What is Six Sigma?

Six sigma project management

In statistics, six sigma is an expression of process capability. However, a highly structured continuous improvement programme originated in the Motorola Corporation in the USA in the 1980’s. Motorola had the ambition to improve capability of certain key process to a level of 99.99966% capability, or the probability of 3.4 failures per million opportunities. Subsequently Six Sigma became a brand name for a programme that improves organisation competitiveness. It comprises a mix of e.g.

  • Large-scale programmes across the corporation, and throughout the supply chain
  • Design projects
  • Process improvement projects
  • Supplier development programmes
  • Customer collaboration programmes, and
  • Training programmes to enhance teamwork and problem-solving abilities.

Six sigma process improvement projects are managed according to a five-step Define, Measure, Analyse, Improve and Control cycle. The first 3 phases are planning phases, followed by an implementation phase, and finally a post implementation review phase. In that way they parallel the Toyota project philosophy of ‘plan slowly, implement quickly by consensus’. Projects are focused on reducing process variation (using error proofing, automation etc.) in the interest of increasing customer satisfaction. Six sigma design projects are managed according to a variation of that five-step cycle: Define, Measure, Analyse, Design and Validate

Six sigma organisation structure

In implementing a formal six sigma programme, a shadow organisation is created, that fits neatly into the existing organisation hierarchy. There are specific roles in this shadow organisation, consisting of six sigma trained personnel. Each has a distinct role to play in promoting, managing and sustaining the six sigma programme.


The six sigma champion is responsible for setting organisation performance targets and aligning the six sigma programme accordingly. The role is filled by the chief executive or member of the senior management team. The champion has budget responsibility for the six sigma training and education programme, and reward and recognition programme in the organisation. They are responsible for negotiating with fellow senior team members on resources required to fulfill continuous improvement objectives. They are also responsible for encouraging the adoption best practice from other organisations both within and outside the organisation sector. Typically the champion holds either a Green Belt or Black Belt certification. It is not required that they have an advanced knowledge of statistics. Full time Black Belts may report to them, or to the individual department heads, depending on the organisation requirements.

The Black Belt is responsible for:
Project Selection​
Project leadership across the organisation
Green Belt & Yellow Belt mentoring​
Adding $100,000 – $1,000,000 to operating profit per annum​
Sustaining the six sigma programme
Full-time 6 Sigma Player
1 per 100 of the organisation population
The Green Belt is responsible for:
Project Selection​
Project leadership locally & across the organisation
Yellow Belt mentoring​
Adding $20,000 – $75,000 to operating profit per project​
Sustaining the six sigma programme
GB certification and continuous improvement projects are part of the job description & personal development plan
1 per 20 to 30 of the organisation population
The Yellow Belt is responsible for:
Project Selection​
Project team membership & leadership
Working locally on small scope continuous improvement projects
YB certification & working continuous improvement projects are part of the job description & personal development plan
100% of the organisation population

Six sigma project formats

Six sigma project duration timeline format

Free six sigma green belt test

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ISO reference standards

ISO 13053-1:2011Quantitative methods in process improvement — Six SigmaPart 1: DMAIC methodology

ISO 18404:2015Quantitative methods in process improvement — Six Sigma — Competencies for key personnel and their organizations in relation to Six Sigma and Lean implementation

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