Summary Slide
▲INTRODUCTION
▲SIX SIGMA™ DEFINED
▲SIX SIGMA™ DIMENSIONS
▲SIX SIGMA™ SUMMARY
▲SIX SIGMA™ WELLNESS
▲SIX SIGMA™ & THE ENGINEERING PROCESS
▲SIX SIGMA™ & PRESCRIBED PROCESSES
▲QUESTIONS?
Introduction Defined Dimensions Summary Rx ProcessesWellness Eng. Process

INTRODUCTION

OBJECTIVES
▲Understand Six Sigma™ fundamentals;
▲Address weaknesses related to Six
Sigma™;
▲ Applicability of Six Sigma™ to the
engineering process.

SURVEY
▲How many know 6s?
▲What is Six Sigma?
▲Can it be applied to software engineering?

MYTHS
▲“Six Sigma:
“Is only concerned with reducing defects”;
“Is process for production or engineering ”;
“Cannot be applied to engineering activities”.

SIX SIGMA™ DEFINED

SIX SIGMA IN A NUT SHELL
▲Six Sigma is a business-driven, multi-dimensional
structured approach to:
Improving Processes;
Lowering Defects;
Reducing process variability;
Reducing costs;
Increasing customer satisfaction;
increased profits.

ORIGIN OF SIX SIGMA
™
▲Six Sigma originated at Motorola in the early 1980s
in response to achieving 10X reduction in product-
failure levels in 5 years.
▲Engineer Bill Smith invented Six Sigma, but died of
a heart attack in the Motorola cafeteria in 1993
never knowing the scope of the craze and
controversy he had touched off.
▲Six Sigma is based on various quality management
theories (e.g.: Deming, Juran).
Ref: http://www.isixsigma.com/library/content/c020815a.asp

Dr. W. Edwards Deming
▲ American statistician best known for starting the Japanese revolution in
quality excellence (1950).
▲ Quality & productivity improve as variation decreases.
▲ Instead of managing focused on outcome or objective, one should manage
for the continual improvement of processes and systems. As a result, the
outcome will continually improve.
▲ Evoked that 94 percent or more of all problems, defective goods or services
came from the system, not from a careless worker or a defective machine.
To improve an organization’s goods or services, the system had to be
improved rather than searching for the guilty worker or broken equipment.
▲ Managing management and the system are the true source of both problems
and improvements.
Reference: http://www.ealtd.com/aboutus.asp?strPage=Theories

1.
DEMING’S 14 POINTS
FOR MANAGEMENT
Create constancy of purpose toward improvement of product and service, with the aim to become
competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to
the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass
basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move
toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and
productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to
do a better job. Supervision of management is in need of overhaul, as well as supervision of
production workers.
8. Drive out fear, so that everyone may work effectively for the company.
http://www.deming.org/theman/teachings02.html

9.
DEMING’S 14 POINTS
FOR MANAGEMENT…
Break down barriers between departments. People in research, design, sales, and production must
work as a team, to foresee problems of production and in use that may be encountered with the
product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new
levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the
causes of low quality and low productivity belong to the system and thus lie beyond the power of
the work force.
1. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
2. Eliminate management by objective. Eliminate management by numbers, numerical goals.
Substitute leadership.
11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility
of supervisors must be changed from sheer numbers to quality.
12. Remove barriers that rob people in management and in engineering of their right to pride of
workmanship. This means, inter alia, abolishment of the annual or merit rating and of management
by objective.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is
everybody's job.
http://www.deming.org/theman/teachings02.html

Dr. Joseph M. Juran
▲ Credited with part of the quality success story in Japan, where he went in 1954 to lecture on how
to manage for quality. He is credited with showing the Japanese how to more effectively involve
supervisors and managers in the quality process to achieve success (1954).
▲ According to Juran, there are two kinds of quality: "fitness for use and conformance to
specifications." To illustrate the difference, a dangerous product could meet all specifications but
not be fit for use.
▲ Juran advocates a project-by-project, problem-solving, team method of quality improvement in
which upper management must be involved. Juran advocates a project-by-project, problem-
solving, team method of quality improvement in which upper management must be involved.
▲ In 1937, Juran conceptualized the Pareto principle.
▲ Does not believe that "quality is free." There is an optimum point of quality, beyond which
conformance is more costly than the value of the quality obtained.
▲ Quality trilogy: quality planning, quality control and quality improvement
▲ Management controllable defects account for over 80% of the total quality problems.
▲ Does not believe in Zero Defects approach, since it is mistakenly based on the idea that the bulk
of quality problems arise because workers are careless and not properly motivated.
http://www.ealtd.com/aboutus.asp?strPage=Theories

JURAN'S 10 STEPS ON
ACHIEVING QUALITY
http://www.ealtd.com/aboutus.asp?strPage=Theories
1. Build awareness of the need and opportunity for improvement.
2. Set goals for improvement
3. Organize to reach goals (establish a quality council, identify problems,
select projects, appoint teams, designate facilitators).
4. Provide training.
5. Carry out projects to solve problems.
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum by making annual improvement part of the systems
and processes of the company.

