General Introduction

BB 1_01

BB 1_01 Introduction Six Sigma

Why Quality Improvement:

Good
input Process Step Inspection customer
product

Rework
Waste

The hidden Factory

!2
BB 1_01 Introduction Six Sigma
The hidden factory

The hidden factory has implications for:

Defects
– Producing right/good first time
– Reduce number of defective products

Cycle time
– Producing right/good first time
– Reduce cycle time

Cost
– Producing right/good first time
– Reduce cost

!3
BB 1_01 Introduction Six Sigma
The effect of complexity

Example:
17% of trains is delayed
– Probability to arrive in time: 0.83

Trip by train with 3x changeovers,

– probability to arrive in time = 0.83x0.83x0.83 = 0.47 47%

Trip by train (go and return, 3x changeovers)

– probability to arrive in time = 0.838 = 0.23
23%

!4
BB 1_01 Introduction Six Sigma
The effect of complexity
Process steps vs Yield
% Rolled Throughput Yield

Processes 3s 4s 5s 6s
1 93.32 99.379 99.9767 99.99967
10 50.09 93.96 99.77 99.9966
100 0.1 53.64 97.7 99.966
500 0 4.44 89.02 99.83
1000 0 0.2 79.24 99.66
2000 0 0 62.75 99.32
2955 0 0 50.27 99.0

!5
BB 1_01 Introduction Six Sigma
Overview cost of poor quality
Internal failure:
(Yield) losses
Rework
Losses due to poor supplies
Unplanned stops
Resolving cause of stops
Retesting
External failure:
Customer treatment
Rejects from market
Keeping a customer service
Loss of goodwill
Fines
Prevention costs:
Training and education
Planning of quality
Process control
Pilot series production
Qualifying supplies
Customer service
Testing & Examination:
Inspection of supplies
Maintenance of equipment
Calibration
Quality department
Testing
Quality audits
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BB 1_01 Introduction Six Sigma
Quality costs
!7

Sigma-level DPMO costs of failures

(% of sales)
6σ 3.4 < 10%
5σ 230 10-15%
current 4σ 6.200 15-20%
industrial
standard 3σ 67.000 20-30%
2σ 310.000 30-40%
Target

Defects: 3.4 per

million
σ opportunities

± 6σ
Acceptable Window
or “Spec Limits”

BB 1_01 Introduction Six Sigma

Quality

Fitness for use

– Determined by customer

Quality of Design
– The extend to which the (intentional) features of a type of product
comply with the needs of a customer

Quality of conformance
– The extend to which an individual product is free of defects

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BB 1_01 Introduction Six Sigma
Quality Management

Quality Planning
– The determination of the needs of the customers and the development of
products/process required to comply to these needs.
• DFSS

Quality control à Reactive

– The detection and reaction to irregularities in the production process
• SPC, APC, Inspection, etc…

Quality improvement à Pro-active

– An organized and systematically pursued change to increase the quality to
unprecedented level ( breakthrough )
• DMAIC

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BB 1_01 Introduction Six Sigma
Quality Management

Quality control
Quality Panning (During operation)
Trend, ….

Quality
Lessons learned Improvement
Project

!10
BB 1_01 Introduction Six Sigma
Why quality improvement?

Current production processes are on the edge of what

technically feasible:
– Volume
– Cycle time
– Complexity of products and processes

The reactive approach of quality control is no longer

suffices.
Attention shifts toward: Systematical attack of disturbances
and problems.

