The telecommunications company Motorola developed a set of quality management methods in the 1980′s that eventually came to be known as the Six Sigma Business Strategy. Since then, many other companies have come to use this or a similar set of strategies in regards to their production and other aspects of their businesses. Staff members devoted to implementing this strategy are often known as the Six Sigma Green Belt staff, or just the Green Belts.

Motorola was criticized in the 1970′s in regards to the quality of their products. This criticism was pointed enough that management at the company gathered to review their internal practices and philosophies to see if there was some way to improve product quality. They discovered that, contrary to common beliefs, products with high quality did not cost more to produce.

Instead, their production costs were actually lower in relationship to their profitability because there were fewer production stoppages and fewer repairs necessary during production when the product had an inherently high quality. They realized that they could increase profits dramatically by ensuring that all products were as free of defects as possible before production began.

Six Sigma Doctrines

The managers at Motorola proceeded to develop three assertions regarding this notion. They declared that it was vital to establish an ongoing evaluation of production and quality that sought to constantly improve quality. This differed from other companies’ practices, which used such strategies on a periodic basis and only when the companies were already in financial trouble. They also made the somewhat unoriginal assertion that the production process possesses qualities that can be measured and improved. Finally, they stated that a company should call on its employees, managers and other staff to dedicate themselves entirely to this mission of production improvement.

These assertions were not entirely original. However, they did demand a cultural change in the workplace. No longer could employees and other staff consider their place of employment as just a place where they worked a set number of hours in exchange for pay. The goal of improvement was to consume workers and managers in a way it never had before.

Certain features of this strategy did distinguish it from previous calls for product improvement. It demanded adherence to decisions that were based on verifiable data, collected and measured by teams that studied internal processes in a disinterested fashion. These teams were not allowed to pass judgment on that they saw. They were only allowed to collect data and analyze it. The Six Sigma strategy calls for a scientific focus that is free of emotional or political persuasion.

Simultaneously, however, observers have noted that this philosophy does impact staff on an emotional level. It demands a certifiable passion from employees in regards to reducing defects and variability in production. Upper management, in particular, is expected to evince this passion.

Nothing sets this strategy apart from others more than its creation of teams within the company that focus on product quality and improvement and nothing else. These teams are known as the Six Sigma Green Belts. In some companies, they are called by similar monikers, such as the black belts or the champions.

Six Sigma Green Belt Training

Beginning in the 1990′s, many companies went beyond simply reassigning employees to these Six Sigma teams. They began to train and certify people for this critical task. The paths to Six Sigma Green Belt certification vary depending on the company which oversees the training.

Some companies only require their Six Sigma applicants to complete a course in quality improvement. This may be followed by qualifying work on a specific project. The latter may or may not be done under the supervision of a master green belt.

Other companies set more rigorous standards for their aspiring green belts. These standards may require more completed projects before certification is awarded. Certain companies administer a written exam which applicants must pass in order to work on green belt projects.

There are actually independent institutes which aid businesses in qualifying staff for these tasks. They perform their services in exchange for a fee. Many of them now offer online training to supplement or even replace standard training.

Six Sigma Implementation

Six Sigma Green Belt team members can work on either of two kinds of projects available within a company. They can focus their efforts on reviewing and improving products that are already in production. They can also choose to work on teams that focus specifically on preparing and improving products before they reach the production stage.

Teams that work on products that are already in production pass through five steps in their efforts to improve production and reduce defects. They first listen to and record public complaints about a specific product. This is called defining the problem. Six Sigma philosophy also calls it “listening to the voice of the customer.”

The second step in this process entails measuring quantifiable data about the current methods of production in regard to this specific product. The team collects all relevant data. They do this, as much as possible, in a scientific fashion without regard to emotional involvement with a product’s success.

Finally, the Six Sigma teams analyze the data in an effort to detect cause-and-effect relationships between errors in production and defects in the final product. Then they seek to improve that process. The last step involves ongoing control and review pf the process to keep it on the right track.

Six Sigma Green Belt Teams dedicated to improving product quality before production also follow five steps in their methodology. They start by defining goals for product designs. Then they identify and measure product potential and risk. This is followed by the development of various alternatives in order to find the best possible version. Next follows the actual design of prototypes and the running of necessary simulations. Finally, the design is verified and the product enters the production stage.