SIX SIGMA™ DIMENSIONS

DIMENSIONS
PROMISE
BUSINESS
TOOLS
METHODOLOGY ORGANIZATION
OBJECTIVES
GOAL
PROCESS
POLICY/
PHILOSOPHY/
MISSION
DIMENSIONS

PHILOSOPHY/MISSION/POLICY
▲Doing business smarter/Increase profitability;
▲Six Sigma shall be instituted throughout the
organization;
▲All employees shall be Six Sigma trained;
▲Provide innovative solutions towards attainment of
business goals and objectives;
▲Processes shall be a their highest Sigma Level.

PROCESS
Spec. Limit Percent
±1σ 30.23%
±2σ 69.13%
±3σ 93.32%
±4σ 99.3790%
±5σ 99.97670%
±6σ 99.999660%
Defects
Lower Spec Upper Spec
3 Sigma
Defects
Lower Spec Upper Spec
6 Sigma

PROCESS…
6σ (99.9997%)3σ (93.32%)*
1 min every 4 yearsNo electricity for 7 hours each month
10 each year200,000 wrong drug prescriptions each year
1 in 28 years2 long/short landings at most major airports each day
1 per month5,000 incorrect surgical operations per week
1 min every 4 yearsUnsafe drinking water for 15 minutes each day
1 per hour20,000 lost articles of mail per hour
*Ref.: Harry, M.J. (1987). The nature of Six Sigma Quality, Technical Support, Government Electronics Group, Motorola. Inc, Scottsdale, AZ

GOAL
▲Realize organization's financial objectives of
increasing profits.
▲Initial Fundamental Goal
Reduce process output variation to ±6 sigma.
Attain 3.4 Defects Per Million Opportunities (DPMO).
Reference: www.isixsigma.com

GOAL: SIGMA DEFECT
▲A Six Sigma defect is defined as anything
outside of customer specifications.
▲A Six Sigma opportunity is the total
quantity of chances for a defect.

GOAL: DPMO (DEFECTS PER MILLION OPPORTUNITIES)
▲ Defects Per Unit:
DPU = D/U 6/4 = 1.5
▲ Total Opportunities:
TOP = U*OP = 4*5 = 20
▲ Defects Per Opportunity (probability of a defect)
DPO = D/TOP = 6/20 = 0.30
▲ Defects Per Million Opportunities
DPMO = DPO * 1,000,000 = 0.30*1,000,000 = 300,000
▲ 6 Sigma = 3.4 DPMO
Units:

OBJECTIVES
▲Implementation of a measurement-based
data/fact driven approach that focuses on:
Continuous process improvement;
Defect & Variation reduction;
As the process sigma value increases from zero to six, the variation of the
also decreases to zero.
Customers satisfaction;
Increase Savings/Profitability

ORGANIZATION
▲Green Belt
Purpose
As the Six Sigma quality program evolves, employees include Six
Sigma methodology in their daily activities.
Employees that are trained in Six Sigma who spend 10% to 50%
portion of their time completing projects, but maintain their
regular work role and responsibilities.
▲Black Belt
Purpose
Coach Green Belts on their projects and lead quality projects and
work full time until they are complete.
Heart and soul of Six Sigma quality initiative/Referred as Change
agents.

ORGANIZATION
▲Master Black Belt
Purpose
Work with Process Owners & ensure that objectives and targets are
set, plans are determined, progress is tracked, and education is
provided.
Assigned to a specific area or function of a
business/organization.
▲Process Owner
Purpose
Responsible individuals for a specific process.
Process owners are found at all levels of the organization.

ORGANIZATION
▲Champions
Purpose:
Champions must be integrated into the business and help Deploy
Six Sigma, remove roadblocks., select projects, adjust, and take
responsibility for implementation.
Champions diminish deployment risks.
▲Quality Leader/Manager
Purpose
Represent the needs of the customer and to improve the
operational effectiveness of the organization.
The quality manager sits on the CEO/President's staff, and has
equal authority to all other direct reports.