!11
BB 1_01 Introduction Six Sigma
How to improve processes

Zero Defects / USA

Management by objectives
Kaizen ( continuous improvement)
Quality circles / Japan
Business Process Reengineering ( BPR)
Business Balanced Score Card ( BBSC)
ISO 9000
Total Productive Maintenance ( TPM)
Etc…

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BB 1_01 Introduction Six Sigma
How to improve processes

Quantative improvement approaches

Improvement actions are based:

– NOT on emotions, assessment, experiences, authorities,
conviction,etc..
– BUT on empirical investigation, measurement, experiments

Improvement is:
– NOT only the application of technical knowledge,
– BUT the discovery of new knowledge

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BB 1_01 Introduction Six Sigma
Discovery
!14

Learning by scientific method

Hypothesis ( potential variables)

Cr inki
Th
itic ng
ink e
Th eativ
ing

al
Cr

Data, measurement, observations

Exploratory Testing
Study

BB 1_01 Introduction Six Sigma

Discovery and statistics

Statistics
– Methods for collection, presentation and analysis of data.
– Based on mathematics and mathematical modeling

Statistical approach to quality improvement:

– Explain à Predict à Control

• Y = f ( X1, X2, ………, Xn

– All ideas are empirically tested before they are accepted.

• Show me the data / evidence

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BB 1_01 Introduction Six Sigma
Quality Control History
!16

Statistical Quality Control

ISO, QSS
System
6s
Statistical Techniques

Total QC
Inspection of line Quality

Development of

TQM
1980’s

Total Quality Management

TQC world wide
1970’s

Japanese mass production

SQC Deming and Juran principles
1940’s

US Weapon Industry World War II

IQC
18th C

Start of Industrial Revolution / mass production

BB 1_01 Introduction Six Sigma

The Six Sigma Program

SPC TQM Taguchi Shainin

Six Sigma

!17
BB 1_01 Introduction Six Sigma
Six Sigma

BB 1_01 Introduction Six Sigma

Introduction Six Sigma, objectives

This module contains:

– History of Six Sigma

– What is Six Sigma
– Why Six Sigma
– Basics of Six Sigma
– Six Sigma and variation
– DMAIC cycle
– Six sigma build-up and organization
– Green/black Belt profile
– Summary

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BB 1_01 Introduction Six Sigma
History of Six Sigma
!20

••1987
1987 ••Motorola
Motorola CEO
CEO Declares
Declares Motorola
Motorola will be 66•σσ••by
will be by 1992
1992
••1988
1988 Original 66••σσ••Consortium
••Original Consortium Formed
Formed
••(Motorola,
(Motorola, Raytheon,
Raytheon, ABB,
ABB, CDI,
CDI, Kodak)
Kodak)
••1990 ••IBM
IBM and
and DEC try 66•σσ••and
DEC try and fail
fail
••1993
1993 ••Allied
Allied Signal
Signal embraces
embraces new
new approach to 66••σσ
approach to
••(Dedicated
(Dedicated Black
Black Belts
Belts with
with Supporting
Supporting Infrastructure)
Infrastructure)
••1995 ••GE’s
GE’s Jack
Jack Welch
Welch adopts
adopts 66••σσ
•1996/1997 ••6
6••σ••implementation
implementation begins
begins en
en mass
mass per
per Allied
Allied &
& GE’s
GE’s success
success (Siebel
(Siebel••,,
••Bombardier,
Bombardier, Whirlpool,
Whirlpool, Navistar,
Navistar, Gencorp,
Gencorp, Lockheed
Lockheed Martin
Martin
••Polaroid,
Polaroid, Sony,
Sony, Nokia,
Nokia, John
John Deere)
Deere)
•1997/1999 ••Number of 66••σσ•companies grows rapidly (Siemens, BBA, Seagate, Compaq,
Number of
••PACCAR,
PACCAR, Toshiba,
Toshiba, AmEx,
AmEx, DuPont,
DuPont, Lear)
Lear)
•1999 ••Exponential
Exponential growth;
growth; ASQ
ASQ begins offering 66••σσ••training
begins offering training
••(J&J,
(J&J, Air
Air Products,
Products, Maytag,
Maytag, Dow
Dow Chemical,
Chemical, Honeywell,
Honeywell, PraxAir,
PraxAir, Fo
Fo••rd,
rd,
••BMW,
BMW, Johnson
Johnson Controls,
Controls, Samsung)
Samsung)

••2000 ••Philips
2000 Philips begins BB Program/MEDIC
• 2006/7 •NXP

BB 1_01 Introduction Six Sigma

Preface “Six Sigma”

● If we can’t express what we know in the form of numbers, we really

don’t know much about it.
● If we don’t know much about it, we can’t control it.

