The Planning of Six Sigma Online Training

Published by Jacquelyn Donner in Leadership, 1 month 3 weeks 14 hours 8 minutes 28 seconds ago

Defect Opportunities can exist at any level of a hierarchy (complex, system, subsystem, component, and element levels). The hierarchy level concept can be applied to every business situation. For example, there are many levels to a policy, service, project, assembly, design, etc. For each of these levels, we count the number of opportunities and defects for each CT. This information will eventually be used to calculate separate Sigma metrics in order to obtain true estimates of process capability. As organizations evolve in Six Sigma, it will be interesting to separate opportunities into the different classes of non conformance for each level of the hierarchy.

There are three classes of non conformance to standard: defect, error, and fault. A failure at any given level of the hierarchy can be attributed to the independent or joint occurrence of all three types of non conformance. These different classes are caused by different factors. A defect at any level of the hierarchy can be attributed to the non conformance of a characteristic to a standard. An error is caused by an action that is not compliant to standard. A fault is attributed to the performance of a characteristic that is not compliant to standard. As we evolve in our projects, separating Sigma metrics for these three classes of non conformance will enable us to better estimate the capability of our processes.

An defect exists if the following four factors are present: scale, standard, characteristic, and density. In other words, characteristics that are critical to the quality, cost, or delivery of a product or service are defect for defect when they are being measured according to a standard as reported. There are defect at any level of a hierarchy, which generally consists of the following levels: complex, system, subsystem, component, and element. At each level, defect that are being measured according to a standard are considered to be active. On the other hand, opportunities that are not being measured are passive.

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The defect counting strategy consists of the following: firstly, to assess process capability, only active opportunities are counted. Secondly, opportunities must be counted for each level of the hierarchy in the organization in order to get true process metrics. Finally, as the organization evolves in Six Sigma, it may be necessary to distinguish between different classes of active defect for non conformance (faults, defects, and errors). The planning of Six Sigma follows the best practices of any large change endeavor -- namely, that the effort invested up front in planning saves at least 10 times the effort that would be expended later by avoiding confusion, rework, and duplication of effort.

While there is no exact formula for how much time should be invested in planning the deployment of Six Sigma, a lead time of about 6 months prior to the launch of Black Belt training is a good rough guide. In this time, three major things happen:

First, the senior management of an organization receive the initial briefing on Six Sigma that helps them to establish the "case for change," the overall goals and objectives of the effort, and to identify the initial Master Black Belts as well as which senior manager(s) (what the Academy calls a Champion or GE refers to as the "Quality Leader") will spearhead the deployment of Six Sigma.

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Second, the senior management leader of Six Sigma, along with the Master Black Belts and representatives of other key functions (such as HR and Finance) develop a detailed Deployment Plan. Third, management and Master Black Belts conduct top-down product benchmarking and process baselining to both establish an initial business-level estimate of quality performance, but also to guide the identification, prioritization, and coordination of Six Sigma projects. The other critical activity in this phase is the identification and selection of Black Belts.

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