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There are roles such as Champions, Master Black Belts, Black Belts, Green Belts, and other team members. The Champion and Master Black Belt are at higher responsibility levels.

Let’s take a look at the roles of Champions and Master Black Belts.

Champions

The simplest way to explain the responsibility of the Champion is that of removal of roadblocks, which the Black Belts cannot handle alone. They are generally members of middle management and are responsible for the initiation of projects.

They are responsible for mediating any issues between the Black Belts and top management. This allows the Black Belts to concentrate on their problem areas.

The Champions propose as well as assess potential projects. Being in the middle management level, they are generally familiar with business opportunities and the need for improvement. They select projects which are crucial for the success of the business.

Additionally, they also see to it that project selection is in alignment with company objectives. They have to ensure that top management is aware of the relevance of the project.

Champions help the Black Belts to concentrate on project problems and the development of new ideas, rather than Black Belts having to deal with top management in conflicting issues. At the same time, they do not interfere in the Black Belt’s operations, but provide appropriate support in the areas for potential improvement.

In the deployment of the program, financial factors also exist. The Six Sigma Champion has to ensure that the project implementation happens primarily for improvement. It may take some time to show the financial results, and thus may be criticized by top management, whose aim is financial results.

Champions are ultimately accountable for the success of the project. Black Belts are not able to carry out the deployment and successful implementation alone.

Master Black Belts

A Master Black Belt is the team member who is able to show their capabilities beyond the Black Belt role in Six Sigma project management. They should have extraordinary abilities and a penchant for problem solving. They have to show extra ability in solving highly complex matters.

The Master Black Belts is generally a hard working and motivated individual. They are responsible for the training needs of Black Belts and other Six Sigma professionals. The ease with which they handle a situation proves their ability to take on more responsibilities. They are permanent change agents.

Master Black Belts apply the Six Sigma methodology to achieve tangible results. They are able to identify the opportunities for Six Sigma project deployment.

The Master Black Belt is a certified Black Belt. However, they have higher levels of skill with respect to advanced statistical analysis tools, communication skills, project management and coaching.

Six Sigma project success is not dependent on the training and ability of employees; rather, it very much depends on the abilities of the Champions and Master Black Belt with a passion for improvement of the business using Six Sigma tools.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution’s Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.

There are various institutes that impart Six Sigma training to employees. Some companies have their own in-house training programs that help them keep their employee training needs up to date.

What Is Covered In Six Sigma Training?

Each company will have its own set of training needs. However, most training programs will cover a complete training on the DMAIC methodology, key elements of DMAIC and the implementation of this methodology. They are generally planned to lead the team member towards achieving Green Belt and Black Belt certification.

Six Sigma training aims at developing the ability of the members to define and streamline projects and processes. It focuses on the core competencies of the individuals and identifies members who can develop breakthrough processes and products.

Employees are given training on and prepared in root cause analysis tools. Guidance is given on the development of project management and crisis management abilities of key players.

The roles of each individual are then defined. Training focuses on the understanding of the each person’s roles and responsibilities. Their communication skills are developed so as to effectively communicate with top management as well other team members.

There are various Six Sigma problem-solving tools that are useful for decision-making. Most of the tools are statistical; an understanding of these tools helps in proper data analysis and decision-making.

Cross training is also relevant. Successful deployment is dependent upon the team. The development of skills in dealing with various situations, knowledge sharing and clarity on content is important from the Six Sigma project implementation point of view.

Last but not least, presentation skills and project transition needs have to be considered. Training on these concepts helps make project transition and closure a smooth one.

Six Sigma Training Objectives

Whenever management plans to bring about a change to the business, it is usually met with resistance by employees. Some employees begin feeling uncomfortable with the proposed changes in existing systems.

Six Sigma training helps bring about an understanding of the overall Six Sigma project. The technicalities of the project may be covered, and employee issues and resistance are tackled. The project implementation will be simpler if employees are aware of the relevance of the Six Sigma project.

There are various technical and statistical tools that are used for Six Sigma projects. An understanding of these helps employees to use them effectively. When the tools are complex, the understanding of its critical usage becomes imperative for precise data collection and analysis.

As the training involves the knowledge of DMAIC, DMADV and so on, employees will be able to implement them properly to the project. The cost of hiring such professionals is also reduced if the company imparts training to its own members. The same members can also assist in training other over a period of time.

Six Sigma training is relevant not just to big organizations, but also small-scale units that plan to carry out Six Sigma projects for product or process improvements. Training programs may be different for every organization.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution’s Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.

For any organization to implement a Six Sigma project successfully, there are a few considerations to be made, such as management support, education and training, committed resources and linking the effort to compensation.