● If we can’t control it, we are at the mercy of chance.

Dr. Mikel J. Harry, President & CEO, Six Sigma Academy, Inc.

“Six Sigma will bring GE to a whole new level of quality in a fraction of the time it would have
taken to climb the learning curve on our own.”
Jack Welch, CEO, GE (1995 GE Annual Report)

“{Six Sigma-The breakthrough Strategy} is one of the most important initiatives GE has ever
taken…it is part of the genetic code of our future leadership.” Jack
Welch, CEO, GE (1998 GE Annual Report)

BB 1_01 Introduction Six Sigma

What is Six Sigma?
A vision and philosophy of data based decision making and a
commitment to improved product quality for the customer 



A measurement methodology of our product and process capability 



A transparent methodology to apply Statistical Tools to:
Define - the business problem (from customer issue)
Measure - the current process
Analyze - the critical process factors (vital few)
Improve - the critical factors to optimum
Control - the critical factors (ensure improvement)

Six Sigma combines many known methods and statistical tools into one
structured approach

DMAIC equivalent DIDOV

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BB 1_01 Introduction Six Sigma
Why Six Sigma?
Better control of quality to our customers to prevent high Costs Of Poor
Quality (COPQ) à Business improvement

Awareness of customer requirements (Customers don’t judge on average ).

Awareness of importance to measure the related process capability well

Emphasis on capable designs and processes

The DMAIC Way of Working is systematic, uniform and transparent

People development

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BB 1_01 Introduction Six Sigma
Basics of Six Sigma
!24

Commitment to improved Customer Quality and

Company Profitability

Show me the money!!!

Methodology to Measure and Improve

Product & Process Capability


Show me the data!!!

BB 1_01 Introduction Six Sigma

Six Sigma Build-up !25

Define Measure Analyze Improve Control

Project Charter

Applying the Business Case Opportunity Statement

Methodology
Goal Statement Project Scope

Project Plan Team Selection

UCL

Using
Building the LCL
Quantified Root Causes

Tools
Organization
50%

Problem
Statement
25%

CTQ

Gap

BB 1_01 Introduction Six Sigma

How do we work mostly?
The classical Way of Working in DMAIC terminology:

– Define the CTQ/customer requirement:

– usually we are not specific enough in our problem definition
– Measure the CTQ:
– usually we are not critical enough towards the statistics behind our
measurements
– Analyze:
– we have a lot of prejudices, which are true, no discussion
– Improve:
– here lies our heart, we love to experiment, but in a structured way?
– Control:
– we tend not to finish a project completely (due to pressure) and we
want to start with a new one


!26
BB 1_01 Introduction Six Sigma
The DMAIC cycle !27

Consolidate Gage r&R

e.g. SPC, OCAP Define Capability NOW

Problem & Target for CTQ

PSU Measure
Control
FMEA
Design of Experiment Possible Causes
Finding vital few X’s CTQ=f(X1..Xn)
Optimize for vital few X’s
Capability IMPROVED
Analyze
Improve

Six Sigma Way of Working (WoW)

BB 1_01 Introduction Six Sigma

Approach: DMAIC methodology !28

Oven temp
350 +/- 50 F,
Practical too wide a
Problem Statistical range
Improve the Problem
taste of
cookies: more MIND SET
consistent
TOOL SET

Adjust oven
Reduce
temperature
standard
Practical Statistical deviation
Solution Solution
Replace
temperature
sensor DMAIC provides the framework

BB 1_01 Introduction Six Sigma

Tools Note: This only gives an indication when a tool may often be used, however
the same tool may be used in a number of different phases

