Six Sigma Training and Implementation

Introduction

The philosophy of six sigma recognizes that there is a direct correlation between the number of product defects, wasted operating costs, and the level of customer satisfaction. With six sigma, the common measurement index is defects per unit and can include anything from a component, piece of material, or line of code to an administrative form, time frame, or distance.* Six sigma emphasizes identifying and avoiding variation. The use of six sigma changes the discussion of quality from one where quality levels are measured in percentages (parts per hundred) to a discussion of parts per million or even parts per billion.**

The implementation of six sigma is a team process. The top executive and upper management must be part of the six sigma process. Six sigma is a multiyear undertaking that demands an ironclad commitment-way beyond lip service-from the highest corporate executive. In short, it is not a quick fix.***

Methodology

The six sigma strategy involves a series of steps that are specifically designed to lead the organization through the gauntlet of process improvement. These major steps include the following:

1. Definition. This involves the identification of critical process characteristics.
2. Measurement. After the identification of critical quality characteristics, documents the existing process, performs necessary measurements, and estimates the process capability.
3. Analysis. The third step allows analysis of performance measures to determine the amount of improvement that might be possible to make the critical quality characteristic "best in class." This may involve process redesign.
4. Improvement. This phase guides the organization to specific product characteristics that must be improved to achieve the performance and financial goals. Once this is done the characteristics are diagnosed to reveal the major sources of variation. Key process variables are identified by way of statistically designed experiments. Optimum performance levels for each result from the experiments.
5. Control. This phase is for documentation and monitoring of the new process conditions via statistical process control methods.

Since organizations are built around people and their knowledge, the success of the six sigma quality improvement strategy depends on individuals who are properly trained. The successful six sigma efforts are led by individuals within the organizations, commonly called "black belts," who are expert in the methods and applications of the six sigma tools. It is supported by other training for all personnel involved in the six sigma efforts.

Training of these black belts provides the necessary knowledge and technical ground for organizations to achieve their targets. This training will provide the basic problem solving skills which enable these experts to measure a process, analyze the results, develop process improvements, and quantify the resulting savings to the company.

Within each organization these black belts perform the following tasks:

• Mentor: Cultivate a network of six sigma individuals at the local organization or site.
• Teach: Provide formal training of local personnel in new strategies and tools.
• Coach: Provide one-on-one support to local personnel.
• Transfer: Pass on new strategies and tools in the form of training, workshops, and case studies.
• Identify: Highlight or discover business opportunities through partnerships with other organizations.
• Influence: Sell the organization on the use of six sigma strategies and tools.

In addition to the expert training additional training is recommended. This includes senior leadership training, champion training, and overview training.

Senior leadership requires an overview of the philosophy and methods of six sigma. This is necessary both to secure the buy-in and to provide senior management with an understanding of the language and tools involved.

Champions are key management personnel who provide support, resources, and encouragement for the process. Champions require a more in-depth understanding of the methods used, especially the measurements and the interpretation of the process measurements.

General overview training is required for individuals involved in the six sigma effort. Much of this training should ultimately be provided by the Delta Experts. It should be developed and tailored to the specific applications within the company. This is often referred to as Green Belt training.

The content of all levels of training will cover the same basic curriculum. The difference is the rigor of the training. Senior leadership is a relatively quick overview, champion training is a more intensive overview, general training is slightly more intense focusing on specific areas of application, and the expert training is intense and heavily applications oriented.

Key topics for all six sigma training include the following:

• Descriptive Statistics
• Process Flow Charting
• Basic Tools
• Probability
• Distributions and Statistical Processes
• Measurements
• Control Charts
• Process Capability
• Measurement Systems Analysis (Gage R&R)
• Cause and Effect Analysis
• Failure Mode Effects and Criticality Analysis (FMECA)
• Inferential Statistics
• Analysis of Means
• Correlation and Regression
• Analysis of Variance
• Multiple Regression
• Using Design of Experiments
• Factorial Design
• Variability Reduction using Design of Experiments

Quality Leadership Systems, Inc. recommended training format for the suggested training courses is described below.

Senior Leadership Training is a 4-hour overview. The concept and methodology are explained. Emphasis is placed on the six-sigma process and the responsibility of senior management.

Champion Training is an 8-hour course, ideally presented on two separate days. Concepts and methodologies are explained. Special emphasis is placed on the support and facilitation role the champions must play in order for the process to succeed.

General Overview or Green Belt Training is a two-day program. Concepts and methodologies are explained and illustrated. Participants learn about data collection and the interpretation of the data, specifically as it relates to the processes.

Specific topics covered include

• Six sigma philosophy
• Seven basic quality tools
• Theory of variation
• Statistical Process Control
• Process Capability
• FMECA

Black Belt Training is the most involved. This is a three-week training program. The three weeks are ideally separated by a period of approximately one month in which the participants are given homework assignments. It is suggested/required that participants in Black belt training complete Green belt training prior to enrolling. Participants should come to the training course with a specific application in mind. Content includes:

For a current training schedule and fee schedule, please contact us at:

* Mikel J. Harry, "Six Sigma: A Breakthrough Strategy for Profitability," Quality Progress, May, 1998.
** Thomas Pyzdek, The Complete Guide to the CQE, Quality Publishing, Tucson, AZ.
*** CIO Enterprise Magazine, January 15, 1999.