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The first step to authenticating the legitimacy of a Six Sigma consultant is a thorough investigation of their published credentials.  In terms of today’s consultants, so many on the “lower end of the pile” use “upper end spin” to more favorably posture themselves in the eyes of prospective clients, as well as those of the […]

It is quite interesting that you find Six Sigma to be “very difficult” in terms of application.  Typically, such a perspective is fairly common among those who have had limited exposure to or experience with Six Sigma.  Either you have convinced yourself that Six Sigma is very difficult (to deploy, implement, and apply), or someone […]

In terms of Lean vs. Six Sigma, only time will tell.  Although there exists natural points of intersection, there are also points of incompatibility – philosophically and pragmatically speaking.  I would strongly suggest that you conduct a literature review into the stated issue so as to properly scale the scope and depth of an answer.  […]

Right up front in our discussion, let us recognize that the 1.5 sigma shift can be attributable solely to the influence of random error. In this context, the 1.5 sigma shift is a statistically based correction for scientifically compensating or otherwise adjusting a postulated model of instantaneous reproducibility (short-term capability) for the inevitable consequences associated […]

Measure what leads to success.

To open our discussion, we acknowledge that not all product (or service) opportunities should be Six Sigma. In the total scheme of things, some are not destined to be critical – to anything. For example, in a garden supply store we can find many different types of tools.  More specifically, let us consider an ordinary hand […]

It sounds to me like you’ve been “trapped in a barrel and tossed overboard,” so to speak.  Where is your champion?  He or she is supposed to prevent things like this from happening (i.e., sound project selection criteria).  Your project champion’s main purpose in life is to guard his or her flock of Black Belts. […]

Essentially, the idea of a “process” is to “Six Sigma” as the idea of “teaching” is to “knowledge.”  Perhaps Martin Luther King, Jr. best summed it when he stated: “Knowledge is a process of piling up facts; wisdom lies in their simplification.”  Not only is the process approach important, it is what under girds the […]

Obviously, a suggested course of action should be quite guarded, as it would be very case sensitive (i.e., circumstantial by nature).  As we all know, some consultants make their living resolving such “catch 22” situations.  We also recognize that the ability to find a balance point is more art than science.  It is much like […]

Extensive benchmarking has revealed the “average company” to be about 4 sigma capable.  Compared to Six Sigma the difference is about 1,800X.  Obviously, if one aspires to such a plateau, change is certain.  If change is certain, it is prudent to manage that change.  After all, it is doubtful that one can achieve a 1,800X […]

Seems you already have a pretty good idea of what to do.  To quote your words, “… such as in buying power, billing for energy consumption etc and which will save money for the company.”  Life is fairly simple partner: Y = f (X ).  Of course, the Ys of corporate life are constituted by; […]

On its way to disrupting the historical business continuum and changing its performance trajectory, an organization passes through a number of milestones.  Assuming a “typical” business, our discussion begins at time T1.  This is when the organization is functioning reasonably well — a stable force in its industry, capable of maintaining itself reasonably well. The […]

Get the book “Six Sigma for Everyone” by George Eckes, John Wiley and Sons 2003.  It does a very nice job of outlining what to do and provides some really good tools.  Seems like a good book for green belts. To extend beyond the aforementioned book, let us come to understand the importance of properly […]

Do not employ money as the improvement variable (it is a symptom). Remember that RTY is a function of dpu. Since RTY and dpu are directly related, most would likely prefer the defect-centric metric.

Upfront, rolled throughput yield has a lot of sex appeal (and is an excellent instructional concept), but many discontinue its application after a short period of time – it is impractical for a relatively complex process. Recognize that most of the defect-centric metrics are usually better for purposes of quality reporting (and improvement efforts).

Let us postulate that a certain process is comprised of three progressive steps, say A, B, and C, respectfully. Further, we note the observed defects-per-unit (dpu) at the first step to be dpu.A = .10. At the second step, dpu.B = .05. The third step was found to be dpu.C = .008. Of course, we acknowledge dpu as a […]

As you likely know, equipment uptime (as well as downtime) is very much akin to product reliability engineering.  Many of the same concepts, equations, and methods are commonly shared.  Given this, it should be interesting to note that Six Sigma found its genetic roots in the field of reliability engineering.  As some of the more […]

To help you better understand the nature of this question; let us consider a very simple example.  Let us suppose that we go to the store – looking for fresh apples.  Once there, we notice a sign that reads “3 apples for $1.00.”  Based on this sign, we ask the storekeeper: “If I want to buy […]