D-phase M-phase A-phase

Voice of the customer VOC Process mapping Graphical tools, Box plot, etc..
QFD Data collection Cause & Effect (Fishbone) diagram
Project / Problem definition tree Basic statistics / Minitab Tolerances analysis, simulation
SIPOC (Map) Graphing data Central limit theorem
Pareto/Fishbone
Fishbone / Pareto Confidence intervals
Logic Tree
Decision Tree Hypothesis testing / Regression
Project charter
Measurement system analysis R&r FMEA, Risk analysis
Change management : all DMAIC
Process capability, SPC Change management: all DMAIC
Risk assessment

I-phase Change management: all DMAIC C-phase

Idea generation / selection Mistake-proofing
Graph analysis Statistical process control
Regression analysis /ANOVA Control charts
Design of Experiments (DOE) R&r
Process mapping Change management and Control plan / OCAP
Stakeholder analysis Human dynamics tools are Process capability
Implementation / Communication plan applicable in all DMAIC Project closure & audit
phases
Pilot runs Evaluation sheet
Change management: all DMAIC Change management: all DMAIC

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BB 1_01 Introduction Six Sigma
 !30

Six Sigma and Variation

BB 1_01 Introduction Six Sigma

Variation causes the pain
!31

Oops, I heard that the

average depth is 4
meters …

Well, variation is always there and in many cases it

will be experienced as a nuisance

BB 1_01 Introduction Six Sigma

Sigma and process capability level !32

LSL USL

3σ Process Capability
1σ 2σ 3σ

Average

LSL USL

6σ Process Capability
1σ 2σ 3σ 4σ 5σ 6σ

Average

BB 1_01 Introduction Six Sigma

Mindset of σ level companies
!33

3 sigma level company 6 sigma level company

• 20∼30% of sales is failure cost. • 5 ∼10% of the sales is failure cost.
• Having 66,807 defects per million. • Having 3.4 defects per million.

• Depends on the defect to find • Focusing on process not to produce


the defect product. defects.
• Believes that high quality is 
 • Realizes that high quality creates 

expensive. low cost.

• No systematic improvement 
 • Uses know-how of measurement, 


approach available. analysis, improvement & control.
• Benchmarking against competing 
 • Benchmarking to the best in the
companies. world.
• Believes 99% is good enough. • Believes 99% is unacceptable.
• Defines CTQ’s internally. • Defines CTQ’s in view point of
the customer.

BB 1_01 Introduction Six Sigma

Sigma and making decisions (1)
!34

Stupid. Wrong decision

knowing average depth is 4
m and sigma is 2 m

The process variation is known

but not yet reduced
BB 1_01 Introduction Six Sigma
Variation and Quality
The customer “feels” the variation in properties of
products
Low variation means good performance 

= good quality
Focus to reduce variation in each process
Be aware that all processes do have variation; 

but some have more and some have less
Make decisions based on the level of variation to adapt a
process

!35
BB 1_01 Introduction Six Sigma
 !36

Sigma and making decisions (2)

Yeah, no more headache!!! Diving

is safe when the average depth is 4
m and sigma 0.1 m

The process is under control

Variation is reduced effectively
BB 1_01 Introduction Six Sigma
 Six Sigma and manufacturing
!37

Effect of Sigma value and number of processes

on Rolled Troughput Yield
100
Rolled Throughput Yield

75 3s
4s
5s
(%))

