1. SIX SIGMA YELLOW
BELT TRAINING
HS18

2. Content
2
 Origin & meaning of Six Sigma
 Need of Six Sigma
 DMAIC Methodology
 Some vital tools used during Six Sigma
 Overview of:
 Green Belt project
 Lean Six Sigma
 Quality Management System
 TQM

3. Before We Start…
4
Quality is a state in which value entitlement is realized for the customer
and provider in every aspect of the business relationship.
Business Quality is highest when the costs are at the absolute lowest for
both the producer & consumer.
Six Sigma provides maximum value to companies in the forms of
increased profits and maximum value to consumers with high-quality
products and services at the lowest possible cost.
Defect is any process output that does not meet customer
specifications, or that could lead to creating an output that does not meet
customer specifications.
Cost of Poor Quality (COPQ) is the cost that would disappear if
systems, processes, and products were perfect.

4. Process & Process Capability
5
 Process is a unique combination of tools, materials, methods, and people
engaged in producing a measurable output; for example a manufacturing line
for machine parts. All processes have inherent stastical variability which can
be evaluated by statistical methods.
 The Process Capability is a measurable property of a process to the
specification, expressed as a process capability index (e.g., Cpk or Cpm) or
as a process performance index (e.g., Ppk or Ppm). The output of this
measurement is usually illustrated by a histogram and calculations that
predict how many parts will be produced out of specification (OOS).
 Process capability is also defined as the capability of a process to meet
its purpose as managed by an organization's management and process
definition structures ISO 15504.
 Two parts of process capability are: 1) Measure the variability of the
output of a process, and 2) Compare that variability with a proposed
specification or product tolerance.

5. Six Sigma
Six Sigma is a disciplined, data-driven approach and methodology for eliminating
defects in any process -- from manufacturing to transactional and from product to
service.
To achieve Six Sigma, a process must not produce more than 3.4 defects per million
opportunities (DPMO).
A Six Sigma opportunity is then the total quantity of chances for a defect.
 Customer focused business improvement process.
 Defect reduction in a process or product.
 Common measurement scale called the Sigma capability or Z.
 Six Sigma capability corresponds to an efficiency of 99.9996%.
 Six Sigma seeks to improve the quality of process outputs by identifying and
removing the causes of defects (errors) and minimizing variability in
manufacturing and business processes.
 It uses a set of quality management methods, including statistical methods, and
creates a special infrastructure of people within the organization ("Black Belts",
"Green Belts", etc.) who are experts in these methods.
Six Sigma is a Business Philosophy
Six Sigma is a Business Philosophy

6. Six Sigma Table
7
Sigma DPMO Percent Percentage Cpk
level defective yield
1 691,462 69% 31% 0.33
2 308,538 31% 69% 0.67
3 66,807 6.7% 93.3% 1.00
4 6,210 0.62% 99.38% 1.33
5 233 0.023% 99.977% 1.67
6 3.4 0.00034% 99.99966% 2.00

7. History
 Six Sigma was developed by Bill Smith, QM at Motorola
 It’s implementation began at Motorola in 1987
 It allowed Motorola to win the first Baldrige Award in 1988
 Several major companies in the world have adopted Six Sigma since then .
…and applied to Manufacturing processes to improve product quality
Texas Instruments, Asea Brown Boveri, AlliedSignal, General
Electric, Bombardier, Nokia Mobile Phones, Lockheed Martin, Sony,
Polaroid, Dupont, American Express, Ford Motor,…….
 GE applied the Six Sigma methodology to improve all business processes
and it became a way of running the business.
Six Sigma is a Competitive Tool
Six Sigma is a Competitive Tool

8. What is Sigma
9
 Sigma (upper case Σ, lower case σ ) is the eighteenth letter of the
Greek alphabet.
 In the system of Greek numerals it has a value of 200.
 Sigma is used to show standard variation.
 In probability theory and statistics, the standard deviation of a statistical
population, a data set, or a probability distribution is the square root of its
variance.
 It shows how much variation there is from the "average" (mean).
 A low standard deviation indicates that the data points tend to be very
close to the mean, whereas high standard deviation indicates that the
data are spread out over a large range of values.