Management Support

In small businesses, management is generally involved on a personal basis to a great extent. It is easier to achieve the support of top management to achieve results. An agreement on issues among team members is easier than in a large company.

Education and Training

In smaller companies, the cost of education and training is higher and the investment, being a smaller number, will not qualify for discounts as it would in a bigger company.

The time that staff puts in for training is time lost on production and revenue generation processes. However, Six Sigma training and education can be useful for sustaining improvement in the long run.

Committed Resources

The committed availability of the employee as a resource is a relevant factor. But by providing committed resources to the project, there may seem to be a shortfall in their availability for other functions.

However, the benefit of involvement of these resources is definitely visible in the long run.

Linking Effort to Compensation

In a small business, the efforts of the teams involved in a Six Sigma project can be compensated. The decision to implement such a compensation structure can be developed easily within the HR department. The results of the initiative will be easily identified and appropriate compensation linked to these efforts.

There are many other aspects that need to be considered. To bring about change successfully, small businesses must meet two important requirements.

Increasing Tolerance to Variation

When small businesses undertake any project, they have to control the number of mistakes or problems that the changes may cause. Before deployment, they should ensure that the project consequences do not affect customers adversely.
They should also ensure that any mistakes are dealt with carefully and a safe path followed for further changes.

Spare Resources and Redundancy

In other words, the change agent should be able to spare sufficient time on project development. In a small business, Human Resource is a very scare resource. The business should take on the Six Sigma project activity when they are able to spare key players for at least one day per week.

There should be other members who can act as a backup to such agent-basic activities. Gradually, the company should consider rotating Green Belts and training new staff. This will make the overall improvement project sustainable.

Small businesses will have to make some extra effort to deal with these issues. They may even seek the assistance of bigger organizations or individuals who are trained Black Belts and so on.

Small businesses are dynamic in nature. They cannot afford to undertake projects for longer periods of time. They should choose projects carefully and ones which would be completed within a month or so.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution’s Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.

The implementation of a Six Sigma project requires the services of professionals who are well trained in using the various tools and techniques of Six Sigma. Such professionals have to undertake a certification program or training on the various Six Sigma measurement tools and techniques they can bring into practice.

Six Sigma certification is similar to other certification programs, and a certified professional is capable of utilizing their knowledge to the benefit of the organization. There are various levels of certification that can be achieved after the appropriate tests are passed.

These levels are named in the same manner as martial arts grades; Green Belts, the Black Belts and Master Black Belts.

The Green Belt

This is the basic level that is completed when an individual completes two weeks of training and passes the qualifying exam. All the basic essential methodologies are taught in this level, such as DMAIC and its overall usage.

Green Belt training also covers project management, quality management tools and quality control tools. It also trains students on problem solving and data analysis methods.

Green Belts are also trained in implementing deployment plans and ways to sustain the new changes that have been introduced.

The Black Belt

Black Belt certification is given to a technically-oriented professional who completes four weeks, or around 160 hours of training and passes the appropriate test. This curriculum covers Green Belt certification curriculum as well. Black Belts generally have a background in college level mathematics, which is relevant for quantitative analysis in various phases of Six Sigma projects.

They are also proficient in using software tools, spreadsheets, databases, presentation software and so on. They may also be trained in the usage of statistical analysis software and simulation tools. These individuals also undertake project work and usually train other Six Sigma trainees and Green Belts.

Black Belts develop their skills in cross-functional Six Sigma project implementation. They then move on to undertake the role and responsibility of Six Sigma team lead.

The Master Black Belt

This is the highest level of organizational proficiency. Master Black Belts are those individuals who undertake the four weeks training and implement it as program managers. They have all the knowledge and training that Black Belts have - and even more skills to understand the mathematical theory of the various statistical tools in use.

They may also be proficient in project management, imparting training, program organization and so on. They should have the ability to guide the Black Belts in applying the various techniques correctly in critical areas. They should have good communication and training skills, as they are generally responsible for imparting training on the various statistical tools and techniques to the Black Belts and Green Belts.

They should assist others in achieving their certifications, thus reducing the extra cost of training these individuals.

Not all certified professionals have the same levels of competencies for undertaking the implementation of Six Sigma projects. By training for various levels, individuals can develop their competencies and become important participants of the various levels of Six Sigma project implementation.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution’s Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.

What is Theory of Constraints (TOC)?

The theory of constraints helps manage complex systems, as well as determine the root cause of any problem. Contrary to Six Sigma, the approach is logic driven to analyzing the root causes. There is a probability of a Six Sigma project failing due to wrong selection.