50
6s

25

0
1 10 100 1000 10000
Number of subsequent processes

BB 1_01 Introduction Six Sigma

Six Sigma concept
!38

σ-Level PPM Sweet Fruits

Design for
6 3.4 productivity

Bulk of Fruit
233 Process
5
characterization
and Optimization

4 6,210 Lower Fruit

7 Basic Tools of QC

3 66,807
Ground Fruit
Depend on straight
viewpoint
2 308,537

BB 1_01 Introduction Six Sigma

Business impact of Quality work

Cost in $

1$ well spend in R&D represents prevention of 100$ in field returns

!39
BB 1_01 Introduction Six Sigma
 Tested and validated by

Deployment structure & strategy

!40
many world-class companies

Committed leadership

Customer and Full time resources & Business

Strategy alignment
Process Data Organization Process framework

Define Measure Analyze Improve Control

Project VOC Statistical Process Project

chartering measurement Analysis control management

Systematic Benefits Performance Knowledge Program

approach to change & Tracking management management management

BB 1_01 Introduction Six Sigma

Organization: Typical Six Sigma structure
CEO / GM

Six Sigma
Champion

Master Black Belt

Black Belt Black Belt Black Belt

Green Green Green Green Green Green

Belt Belt Belt Belt Belt Belt

Yellow Belts

!41
BB 1_01 Introduction Six Sigma
Six Sigma operational system
!42

Champion
General manager
Monthly Champion Review

Re
t

po
or
pp

rti
Su

ng
t
en

Co
ill

/R
itm

m
Sk

eq
m

itm
σ

ue
6

Co

sti
en

n
t

g
Coaching/Supporting

Request supporting
Six Sigma Coordination/MBB Project Teams BB’s & GB’s
Dedicated team from the site Weekly joint meeting
On-line project support Exchange practice
Problem solving and progression
Consultant: training during start up
and fill in the local MBB function

BB 1_01 Introduction Six Sigma

Few examples of Companies using Six Sigma, the list is much longer

!43
BB 1_01 Introduction Six Sigma
Conclusions
The DMAIC is a structured and transparent way of work

Voice of the customer is the starting point.

Data driven and business oriented .

High attention/focus on Variation.

!44
BB 1_01 Introduction Six Sigma
 Six Sigma

BB 1_02

BB 1_01 Introduction Six Sigma

Content:


Training overview
Belts profile
Projects
Organization and structure
Roles and responsibility
Status Six Sigma program Dec 2008

!46
BB 1_01 Introduction Six Sigma
Training Overview

!47
BB 1_01 Introduction Six Sigma
 Training: Program overview 


Six Sigma Training Overview training: all Trainings: WB / GB / YB and BB are provided locally
Training Description Target Group Certificate
One day training at site with management
team:
WB=
Introduction why Six Sigma, DMAIC case, Managers
White Belt
Deployment structure, roles (workshop type),
certification after training

YB= One day training on site: DMAIC with basic

Technicians, Operators
Yellow Belt tools + 1 small project

6-8 days training at site over period of 3

GB= months on site: Human Dynamics, DMAIC , Engineers, Shift managers,
Green Belt Statistics, experienced technicians ,etc..
Exam and 2 projects, local certification

4 times one week (extended) training, :

BB= Experienced Engineers, Project
Human Dynamics, DMAIC , Statistics
Black Belt Leaders
Exam and 2 projects, central certification

MBB= Certified BB with min 5yrs

(Full time activity): Master class
Master Black Belt experience

!48
BB 1_01 Introduction Six Sigma
Overview Six Sigma Training:



Types: DMAIC Industrial, DMAIC Trans-actional, DfSS (DIDOV)

week 1 week 2 Week 3 week 4

Intro Define Measure Analyze Improve Control

►BB course: duration: 4wks

►6-10 wks between each block (allow deployment of learning's ).

Training agenda: (theory, exercise and assignment ).

Content of training material is conform the market standard, Philips etc…

!49
BB 1_01 Introduction Six Sigma
Green Belt Six Sigma
Typical profile:
Engineer with min. 2-3 year experience working in projects


When certification:
Finished Green Belt DMAIC course Six Sigma
Participated in at least 2 Six Sigma projects
Pass Green Belt examination in DMAIC methodology

Local Six Sigma management can do examination and certification

!50
BB 1_01 Introduction Six Sigma
Black Belt Six Sigma
Typical profile:
Engineer with min. 5-10 years experience working in projects
Growth potential
When certification:
Finished Black Belt course Six Sigma
Pass Black Belt examination in statistics, Six Sigma way of working
and coaching
Project leader of 2 Six Sigma projects