9. The Standard Deviation
µ Σ (X – X)2
1 Sigma - 68% σ= n-1
2 Sigma - 95%
3 Sigma - 99.73 %
Upper Specification Limit (USL)
Target Specification (T)
Lower Specification Limit (LSL)
Mean of the distribution (µ)
Standard Deviation of the distribution (σ)
1σ
T USL
3σ

10. What Is Six Sigma
A 3σ process because 3 standard deviations
fit between target and spec
Before Target Customer
Specification
3σ
1σ
0.27% Defects up-to 6.6 %
2σ
3σ
Customer
Target Specification
After
1σ
2σ 6σ !
3σ No Defects!
4σ
5σ
6σ
Reducing Variability Is The Key To Six Sigma

11. Six Sigma -Tools
12
 5 Whys
 Analysis of variance
 ANOVA Gauge R&R
 Business Process Mapping
 Cause & effects diagram (also known as fishbone or Ishikawa diagram)
 Chi-square test of independence and fits
 Control chart
 Correlation
 Cost-benefit analysis
 CTQ tree
 Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems
 Design of experiments
 Failure mode and effects analysis (FMEA)
 General linear model
 Histograms
 Quality Function Deployment (QFD)
 Pareto chart
 Process capability
 Regression analysis
 Root cause analysis
 Run charts
 SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)
 Stratification
 Many More...

12. The Focus of Six Sigma
Y f (X)
X1 . . . XN
• Dependent • Independent
• Output • Input-Process
• Effect • Cause
• Symptom • Problem
• Monitor • Control
Would you control target or the shooter to get the Gold Medal?

13. The Need for Six Sigma
How are we viewed by our customers?
• Reactionary, not preventative
• Adequately responsive to customer
needs
• Problems not permanently solved
• Hard perennial problems not solved.
• Inconsistent
• Flawed Startups
Customers look for our competitors

14. The Need for Six Sigma
How do we want to be viewed by our
customers?
• Proactive
• Quick, agile
• Having robust products
• System experts
• Flawless during startups
• Continuously improving through
an Enterprise-wide problem
prevention/problem solving culture
Our Customers’ Best Supplier

15. Six Sigma -
Methodologies
17
There are two Six Sigma sub-methodologies:
 DMAIC and DMADV.
 The Six Sigma DMAIC process (define, measure, analyze,
improve, control) is an improvement system for existing processes
falling below specification and looking for incremental
improvement.
 The Six Sigma DMADV process (define, measure, analyze,
design, verify) is an improvement system used to develop new
processes or products at Six Sigma quality levels.
 Both Six Sigma processes are executed by Six Sigma Green Belts
and Six Sigma Black Belts, and are overseen by Six Sigma Master
Black Belts.

16. Six Sigma - DMAIC Vs DMADV
18
DMAIC DMADV
 Define the project goals and customer  Define the project goals and customer
(internal and external) deliverables (internal and external) deliverables
 Measure the process to determine current  Measure and determine customer needs
and specifications
performance
 Analyze the process options to meet the
 Analyze and determine the root cause(s) customer needs
of the defects  Design (detailed) the process to meet the
 Improve the process by eliminating customer needs
defects  Verify the design performance and ability to
 Control future process performance meet customer needs
 W
 When To Use DMADV
hen To Use DMAIC
 A product or process is not in existence at
 The DMAIC methodology should be used your company and one needs to be
when a product or process is in existence developed
at your company but is not meeting  The existing product or process exists and
customer specification or is not performing has been optimized (using either DMAIC or
adequately. not) and still doesn't meet the level of
customer specification or six sigma level