The Six Sigma strategy has entered into widespread use since its development decades ago. Various companies have their own green belts seeking to constantly improve product quality. Many large corporations have publicly announced billions of dollars in savings over the year due to the work of the Six Sigma Green Belt teams.

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Six Sigma - What Is It?

Nothing is more important to businesses than their profit margins. However, improving these margins requires fine tooling at every turn and consideration of every process, person, and decision that goes into a final product or service. Enter the Six Sigma methodology, specifically defined to improve business systems that results in nearly perfect, error free productivity.

Pioneered about 25 years ago by Motorola Corporation’s manufacturing division, which still uses it today, what Six Sigma methodology represents and how it can be applied to any business model is still of great interest. Thus the Six Sigma definition, as it relates to today’s business world, as well as how it has been refined to include a process called Lean Six Sigma, will be discussed here. Though initially developed for manufacturing, Six Sigma Methodology has been proven to work for all business models, large and small, from call centers to medical and insurance services.

The Six Sigma Definition

The definition of Six Sigma is most simply described as six standard deviations for improvement. Sigma is the Greek letter used to indicate standard deviation in the world of statistics. Thus, Six Sigma is a management methodology that uses six indicators along the road to perfection. When the highest level of perfection is reached, there should be no more than 3.4 defects per million opportunities for any transaction, product, or service. As it is derived from using standard deviations of measurement, it relies on statistical techniques to achieve a reduction in defects, along with quality control and measurement.

Moreover, its strategies rely on trained Black Belts and Green Belts, professionals who are specialists in the Six Sigma techniques. They use statistical methods of management to accomplish near-perfection in defect-free products and services for companies around the world, saving them well-documented dollars and increasing profitable gains. Indeed, GE was said to gain $2.4 billion dollars in 2001, while Motorola Corporation, DuPont Corporation, and even municipalities have had similar success through using Six Sigma methodology and techniques.

The Underlying Basics of Six Sigma Methodology

Following are the five basic phases of Six Sigma’s methodology, DMAIC, that if followed precisely, should result in improving any business process. The five principles involve constant review and refining or retuning of every process and are used for existing business products, processes.

1. D represents Defining opportunities; this phase entails first identifying problems existing in processes that must be solved for products to meet or exceed customer specifications or expectations.

2. M represents Measuring performance; this phase, as the name implies, has most to do with formulating a data gathering plan, executing the plan, and then verifying that the data is collected properly.

3. A stands for Analyzing opportunity; this phase involves Black Belt expertise in developing a plausible reason, or hypothesis, for the causes of defects that are occurring. Both statistical and non-statistical methods are used for the analysis and to prove or disprove the hypothesis. If correct it is added to a short list of causes; if not, it is refined.

4. I represents Improving performance; this phase is where the prior work of defining, measuring, and analyzing reaches culmination, and new ideas for improvement are formulated and implemented.

5. C is for Controlling performance; this last phase goes beyond improvement, while including control of the improved process. Adjusting input and output factors is important to monitoring the process, so that control is maintained for achieving near-perfect results.

Using Six Sigma for Brand New Businesses

As mentioned earlier, the Six Sigma methodology can be used to improve any existing business process. However, in many ways, it is easier to implement the Six Sigma methodology when getting a new business off the ground than by applying its rules to those in existence. The latter are often bogged down by many long standing and repetitive problems and unproductive ways of doing things, often resistant to change. The acronym, DFSS (Design For Six Sigma), is used in evoking the advantages of Six Sigma when applied to new businesses and products which have yet to become mired in bad habits.

For new products, the methodology implemented for following the Six Sigma strategy is known as DMADV:

1. D is representative of Definition of consistent goals, very important to getting new business products off the ground.
2. M represents Measurement of critical qualities.
3. A represents Analysis and evaluation of designs.
4. D stands for Details of design.
5. V represents Verification of designs.

What the Statistics of Six Sigma Means, Simply

While statistics can be highly complex and confusing, the principle behind Six Sigma’s standard deviations is that the methodology involves six levels. These levels provide two limits on either side of average for whatever is being measured, such as time.

