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At the core of six-sigma are six phasesreferred to as DMAIC: define, measure, analyze, interpret, and control. Thesephases act as a road map for managers and are used to enhance processes and increaseprofits. Each phase includes a specific process, deliverables, and checkpointsfor readiness. Define involves defining the project, goals, and deliverables toboth, internal and external customers and includesteam readiness and charter, customers, business process mapping. Measureinvolves measuring the process in order to determine current performance andincludes key measures identified, datacollection planned and executed, process variation displayed and communicated, and performance baseline and sigma calculation. Analyze involves analyzingand determining the root cause(s) of the defects and includes data and root cause analysis, quantifyingthe gap and opportunity.

Improve involves improving the process byeliminating defects and includes generating possible solutions. Controlinvolves controlling future process performance and includes monitoring the plan, processstandardization, procedure documentation, establish and deploy response plan, and project closure the transfer of ownership and knowledge to process ownerand responsible team (Brue, ….).  In addition, Brue introduces tools forsix-sigma such as process mapping, XY matrix, measurement systems analysis, process capability tool, multivariate study, hypothesis testing, failure modeeffect analysis, design of experiments (DOE), and control plans. A process map is a flowchart illustratedthe steps in a process, a DOE determines the relationship between factors X andY. An XY matrix depicts the relationship between your input and customeroutput.

Next, the key roles for six-sigma involve executive leadership, champions, master black belts, black belts, and green belts. For example, executive leadership is responsible for its vision and includes anorganizations CEO and top management. Champions are in charge of six-sigmaimplementation and serve as mentors to black belts. Master black belts are six-sigmacoaches that are completely devoted to the process.

Black belts concentrate onits use and achievement in regards to projects. Green belts are the employees whoserve and support black belts in project success. Finally, Brue reveals the “ do’s of six-sigma” that commitment should beexpressed company wide and exhibited by its leaders, do empower humanresources, and do provide on-site mentoring for black belts, be patient at itsinception, claim and advertise early “ wins,” do benchmark, and establishproject baseline and goals.

Using these concepts and tools, Brueprovides a proven method designed to assist managers become more effective and invaluableto their corporations. Brue wants organizations to reach their full potential andoperate at six-sigma rather than remain stagnate at the minimum sigma level. Thisis because he unselfishly wants others to achieve six-sigma, also known as: money, customer satisfaction, quality, growth, competitive advantage, and employeepride. He assures that by implementing the basic principles of six-sigma knownas the DMAIC expands into define, measure, analyze, interpret, and control –your company can do just that!