17. Six Sigma DMAIC Roadmap
6σ DMAIC Process
19
Develop Charter and
Institutionalize Improvement Business Case
Control Deployment Map Existing Process
Quantify Financial Results Collect Voice of the
Present Final Project Results Customer
and Lessons Learned Specify CTQs /
Close Project Requirements
Control Define
Measure CTQs /
Select Solution (Including Improve Measure Requirements
Trade Studies, Determine Process Stability
Cost/Benefit Analysis) Analyze
Determine Process
Design Solution Capability
Pilot Solution Calculate Baseline Sigma
Implement Solution Refine Problem Statement
Identify Root Causes
Quantify Root
Causes
Verify Root Causes
DMAIC = Define, Measure, Analyze, Improve and Control

18. The DMAIC Methodology
INPUT STEP OUTPUT
You have a problem
Identify Project, People and Define definition and a
Process thorough execution
plan
Ensure you have output You ensure reliable
measures for process and Measure analyses and decisions
reliable ways of measuring it
Find the gaps between current You understand the
and final states
Analyze problem now
You have the solution
Find root causes and develop Improve to the problem
solution
Communicate, standardize and You have ensured sustained
document the improvement Control improvement

19. Six Sigma COPIS Model
21
Outputs Process Inputs
Customers Suppliers
Steps How does Six Sigma Work?
The Voice of the Customer (VOC) is aggressively sought and rigorously
evaluated and used to determine needed outputs and hence the optimal
process configuration needed to yield those outputs and their necessary inputs
for which the best suppliers are identified and allied with.
From Concept to Market: The Voice of the Customer

20. 22
Voice of the Customer
Measure Analyze Improve
Define Control
Institutionalization
The DMAIC Model

21. Exercise
EXERCISE # 1
CREATE A COPIS DIAGRAM
FOR HS18 (SALE)

22. Where to apply…..
Marketing Engineering
HR Purchasing
6 Sigma
Methods
Finance Manufacturing
Software

23. Example - Pizza Delivery Service
 XYZ a fast food company, owned by Mr. ABC, runs a pizza
delivery service in and around Delhi.
 XYZ which was doing very well over the last four years,
notices a drop in sales over the past five months. Customer
complaints about deliveries have been gradually on the rise.
 Several complaints from customers regarding irregular
deliveries were bothering ABC.
 He had increased the number of delivery personnel to
improve delivery performance. But his customers were still
leaving him.
 Pizza Hut, a multinational fast food chain, had set up shop
in downtown and was becoming more popular with the
customers.
 XYZ neither had the financial muscle to match Pizza Hut’s

24. The Define Phase
Grow
Divisional directive revenues
1. How does the customer
view XYZ Quality?
Improve
Sales Plant objectives
2. Who are the stakeholders
- Customer and Process
Get more Improvement Team?
Functional goals orders
3. Which of his processes
So what’s
Employees should he try to improve in
new
order to improve Sales?

25. The Define Phase - Step A
A. IDENTIFY PROJECT CTQs:
A requirement of the customer is that the Pizza should be
delivered on time. Thus for the customer, Delivery is Critical to the
Quality of XYZ service (CTQ).
Voice of Customer (VOC)
Affinity Diagram
CTQ Tree.

26. The Define Phase - CTQ

27. The Define Phase - Exercise
EXERCISE # 2
CREATE A CTQ TREE FOR
HIGH CUSTOMER
SATISFACTION @ ANY
RESTAURANT

28. The Define Phase - Step B
B. DEVELOP PROJECT CHARTER:
The Business Case
Why should the project be done
Problem and Goal Statement
Description of the problem/opportunity
Roles and Responsibilities
The team, expectations and responsibilities
Milestones
The team, expectations and responsibilities
Stakeholder Analysis, TMAP, Gantt Chart

30. The Define Phase – Cheat Codes

31. The Define Phase - Exercise
EXERCISE # 3
CREATE A PROJECT CHARTER
FOR HIGH ATTRITION RATE

32. The Define Phase - Step C
C. DEFINE PROJECT SCOPE:
Identify the high level process to be improved
Define boundaries of project
SIPOC
Stratification Analysis
Contract Sheet

