6 Sigma


Variation is defined as unacceptable deviation from the mean or target. Six Sigma is a methodology to manage process variation that causes defects and to systematically work towards reducing that variation to eliminate those defects.

The objective of Six Sigma is to deliver high performance, reliability, and value to the end customer. Pioneered by Bill Smith at Motorola in 1986, six sigma was originally defined as a metric for measuring defects and improving quality, and a methodology for reducing defect levels below 3.4 Defects Per (one) Million Opportunities (DPMO). Six Sigma has now grown beyond defect control.

This approach to continuous improvement focuses on the use of a number of improvement tools, applicable by individuals and teams.

Scope And Deliverables

Six Sigma has two key methodologies – DMAIC and DMADV.

DMAIC is used to improve an existing business process. DMADV is used to create new product designs or process designs in such a way that it results in a more predictable, mature and defect free performance. Sometimes a DMAIC project may turn into a DFSS project because the process in question requires complete redesign to bring about the desired degree of improvement.


Basic methodology consists of the following five phases:

  • Define: formally define the process improvement goals that are consistent with customer demands and enterprise strategy.
  • Measure: to define baseline measurements on current process for future comparison. Map and measure process in question and collect required process data.
  • Analyze: to verify relationship and causality of factors. What is the relationship? Are there other factors that have not been considered?
  • Improve: optimize the process based upon the analysis using techniques like Design of Experiments.
  • Control: setup pilot runs to establish process capability, transition to production and thereafter continuously measure the process and institute control mechanisms to ensure that variances are corrected before they result in defects.


Basic methodology consists of the following five phases:

  • Define: formally define the goals of the design activity that are consistent with customer demands and enterprise strategy.
  • Measure: identify CTQs, product capabilities, production process capability, risk assessment, etc.
  • Analyze: develop and design alternatives, create high-level design and evaluate design capability to select the best design.
  • Design: develop detail design, optimize design, and plan for design verification. This phase may require simulations.
  • Verify: design, setup pilot runs, implement production process and handover to process owners.

This is also sometimes knows as Design for Six Sigma (DFSS) quality.

Some organizations have also used DMAICR (realize). This allows for a focus on the financial gains realized through Six Sigma.

An additional flavor of Design for Six Sigma is the DMEDI method. This process is almost exactly like the DMADV process, utilizing the same toolkit, but with a different acronym. DMEDI stands for:

  • Define
  • Measure
  • Explore
  • Develop
  • Implement

What We Will Do

Six Sigma identifies five key roles for its successful implementation. SatiStar’s consultants will work with each of these key players to ensure successful implementation of an organization-wide Six Sigma program.

  • Executive Leadership includes the CEO and other key top management team members who are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements.
  • Champions are responsible for the Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from the upper management. Champions also act as mentor to Black Belts. Often, this level of certification is now called “Quality Leader”.
  • Master Black Belts, identified by champions, act as in-house expert coaches for the organization on Six Sigma. They typically devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from the usual rigor of statistics, their time is spent on ensuring integrated deployment of Six Sigma across various functions and departments.
  • Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. Depending on the organization, they may devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma.
  • Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities. They operate under the guidance of Black Belts and support them in achieving the overall results.

SatiStar can provide specific and customized training programs enable your people to take up these roles.

In many successful programs, both Green Belts and Black Belts lead projects, and work on problems in their existing area of responsibility.

What We Need You To Do

  • Create a vision for excellence for the entire organization.
  • Ensure leadership level commitment to achieve the vision.
  • Provide required resources, and ensure availability of these resources.
  • Invest in the required training effort.
  • Insist on the achievement of sustainable business results.


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SatiStar's Experience Makes The Difference!

  • . . . worked extremely well with the departmental and site managers . . . goal oriented and met the objectives set within the quoted budget and ensured the results were attained for the Company.

  • The guys from SatiStar did more in one week than we were able to do in 6 months.

  • Achieving ISO registration was far less onerous than we thought, our employees really rallied to the cause. The registration effort really brought us closer together as a team, and SatiStar really came through for us when we needed them.

  • We started this process a year ago with Mickey helping us create a spaghetti map of our processes on the whiteboard, and then his team guided us through their streamlining methodology and got us to where we are today. Our processes now look nothing like the spaghetti map – and we’re much more efficient today

  • This projected cycle time reduction of over 80% annual cost savings amounting to over 3% of sales, one-time savings of roughly $10 million, and working capital reduction of roughly $30 million really have us excited!

  • An outstanding success with Motorola’s vendor audit! What made this an exceptional achievement is that it typically takes 4 to 5 attempts to pass this audit. SatiStar’s expertise made it easy to avoid all the extra attempts.