Six Sigma

Read this chapter, which gives a clear description of Six Sigma, when it is used, and how to interpret the results.

The Six Sigma Program

Master Black Belts (MBB)

The major duty of master black belts include acting as project leaders, as well as:

  • Training and mentoring Black Belts and Green Belts
  • Helping to decide large-scale Six Sigma projects
  • Maintaining the quality of Six Sigma measurements
  • Developing Six Sigma training

Master Black Belt Projects

Most master black belts would only be involved with directing black and/or green belts in their projects. Their effect on process would generally be limited to pointing out and suggesting large projects for appointed black belts to undertake.

To complete Six Sigma projects, belt candidates utilize the DMAIC model. DMAIC (Define, Measure, Analyze, Improve, Control) is an improvement system for existing processes falling below specification and looking for incremental improvement. DMADV (Define, Measure, Analyze, Design, Verify) is an improvement system used to develop new processes at Six Sigma quality level. Below, the steps for DMAIC and DMADV are outlined.

Table 1 - Outline of the steps used in DMAIC (improve an existing process)

D Define the goals of the improvement activity. The most important goals are obtained from customers. At the top level the goals will be the strategic objectives of the organization, such as greater customer loyalty, increased market share, or greater employee satisfaction.

At the operations level, a goal might be to increase the throughput of a production department.

At the project level goals might be to reduce the defect level and increase throughput for a particular process. Obtain goals from direct communication with customers, shareholders, and employees.
M Measure the existing system. Establish valid and reliable metrics to help monitor progress towards the goal(s) defined at the previous step. Begin by determining the current baseline. Use exploratory and descriptive dana analysis to help you understand the data.
A Analyze the system to identify ways to eliminate the gap between the current performance of the system or process and the desired goal. Use statistical tools to guide the analysis.
I Improve the system. Be creative in finding new ways to do things better, cheaper, or faster. Use project management and other planning and management tools to implement the new approach. Use statistical methods to validate the improvement.
C Control the new system. Institutionalize the improved system by modifying compensation and incentive systems, policies, procedures, budgets, operating instructions and other management systems. You may wish to utilize standardization such as ISO 9000 to assure the documentation is correct. Use statistical tools to monitor stability of the new systems.


Table 2 - Outline of the steps used in DMADV (develop a new process)

D Define the goals of the design activity. What is being designed? Why? Use QFD or Analytic Hierarchical Process to assure that the goals are consistent with customer demands and enterprise strategy.
M Measure. Determine Critical to Stakeholders metrics. Translate customer requirements into project goals.
A Analyze the options available for meeting the goals. Determine the performance of similar best-in-class designs.
D Design the new product, service or process. Use predictive models, simulation, prototypes, pilot runs, etc. to validate the design concept's effectiveness in meeting goals.
V Verify the design's effectiveness in the real-world.