33. The 7 Basic Tools - 1
STRATIFICATION ANALYSIS:
Stratification analysis (Is / Is Not Matrix) is helpful in defining the
conditions surrounding the problem - bounding or scoping
Is Is Not Distinctions
West and North
South, East and West and North
Geography Delhi are sub-
Central Delhi Delhi
contracted
Mixups, Hygiene,
Output Delivery time
Temperature
Premium service
Lower and Middle
Customer Higher Income for higher
Income
income group
Increased
Time After Aug 09 Before Aug 09 employees in
Aug 09

34. The Define Phase - Summary
The Define phase is Grow
owned by the Project Divisional directive revenues
Sponsor. The three steps
of the Define phase are: Widen
Customer
Base
Plant objectives
1. Identify Project CTQ
2. Develop Project Charter Improve
3. Define Project Scope Delivery
Functional goals process
VOC, Affinity Diagram, Reduce
CTQ Tree, Gantt Chart, variation in Employees
SIPOC, Stakeholder delivery time
Analysis, TMAP,
Stratification Analysis

35. The Measure Phase - Step A
A. IDENTIFY CTQ CHARACTERISTICS
Translate the CTQ to a measurable output of the delivery
process
Delivery time can be measured in many ways:
1. No. of times the delivery person delivered during the
shipping window (Discrete measure)
2. Time taken to travel from XYZ location to customer
location (Continuous measure)
3. Actual delivery time as seen by customer (Continuous
measure)
Delivery time is the Project Y.

36. The Measure Phase - Step B
B. DEFINE PERFORMANCE STANDARDS:
What are the customer’s requirements on Delivery time?
What is the definition of a defect?
1. Capture the Target (mean) delivery time - On time
2. Get the allowable variation on Y - +/- 30 minutes
Loss α (Deviation)2
Loss
VOC
Competitive Benchmarking
Target Y

37. The Measure Phase - Step B
The
LSL USL
customer
tolerance
window is
30 minutes
on either
Customer side Customer
does not does not
This is the
want earlier want later
target
than this than this
delivery time
45 30 15 0 15 30 45
EARLY DELIVERY (MINUTES) LATE DELIVERY
Visualize customer requirements
Visualize customer requirements

38. The Measure Phase - Step B
Preparation for data collection:
1. The Y or the Delivery Process Output
2. The Xs or the Inputs to the Delivery Process
Generate a list of Xs
Brainstorming
Process Map (PMAP)
Failure Modes Effects Analysis (FMEA)
Cause & Effect Diagram or Fishbone
Quality Function Deployment (QFD)
Prioritization Matrix
Check-sheet

39. The 7 Basic Tools - 2
CHECK-SHEET (DATA COLLECTION FORM)
Check-sheet is a data collection sheet used to record occurrences
of an event to look for patterns in the data in order to quantify the
problem and to facilitate understanding.
NO. OF LATE DELIVERIES
Categories Jan 6 Jan 7 Jan 8 Jan 9 Total
Misinterpreted llll llll llll llll llll l llll llll llll lll 47
Label llll
Traffic llll lll llll llll llll ll 24
Parking lll llll ll ll llll l 18
Large Order llll lll llll ll 15
Locating home ll l l lll 7
Others l ll l 4
Prepare to collect data on the Xs also !!
Prepare to collect data on the Xs also

40. The Measure Phase - Step C
C. EVALUATE MEASUREMENT SYSTEM:
Measurement system may
introduce variation into data
Actual process variation +
measurement variation =
data
Identify and remove
contribution to variation from
CAUTION: Objects in mirror
measurement system are closer than they appear
Ensure reliable data
AAA, Gage R&R, Test – Re-
test, Kappa Method, Intra-
Class Correlation

41. The Measure Phase - Summary
A data collection plan is done in the Measure phase. It sets the
expectations for the project. This phase is owned by the Project
Leader. The three steps of the Measure phase are:
1. Identify CTQ characteristic
2. Define Performance Standards
3. Evaluate Measurement System
The list of tools available for the Measure phase are:
Brainstorming, PMAP, FMEA, MSE, GR&R, C&E
Diagram or Fishbone, Quality Function
Deployment or QFD, Prioritization Matrix,
Learn more about the PMAP, FMEA and MSE in the Six Sigma
Green Belt Training.