Six Sigma certification NXP – central - ME

!51
BB 1_01 Introduction Six Sigma
Black Belt and Six Sigma

Traditional Six Sigma

Project leader is obliged to make Black belt is obliged to achieve
an effort financial results
Set of tools Well structured method
Focus on technical knowledge Focus on experimentation
Project leader is left to his own
Black Belt is coached
devices
Results are fuzzy Stretched targets

Safe targets Projects are top priority / resource

Project conducted “ on the side “ Permission to make change

!52
BB 1_01 Introduction Six Sigma
GB/BB Projects

!53
BB 1_01 Introduction Six Sigma
Improvement levels

DMAIC
Black Belt

Pro-active
8D
Re-active Green Belt
Improvement
Yellow Belt
Small Chronicle problems

Solving the issue Continuous improvement Breakthrough

!54 37
BB 1_01 Introduction Six Sigma
What is necessary for a DMAIC project?
A customer
– Internal / external
Opportunity / Gap and solution not yet known
A defined metrics to measure the problem
– Do we know what is CTQ (internal/external) and Target?

Data
– Is there enough data to make conclusion/decision?

Management support
– Do you have support of a project owner (sponsor) and champion?

Resources
– Do you have key team members necessary to support the project?

Ideal project conditions include :

– Continuous data available (as opposed to discrete)
– High impact project

DMAIC sets aggressive improvement targets – typical targets are 50% defect
reduction and 30% cycle time reduction, xxxKeuro savings

!55
BB 1_01 Introduction Six Sigma
DMAIC improvement projects – examples

Defect Reduction: Reduce zero-hour defect rate at OEM

from 3600 ppm to less than 500
Yield improvement: Reduce defects in production by 50%
Cycle Time: Reduce supply chain cycle time by 30%
Accelerate the Production Introduction Process from 12 to 6
months
Increase the market share in a sales organization from 18
to 22% through targeted actions

See also Six Sigma intranet and other links examples of project
topics
http://nww.nxp.com/excellence/sixsigma/index.html

!56
BB 1_01 Introduction Six Sigma
Organization and structure

!57
BB 1_01 Introduction Six Sigma
Impact on Business Performance

World
Impact on Business Performance

Class t
en
e m ty
r ov bili al
p a i
Hi Im Cap tent
Po
Black Belts

Med
Team leaders
Improvement
Green Belts /

Process
Low Improvement Teams
1% 10% Employee population 100%

!58
BB 1_01 Introduction Six Sigma
Time spent by GB / BB
Number of employees

Green

Belts Black

Belts

% of time spend

Part time job (20-30%) Full time job (90-100%)

Permanent position Transitional assessment
Operational process improvements Breakthrough improvement
Business/cross functional processes

!59
BB 1_01 Introduction Six Sigma
Objective of the Belt Process
To accelerate our capability to improve

Local improvement Common

strategy way of working:
DMAIC

Improvement opportunities Improved processes

Belt process
Motivated process owners/ Improved improvement competencies
team leaders

Committed Management Team

GB/BB
Local GB champion
training
Coaches assigned

!60
BB 1_01 Introduction Six Sigma
Deployment: Structure 
 Manager

ss
si ne
bu Manufacturing

a t v ie
w: Industrial
Operations
Excellence
& Quality
h t an d
re

W ymen GM
l o GB/BB program
d ep Sponsor Manager
t
j ec
r o
P
l ity
ua
Process GB/BB
w :Q
vi e
Owner Champion
Re
Fab

P roc
e s s

o w
Black Belt
Green Belt
GB/BB/YB
Coaches/MBB
H
Yellow Belt

!61
BB 1_01 Introduction Six Sigma
Deployment: Maturity

Six Sigma deployment model

10 Milestones in program maturity development

DMAIC is the standard way of working in all processes 10

10
BB/GB business process fully operational 99
BB/GB business process defined and running 88
GB/BB certification 77

Projects successfully completed 66

Project execution and review 55
Trainers & Coaches made available 44
BB/GB program kicked-off 33

