1. Six Sigma
Introduction 1 1

2. WHAT IS SIX SIGMA?
Six Sigma is a highly disciplined process that helps us focus on developing and delivering near-perfect products and services – as defined by our customers.
Why ”Sigma“? The word is a statistical term that measures how far a given process deviates from perfection.
The central idea behind Six Sigma is that if you can measure how many “defects” you have in a process, you can systematically figure out how to eliminate them and get as close to “zero defects” as possible. 2

3. KEY CONCEPTS OF SIX SIGMA
Critical to Quality:
Defect:
Process Capability:
Variation:
Stable Operations:
Attributes most important to the customer.
Failing to deliver what the customer wants.
What our process can deliver.
What the customer sees and feels.
Ensuring consistent, predictable processes to improve what the customer sees and feels. 3

4. SIX SIGMA ─ ELEMENTS OF QUALITY
Three key elements of quality: customer, process and employee.
Delighting Customers:
In every attribute that influences customer perception, we know that just being good is not enough. Delighting our customers is a necessity. Because if we don’t do it, someone else will!
Outside-In Thinking: Quality requires us to look at our business from the customer’s perspective, not ours. With this knowledge, we can identify areas where we can add significant value or improvement
from their perspective.
Leadership Commitment:
People create results. Quality is the responsibility of every employee. Every employee must be involved, motivated and knowledgeable if we are to succeed. 4

5. GAUSSIAN DISTRIBUTION ─ BELL CURVE-4 -3 -2 -1
68.26%
Number of standard deviations of average value
95.4%
99.74%
34.13%
13.57%
2.16%
0.13%
Reversal Point
To achieve Six Sigma quality, a process must produce no more than 3.4 defects per million opportunities.

6. The higher the value, the more efficient the process
THE SIGMA-LEVEL
Measuring Method to Determine Process Performance
SIGMA
ERROR RATE
DEFECTS PER MILLION*
SUCCESS RATE (Y%) 1
69% 31 2
31% 69 3
6.7%
66.807
93.3 4
0.62%
6.210
99.38 5
0.023%
233
99.977 6 %
3.4 7 %
0.019
The higher the value, the more efficient the process

7. SIX SIGMA AND CX Our Customers Feel the Variance, Not the Mean
Often, our inside-out view of the business is based on average or mean-based measures of our recent past. Customers don’t judge us on averages, they feel the variance in each transaction, each interaction. Six Sigma focuses first on reducing experience and process variation and then on improving the process capability.
Customers value consistent, predictable business processes that deliver world-class levels of quality. This is what Six Sigma strives to produce. 7

8. BREAKTHROUGH-STRATEGY
DURATION IN YEARS 3 1 2 5 4
IMPROVEMENT QUOTA
BREAKTHROUGH- IMPROVEMENT
SIX SIGMA (Optimal Improvement)
STANDARD METHODS (Gradual Improvement)
GRADUAL IMPROVEMENT:
Kaizen
Re-Engineering
TQM
Current Tools and Approaches

9. SOURCES FOR SIX SIGMA PROJECTS
The Following Methods are Applied
DMAIC
Improvement of existing processes (DMAIC-Cycle: Define, Measure, Analyze, Improve, Control)
DFSS – DESIGN FOR SIX SIGMA
Creating new products and processes (DMADV-Cycle: Define, Measure, Analyze, Design, Verify)
CHANGE MANAGEMENT
Tools to initiate, support and control the necessary alteration processes
PROJECT MANAGEMENT
Coordination and implementation of all initiated projects. Due to state of the art development tools companies operate faster, more individual, more rational

10. SIX SIGMA – SUCCESS FACTORS
Increase of Company Value through Customer Satisfaction and Customer Loyalty
SIX SIGMA
Evaluation + improvement of customer’s satisfaction > DMAIC-Process
View through rearview mirror
Customer Loyalty
through implementation of critical improvements based on customer demands
DESIGN FOR SIX SIGMA
Detect + fulfill future important customer requirements > DFSS
View through front window

11. DMAIC-CIRCLE / DMAIC-CYCLE
DMAIC-Cycle to Measure Current Projects and Their Improvement
WHAT IS THE PROBLEM
Problem description and definition of project objective; initiation of project and planning of milestones
SEVERITY OF THE PROBLEM
Determination of causes for actual problems and cause variables, quality, data and facts
REASONS
Processing of the results and problem analysis
SOLUTION
Selection of solution alternatives and implementation of a strategy to reach goals
IMPROVEMENT AND SUSTAINMENT
Implementation of solution approach, monitoring, controlling and documenting
CONTROL
ANALYZE
DEFINE
MEASURE
IMPROVE

12. DEFINE – DEFINITION PHASE
Tasks of the Six Sigma Champion
Preparation of project charters 1
Focus on customer requirements and company interest 2
Securing of sufficient project resources within the team (commitment of all participants) 3
Strict separation from other projects 4 5
Consideration of economical value, probability of success and availability of resources

13. PROJECT ORGANIZATION AND ROLES
Description of roles and related skills
CONTROL CIRCUIT
CHAMPION
MASTER BLACK BELT
BLACK BELT
GREEN BELT
YELLOW BELT
Responsible for budget and resources; sponsor of Six Sigma projects
Experienced senior project manager; management of cross-sectional strategic projects
Project manager and Coach; executes projects together with other business divisions
Leads projects within his sector of responsibility; implementation of smaller Six-Sigma projects
Part of the project team, which applies Six Sigma methods; supports execution of projects
TEAM MEMBER 13

14. THREE IMPLEMENTATION APPROACHES
COMPANY WIDE STRATEGY
TOOLBOX
IMPROVEMENT PROGRAM
IMPLEMENTATION IN TOP-DOWN-PROCESS
Management makes decisions on the introduction of Six Sigma, which are transferred to all company levels
USE POTENTIALS
Internal improvement initiative, to use improvement potentials within the day-to-day routine of the company
7X7-TOOLBOX
Success by integration of selected improvement tools from the 7x7-Toolbox (mixture of techniques, methods and mental models)

15. RECAP – WHAT IS SIX SIGMA?
INDICATOR OF
Efficiency of processes
TOOLBOX
Process, analysis, statistics, problem solving strategy
PROBLEM SOLVING METHOD
Systematically , data oriented, (DMAIC-Method, DMADV)
PROCESS IMPROVEMENT
Operative and productive processes
QUALITY INITIATIVE
Measurable success like increased revenue and lowered costs
CUSTOMER REQUIREMENTS
Not quality improvement at all costs 15

16. FEELING QUALITY (CX)
Practical Meaning of Process Performance 16