SIX SIGMA™ ORGANIZATION
CEO
VP (QA, 6σ)
6s Director
Black Belt
Master Black Belt Master Black Belt
Black Belt
Green BeltGreen Belt Green Belt

SIX SIGMA™
PROJECT ORGANIZATION
Senior Mgt
Black Belt
Master Black Belt
6s Director Champion
Process Owner
Green Belt

METHODOLOGY
▲Objectives are accomplished through 6σ projects by
following on of 3 defined processes:
DMAIC
Define – Measure – Analyze – Improve – Control
DMADV
Define – Measure – Analyze – Design – Verify
DFSS
Define – Identify – Design – Optimize – Verify

DMAIC PROJECT APPROACH
Define Measure Analyze Improve Control
DMAIC refers to a data-driven quality strategy for improving processes.
It is an integral part of the company's Six Sigma Quality Initiative.
Implement,
Control, and
Sustain the
improvements
solutions to
keep the
process on
the new
course
Improve the
process by
finding
solutions to
fix, diminish,
and prevent
future
problems.
Analyze data
& process to
determine root
causes of
defects and
opportunities.
Define the
Problem or
Project Goals
that needs to
be addressed.
Measure the
problem and
process from
which it was
produced.

DMADV PROJECT APPROACH
DMADV is a data-driven quality strategy for designing products & processes.
Define Measure Analyze VerifyDesign
Verify the
design
performance
and ability to
meet
customer
needs.
Define the
Problem or
Project Goals
that needs to
be addressed
Measure and
determine
customer
needs and
specifications.
Analyze the
process for
meet the
customer
needs
Design a
process that
will meet
customer
needs

DFSS PROJECT APPROACH
Design For Six Sigma (DFSS) is a data-driven quality strategy for
designing design or re-design a product or service from the ground up.
Define Identify Design VerifyOptimize
Define what
the customer’s
want, or
Define what
customer’s do
not want.
Analyze the
process for
meet the
customer
needs
Determine
process
capability &
optimize
design
Identify the
Customer and
project.
Test, verify, &
validate
design.

DMAIC vs. DMADV
▲Main differences between DMAIC and DMADV is:
DMAIC looks at improving existing processes
DMADV looks at designing new or existing processes.
▲DMADV is used when:
There is no defined process;
Incremental changes is not sufficient and the entire
process needs to be changed

(DMAIC vs. DMADV) vs. DFSS
▲DMAIC and DMADV are used in improving
process capability,
▲DFSS is primarily focused on the design of the
product whose purposes are:
Increase product quality by:
Increasing reliability
Responding to customer’s needs
Increase profit margin

TOOLS
Six sigma tools are used to measure, analyze, and improve
the processes and products of a company.
▲ SIPOC
(Supplier, Input, Product, Output,
Customer product map)
▲ Affinity Diagram
▲ Brainstorming
▲ Calculators
▲ Cause & Effect / Ishikawa / Fishbone
▲ Control Charts
▲ Creativity / Out of the Box Thinking
▲ Design Of Experiment (DoE)
▲ Document Control
▲ Flow Chart / Flow Charting
▲ FMEA / Risk Assessment
▲ Glossaries
▲ Histogram
▲ Benchmark
▲ Scorecards
▲ CTS, CTQ, CTD, CTC
▲ Organizing Data
▲ Online Statistics Textbooks
▲ Pareto
▲ Poka Yoke (Mistake Proofing)
▲ Process Map / Process Mapping
▲ Quality Function Deployment / House
of Quality
▲ Scatter Diagram / Plot
▲ Software
▲ Support and Restraint
▲ Surveys
▲ Gauge R&R
▲ FMEA
▲ Monte Carlo simulations

PROMISES
▲ Reduces costs by 50% or more;
▲ Reduces defects to 6 sigma;
▲ Increases profitability;
▲ Increases understanding of customer requirements;
▲ Improves delivery and quality performance;
▲ According to Six Sigma Academy, Black Belts save @
$230,000/project and can complete four to 6 projects per
year.
▲ General Electric, has estimated benefits on the order of $10
billion during the first five years of implementation.

BUSINESS
▲Six Sigma Academy can charge up to $1
Million (US). Academy for Six Sigma™
training.
Why: “Documented” benefits of $700 Million!

SIX SIGMA™ SUMMARY

SIX SIGMA™ OVERVIEW
Define
SIXSIGMAPROJECT
PRODUCTION
PROCESS
2σ Process 4σ Process
Measure Analyze
Improve/
Design
Control/
Verify
Six Sigma™ Process

SIX SIGMA™ WELLNESS

POSSIBLE WEAKNESSES
PROMISE
BUSINESS
TOOLS
METHODOLOGY ORGANIZATION
OBJECTIVES
GOAL
PROCESS
POLICY/
PHILOSOPHY/
MISSION
DIMENSIONS

CONCERNS
▲No V&V activities/process for data included in the Six
Sigma™ tool box.
Data not validated erroneous conclusions.
▲High level statistics performed by non-statisticians.
Integrity of results?
▲Few tools are available for transactional data.
Limit analysis of engineering processes;
▲Defects are not the only factor related to loss of profits,
process variability, and customer dissatisfaction.