A simple example would be that if one drove to work one billion times, using Six Sigma would allow one to be within those two limits all but two times. Six Sigma, then, projects the likelihood of having 2 defects out of a billion. This could be applied to orders for products, meaning only 2 mistakes in late shipments out of one billion on-time shipments, for instance.

How Lean Six Sigma Is Used Today

For today’s world, where speed is paramount, that seems to be the component that has been most applied to the basic Six Sigma methodology in formulating Lean Six Sigma. The latter, in a sense, combines the Six Sigma ideas and principles with lean manufacturing.

Lean manufacturing focuses on addressing the flow of processes and elimination of waste through improvement of related issues. Thus, the variation and design aspects of Six Sigma afford complementary disciplines for promoting excellence in business and operations, the heart of Lean Six Sigma. Such companies as IBM have used Lean Six Sigma for transforming not only efficiency, but also growth.

At IBM, the Lean Six Sigma model is used as a key ingredient underlying innovation throughout every aspect of the company, from manufacturing and development of software, to sales and, finally, to service in product delivery. That is significantly wide-reaching and illustrates the usefulness of a Six Sigma methodology that was proven effective years ago and shows no sign of less recognition and relevance for business today.

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Six Sigma - What Is It?

Six Sigma, a statistical analysis project methodology, promotes continuous process improvement through the systemic identification of problems and implementation of data-driven solutions. Competitive corporate environments, increased demands in regulatory and quality spheres and growing customer desire for instant, accurate services have created a niche in the job market for project managers and leaders with analytical skills. Six Sigma certification provides highly valued tools and skills and can be a powerful addition to any resume.

What Does Six Sigma Certification Teach?

Although material covered in a certification program may vary slightly, there are fundamental aspects of Six Sigma taught by all organizations. Coverage of project management methods and tools with specific emphasis on the DMAIC process are usually included. DMAIC is a standardized way of working through a project in five stages. The stages include:

• A Define stage during which a problem is stated, team charters are written and process maps and other defining elements are created regarding current procedures,

• A Measurement stage that allows teams to obtain a baseline metric and collect data for use in the project,

• An Analyze stage when teams review collected data using statistical premises, conduct root cause analysis and begin to brainstorm and select appropriate solutions,

• An Improve stage during which teams design and implement improvements on the process and test for success, and

• A Control stage when the process owner takes control and monitors the procedure using baseline metrics to ensure continued success.

In order to maximize success with the DMAIC method, Six Sigma students are introduced to an array of tools and statistical concepts. The depth to which students are exposed to concepts depends on the level of certification being gained. Six Sigma certification is available at Yellow Belt, Green Belt, Black Belt and Master Black Belt levels.

Six Sigma Certification Levels

Yellow Belt certification usually involves an overview of method principles and is provided to corporate management. The purpose of Yellow Belt training is for leaders to be able to understand and interact with Six Sigma certified managers and project leaders within the organization. Since projects must be sponsored by executive levels, those individuals need to be able to understand what is involved.

Green Belt certification often covers the DMAIC process in depth and provides a basic statistics overview that includes standard deviation, control charting and analytical tools like correlation and pareto charts. Green Belts usually participate in Six Sigma projects driven by Black Belts and may also lead small improvement efforts within their departments or expertise.

Black Belt and Master Black Belt certification is more in-depth. Additional project tools are covered and advanced statistical concepts like regression models, hypothesis testing and sample size calculations are usually taught at the Black Belt level. Master Black Belt certification usually comes after several years of hands-on Black Belt experience and additional classes. Black Belts work as project managers, Six Sigma trainers and department managers. Sometimes, companies hire Black Belts to implement Six Sigma methods within their organization. Master Black Belts are the Six Sigma gurus. They run programs to teach Six Sigma within large corporations and handle projects with high risks or large capitol expenses.

Six Sigma Certification Requirements and Costs

The requirements for official Six Sigma certification depend on the program and level. Schools and companies have various checkpoints for certification. Often, Green Belt certification only requires completion of coursework and demonstration through an exam or project presentation that the student understands how to apply the tools and concepts. Black Belt certification is usually more comprehensive. Some programs require lengthy coursework, passing grades on exams and completion of an appropriate level project. A few companies require a Black Belt to demonstrate a minimum dollar amount in savings through a Six Sigma project prior to certification.

