Process sigma values provide a way of comparing performance of different processes, which can help you to prioritize the projects. The process sigma value represents the population of cases that meet the CTQs right first time. Sigma values are often expressed as defects per million opportunities, rather than per hundred or per thousand, to emphasize the need for world‐class performance. Not all organizations using Six Sigma calculate process sigma values. Some organizations just use the number of defects or the percentage of orders meeting CTQs to show their performance. Either way, if benchmarking is to be meaningful, the calculations must be made in a consistent manner. Table H.2 includes “yield” percentages, sigma levels, DPMOs – the right first time data. You can see that Six Sigma performance equates to only 3.4 DPMO (Morgan and Brenig‐Jones 2016).
Lean Six Sigma uses the DMAIC phases similar to that of Six Sigma. Lean Six Sigma projects comprise aspects of Lean’s waste elimination and the Six Sigma focus on reducing defects, based on critical to quality characteristics. The DMAIC toolkit of Lean Six Sigma comprises all the Lean and Six Sigma tools. The training for Lean Six Sigma is provided through the belt‐based training system similar to that of Six Sigma. The belt personnel are designated as white belts, yellow belts, green belts, black belts, and master black belts, similar to judo.
Lean Six Sigma Organization Structure
For each of these belt levels skill sets are available that describe which of the overall Lean Six Sigma tools are expected to be part at a certain belt level. These skill sets provide a detailed description of the learning elements that a participant will have acquired after completing a training program. The level upon which these learning elements may be applied is also described. The skill sets reflect elements from Six Sigma, Lean, and other process improvement methods like the theory of constraints and total productive maintenance.
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