The TOC approach is to manage and identify constraints of the systems; its strength is the qualitative analysis, which is useful in dealing with highly complex situations. The processes are made powerful enough to deal with the variations. The Six Sigma approach to value is that of meeting the customer requirements, while that of TOC is that of using the constraint to define the maximum value for a customer in relation to the constraint.

Six Sigma effectively combines with TOC. Though the two approaches are different to a certain extent, they can be very powerful if implemented together. Six Sigma improvement based on TOC methodology addresses the constraints that exist in systems, as well as future constraints that may arise once the current ones are dealt with.

The five basic steps of TOC are:

1. Identifying constraints: The first step is to find out or look for any constraints if they exist in the system.

2. Determining strategy to exploit the constraint: Once the constraints are identified find out a Six Sigma project which will help minimize waste of the constraint by utilizing the constraint itself.

(e.g. if a machinery in use is a constraint, then a Six Sigma project to reduce defects in it by keeping the machine in the optimal condition can be the strategy followed).

3. Subordinating everything else to the decision made: The next step is to adjust or eliminate those activities that may hinder the utilization of the constraint to its maximum capacity.

4. Elevating the constraint: If the system performance is not satisfactory, efforts or investment should be taken to improve or eliminate them.

5. A broken constraint: When one constraint has been dealt with, move on to the first step of the cycle to handle other constraints. Ensure that old policies and habits are evaluated in relation to the changed circumstances.

The combined utilization of Six Sigma techniques and theory of constraints can work wonders for the team. In the first step of project selection, the theory of constraint helps the Six Sigma team to choose the correct project without wasting Six Sigma resources on strong areas.

The Six Sigma methodology applied on the weak part will help reduce the defects and maximize quality. Additionally, the theory recognizes the constraints in the beginning that helps avoid wastage.

Additionally, those areas that are working properly are not touched and new tools and techniques used to repair or replace the existing constraints. Rather than replacement, a resolution of problem should be found, as replacement would mean wastage in itself.

Six Sigma projects applying the Theory Of Constraint can help bring about a systematic improvement in prioritizing the constraint areas. Carrying out changes at the same time would be detrimental in meeting the needs of the customers at the lowest costs. TOC ensures that the maximum improvement is achieved with the least investment.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution’s Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.

Most often it is the DMAIC methodology that is used and involves bringing about improvements in the existing systems. Likewise, there are some organizations that are involved in constant innovation of new products and services.

This is the core concept of DFSS - which stands for Design for Six Sigma. The DFSS approach is one of designing a new product or service to achieve Six Sigma quality.

What is DFSS?

The DMAIC methodology has universal acceptance. DFSS is more focused on developing new products or redesigning them. Development is mostly done from scratch, or may sometimes involve redesigning of a specific product. You will find different definitions of DFSS for different organizations.

DFSS is an approach more than a methodology. The expected Six Sigma level is at least 4.5 (i.e. approximately 1 defect per thousand opportunities), but can be 6 depending upon the product. A complete understanding of CTQ and customer needs is a must for achieving this level before designing and implementing such a product.

DMADV stands for Define, Measure, Analyze, Design and Verify. You will see that the DFSS and DMADV are very similar, wherein one may even call DMADV a methodology for implementing DFSS. The Design phase is the only difference between DMAIC and DFSS. Similar to DMAIC, the Define and Measure steps are followed by an Analyze phase.

The Analyze phase differs in the DFSS methodology, as its focus is the critical assessment for the void between the new product and the criteria set. The Voice of Customer is the basis of such analysis, and the criteria have been based on this data.

Difference Between DFSS and DMAIC

Many experts are of the opinion that with similarities between Six Sigma and DFSS, DFSS can be called as a logical extension of Six Sigma. Though this may be true, there are some differences between DMAIC and DFSS.

The basic difference lies in the fact that DMAIC is a methodology that focuses on bringing about improvements to the existing products and services of the organization. DFSS aims at designing a new defect free product or service to meet CTQ factors that will lead to customer satisfaction.

DMAIC focuses on detecting and solving problems with existing products and services, while DFSS approach is that of preventing a problem.

The benefits and savings of DMAIC are quickly quantifiable while those of the DFSS will be visible only in the long term. It can be around six months or more before the result of a newly developed product is visible.

One may say that DMAIC is based more on manufacturing or transactional processes, while DFSS encompasses marketing, research and design as well.

DFSS brings about a huge change of roles in an organization. The DFSS team is cross-functional, as the key factor is covering all aspects for the product from market research to process launch.

