This document provides an introduction to Six Sigma and the Six Sigma Green Belt certification. It discusses the origins and evolution of Six Sigma at Motorola and GE in the 1980s and 1990s. It also outlines the Six Sigma DMAIC methodology, various Six Sigma roles, Lean principles, and the ASQ Six Sigma Green Belt certification process and body of knowledge topics.

1. Six Sigma
Green Belt

2. Introduction
I. Six Sigma Green Belt Program

3. Introduction to Six Sigma
1. What is Six Sigma?
2. Evolution of Six Sigma

4. What is Six Sigma
1. Method to achieve defect level of 3.4 PPM
2. Method to achieve breakthrough improvements
(10X or 10 times improvements in terms of Cost,
Quality and Delivery)

5. • In 1980 ,Motorola -Survival problem - with fierce
Japanese competition
• CEO Bob Gelvin – determined not to loose parental
company Motorola !!
Evolution of Six Sigma - Motorola

6. Evolution of Six Sigma - Motorola
• Bill Smith gave a solution – reduce defects from
30,000 ppm to 3 ppm (in 8 years )
• Goal of 68 % improvements for every employee
every year in all units of Motorola ( for 10 fold
improvements every 2 years )

7. Evolution of Six Sigma - Motorola
• Actions taken at Motorola
• Strong emphasis on training with 300 million $
budget ( Return was 800 million $ within 2 years)
• Global Benchmarking

8. • CEO Jack Welch – (in 1995 ) had goal of 10 fold
improvements within a year
• Six Sigma was adopted as Philosophy
Evolution of Six Sigma - GE

9. A structured Approach to continuous Improvement
• A Philosophy
• A Statistical Measurement
• A Metric
• A Business Strategy
• A measuring system
• Make fewer mistakes in all
we do
• Helps gauge adequacy of
product, process and services
• Good quality reduces cost
What is Six Sigma?

10. • 20,000 lost articles of mail per hour
• Unsafe drinking water almost 15
minutes each day
• 5,000 incorrect surgical operations per
week
• 2 short or long landings at most major
airports daily
• 200,000 wrong drug prescriptions each
year
• No electricity for almost 7 hours each
month
• Seven lost articles of mail per hour
• One minute of unsafe drinking water
every seven months
• 1.7 incorrect surgical operations per
week
• One short or long landing at most
major airports every five years
• 68 wrong drug prescriptions each
year
• One hour without electricity every 34
years
Power Of Six Sigma
Introduction to Six Sigma?
The Classical View of Quality
“99% Good” (3.8s)
The Six Sigma View of Quality
“99.99966% Good” (6s)

11. Introduction to Six Sigma?
One sigma
Two sigma
Three sigma
Four sigma
Five sigma
Six sigma
170 misspelled words per page in a book
25 misspelled words per page in a book
1.5 misspelled words per page in a book
1 misspelled word in 30 pages (about one chapter)
1 misspelled word in a set of encyclopedias
1 misspelled word in all the books in a small library
-
-
-
-
-
-
Sigma Spelling
A Practical Example
Three Sigma = 93.32% Four Sigma = 99.38% Six Sigma = 99.99966%

12. Key Role Responsibilities
Champions
Sponsors
• Sponsors the project
• Business process owner
• Primary responsibility is to remove road block for team from achieving the goal
• Responsible for making major decisions during the ‘improve’ stage
Master Black
Belts
• Full time member of the team
• Responsible for providing detail technical consultation internally, if necessary
• Six sigma content professor
Black Belts • Full time member of the continues improvement / quality team
• Responsible for leading the management of the team and project
• Official content owner
Green Belts • User of the process(es) and functional organization being improved
• Responsibilities are identical to those of a black belt but maintains a full time
position in the functional department
Deployment Team • Individual members responsible for executing specific tasks
• Usually gets selected based on technical background and closeness of his/her
position to the identified quality process.
Roles in Six Sigma Journey

13. ASQ Certification

14. ASQ Certification
1. Six Sigma Green Belt Certification - CSSGB
2. ASQ Certification Requirements
3. ASQ Body of Knowledge

15. Certification is formal recognition by ASQ that an individual has
proficiency within, and a comprehension of, a specified body of
knowledge.
1. Each certification candidate is required to pass a written
examination that consists of multiple choice questions that
measure comprehension of the Body of Knowledge.
2. The Six Sigma Green Belt Certification is a four-hour, 100 multiple-
choice question examination.
3. Examinations are conducted twice a year, in June and December, by
local ASQ sections and international organizations.
4. All examinations are open-book. Each participant must bring his or
her own reference materials.
Six Sigma Green Belt Certification

16. The Six Sigma Green Belt requires three years of work
experience in one or more areas of the Six Sigma
Green Belt Body of Knowledge.
Certification Requirements

17. I. Overview: Six Sigma and the Organization (15 Questions)
a) Six sigma and organizational goals
b)Lean principles in the organization
c) Design for Six Sigma (DFSS) in the organization
II.Six Sigma – Define (25 Questions)
a) Process Management for Projects
b)Project management basics
c) Management and planning tools
d)Business results for projects
e) Team dynamics and performance
ASQ Body of Knowledge

18. III. Six Sigma – Measure (30 Questions)
a) Process analysis and documentation
b) Probability and statistics
c) Collecting and summarizing data
d) Probability distributions
e) Measurement system analysis
f) Process capability and performance
IV. Six Sigma – Analyze (15 Questions)
a) Exploratory data analysis
b) Hypothesis testing
V. Six Sigma – Improve & Control (15 Questions)
a) Design of experiments (DOE)
b) Statistical process control (SPC)
c) Implement and validate solutions
d) Control plan
ASQ Body of Knowledge