Six Sigma certification cost also varies according to program and company. Large corporations often offer in-house certification programs or contract outside vendors to conduct training. In these cases, the company usually identifies candidates for the program from current and potential leadership. The company pays for the training and certification, because it is seen as an investment in resources. Other companies offer educational reimbursement programs that cover work-related certifications. Employees can attend Six Sigma training online or through local schools. If the student obtains a passing grade, the employer reimburses part or all of the expense.

Those not in a position to take advantage of employer offered training or reimbursement programs can find affordable online programs. This is a good option for someone looking to make a career change or move up in a current position. Often, these programs offer financial assistance in the way of payment plans. Classes available through accredited online schools may make students eligible for federal aid funds.

Why Get Certified in Six Sigma?

Many people obtain certification in Six Sigma because it looks good on a resume. While this is true, there are other practical benefits to such a certification. The knowledge gained through a Six Sigma course increases the ability to regard processes with an analytical outlook. Recent studies of corporate and manufacturing companies indicate leaders who make data-driven decisions produce better products and profits than those who rely on traditional management techniques or on-the-fly decision making.

Business owners who can step away from the emotional investment in their processes and use statistical evidence in planning are more apt to make rational, value-added moves. Supervisors who use Six Sigma to provide continuously improved performance and reduced error rates are singled out for high-level projects and future promotions. Executive leaders who can understand the metrics of their business command the respect of staff, make fact-based decisions and impress shareholders by delivering increased profits without sacrificing customer service.

Six Sigma certification has benefits for almost every person in a corporate, financial, health care or manufacturing job. As the methodology grows in popularity throughout various industries, companies are seeking certified and experienced Six Sigma staff members. Jobs for project managers, Six Sigma trainers, business analysts and process control managers are being created, and the proper certification provides the value individuals need to land those positions.

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Six Sigma - What Is It?

Developed in 1986 by the Motorola Company, Six Sigma is considered one of the top business management strategies in the world. The core of Six Sigma strategy is to improve industry processing by determining the factors that cause processing errors and eliminating them. A company that can successfully improve the quality of their processing operations has a good chance of making great strides in production and service, enabling the firm to reach its full potential thereby creating Six Sigma jobs where people like you can come in.

Six Sigma Roles

The methodology of the Six Sigma strategy is unique in both structure and operation. It has been highly successful in helping many companies on the market today overcome processing difficulties to obtain set objectives. Different companies may have different objectives they are striving for. Some common objectives include: increasing financial profits, reducing production costs, streamlining operations and attaining greater customer satisfaction, just to name a few. Six Sigma strategies are based on current operating information provided by the company which enables consultants to evaluate processing operations, make necessary changes where needed and introduce new ideas that can help the company improve output and reach its objectives.

Six Sigma’s efforts to achieve quantifiable progress involves using a quality management structure known as “belts.” Each “belt” represents a specific level of training which Six Sigma representatives acquire to help companies grow and prosper. As consultants acquire the experience and skills associated with a “belt”, they are advanced to the next level. Six Sigma jobs listed by Six Sigma belts are distinguished as follows:

Yellow Belts: acquire basic skills of Six Sigma applications via on the job training. These individuals are already employed by the company and are receiving training in Six Sigma methodology on the side.

Green Belts: operate under the tutelage of Black Belt instructors to implement Six Sigma initiatives within a firm. These individuals are also company employees.

Black Belts: train lower level belts and focus primarily on implementing Six Sigma projects. This position is a fulltime job no other responsibilities on the side.

Master Black Belts: function as coaches for Green and Black Belt teams. Their main focus involves statistical analysis and the monitoring of strategy application of their teams.

Champions: assume command of a company’s Six Sigma strategy implementation. They are generally of senior management level and assume the role of mentoring Black Belts under their jurisdiction.

Executive Leadership: are responsible for initiating all Six Sigma efforts and empower all Six Sigma roles to accomplish their tasks.

Six Sigma Jobs

The demand for Six Sigma consultants today is great, especially at the Black Belt and Master Black Belt levels. Black Belt Six Sigma consultants have the knowledge and expertise to help floundering businesses recuperate their status as well as assist new companies in rising to the top. Many successful companies on the market today consider Six Sigma consultants a viable asset for their future. Currently, opportunities for Six Sigma careers are at an all time high with even greater possibilities to come.

