Define Matrix

In the Define phase, the activities, objectives and tools that will be used to finding the CTQ are drawn by the Define Matrix bellow.

Six Sigma Breakthrough: DMAIC

Six Sigma can be used to creating the improvement of the business process. Output of our process sometimes influenced by some factors that measurable or not, predictable or not predictable. This process we can illustrate as the Functional Mathematics Y = f(X’s)
Y -> Output (Customer), Value, Result, Effect, Symptom, Depended Variable X’s -> Causes, Factor, Input, Problem, Independent Variable

To solve the problem by using Six Sigma, commonly steps in Six Sigma activities are DMAIC (Define – Measure – Analyze – Improve – Control).

Why “Six”?? Achievement 99% Enough?

Our Next question is Why use Six as the target of Six Sigma Activities? As the main goal of Six Sigma are creating errors or defects 3.4 per millions. This number compared by its success (999,996.6 devices) is too small or near to Zero or perfect condition. That’s why this condition wants to be achieved and implemented in our organization process. For more objectives, in the Six Sigma activities we use σ (Sigma)-level to reflect our process capability. Based on the statistical research shown that 3.4 defects/error per million equal if our process capacity reach 6 Sigma Level. Detail defect compared with its Sigma Level will shown table bellow.

Refer to illustration above, indicated that 99% accurate in process is not enough to become world class organization. If our process capability have got 99% (refer to 3s) we still have a big number of errors / failures / defects. Only if we reach Six “s” we can reduce the process in small error.

Other Six Sigma Team Members

** Quality Leader / Manager
To ensure the success of a Six Sigma project, the champions need to be backed by a motivated team whose members act as driving forces for the implementation of new processes.
The Quality Leader or Manager is responsible for representing the needs of the customer and improving the operational effectiveness of the organization.

** Master Black Belt
another team member, the Master Black Belt, typically provides the technical leadership in a Six Sigma project. This position also involves examining a specific area within the organization and coaching other in the Six Sigma methodology. The area may be a functional area, such as human resources, or a process-specific area, such as order processing.

** Process Owner
Process Owners are the individuals responsible for a specific process. For instance, the Vice President of the Legal department would be the Process Owner of the processes followed in the Legal department.

** Black Belt
Black Belt is technically oriented individuals who lead quality projects and work full time on them. They are usually familiar with computer usage and data analysis techniques.

** Green Belt
Employee trained in Six Sigma who complete projects and provide project status data to the Six Sigma team are called Green Belt. They perform their regular work responsibilities in addition to their responsibilities as Green Belt. They are also capable of taking their projects from concept to completion.

Champion Attributes

*) Authoritative
To implement a Six Sigma project successfully, a champion must be authoritative, open-minded, and persuasive.
Being authoritative enables a champion to make organizational divisions adopt or 'buy in' to the Six Sigma initiative. The position of authority also enables a champion to make manpower other resources available to organizational divisions.

*) Open-minded
Champions should also be open-minded to view disagreements with a team-member or an employee from that persons perspective. This often requires the champion to understand the problems of team members and other employees and suggest solutions.

*) Persuasive
Implementing Six Sigma often means a change in working methods for all employees leading to resistance to the Six Sigma initiative. The champion needs to be persuasive to increase employee 'buy-in'.
The champion also needs to be persuasive to get management support for the initiative.

Understanding the Factors Affecting the Selection of a Champion

The department heads in an organization would not be good candidates for the champion role because of their unfamiliarity with cross-functional issues. However, a Vice President fits well in the role because of his or her deep understanding of cross-fictional issues and access to the senior management of the company.

Factor Affecting the Selection of a Champion

There are a number factors we should consider when selecting a champion. A champion should be familiar with the cross-functional issues and their relevance to the existing processes. The champion should have a deep understanding of Six Sigma and be committed to its success in the organization. The champion should also be capable of communicating Six Sigma initiatives at every opportunity.

The Six Sigma Champion

The leader of the Six Sigma team is referred to as the 'Champion'. The champion acts as the project sponsor and interfaces between user departments and senior management.
These functions require the champion to be a part of the senior management of a company, usually the ECO or a Vice President.

The Six Sigma Project Team

We create a Six Sigma project team by selecting member that have deep process knowledge from all levels of the organization. A Six Sigma project team usually comprises a Champion, a Quality Leader, a Master Black Belt, a Process Owner, Black Belts, and Green Belts. It isn't always necessary to involve all these members, especially in smaller company, or in an initial improvement effort, but the functions of each role should be present and defined.