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1. Six Sigma-Green Belt
[Course Book]

2. Introduction to
Six Sigma

3. Agenda
 Basics of Six Sigma
 What is Six Sigma?
 Six Sigma Approach
 Six Sigma As A Measure
 Why Six Sigma?
 History of Six Sigma
 Process for Six Sigma – DMAIC
 Structure of Six Sigma Teams
 DMAIC and DMADV
 Normal Distribution Curve or Bell Curve
 Summary
 Quick Quiz
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4. Basics of Six Sigma
Highly disciplined continuous improvement process that focuses on developing and
delivering near-perfect products and services consistently
What is a Process?
Man
Material
Machine
Management
and so on
Feedback
Cause
Input (x)
Process f(x)
Output (y)
Effect
Products
Services
A process is a series of steps designed to produce a product and/or service as
required by the customer
Common feature of any such process as shown above is emphasis on inputs and
outputs
• Input is something put into a process or expended in its operation, to achieve an
output or a result
• Output is the final product or service delivered to an internal / external customer
• Output(s) of a process can be input(s) to another process
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5. Definition of Sigma (σ)
Literally speaking, the 18th letter in the Greek alphabet, Sigma(σ) , is the symbol
for Standard Deviation
 6 SIGMA is a structured statistical methodology that can be used to measure the
quality of your service and performance
6 SIGMA measure of quality is 3.4 Defects Per Million Opportunities (DPMO). The
concept of DPMO will be discussed in the DEFINE phase in greater details.

6. What is Six Sigma
Six Sigma is a management methodology of which the GOAL is to improve
dramatically the performance and the quality of your processes, services &
products.
A customer focused business improvement process
Driven by teamwork, consensus & Logical reasoning
Structured, logical methodology - D M A I C
Y=F(Xs) i.e. Y is the function of single / multiple Xs
Focuses on making the process robust & reducing variability
Applies to Any Process
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7. Six Sigma Approach
All processes have Inputs (X), and delivers Output (Y)
Controlling Inputs will control Output
This is y=f(x) thinking

8. Six Sigma As A Measure
99% Good (3.8 Sigma)
99.9997% Good (6 Sigma)
20,000 lost articles of mail per hour
Seven articles lost per hour
Unsafe drinking water for almost 15
minutes each day
One unsafe minute every seven
months
5,000 incorrect surgical operations per
week
1.7 incorrect operations per week
Two short or long landings at most
major airports each day
One short or long landing every five
years
200,000 wrong drug prescriptions each 68 wrong prescriptions per year
year
No electricity for almost seven hours
each month
One hour without electricity every 34
years

9. Why Six Sigma?
Decisions based on facts and data rather than opinion
Attacks the high-hanging fruit (The Hard Stuff)
Eliminates chronic problems (Common Cause Variation)
Improves customer satisfaction
Provides a disciplined approach to problem solving
Changes the company culture
Creates a competitive advantage
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10. History of Six Sigma
 Motorola: In the 1980s, Motorola CEO Bob Galvin was struggling to compete with
foreign manufacturers, when Senior Sales Vice President Art Sundry admitted that
"our quality stinks,". Quality Engineer Bill Smith coined the improvement
measurements as "Six Sigma." Motorola increased the measurement scale of
defects to parts per million, which prompted the use of the 'six sigma'
terminology. Motorola branded Six Sigma.
Allied Signal
Motorola
1985
1987
General Electric
1992
1995
Johnson & Johnson,
Ford, Nissan,
Honeywell
2002
Dr Mikel J Harry wrote a
Paper relating early failures to
quality
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