Independent business consultants who aspire to advance in their profession would do well to acquire Six Sigma skills and training. As a Master Black Belt, your services would be in high demand due to your knowledge of Six Sigma methodology. In addition, you can train others in this field, increasing your usefulness.

Master Black Belt training programs are comprehensive and rigorous, requiring extensive study and concentration. By obtaining hands on experience during your training, you increase your chances of obtaining one of the better Six Sigma jobs. Once you demonstrate a high level of proficiency in Six Sigma strategy skills, corporations will come to you with generous offers of employment. In order to reach this level of prestige, however, you will need to be highly familiar with Six Sigma methodology and strategies. You must also have acquired sufficient skill in process analysis and design to be able to complete key company projects that come your way.

Six Sigma consultants must be creative and possess good leadership and communications skills in order to lead those under them. Good judgment and decision making skills are also qualities that will help you get ahead in this field. Many black belt Six Sigma consultants have a Masters or even PhD in the business field and thus have a substantial foundation upon which to build their training. In addition to these degrees, prospective consultants must complete specialized training and receive Six Sigma certification to qualify for this field.

Six Sigma jobs can be found in all types of industries to include food and beverage, finance, energy, computer firms and more. Many top paying corporations advertise their need for Six Sigma consultants on the Internet. By researching these websites you can get an idea of what kind of positions are available and what employers are looking for. As a Six Sigma graduate, you should also take initiative in approaching multi-national firms whom you feel could benefit from your qualifications and skills.

Six Sigma Salaries

Beginning salaries for Black Belt graduates of Six Sigma training may start anywhere between $70,000 to $80,000 per year. Average salaries for Master Six Sigma Black Belts may start as high as $130,000, depending on your location and the company in which you are employed. Both these figures will increase once you have gained more experience in the field. Some of the industries which offer the highest salaries for Black Belt trainers are food and beverage, computer industries and energy/utilities companies, often topping $100,000 annually for their consultants.

The cost of Six Sigma training is not cheap. You can expect to pay anywhere from $4,000 up to $7,000 for a certification program. Online programs may save you transportation fees, but you will still need to invest time and effort to obtain certification. By taking an online Six Sigma training program, you can set your own schedule for completion, depending on the amount of time you invest in the endeavor.

There is no doubt that Six Sigma careers are lucrative and offer a very promising future. At the same time, they require a great deal of investment on the part of those who want to truly excel in this field. Not everyone has the potential to land such high paying Six Sigma jobs, but for the tenacious few, they are a goal worth pursuing.

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Companies struggle to maintain quality and production while controlling business costs. Numerous factors can adversely affect quality and production. Getting to the root of the problem is essential to correcting it. Lean Six Sigma provides the necessary tools to determine the factors that hinder a company’s ability to control costs while delivering a quality product or service.

This version of Six Sigma is popular; however, its basic principle is unique. Essentially, the focus is on speed. While many business professionals initially scoff at the idea that increasing speed results in higher quality, they eventually conclude this principle has merit.

Lean Six Sigma reduces waste and duplication in processes. Many companies have overlapping methodologies in place that waste resources and time. Reducing waste and duplication increases the speed in which processes are completed. Speed does not necessarily result in rushing to achieve a goal. Once processes are streamlined and duplication is eliminated, the flow of work increases as does the quality of work.

Lean Six Sigma Principles

• Market

Without customers, a company will not survive. This principle focuses on the importance of customers. This entails making all employees aware without customers there is no company. While providing excellent customer service is important, this principle focuses on all areas of the customer experience. This includes the delivery of quality products or services. In addition, it includes providing products and services in a timely manner.

• Flexibility

Change is necessary for improvement. If a process is simplified and easy to work with, it will reduce waste and make the process faster without sacrificing quality. In order to improve processes, flexibility is required in addition to a willingness to accept and implement changes.

• Focus

This is an important principle. Focus must be directed toward problems or processes that cause inefficiency. Employees and company executives must maintain focus on the areas that are causing problems. It is crucial to maintain the focus on issues until the issues are resolved. Too many times, the ball is dropped due to business distractions. Focus must be maintained until a satisfactory result is achieved.