CONCERNS (CON’T)
▲Conclusions from Six Sigma™ projects not
challenged;
Level of rigor in using tools is unknown.
▲Six Sigma™ limited as a marketing tool by Senior
Management;
Lack of management commitment.
▲Business strategies not relying on Six Sigma™
conclusions/recommendations;
Business decision based on lack of supported data.

SIX SIGMA™
HEALTH QUESTIONNAIRE
Is the goal inline with the organization's goal of increasing profits and market share.
Is the organization being more profitable?
Is the organization gaining market shares?
GOAL
PHILOSOPHY/MISSION/POLICY
Is the organization’s philosophy/mission/policy known and
in alignment with the Six Sigma™ initiatives?

SIX SIGMA™
Is the process defect variability known and under control?
DEFECTS
Have the process defects been identified, captured, measured, and analyzed?
Are the process defects being reduced/eliminated?
Is the Sigma level for the processes being audited to re-evaluate its Sigma level standing?
Is the Sigma Level for the process under scrutiny defined?
PROCESS

SIX SIGMA™
Are the purpose and objectives for giving Green Belt training to all employees known
and well defined?
Are Project Management techniques/activities applied within the Six Sigma™
organization?
Are Master Black Belts trained in managerial techniques?
Are champions present and effective in assisting Six Sigma™ projects?
ORGANIZATION
Is the perception of Six Sigma towards employees positive?
Are Six Sigma initiatives being impeded & justified by Senior Management?
Is Senior Management involved and committed to the Six Sigma™ initiative?
If all employees are to be Green Belts, was there a ROI study to show the benefits of
such an endeavor?

SIX SIGMA™
Are the agents knowledgeable in the project’s application domain?
Are the project operational costs known and tracked?
Are Six Sigma™ project solution being implemented and controlled/verified?
Are the Six Sigma™ projects being driven by the Finance department in terms of
reducing costs?
Have the projects been justified, ie: are the projects concerned with the 20% of
problems causing the 80% of losses?
PROJECTS
Are the Six Sigma™ projects being initiated by costs and/or defects and/or voice of the
client?
Are the cost of Six Sigma™ projects known?
Have the ROI calculated from the Six Sigma™ projects been scrutinized?
Has there been a ROI on all Green Belt projects?

SIX SIGMA™ & THE
ENGINEERING PROCESS

APPLYING SIX SIGMA™ TO THE
ENGINEERING PROCESS?
▲FACTS:
Six Sigma™ primary application domain is
manufacturing;
Six Sigma™ has not been develop with the intention of
towards the engineering phase of a product’s lifecycle;

APPLYING SIX SIGMA™ TO THE
ENGINEERING PROCESS? (CON’T)
▲Dilemmas
Concept of defects during the engineering phase is not
well established.
Evaluating the Sigma Level of the engineering
processes;
Engineering “process” difficult concept for most
stakeholders;
Engineering phase is mostly based on transactional
data – few tools are available for measurement &
analysis;

BOTTOM LINE…
▲Benefits from implementing solutions during the
engineering phase can take several
months/year(s) to validate.
▲Justifying expenditures for implementing
solutions when ROI is not immediate.
▲Bottom line, the concept of Six Sigma™ – as it is
known and along with certain concerns – cannot
effectively be applied to the engineering process.

ONE MORE THING…
▲Elements that may possibly impede
implementation of Six Sigma™ in process
engineering:
R&D tax credit;
(Profits from Products) >> (Engineering Cost)

SIX SIGMA™ &
PRESCRIBED PROCESSES

PRESCRIBED PROCESS
▲ Most “prescribed” processes/models (e.g.: CMM, CMMI,
Extreme, RUP, etc…) are generally based on experience;
▲ Implementation of “prescribed” processes/models generally do
not follow previous cost analysis (e.g.: Pareto);
▲ Even though it is sometimes stated, financial Business
objectives are generally not taken under consideration during
implementation;
▲ Measurement is usually the weakest activity implemented in
the process.

HOWEVER…
▲Once the software process is clearly understood
through Six Sigma™, the prescribed processes can
be used as tools for Six Sigma™ aimed at process
improvement;
▲A Six Sigma™ process could be established for
effectively and efficiently implement the prescribed
processes/models.

QUESTIONS?
▲How many know about Six Sigma?
▲Do you believe that there is a need for Six
Sigma in Software Engineering?

REFERENCES
▲http://www.sei.cmu.edu/str/descriptions/sig
ma6_body.html
▲http://www.processvelocity.com/faq_6_Sig
ma.pdf
▲http://www.isixsigma.com
▲http://www.iqpc.com

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