
Target Process
Cost-Benefit
Analysis
Development
of Hypothesis
Output-
Simulation
Selection of
optimal Varieties
Process and
Time Analysis
Ishikawa
Data Analysis
FMEA
RPZ = A*B*E
Design of
Experiments
Added Value
Analysis
Statistical
Tests
(Correlation,
Regression,
ANOVA)
Data Collection Plan
Complexity Gage R&R
Reference-
performance
CTQ
x1 y
x2
Y = f (x1,x2……x)

5. BREAKTHROUGH-STRATEGY
DURATION IN YEARS31 2 54
IMPROVEMENTQUOTA
BREAKTHROUGH-
IMPROVEMENT
SIX SIGMA
(Optimal Improvement)
STANDARD METHODS
(Gradual Improvement)
GRADUAL IMPROVEMENT:
 Kaizen
 Re-Engineering
 TQM
 Current Tools and Approaches

6. GAUSSIAN DISTRIBUTION ─ BELL CURVE
-4 -3 -2 -1 0 -1 -2 -3 -4
68.26%
Number of standard deviations of average value
95.4%
99.74%
34.13% 34.13%
13.57% 13.57%
2.16% 2.16%
0.13% 0.13%
Reversal Point

7. AREAS OF IMPLEMENTATION
Expand Areas of Implementation to Suppliers and Customers
2. IMPLEMENTATION AREA 1. IMPLEMENTATION AREA 3. IMPLEMENTATION AREA
Processes don’t begin and end in the company, they end with suppliers and customers
SUPPLIER
THE OWN COMPANY
CUSTOMERLogistics
P&D Sourcing Production
Sales /
Distribution
Documentation
Organization
Human Resources / Development

8. SIX SIGMA – SUCCESS FACTORS
Top Down
Direction
Selection of
important, clearly
defined and focused
Projects
Specific
understanding
of Roles
Selection of
adequate Black
Belts, Green Belts
and Champions
“Good” Training
Communication
of Success and
new Knowledge
Consequences
and Endurance
Integrated
Implementation

9. THREE DIMENSIONS OF SIX SIGMA
 Define
 Measure
 Analyze
 Design
 Verify
 Define
 Measure
 Analyze
 Improve
 Control

10. PROJECT ORGANIZATION AND ROLES
Description of roles and related skills
TEAM MEMBER
CHAMPION
MASTER
BLACK BELT
BLACK BELT GREEN BELT YELLOW BELT
Responsible for
budget and resources;
sponsor of Six
Sigma projects
Experienced senior project
manager; management of
cross-sectional strategic
projects
Project manager and
Coach; executes
projects together with
other business divisions
Leads projects within his
sector of responsibility;
implementation of smaller
Six-Sigma projects
Part of the project team,
which applies Six Sigma
methods; supports
execution of projects
CONTROL CIRCUIT
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11. TRAINING STRATEGY
The program follows the Six Sigma Model,
Planning– Training –
Application – Review (PTAR).
This model is based on the wide spread
strategy of feed back and has it‘s advantages
EVENT CYCLE ACTIVITY DESCRIPTION
PHASE1:
MEASURE
1 - Initial Meeting and Planning Session
2 1 Champion Coordination Meeting
3 1 Session 1: Black Belt Training
4 1 On-The-Job Application Exercise
PHASE2:
ANALYZE
5 2 Champion Coordination Meeting
6 2 Standard Six Sigma Review
7 2 Session 2: Black Belt Training
8 2 On-The-Job Application Exercise
PHASE3:
IMPROVE
9 3 Champion Coordination Meeting
10 3 Standard Six Sigma Review
11 3 Session 3: Black Belt Training
12 3 On-The-Job Application Exercise
PHASE4:
CONTROL
13 4 Champion Coordination Meeting
14 4 Standard Six Sigma Review
15 4 Session 4: Black Belt Training
16 4 Contingency
 Planning
 Training
 Application
 Review
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12. Location Project Number
Process Project Beginning Date
Customer of Process Project ConcludingDate
Team (Name / Division) Date Project End
PROJECT STATUS SHEET
SUBJECT / REASON PROCESS DATA INITIAL SITUATION AKTUAL STATUS OBJECTIVES
Project Objectives
Error rate (PPM)
and/or profits (%RTY)
And/or cycle time
IN Focus
OUT Focus
Financial benefit of the project
Costs by non-
conformanceor
waste (EUR)
Cash
Saving Potential
Prevented error costs
Not financial benefit of the project
-
-
-
Investments / Costs
-
-
-
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