• Velocity

If a process contains too many tasks and steps, then the process is likely to be slow and arduous. It is important that the output of the process equals the work that is required. Once a process is simplified, the output is achieved in less time. In addition, the resources needed to achieve the output are reduced significantly.

• Complexity

Processes should be simple. If a process is complex, it is likely inefficient and contains elements that are duplicated or not needed at all. The complexity of a process will determine the velocity of the process. Companies are realizing simple is better. In the past, companies believed the more complexity in a process ensured quality results.

All of the principles are achieved with the Six Sigma Toolbox. Lean Six Sigma tools provide the resources to evaluate processes to determine whether the processes are efficient and to pinpoint problems. The tools are invaluable as long as people are trained to use them.

The Lean Six Sigma Toolbox Includes The Following Tool Sets:

Define and Prioritize Issues

• Affinity Diagram
• Pareto Chart (Manufacturing or Service)
• Flow Chart
• Priority Calculator
• Failure Mode and Effects Analysis

Process Improvement

• Brainstorming
• System Diagrams
• Error/Proofing
• Corrective Action Table

Measuring and Collecting Data

• Measurement Analysis
• Trend Charts
• Statistical Process Control
• Conversion Table

Data Analysis and Root Cause Identification

• Fishbone Diagrams
• Histograms
• 5-Why and Regression Analysis

While there are many tools, knowing how and when to use them is critical. There is a growing demand for certified Lean Six Sigma professionals. Many companies hire certified consultants to train and educate key staff members. In addition, consultants are hired or contracted to manage and direct Six Sigma projects.

Executives or company owners may not be certified in Six Sigma, however, many of them invest the time in learning the techniques and principles. They are familiar with the benefits and are compelled to make an investment by hiring consultants and dedicating the resources such as trained staff to achieve the goal of profitability.

Business professionals have discovered Lean Six Sigma certification can improve their career opportunities. Whether they want to move up within their company or develop a career as a certified Six Sigma consultant, the training can catapult them to success.

Six Sigma training programs are available in local communities. Many programs are offered through adult continuing education programs or at local colleges. However, for people with busy work schedules, an online program may be the best choice. Six Sigma also offers on site training sponsored through employers. Employers will offer employee enrichment opportunities which is voluntary. The Employer may subsidize or offer reimbursement of a portion of the cost once certification is obtained.

Six Sigma offers several online courses in the lean program. Completing the courses will lead to certification as a Lean Agent. The courses educate and train students in the Six Sigma principles and methodologies. Students learn how and when to use each tool in the toolbox. Six Sigma has many levels such as Green Belt or Black Belt.

The lean program has a master level program. Once the agent level program is completed, students can advance to the master level with additional courses and training. These courses can be taken through Six Sigma or an authorized Six Sigma training provider such as colleges or universities. Many higher education institutions offer Six Sigma courses and certification.

The popularity of the lean program is no surprise given the current economic climate. Companies are turning to the lean program to gain the tools to streamline procedures and processes. Companies must find ways to deliver their products and services quickly and efficiently. The lean program can increase speed, efficiency and reduce costs while maintaining or improving quality. This makes it the most attractive business tool on the market. In addition, those who are trained and certified in Lean Six Sigma are in high demand. This program garners exceptional results and is effective in any business sector.

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You have put in the time on coursework and hands-on projects. After a lot of hard work and cramming your head with numbers, it is time to reap the rewards with a shiny new Six Sigma Black Belt certification to put on your resume. All that stands in your way is the looming exam. Whether you are taking Six Sigma Black Belt certification online, through your company or at a brick-and-mortar university, a few fundamental topics are likely to come up on the test.

DMAIC and DMADV

These are the basic project methods employed by Six Sigma experts. DMAIC stands for define, measure, analyze, improve and control. This method is deployed to work toward improvement on a process that already exists. DMADV stands for define, measure, analyze, design and verify. This method is deployed when a process does not exist and needs to be implemented in order to solve a problem. These are fundamental concepts within Six Sigma, and students should ensure they understand all the steps for both DMAIC and DMADV. Questions on exams are likely to ask which step of the process certain actions or situations fall under or whether a tool would be useful within a certain step.