You should reference the article submitted by Anonymous on 17 July 2003.  Truly, it is this form of reasoning (coupled with this example) that should “get you thinking in the right direction.”  Listed are some simple examples for Human Resource projects: 1) Employee turnover rate.2) Job satisfaction issues (surveys).3) Management satisfaction.4) Cafeteria food quality.5) Policy […]

Perhaps you are both in error (as related to your Sigma calculations.) Do not be discouraged by such debate, as it is quite common among those new to Six Sigma. However, do be aware of a phenomenon I call “denominator management.” This colorful term is used to describe the practice of inflating or otherwise distorting the denominator […]

Generally speaking, the Six Sigma curriculum (i.e., Black Belt, Green Belt, and so on) for just about any type of service or support activity can be easily found these days – everybody has their idea of what such curriculum should consist of.  Perhaps of more concern, is the idea of “curriculum integrity,” as it is […]

So as to better appreciate the spirit and intent of our ensuing discussion, we must call upon the nature and purpose of two recognized entities – the US Postal Service and Ford Motor Company.  If we were to contrast these organizations, how would they appear to be similar? How would they appear to be dissimilar?  […]

Lean Sigma might be an anorexic standard deviation. If this is true, then Lean Six Sigma is probably the linear sum of six anorexic sigmas. I would imagine that a healthy diet, mental exercise, and less greed would improve the current trend. That’s the funny thing about people with anorexia – they truly believe “skinnier […]

There is a clear tendency among many new comers to Six Sigma.  That tendency is to artificially and unwittingly limit the scope of Design-For-Six-Sigma (DFSS) to the configuration of hardware-based products and processes.  As a result, it is currently common to equate DFSS with such fields of practice as engineering and manufacturing, which have their […]

1) There is no such thing as a one-size-fits all Black Belt or Green Belt program of study. 2) Many customers are naïve.  They often want more tools (not fewer), regardless of whether or not they will ever be used. 3) Some customers seek to purchase a hardware store so as to fix the kitchen […]

As you likely know, the issue of opportunity counting is somewhat illusive. It is laced with many misconceptions. The seeming intuitive nature of a “defect opportunity” runs wider and deeper than what one would naturally expect. To help us better understand this concept (and some of the related pitfalls), we will discuss the classic quality metric […]

Here are 7 progressive questions to help plan a project. 1) What decisions must be made? 2) What do you need to know to make each decision? 3) What form of visual will provide the information? 4) What kind of tool will generate the visual? 5) What kind of data is needed for the tool? […]

Success factors such as business goal setting, global deployment planning, black belt project selection criteria and Six Sigma curriculum design are just a few of the key components that must be riveted together to form a common and uniform structure.  If the guiding blueprint cannot properly specify how the components fit together, it is likely […]

Under the condition that D = 0 defects for the constrained condition of N = 20 samples, we can statistically approximate the short-term capability and provide its quantity in the form Z.st = 3.33.  Of course, this is directly equivalent to Cp = 1.11. Interestingly, the statistical base underpinning this set of computations is fully […]

I am not aware of a “standardized” exit document (in template form) that is related to the closeout of deliverables.  Of course, corporations often create such devices to serve their own internal needs, but are not usually postured to publicly share the resulting intellectual property.  I would suggest that you post this question on the […]

Consider the case where a particular system is comprised of three subordinate elements. In this case, we will say the first-time yield (quality confidence) of each element is known to be .85, .90, and .95, respectively. The cross product would then be given as .85 x .90 x .95 = .612, or about 61.2 percent.  This value […]

To facilitate an answer to your question, consider the following table. The first column is the given measure of process capability (provided in the form of Z).  The second column is the corresponding short-term yield of the first column (based on a one-sided specification). Of course, the third column is the associated long-term yield, also predicated on […]

There is little difference between Statistical Quality Control (SQC) and Statistical Process Control (SPC).  At one time, there might have been some philosophical separation, but today, they exist as general synonyms.  Some prefer SQC because the idea of “quality” is larger and more encompassing than that of “process.”  Others counter this by pointing out that […]

Establishing the initial list of potential causes is often more art than science.  Unfortunately, the brainstorming process is still one of the best ways to surface candidate variables.  However, there are several other alternatives: 1)   Query process experts. 2)   Benchmark similar processes. 3)   Review the literature. 4)   Perform an Internet search. 5)   Conduct correlation study. […]

Same as a big factory, but in a small way.

