Six Sigma White Belt

By Sandeep Kumar

Purpose of Six Sigma :

To make customer happier
and increase profits

Belts

Master Black Belt

Black Belt
Green Belt
Yellow Belt
White Belt

In This Course

Understanding Six Sigma

Benefits
Approaches
Philosophy
DMAIC and DMADV
Belts

Pilots Six Sigma Performance

If pilot always lands within half the landing

strip width, we can say that the pilot has
Six Sigma capability.

Half width
of landing
Width of
strip
landing strip

Six Sigma Benefits?

Generated sustained success

Project selection tied to organizational
strategy
Customer focused
Profits

Project outcomes / benefits tied to

financial reporting system.
Full-time Black Belts in a rigorous,
project-oriented method.
Recognition and reward system
established to provide motivation.

What can it do?

Motorola:

5-Fold growth in Sales

Profits climbing by 20% pa
Cumulative savings of $14 billion over
11 years

General Electric:

$2 billion savings in just 3 years

The no.1 company in the USA

Bechtel Corporation:

$200 million savings with investment of

$30 million

GE Six Sigma Economics

Source: GE Annual Report, Jack Welch Letter to Share Owners and Employees progress based upon total corporation cost/benefits attributable to Six Sigma.

(in millions)
2500
2000
1500

Cost
Benefit

1000

500

1996

1998

2000

2002

Overview of Six Sigma

6 SIGMA AS A
PHILOSOPHY

6 SIGMA AS
A PROCESS
6 SIGMA AS A
STATISTICAL TOOL

TRANSFORM THE
ORGANIZATION
GROWTH
PAIN, URGENCY, SURVIVAL
COSTS REDUCTION

Overview of Six Sigma

It is a Philosophy
Anything less than ideal is an
opportunity for improvement
Defects costs money
Understanding processes and
improving them is the most
efficient way to achieve lasting
results

It is a Process
To achieve this level
of performance you
need to:
Define, Measure,
Analyse, Improve
and Control
It is Statistics

6 Sigma processes will

produce less than 3.4
defects per million
opportunities

Philosophy

Know Whats Important to the Customer

(CTQ)
Reduce Defects (DPMO)
Centre Around Target (Mean)
Reduce Variation (Standard Deviation)

Philosophy

Genuine Focus on the Customer

Data and Fact Driven Management
Process Focus
Proactive management
Boundary-less Collaboration
Drive for Perfection; Tolerance for failure

Two Processes
DMAIC
Existing Processes

Define
Measure
Analyze
Improve
Control

DMADV

New Processes
DFSS

Define
Measure
Analyze
Design
Verify

Champions

6 s Training

Master
Black Belt
Black
Belts

Green Belts
Team Members /
Yellow Belts

Master Black Belts, identified by champions, act as

in-house coaches on Six Sigma.
Black Belts operate under Master Black Belts to
apply Six Sigma methodology to specific projects.
Green Belts are the employees who take up Six
Sigma implementation along with their other job
responsibilities, operating under the guidance of
Black Belts.
Yellow Belts participates on and supports the
project teams, typically in the context of his or her
existing responsibilities.

Origin of Six Sigma

1987 Motorola Develops Six Sigma

Raised Quality Standards

Other Companies Adopt Six Sigma

GE

Promotions, Profit Sharing (Stock Options), etc.

directly tied to Six Sigma training.

Dow Chemical, Dupont, Honeywell,

Whirlpool

Time Line
Allied Signal

Motorola

1985

1987

General Electric

1992

1995

Dr Mikel J Harry wrote a paper relating early failures to quality

Johnson &
Johnson,
Ford, Nissan,
Honeywell

2002