42. The Analyze Phase - Step A
A. ESTABLISH PROCESS CAPABILITY
•What are the chances of your process creating defects?
•Baseline the current process:
•Measure variation in current process output
•Evaluate against Performance Standards
•Understand variation in your data with the help of:
Histogram
Dot box
Standard Deviation
Variance

43. The 7 Basic Tools - 3
HISTOGRAM
The Histogram is a graphical data summary tool which groups
observed data into pre-defined bins in order to analyze the data
values and distribution.
Target time Delivery time Target time Delivery time Target time Delivery time
hrs hrs hrs hrs hrs hrs
12:30 12:18 13:00 12:38 13:30 13:45
12:30 12:26 13:00 13:09 13:30 13:21
13:30 13:34 13:00 12:49 12:00 12:17
13:30 13:42 13:00 13:05 12:00 11:58
13:00 13:07 13:30 13:31 12:00 12:17
13:00 13:06 12:00 12:04 12:00 11:46
13:30 13:23 12:00 12:08 12:00 11:53
13:30 13:41 12:00 12:10 12:30 12:33
12:30 12:26 13:00 13:18 12:30 12:30
12:30 12:37 13:00 13:01 13:30 13:28

44. The 7 Basic Tools - 3
CREATING A HISTOGRAM:
Using the concept of the late and early deliveries, take the target
time as the reference, and find the number of minutes by which
each delivery is late or early.
1. Subtract Target time for each
data point from the Delivery time
2. Define 5 predetermined bins
(class intervals) of size equal to
10 minutes, from -25 to 25 on a
horizontal line
3. Place each data point vertically
in a bin according to its value
4. Draw a bar equal to the height
-25 -15 -5 5 15 25
of stacked up points

45. The Analyze Phase - Step A
µ
XYZ has an average
delivery time (µ) 2
minutes late and a
σ standard deviation (σ) of
10 minutes
45 30 15 0 15 30 45
EARLY DELIVERY (MINUTES) LATE DELIVERY
Measure the process output
Measure the process output

46. The Analyze Phase - Step A
Customer tolerance
Z= Process standard deviation
µ
LSL USL
30 minutes
Z= 10 minutes
σ Z=3
45 30 15 0 15 30 45
EARLY DELIVERY (MINUTES) LATE DELIVERY
Measure the Process Output
Measure the Process Output

47. The Analyze Phase - Step A
Defects per It is cost
Process
Million effective to
Capability
Opportunities
2 308,537
Inspect in
Quality
3 66,807
4 6,210 Manufacture in
Quality
5 233
Design in
Quality
6 3.4
Higher Z implies lower defects
Higher Z implies lower defects

48. Industry Benchmarks
Do you know the Sigma capabilities of the following processes?
Sigma capability, Z
U.S. Manufacturing industry average 4.0
Japanese manufacturing industry average 5.5
Flight fatality in airline industry 6.4
Airline Baggage handling 3.2
Doctor prescription writing 2.8
Tax advice by Internal Revenue Service in U.S. 2.5
Six Sigma is a Metric
Six Sigma is a Metric

49. The Analyze Phase - Step B
B. DEFINE PERFORMANCE OBJECTIVES
Process Off Target Excessive Variation in Process
Target Target
LSL USL LSL USL
Center Reduce
Target
Process Spread
Hypothesis testing
LSL USL
Understand your Problem
Understand your Problem