To facilitate an answer, we will consider three examples.  First, consider the game of baseball.  We understand the field-of-play consists of 9 positions.  The coach is “free” to assign any of the 9 players to any of the 9 positions. Once the 8th player is assigned to the 8th position, the 9th player-position is pre-determined, […]

Suppose we consider a specific bilateral critical-to-quality characteristic (CTQ).  In other words, we are in view of a key design feature that sports a two-sided performance specification.  If a bilateral design margin of “Y percent” was to be imposed on the given CTQ (during the course of product configuration), we indirectly and necessarily infer the […]

Let us suppose we are interested in testing the influence of a certain independent variable (say, A) as it relates to a given dependent variable (say, Y).  We will suppose the experimental factor (variable A) is to be tested at two competing settings (test levels).  In this scenario, the two levels will be called “high” […]

Based on the nature of your question, I would assume you are referencing the “Capability Maturity Model Integration” system and “Capability Maturity Model”, or CMMI and CMM, respectively.  My understanding is that CMM is a generalized model for judging or otherwise assessing the maturity of software processes.  In addition, it is a means for identifying […]

At the onset of this discussion, it is vital that we establish the basic nature and character of a “Management Information System.”  According to G. Davis and M. Olson in the publication “Management Information Systems” (1984, p. 5-6):  “There is no consensus of the definition of the term ‘management information system’…” In fact, these highly […]

You apply Six Sigma in the same way as any other business enterprise.  In general, this means you must implement Six Sigma on a project-by-project basis.  Generically speaking, Y=f(X) and the only thing that changes from situation-to-situation is the variable labels, transfer function, rate of replication, cost-per-transaction,  and faces of the players.  Other than that,  […]

As many corporations have experienced and attested, Six Sigma is a dynamic and evolutionary initiative that can produce phenomenal change in business performance.  However, the process of change must be carefully designed, managed and governed if it is to realize its aim.  Such factors as business goal setting, global deployment planning, black belt project selection […]

Today, many business leaders would agree that the “culture of an organization” is not a fixed quantity or preordained destiny.  Rather, it results from the unique blending of values (at the business, operations, process, and individual stratums).  In this context, the idea of a “value” is akin to that of a belief or truth.  For […]

With respect to your question, my thinking may appear to be somewhat out-of-context. Nonetheless, it is my opinion that the premier tool, to be held in revere above of all others, is leadership. Tools such as Six Sigma, Lean, TQM, ISO, and all the rest are merely “enablers” of leadership. Not the other way around, […]

As we consider the DMAIC process, it is important to bear in mind the fundamental principle of determinism: Y = f (X).  Of course, Y is the outcome variable and X is the many variables that induce Y to exist.  For any given problem-solving situation, we are behooved to recognize how DMAIC relates to Y […]

The capability of a process has two distinct but interrelated dimensions. First, there is short-term capability, or simply Z.st. Second, we have the dimension long-term capability, or just Z.lt. Finally, we note the contrast Z.shift = Z.st – Z.lt. By rearrangement, we assuredly recognize that Z.st = Z.lt + Z.shift and Z.lt = Z.st – Z.shift. So as to better […]

So as to establish a corporate-level sigma value (per se), it is generally advisable to follow an established analytical model. Of course, any such model must be conducive to the hierarchical aggregation (pooling) of capability information and data. Generally speaking, the more common approaches for realizing this aim are inclusive of, but not limited to: 1) the […]

Determining if some initiative can “fit” an organization is much like buying a pair of shoes – you can know the exact size of each foot, but sooner or later, you must put the shoes on and walk around a little.  There is no substitute for experience. Six Sigma is an idea-centric, tool-based, fact-driven, top-down, […]

Where the engineering of quality is concerned, Dr. G. Taguchi popularized the idea of “robustness” in the mid 80’s.  As one might suspect, the underlying definition of this term is fairly simple – per the dictionary, it is the ability to recover from unexpected [and expected] conditions during operation.   In this sense, the idea of […]

Don’t know, never been there – I’m still striving for 5-sigma (at least on a personal level). Given where the world is right now, many followers of Six Sigma (including myself) would say that a capability of 7-sigma is pessimistically possible, but not pragmatically probable. Maybe when I hit a 5-sigma level of capability, I can […]