Thus, DFSS provides tools to get the improvement process done efficiently and effectively. It proves to be powerful management technique for projects. It optimizes the design process so as to achieve the level of Six Sigma for the product.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution’s Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.

Master Black Belts and Black Belts can bring about changes in design, but cannot guarantee the success of the changes. Each unique process can be affected adversely - or otherwise - due to the changes brought about, and team leaders can predict them when they design the product or process.

A design risk assessment is imperative before implementing the change in any product or process.

What Is Design Risk Assessment?

Design Risk Assessment is determining the risk potential of a changed design. It becomes even more significant when an entirely new process is developed. Even the sub-processes of the design should be assessed to ensure that the change is successful.

Even a small defect can be disastrous on the outcome of the new design. An assessment of the design from conceptualizing to the actual designing phase has to be done. This involves simulation tests of the different designs and sub-processes of the project. If a design is implemented without conducting the assessments, problems may surface in the implementation. This can have a bad effect on other related processes and designs. It can even make the process design redundant and affect the overall project finances and the efforts made on the product and process design.

Design risks are not limited to any one sector; manufacturing as well as service sector projects need to carry out timely assessments. A systematic and meticulous examination also captures system level hazards. The risk is not limited to non-conformity to the voice of the customer and CTQ factor.

Tools for Design Risk Assessment

One of the most common tools used for assessment is the Preliminary Hazard Analysis (PHA), which is used for qualitative assessment of risks. It allows the Six Sigma team to identify the risk so that it is avoided by making small changes in the design. However, the utility of this tool is limited, as the risks arising in the implementation stages may not be predicted.

Another useful tool is the Design Failure Mode and Effects Analysis (DFMEA) tool; it is used for measuring the criticality of factors that affect the CTQ and CTC. The FMEA tool can also be utilized for undertaking Design Risk Assessment.

Documentation Is Necessary

The results of such Design Risk Assessment tools are documented and stored for reference in the future. Additional input from the employees, managers, Six Sigma professionals and the data collected are assessed to effect any changes in the proposed design. The changes in the design, if well documented, will be useful in the control or verify phases.

Thus, Design Risk Assessment is useful in maintaining the reliability of the planned designs. With a timely understanding of the risks, the right changes can be made at the right time. Project implementation without assessment will surely lead to failure of the project to achieve its goal on implementation. It should be made an integral step in the design phase.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution’s Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.

The facilitators have to have good sense of timing, listening and observation skills and a sensitivity to overall group dynamics. Facilitation is not just about sorting out problems, but enabling groups or teams to workout solutions to various issues for the successful implementation of the projects.

Role of Change Agent

Commonly, Certified Six Sigma teams have to take on the role of change agents at various points. They are change agents who have to communicate to people about the changes taking place. These skills are necessary for facilitating overall group activities.

Change agents need to have communication skills, meeting management skills, presentation skills and presentation preparation skills. They have to possess good observation skills to understand the non-verbal signals of group members.

Shared Responsibilities

The team leader and facilitators share the responsibility of conflict management. The facilitator can also be an outside team member. This is necessary when there is apparent bias and distrust among the team members, or rivalries between individuals and organizations. Some individuals may feel free to communicate with an unbiased outside facilitator.

A facilitator may focus on problem solving and allow others to concentrate on the immediate demands of the project. When it comes to timely decisions in crisis situations, a facilitator can help speed things up. They should be neutral about the issues they are dealing with.

Techniques

To deal with various situations in the team, the facilitator may conduct an open consideration of the topic with team members, narrow down the considerations and reach closure through decision-making. To begin with, the facilitator encourages team members to brainstorm possible solutions to the problem.

To make the meeting effective, the facilitator will often invite meeting participants to generate guidelines for the discussion. Encouraging the participants to generate guidelines ensures that everyone participates. Once this stage is complete, the facilitator should add up any new ideas that may play an important part in problem solving.

Having all participants respond to each question can make everyone participate actively. The facilitator can bring about new ideas by introducing a simple related object to the problem case study.

After opening the discussion by brainstorming, narrowing down the relevant factors is necessary. This can be done by eliminating duplicates and getting clarification on points that may be interpreted differently by different participants. Categorizing items also helps in finding solutions quickly.

The facilitator can then use prioritizing techniques to find items of top interest to the participants, who may feel that some points are irrelevant, yet may still be discussing them. This will provide a starting point for decision-making.

Facilitators have to work towards assisting the Six Sigma team leader with realistically scheduling projects to accomplish the goals that they have worked out. Even encouraging conflict can bring out the participation of members in problem resolution.