Six Sigma Black Belt Standard Deviation

A Six Sigma Black Belt needs to have complete understanding of standard deviation. This is the measurement of the spread within data points and helps understand variation within a process. A key to successful improvements is to decrease variation. The ability to calculate standard deviation on sample data via manual or software-provided methods is crucial to success on most exams.

Six Sigma Black Belt Control Charts

These line charts provide a graphical representation of process output over time. Control charts can also be used to monitor individual functions within a process whole. The chart allows knowledgeable individuals to ascertain whether a process is in control or if a problem may have occurred. A Six Sigma Black Belt exam is likely to include questions regarding when control charts are useful and how to read control charts. Students should be able to identify what test a control chart fails, if any. For example, if two out of three points on a line are over two sigma away from the center line on the same side, the control chart has failed a test.

Reading Various Charts and Graphs

Potential Black Belts should be able to view graphical representations of data in a variety of formats and draw the appropriate inferences. Students should be familiar with histograms, pareto charts, run charts, scatter diagrams, box plots and other widely used statistical tools. In addition to being able to identify and read each type of chart, students should be able to explain why each chart is used and identify the best chart for use in situations provided.

Six Sigma Tools and Templates

Six Sigma Black Belts are provided with many tools for driving projects, leading teams and incorporating data analysis into efforts. In order to pass exams, students will need to be able to identify tools, associate tools with steps of the DMAIC process, pick out the best tools for certain situations and explain why each tool is used. Familiarity with tools such as SIPOC analysis, process mapping, failure mode and effects analysis and solutions selection matrices are essential to success on an exam. Students should be comfortable with all tools presented within their individual Six Sigma certification course.

Random Sampling and Sizes

In order to draw accurate conclusions from data, collection of data samples must be completed in a proper manner. Black Belts learn to determine the proper sample size in any given scenario and collect a random sample. If sample size is calculated correctly and the sample is truly random, conclusions about entire populations can be drawn from the sample with very low margins of error. Preparation for a Black Belt exam should include a review on the different methods for determining sample size. It should be noted that sample size calculations differ based on the statistical nature of the problem. Successful students will be able to pin point which methods should be used in a given situation.

Hypothesis Testing

Hypothesis testing is the backbone of most statistical analysis. A Six Sigma Black Belt who works on projects consistently will use hypothesis testing on a regular basis. Almost any exam will contain questions regarding appropriate use of hypothesis testing, results of testing and how to set up hypothesis. Hypothesis testing includes a null hypothesis that states there is no change in something. For example, the mean of a sample size before a change is equal to the mean of the sample size after the change.

A secondary hypothesis, or alternate hypothesis, is the contradiction of the null hypothesis. Statistical tests are applied to confirm the null hypothesis. If the null hypothesis is rejected, the alternate hypothesis is true. As with sample size, the type of hypothesis test performed depends on the type of data and the situation. Students will need to be able to identify which test to use. They may also need to perform tests using manual or software-driven methods in order to answer questions on the exam.

Lean Process Management

Many programs teaching Six Sigma also include a few modules on Lean Process Management. Although the methodologies differ slightly, the goals and overall theories of each are similar. Many companies have implemented hybrids of Six Sigma known as Lean Six Sigma. Students attending a Black Belt course that includes information regarding Lean should ensure they are familiar with the method and can answer questions about Kaizan, muda, the 5 Whys, cycle time variation and 5S.

Black Belt certification is a worthy and achievable goal for anyone seeking to move up the corporate ladder. Six Sigma Black Belt knowledge is helpful in a variety of industries, and certified individuals often make more on average than others in similar positions do. Although it is a lot of work and involves passing an exam, someone who is willing to put forth the effort and study will continue seeing reward for his or her effort long after test day is over.

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Six Sigma - What Is It?

In 1986, the telecommunications company Motorola developed and implemented a highly controversial business management strategy that is known as Six Sigma. The goal of this strategy is not unusual and sounds quite mundane. A Six Sigma plan seeks to improve production by reducing the causes of variability and defects in the output process. This has been a standard goal in businesses since the industrial age began centuries ago.