19. I. Overview: Six Sigma and the Organization (15 Questions)
a)Six sigma and organizational goals
i. Value of six sigma
ii. Organizational drivers and metrics
iii. Organizational goals and six sigma projects
b)Lean principles in the organization
i. Lean concepts and tools
ii. Value-added and non-value-added activities
iii. Theory of constraints
c) Design for Six Sigma (DFSS) in the organization
i. Quality function deployment (QFD)
ii. Design and process failure mode and effects analysis (DFMEA &
PFMEA)
iii. Road maps for DFSS
I. Overview: Six Sigma and the Organization

20. II Six Sigma – Define (25 Questions)
A. Process Management for Projects
i. Process elements
ii. Owners and stakeholders
iii. Identify customers
iv. Collect customer data
v. Analyze customer data
vi. Translate customer requirements
B. Project management basics
i. Project charter and problem statement
ii. Project scope
iii. Project metrics
iv. Project planning tools
v. Project documentation
vi. Project risk analysis
vii.Project closure
II. Six Sigma – Define (25 Questions)

21. II Six Sigma – Define (25 Questions)
C. Management and planning tools
D. Business results for projects
i. Process performance
ii. Failure mode and effects analysis (FMEA)
E. Team dynamics and performance
i. Team stages and dynamics
ii. Six sigma and other team roles and responsibilities
iii. Team tools
iv. Communication
II. Six Sigma – Define (25 Questions)

22. III. Six Sigma – Measure (30 Questions)
A. Process analysis and documentation
i. Process modeling
ii. Process inputs and outputs
B. Probability and statistics
i. Drawing valid statistical conclusions
ii. Central limit theorem and sampling distribution of the mean
iii. Basic probability concepts
C. Collecting and summarizing data
i. Types of data and measurement scales
ii. Data collection methods
iii. Techniques for assuring data accuracy and integrity
iv. Descriptive statistics
v. Graphical methods
III. Six Sigma - Measure

23. III. Six Sigma – Measure (30 Questions)
D. Probability distributions
E. Measurement system analysis
F. Process capability and performance
i. Process capability studies
ii. Process performance vs. specification
iii. Process capability indices
iv. Process performance indices
v. Short-term vs. long-term capability
vi. Process capability for attributes data
III. Six Sigma - Measure

24. IV. Six Sigma – Analyze (15 Questions)
A. Exploratory data analysis
i. Multi-vari studies
ii. Simple linear correlation and regression
B. Hypothesis testing
i. Basics
ii. Tests for means, variances, and proportions
iii. Paired-comparison tests
iv. Single-factor analysis of variance (ANOVA)
v. Chi square
IV. Six Sigma - Analyze

25. V. Six Sigma – Improve & Control (15 Questions)
A. Design of experiments (DOE)
i. Basic terms
ii. Main effects
B. Statistical process control (SPC)
i. Objectives and benefits
ii. Rational sub grouping
iii. Selection and application of control charts
iv. Analysis of control charts
C. Implement and validate solutions
D. Control plan
V. Six Sigma – Improve & Control

26. ASQ BOK Section 1:
Overview – Six Sigma and the Organization

27. Overview - Six Sigma and the Organization
1. Six Sigma and organizational goals
2. Design for Six Sigma (DFSS) in the organization
3. Lean principles in the organization

28. Management
Process Management
Six Sigma Methodology

29. Step 5:
CONTROL
Step 2:
MEASURE
Step 1:
DEFINE
Step 4:
IMPROVE
Step 3:
ANALYZE
“D-M-A-I-C”- Approach for Sustainable Improvements

30. Control
Improve
Analyse
Measure
Define
 Define the problem
 Define the customer(s) and the requirements
 Define the current capability
 Define the key processes that will have the greatest impact on customer
 Identify the statistical measures to monitor the key process
 Set up the data collection plan
 Measure the process
 Determine the analysis tools and methods to be used
 Summarize the data measured
 Run the analysis and determine the root causes, effects, etc.
 Improve = Innovate and Implement
 Focus on developing process/technology to improve the root cause
 Test the method on sample process and validate the improvement
 Standardize and document the process and implement the plan
 Monitor the process and feedback the results back to the
process for continuous improvement
DMAIC Methodology

31. Define - Determine Project Objectives,
Scope, Resources, Constraints, Etc.
Measure - Determine CTQ’s,
Obtain Data To Quantify
Process Performance
Improve - Intervene In The Process
To Improve Performance
Control - Implement A Control System
To Maintain Performance Over Time
DMAIC DMADV
Define - Similar
Measure - Determine CTQ’s
Analyze - Analyze Data To Identify
Root Causes Of Defects
Analyze - Develop Design Concepts,
And High-Level Design
Design - Develop Detailed Design,
Implementation and Integration
Verify - Check Completed Design,
Transition to Customer
DMAIC And DMADV Phase By Phase

32. Lean is all about waste elimination
A principle driven, tool based philosophy that
focuses on eliminating waste so that all
activities/steps add value
from the customers perspective.
Lean Thinking
What is Lean Thinking ?

33. 1. Specify the value
2. Map the value stream
3. Establish flow
4. Implement pull
5. Work to perfection
Lean Principles

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