The facilitator is in a position of neutrally observing the group at work and providing feedback and guidance to the team. Thus, external or internal facilitators have an important role to play in success of Six Sigma projects.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution’s Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.

The Kano Theory

So how do organizations analyze the customer needs? How do they understand what the basic needs are and what will mean more than just satisfaction? To address and understand this situation, a technique has been developed by Professor Noriaki Kano and his colleagues of Tokyo Rika University. This is the Kano theory, which explains that for some customer requirements, customer satisfaction is proportional to the fully functional product or service.

It focuses on three types of requirements satisfaction; basic needs, which help the company to get into the market, performance needs, which help the company to sustain themselves in the market and excitement needs, which allow a company to excel.

Let us take a scenario of planning a dinner at a restaurant. Your minimum expectation is that the food is tasty and served properly. At the end of the dinner, if your food has been up to your expectations, you are satisfied. You may or may not return to the same place.

However, in another scenario, the overall ambience of the restaurant is great and the food was extremely delicious and served with a lot of care and attention. To top it all off, if a tasty dessert is served and the manager meets with you personally to find out how you felt about the food, this would mean more than just satisfaction - it would make you delighted. This overall experience would surely make you visit the restaurant at least once more.

Breaking it Down

This model can be broken down into a (x, y) graph. The X-axis represents the level in achieving customer outcomes or CTQ’s. The y-axis represents the customer’s level of satisfaction as a result of level of achievement. The lower curve represents the basic needs or features that are expected - and the lack of them would lead to customer dissatisfaction or even loss of business.

The upper curve of the model represents the unspoken needs of the customer. When they are satisfied, then it means that you have been able to achieve attributes that delight and excite your customers. This provides a competitive edge for your products and business as a whole.

Six Sigma Teams and Kano

Six Sigma teams use the model to make changes to existing products and services and to develop new ones. They analyze the effectiveness of the products in comparison to the customer satisfaction levels. Simulation tools are used to investigate the likely effects of change on the satisfaction levels.

If a new product is being developed, the simulation tools can be used to indicate the effect of the suggested features with the help of the Kano graph model.

Customer needs differ from one category of customer to another. After a period of time those needs that bring delight may become a necessity for some.

Six Sigma teams can use the Kano model effectively to analyze the effects on customers. However, it cannot be used for suggesting new product features. It also cannot be ignored, as the advantages far outweigh the limitations.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution’s Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.

Project plans show the why and how of a project, while the Gantt chart shows the relationships among project tasks. A proper project plan is a key factor in the success of any Six Sigma project.

What a Plan Includes

The dictionary meaning of project is a plan, proposal or an undertaking. A plan is defined as a scheme or a program or a systematic arrangement of important tasks. A project brings the plan into actual implementation; it is the bridge between planning and doing.

The plan will generally include a goal statement, a timeline for completion of various tasks and the description of various resources required for the project. It also includes the measures of evaluation for the study of the effectiveness of the proposal.

Establishing Estimates

The goals of a Six Sigma project plan are to establish estimates for the overall project as well as the smaller constituents. It is a model of the project that is being proposed. This helps in bringing about timely changes in the project if any drawbacks are identified. Therefore, it helps in understanding how the various components of the project fit in place and the coordination of the various activities to achieve the project objectives.

Six Sigma project plans also detail the roles and responsibilities of the participants involved directly or indirectly in the different processes and stages of the project. In case of any deviations, the plan can be referred to for reference, so that the project does not continue to go off track.

If anything needs to be changed which can bring other things under the scope of the project, the project plan can be reviewed and appropriate changes made for any further changes that may be required.

Cost-Benefit Analysis

A good project plan for any Six Sigma project will cover the entire why and how of the project. It will not only have the goal statement, but will also detail the cost- benefit analysis. A cost-benefit analysis is important in a project plan as it proves the profitability of the project being undertaken.

An overall feasibility study, if included, provides support to the claims of practicability of the project. This helps in making a good case for the need of the project with the concerned stakeholders, such as top management and the shareholders.

A timetable for the various steps sees to it that the project remains on the right track and does not take too long to complete. If any task is lagging behind the schedule, steps can be taken to provide additional resources for its timely completion. A timely completed project will ensure that the participants do not lose interest in it.

In short, a project plan defines the entire Six Sigma project life cycle. It establishes a budget for the costs and resources. In some cases, if the pan has been made with due care and research, it can help identify risks of the project and eliminate them.

On obtaining a commitment for the project plan from the top management, Six Sigma team leaders can undertake the project activities that have been developed based on it.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution’s Six Sigma Online offers online six sigma training and certification classes for six sigma professionals including, lean six sigma, black belts, green belts, and yellow belts.