However, the controversy about this strategy does not arise from its goal but rather from its implementation. Though the strategy has become rather widespread among Fortune 500 companies, critics point out many erroneous applications of the driving philosophy behind this business strategy. A well-known statistician has publicly characterized the primary tenets of the Six Sigma doctrine as goofy.

History and Methods of Six Sigma

After suffering criticism regarding the quality of their products in the 1970′s, managers at Motorola began to review their basic, underlying beliefs about production, development and quality in their business and in businesses in general. They discovered that they had misunderstood the relationship between quality and production costs. They had always assumed, as had many others, that making higher quality products would cost more money. This was, at the time, a fairly common notion.

Reviewing their processes and their production history, the Motorola management staff realized that products which demonstrated high quality actually cost less to produce in the long run. These lower costs were due to the lower need for repairs and production control as the product went through the manufacturing process. Whereas products that had initial flaws in design cost the company a great deal of money in production stops and quality reviews.

Business managers at Motorola further realized that inherent quality at the start of production entailed lower manufacturing costs and higher sales. The possibilities for profits greatly increased if a product suffered from fewer original defects than other products that the company made. As a staff, they created the Six Sigma doctrine in response to this new understanding.

Six Sigma Doctrine

This new business management strategy declared three truths about business practices. First, it states that a business should make a continuous attempt to reduce variability in production and increase quality. This differed, perhaps, from standard business ideas which might have only stressed periodic efforts at improvement. Six Sigma sought to create an entire department which would tirelessly seek these improvements in production and development.

Second, this strategy declares that the manufacturing process has characteristics which management can analyze and improve. Again, this is not something that was completely new to business philosophies. It may stand out only due to the way in which it was implemented later.

Third, Six Sigma calls for full commitment to these efforts from the entire staff. In particular, it demands full engagement on the part of upper management. This amounts to creating a culture within the workplace. Rather than simply gathering people to work at their assorted tasks for set periods of time, this doctrine tries to focus and unite management and labor in a commitment to improve quality.

There are some features of this initiative which distinguishes this philosophy from other business philosophies. Six Sigma teams, groups of staff members dedicated to this continuous task of improvement, focus on acquiring quantifiable results from their efforts. They also create more passion regarding manufactured products in management than was previously characteristic of upper management in large businesses. Together, everyone agreed to make decisions based on data rather than feelings.

One more feature of this initiative set it apart from other such efforts in the corporate world. It created a special team inside the company that was exclusively devoted to this work and gave them a unique designation. As different companies adopted similar practices over the years, these teams received names such as “Black Belts” or “Green Belts.”

Implementation of Six Sigma

Six Sigma training created teams which focused on two approaches to improving production. One approach focused on analyzing products that were already in production within the company. Another team sought to create new products under the guidance of this new philosophy.

After receiving Six Sigma certification, staff that focused on existing products used five steps in their methodology of improvement. First, they listened to complaints about the product from the public. This defined the problem. Then they analyzed the production process for that particular product and collected data. Analysis of the data followed, with the specific goal of determining cause and effect relationships in the process. Using this information, the teams then sought to improve the process of production for that one item, basing their attempts only on verified data from the analysis. The last step in this process gave a team the responsibility of controlling the process in the future.

The Six Sigma tools that the second team possessed also consisted of five steps. The first step was to define goals for designs that met public demand. The second was to measure possible product qualities and production risks. This was followed by an analysis of various alternatives which sought to determine which would have the highest quality and profit possibility. The fourth step in this plan entailed design and simulation of the product. Finally, the design was to be verified through test runs and other familiar methods before production began.

Criticisms of Six Sigma

While many businesses now adhere strictly to these same policies, there is no shortage of criticism from experts about the Six Sigma strategy. Lack of originality is one persistent criticism. Business experts can point to countless examples of similar initiatives over the centuries that resemble the Six Sigma process. Using verifiable data, a Fortune magazine article pointed out that most of the companies which have adopted this strategy actually trail in rankings when compared to other Fortune 500 companies.

Other experts have stated that the goals set by the Six Sigma approach are based on arbitrary standards. Furthermore, they suggest that this strategy has been often misused by companies which do not produce technological tools and, hence, should have different standards for their products than Motorola.

Six Sigma – What Is It? Video Explanation

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