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SIX SIGMA STUDY MANUAL
(These notes are mainly copied from reference sources, not paraphrased and therefore should not be published as is)

Page

Six Sigma History 3

Six Sigma Concepts 4

Champions and Sponsors 4
Master Black Belt 4
Black Belt 5
Green Belt 5
Staffing Levels and Expected Returns 5

GE Six Sigma Philosophy 6

What is Six Sigma? 6
Key Concepts of SixSigma 7

Motorola’s Six Sigma Concepts 8

Six Steps to Six Sigma 8
Six Sigma Statistics 8
Design For Manufacturability 9

Six Sigma Strategies: Creating Excellence in the Workplace 10

The Six Sigma challenge 10
Establishing a quality goal 11
Team presentations and documentation 12
Award recognition and TPC competition 12
Creating companywide excellence 13

SixSigma Survey: Breaking through the Six Sigma hype 14

Six Sigma 14
Not for little guys 14
Slow adoption 15
Is it worth the effort? 16
Is it the only way to get things done? 16
Adding it up 18

Six Sigma Academy 19

Comments from President 19

Critique of Six Sigma 21

SUMMARY OF RESPONSES 21
First and foremost Six Sigma is a BUSINESS. 21
What is it? 21
Problemswith the Packaging of Six Sigma 22
1.5 Six Sigma Shift 24
Does it work? 24
Is the cost justified? 24

Six Sigma Black Belt Curriculum and Body of Knowledge 26

Overview 26
Define 26
Measure 26
Analyze 26
Improve 27
Control 27

DMAIC Versus DMADV 28

DMAIC = incremental process improvement 28
DMADV = methodology improvement 28

Six Sigma and LeanManufacturing 30

Six Sigma 30
Lean Manufacturing 30

Six Sigma History

Six Sigma Academy was founded in 1994 by Mikel Harry, Ph.D. who was later joined by Richard Schroeder. Both men were members of the core team that developed and utilized the principles of Six Sigma within Motorola in the mid-1980's. Dr. Harry was one of the statisticians who worked closely with Motorola engineer Bill Smithto develop the core tenets of Six Sigma. Mr. Schroeder was an operations executive on Motorola's Quality Council, and had overview responsibility for programs such as Six Sigma and The Malcolm Baldrige Quality Award.

In early 1994 Mr. Schroeder, who had since left Motorola, asked Dr. Harry to help him implement Six Sigma at Asea Brown Boveri (ABB). In this new environment they further developedthe Six Sigma methodology so that it tied to the bottom line. Later that year, Mr. Schroeder left ABB to participate in the reorganization of AlliedSignal under its new CEO Larry Bossidy. It was during this time that Dr. Harry and Mr. Schroeder began developing a "system" approach that would later become known as the Breakthrough Strategy®. This approach applied Six Sigma enterprisewide acrossbusiness processes, not just in manufacturing.

Larry Bossidy relayed AlliedSignal's successes to General Electric Chairman and CEO Jack Welch. Welch saw the impact Six Sigma was having in helping AlliedSignal with its revitalization. Welch decided to implement Six Sigma at GE in 1996. He asked Dr. Harry and Mr. Schroeder to introduce Six Sigma to GE.

As the success of Six Sigma at GE began tobe reported, Six Sigma Academy needed a way to bring the Breakthrough Strategy® to other global corporations. Harry and Schroeder decided to form an association with Jack Finney, the founder of MPE Inc., a company that offered Lean and ISO consulting services to both public and private sector clients. In 2000, Six Sigma Academy and The Acceleration Group formally merged into one company doingbusiness as Six Sigma Academy. Mikel Harry, Rich Schroeder and Jack Finney were principal shareholders as well as directors. Mr. Finney was also involved in the operations of the Academy.

By 2002, Mr. Schroeder and Dr. Harry had desired to pull back from the day-to-day management of the Academy. After several months of transition, in early 2003, Jack and Phyllis Finney became the owners of Six...