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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.

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.

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.

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.

A team is successful when it sets a benchmark and exceeds it. The team will perform when proper goals are established and benchmarks set for them to achieve. The record of progress should be maintained to keep the team on track.

The Metrics

Performance may be measured as productivity, quality levels achieved, customer satisfaction, project completion and so on. These performance measures can be further categorized as tangible, intangible and team effectiveness measures. The final word though is the success of the project.

The team undergoes training on Six Sigma tools and techniques, so that they may become Six Sigma Certified. They implement the tools for the betterment of the processes and improvement of the organization as a whole. In evaluating team performance, some tangible measures such as productivity, quality, cycle times, services, grievances and dismissals can be considered.

Productivity is the ratio of output over input. Team productivity is achieving certain targets in certain period without wastage of time and material. Here, the team performance also has to evaluate the quality the processes have achieved by utilizing different metrics. These metrics may be based on the cycle times required by the products, the complaints or grievances of the customers and so on.

The standard target to be achieved is Six Sigma. Anything much lower than that will result in the team’s failure to achieve any substantial output after the effort. The success of the team can also be measured from the results they achieve by bringing about a change in the processes. It depends upon how they convert whatever they learn into tangible results for the organization.

They have to ensure that the defects in the processes reduce as a result of the measures they have put in place.

Level of Customer Satisfaction

Other measures for evaluating performance are intangible in nature. Teams are typically formed by selecting employees from cross-functions processes. All of them are aware and informed about the various processes and also display leadership qualities. They have to work as change agents and have to bring about a change in the attitude of the employees to accept the changes in the processes.

The most relevant measure of a team performing a good job with the entire project is the level of customer satisfaction they achieve. The team’s performance depends upon the reduction in the customer complaints and increase in compliments. If the customer is satisfied, it means the defects have been reduced - which means the Six Sigma team’s performance is on the mark.

Last but not least are effectiveness measures. They can be considered for a team’s evaluation the extent to which the projects undertaken have been completed. Some projects may be completed and approved while some may not be approved.

This also involves measuring the number of potential volunteers who have actually undergone Six Sigma training in the end. There has to be marked improvement in the quality of the processes, and they should achieve the target of Six Sigma. The deciding factor, though, will be the net annual savings that they have been able to achieve in the projects undertaken.

Thus the bottom line to evaluating Six Sigma team performance is increased production, improved quality, decreased cost and defects and higher return on 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.

Typically in the service sector, the various teams are at varied locations worldwide, with a diverse set of personnel. It is the Black Belt’s and the Champion’s creativity in managing such teams that ensures the success of the project.

Managing Using Technology

With new developments occurring everyday in technology, Black Belts have various options for their support. In a Six Sigma project, the Black Belts can use various software and statistical analysis tools that will help increase the speed and accuracy in data collection and analysis in the measure and analyze phases.

Internet technology, web-based meetings and other tools can assist the Black Belts in managing teams. Though these tools are not the only ones on which to base Six Sigma project management, their utility helps improve the function and communication among team members.

Tools such as net meetings and teleconferences can be used to communicate different ideas and decisions to people at all different locations at same time. Even conducting trainings and seminars for employees is possible. Live communication of decisions to dispersed team members helps bring about participation and improved communication between them.

Technological advancements provide teams with aids that can be used for digital documentation of important papers across scattered locations. Sometimes document management systems can also be used, which help bring down the excessive physical movement of communications from desk to desk at various locations.

Communication

The most critical factor in managing Six Sigma teams is communication. There has to be continuous two-way communication among team members in all locations.

Team members should regularly communicate through formal meetings, calls or even emails to understand and track the progress of the project.

Regular Visits

It has been observed that when teams are situated at separate locations, Six Sigma team leaders cannot frequently visit them. These meetings are seen by many as disturbances in the daily flow of the team’s work.

However, if the leaders manage such visits on a regular basis, they would find more support, which is necessary to the success of the project. They would be able to manage the project better by frequenting the scattered locations.

Top Management Support

The support of top management is equally critical for managing Six Sigma project teams in scattered locations. This support has to come in the form of staffing, money, time and consultants, which are necessary for the project’s success.

The teams, in return have to show a satisfactory return on investment that top management does offer. Regular communication of reports based on the data at all locations will ensure regular support from top management. Their support becomes critical in removing roadblocks that occur in such scenarios.

Creativity

Creativity is one factor that Six Sigma team leaders and Black Belts cannot ignore. Creative thinking is important to the success of the team (e.g., it may be preparing teams for meeting and teleconferences, precise report preparation of Failure mode and effect analysis (FMEA) and so on). This will ensure team participation and accurate communication among team members.

Six Sigma team leaders can avoid pitfalls of projects at scattered locations by regular communication and the appropriate use of technology. The challenges simply have to identified and tackled wisely.

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.