13. The Six Sigma Players www.a2zmba.com Customer Green Belts Black Belts Master Black Belts Champions Executive Leadership
14. A High-Level Comparison Of Roles www.a2zmba.com CHAMPIONS MBB BLACK BELTS GREEN BELTS Q U A L I F I C A T I O N S Senior executives(VP or Dir,) Familiarity with basic and advanced statistical tools. Technical Degree. Mastery of basic and advanced statistical tools. Tech.Degree or Orientation. Billing administration with 5years of exp. Mastery of basic statistical tools. Technical and support background. Familiarity with basic statistical tools. T R A I N I N G One week of Training. Two one-week Training sessions. Four one-week sessions. Proj. review in 2 nd ,3 rd and4 th week . Two three-day sessions . Proj. review in 2 nd week . No. One champion per biz. Group One MBB per 30 black belts. One black per 100 employees. One Green belt per 20 employee.
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17. DFSS Leverage In Product Design ACTUAL COST COST INFLUENCE www.a2zmba.com 30% Overhead Labor Material Design 5% 5% 20% 15% 50% 70% 5%
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Editor's Notes
Usually the CFO or an executive in Finance is directly involved in Six Sigma projects. The expectation is that a project will have at least a $175,000 financial impact. Each Black Belt has a financial impact of about $1M per year from the four to six projects per year he or she leads. Allied Signal CEO Larry Bossity reported that $1.5 Billion in estimated savings has already been achieved. GE started SS in 1995 under Jack Welch. They claimed net benefits by 1997. In 1998, they claimed $1.2 Billion in benefits and costs of $450 Million for a net benefit of $750 M. 1999 Annual Report claimed a net benefit of more than $2 Billion.
Six Sigma is viewed as another “flavor of the month” just like TQM, reengineering, etc. All the failed attempts at Statistical Process Control, measurement, root cause analysis, etc, are lumped into the organization’s view of SS. It’s the “been there, done that” mentality and goes to the heart of any improvement program…culture change. DFSS is gaining ground as a discipline practiced by design teams of major corporations but is is not an easy or rapid transition to make. Training – BB training usually lasts four weeks in the classroom, one week per month over four months. The rest of the time is spent working on projects while being mentored by a MBB. They learn statistical tools, data analysis, design of experiments, and quality control. Certification to a MBB usually requires successful implementation of at least 20 projects (including as a BB); BB after 2 successful projects.
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