Champion appointed 22
BB/GB policy defined 11

COMPANY CONF
Subject / Department / Author -

!62
BB 1_01 Introduction Six Sigma
 BB/BB/YB
Roles & Responsibility

!63
BB 1_01 Introduction Six Sigma
 Overview of roles
▪ Owns vision and results
▪ Directs integration
▪ Leads change
▪ Full time
▪ Sets direction
▪ Creates Business
Deployment Plan Black Belt
Executive,
Executive ▪ (Partial) DMAIC and DFSS
Black
Deployment
Belt Champion project leaders for smaller
Champions
Program Manager Green Belts projects
▪ Participate as team member
Understand vision on DMAIC and DFSS teams
▪ Oversees a particular Project
functional area or is the linking
Champions All Employees
pin in adjacent areas
▪ Stimulates project idea
• Apply concepts to
 Black
Black
Belts
Belts
generation
Project their Job and Work Area
Green Belts ▪ Full Time project manager
Owners ▪ Facilitates problem solving
▪ Develops draft charters Process
 ▪ Trains and coaches project teams
▪ Sanctions resources Master
 ▪ May teach Green Belts
▪ Reviews progress Black Belts Owner
▪ Full time ▪ Supports Black Belts and Project
▪ Trains and coaches Black Belts Owners
▪ May train Green Belts ▪ Implements solutions
▪ Sustains and leverages gains

Support roles

Programme
Program Finance IT Support Change
IT Support
Management Manager
Rep. Manager Manager

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BB 1_01 Introduction Six Sigma
Involvement of various DMAIC roles
Potential Select Active Realization
Status project project
Level of Effort Over a Project Life
Champion/Owner/(MBB) Cycle
Analyze
Black Belt/Project Owner
Process Owner/ Business
manager/Accounting
Phase Identify/select projects Define Measure Analyze Improve Control

(Note: shared resp. of PC, PO,

Black Belt for first 2 months)

Project Authorization (assigned to Black Belt)

High
Typical Level of Effort

Initial Project Validation (Black Belt)

Champion/Owner
Master Black Belt

Final Project Validation

Black Belt

Assign Black Belt

Develop, sell, pilot, and Standardize and
Project kickoff implement solutions replicate solutions
Team kickoff

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BB 1_01 Introduction Six Sigma
The role of Black Belt:
The Black Belt leads DMAIC projects and works through the DMAIC
process.
Full-time, dedicated positions that are responsible for delivering
promised results to the departments

The Black Belt’s key responsibilities in detail:

– 1. Lead DMAIC projects and achieve the expected results
• Clarify scope and expectations of the project.
• Provide ongoing progress updates to champion and owner, process owners, and
other stakeholders and provide reconciliation on project expectations and
outcomes.
• Utilizes and disseminate the DMAIC tools and methods and project
management and develop a project plan.
• Ensure that the voice of the customer is heard during the process.
• Lead project reviews.
– 2. Responsible for projects leading to savings
• Document the financial expectations of the project and facilitate agreement with
the project owner and Master Black Belt on project expectations.
• Determine metrics necessary to demonstrate hard savings.

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BB 1_01 Introduction Six Sigma
The role of Black Belt:
The role of the Black Belt:
– 4. Advocate / Promote the DMAIC approach
• Articulate the business approach to DMAIC.
• Responsible for training and coaching of DMAIC Green Belts on the use of tools.
(initially assisted by MBB)
– 5. Gain BB certification
• Requirements may differ according to PD
– 6. Leads line-of-sight or cross-functional, process-improvement teams
– 8. Networks/collaborates with other Black Belts to benefit the business

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BB 1_01 Introduction Six Sigma
The role of Black Belt:
BB can take on the following roles ...
– Data collector
– Data detective & data analyst
– Project leader and/or team member
– Process mapper
– Facilitator, time keeper, & scribe
– Change agent

BB skill areas include ...

– Leadership & teamwork
– Human dynamics (culture change & resistance)
– Analytical thinking with statistical background

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BB 1_01 Introduction Six Sigma