50. Quiz - Characterize
Six Sigma is a What is the Y?
A. Statistical Quality Tool A. Measurable Process Output
B. Business Philosophy B. Voice of the Customer
C. U.S. Management style C. Process Input
The goal of Six Sigma is to Who gives the USL and LSL?
A. Reduce defects to 3.4 per million A. Management
B. Improve products B. Customer
C. Reduce variation C. Derived from the process data
In the Pizza Delivery Service example, In the example, the Voice of the
what is the CTQ? Customer is characterized by
A. Lunch A. Delivery time
B. Time B. No. of deliveries made
C. Delivery C. Tolerance around the Target
If a process is Six Sigma (Z=6), it implies In the example, the delivery service is
A. Process is 99.99% good characterized by
B. Products are 99.99% defect free A. Mean delivery time
C. There are only 3.4 defects in a million B. Tolerance around the Target
opportunities C. Mean & variation of the delivery time

51. The Analyze Phase - Step C
C. IDENTIFY SOURCES OF VARIATION
To find root causes or Xs
Fishbone or C&E Diagram (Ishikawa)
FMEA
QFD
PMAP
Fishbone (Ishikawa) is another of the 7 basic tools. It is also known
as the Cause & Effect Diagram. It is a hierarchy of causes that starts
with the primary cause and then steps several layers in detail to drive
towards possible root causes.

52. The 7 Basic Tools - 4
MACHINE MOTHER NATURE MATERIALS
Too much traffic Sacks
Run out of storage
FISHBONE
too small
Unreliable bikes Weather space on vehicles
Bus service Large items
unreliable in difficult to carry Too few delivery
No money for
peak hours in bus /bikes persons
repairs
Parking space Too many Too many orders
Delivery persons own junk per person
problem sacks
Delivery
Delivery person Don’t know
routes
Cant locate Time
does not show up employees homes
High turnover Poor handling of large orders
Not on std routes
No training Too few
Delivery person gets lost
delivery
Did not Poor persons
No understand dispatching Uneven distribution
teamwork labels of delivery loads
Get wrong
information Did not
understand METHODS
MAN MEASUREMENT labels
Develop a list of Xs that possibly affect Y
Develop a list of Xs that possibly affect Y

53. The Improve Phase - Step A
A. SCREEN POTENTIAL CAUSES
To find the Vital Few Xs and separate it from the Trivial Many
Pareto
ANOVA (Analysis of Variance)
Regression
Chi-Square tests
Systematic data generation (if historical data is not sufficient)
Design of Experiments (DOE)
Statistical Analysis to identify Vital Few Xs
Statistical Analysis to identify Vital Few Xs

54. The 7 Basic Tools -5
PARETO
This is also called the Pareto Principle or the 80/20 rule and is used
to identify the Vital Few Xs.
Others
Location
Order Size
Parking
Traffic
Label
Cut-off level to be decided by team consensus based on
Process knowledge
Resource availability

55. The Improve Phase - Step B
8. DISCOVER CAUSAL RELATIONSHIPS
To find out effect of Xs on the Y
Y
Regression
Scatter Diagram X2
X1

56. The 7 Basic Tools - 6
SCATTER DIAGRAM
A Scatter Diagram is a graph that
shows the relationship between
DELIVERY TIME SPAN
two numerical variables, X and Y
It is used to look for a cause
and effect relationship
between the two Numerical
variables.
NO. OF PIZZAS / DELIVERY PERSON
In this example, the Scatter Diagram shows that the Delivery time is
less if the number of lunches per delivery person is less.

57. The Improve Phase - Step C
C. ESTABLISH OPERATING TOLERANCES
y
y = f ( x)
USL
DELIVERY TIME
LSL
x
xL xT xU
NO. OF PIZZAS PER DELIVERY PERSON

58. The Control Phase - Step A
A. VALIDATE MEASUREMENT SYSTEM ON X
Ensure noise from LSL US
measurement system L
on X is small σ process
compared to process
variation
σ Measure
MSE, G R&R σ measurement
Test - Retest,
Kappa Method,
Intra Class Correlation
Tolerance

59. The Control Phase - Step B
B. ESTABLISH NEW PROCESS CAPABILITY
LSL USL
Z = 4.5
45 30 15 0 15 30 45
EARLY DELIVERY (MINUTES) LATE DELIVERY

60. The Control Phase - Step C
C. IMPLEMENT PROCESS CONTROL
A good Control Plan should be put in place to ensure sustained
improvement. This may include:
1. Use of Control Charts to monitor Xs
2. Documentation of Control Plan
3. Update of process documents such as PFMEA
4. Error Proofing
5. Standardization

61. The 7 Basic Tools - 7
RUN CHART
A Run Chart is a time series plot of data that allows a team to study
observed data for trends or patterns over a specific period of time. It
captures instances when the process is changing more than
statistically expected
30
No. lunches/person
20
10
0

62. The DMAIC Steps and Deliverables
STEP DELIVERABLES
A. Identify project CTQs Identify customers, customer CTQs and Business Case
B. Develop Team Charter Problem statement, Project Scope,Team, Milestones
C. Define Project Scope High Level Process Map connecting customers to process
1. Select CTQ characteristic Identify measurable characteristic of CTQ (Y)
2. Define performance standards Confirm specification limits (requirements) for Y
3. Evaluate Measurement System Ensure measurement system is capable
4. Establish process capability Baseline the current process
5. Define performance objectives Understand statistical objective - reduce variation or shift
means?
6. Identify sources of variation List significant causes (Xs) or factors
7. Screen potential causes Determine vital few Xs, which will be controlled
8.Discover variable relationship Find causal relationship and optimal solution
9. Establish operating tolerances Validate the relation and determine specs on Xs
10. Measurement System Evaluation on Xs Ensure X measurement is capable
11. Establish process capability Establish improved capability
12. Implement process control Document control plan
It’s a common sense approach
It’s a common sense approach

63. Attributes of a Six Sigma GB project
1. Customer Focused: A Six Sigma GB project should address a
customer CTQ
2. Data Driven: In a Six Sigma GB project, decisions should be
made using data analysis and not on gut feelings or intuitions
3. Variation reduction: Six Sigma GB projects address the issue
of variation in process outputs and is aimed at reducing variation

64. SECTION B
SIX SIGMA
ROLES & RESPONSIBILITIES

65. Roles and Responsibilities
Executive Champion
Responsible for providing resources to BB/GBs
Help in team selection
Track progress of project
Generally is supervisor of BB/GB. May help in selection of the project
Sponsor
Call for need of project (Project identification)
Beneficiary of the project
Validate current status and status after completion of project
Allocates resources for the project
Ensure compliance to controls established as a result of the project
Project Leader (Black Belt / Green Belt)
Lead the project
Ask for resources required
Call meeting of stakeholders and seek help from EC when stakeholders are not responding
Ensure team involvement and sponsor’s buy in for solution
Publish weekly progress report & call for help when required

66. Roles and Responsibilities
Deployment Champion
Mentor and guide BBs/GBs
Provide technical help when BBs/GBs reach a roadblock
Publish Summary report of all projects
Raise alarm when things are not moving
MBB
Train BB/GB
Assess the skills of BB/GB
Certification of GBs and BBs after completion of projects
Deployment of Global policies and procedures
CFO/Finance
Assess the saving potential at start of project
Validate savings against the targets achieved at completion of project

67. Roles and Responsibilities
Yellow Belt (YB): Should understand the DMAIC process and
use the Six Sigma philosophy (Stakeholder involvement).
Green Belt (GB): Should be able to use DMAIC process with
basic Six Sigma tools for project execution. Lead Six Sigma
projects in their functions.
Black Belt (BB): Should be able to use advanced tools in
projects and teach Green Belt level techniques / tools.
Identifies Six Sigma projects and leads project teams.
Mentors Green Belts. Process experts in their functions.
Master Black Belt (MBB): Should be able to train Black
Belts and Green Belts. Mentors Black Belt projects. Drivers
of cultural change. Process experts in any function. Can
develop new tools.