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52 August 31, 2006 2:55 Fortifying Six Sigma with OR/MS Tools
5.3 A NEW ROADMAP FOR SIX SIGMA BLACK BELT TRAINING
In developing the new training program, we first compare and contrast the training
needs in different environments. In Table 5.1, we present an expanded curriculum
based on a typical Six Sigma BB training program in an operational environment
alongside a new curriculum for Six Sigma BBs in a transactional environment. Note
that only the basic OR/MS techniques have been incorporated in the new curricu-
lum so that these topics could be covered within the usual 4-week BB training pro-
gram. Table 5.2 summarizes all the supplementary OR/MS techniques extracted from
Table 5.1.
Six Sigma is a process-focused quality-improvement initiative. The ‘processes’ in
manufacturing/operational and transactional environments are somewhat distinct
and thus demand partially different toolsets during the implementation of Six Sigma
as well as in a BB training program. From Table 5.1, it can be seen that the major
difference between the manufacturing/operational and transactional roadmap is in
the Analyze and Improve phases, with slight differences in other phases. OR/MS
techniques such as forecasting, queuing, simulation and modeling are essential tools
in the Analyze phase since system-level analysis is usually needed in a transactional
environment. In the Improve phase, major tools used in manufacturing/operational
environment are DOE techniques; in contrast, queuing and mathematical program-
ming techniques are usually needed for transactional environments. From Table 5.1,
OR/MS techniques appear to be much more applicable in a transactional environ-
ment. However, it should be noted that Six Sigma BBs working in manufacturing
sectors are also expected to tackle transactional issues. This underscores the impor-
tance and necessity of integrating OR/MS techniques with Six Sigma. The current
evolution of Six Sigma is not simply a transition from the original manufacturing
sectors to service sectors but a vehicle for making deep cultural change, inculcating
system thinking and problem-solving, leading to quantifiable benefits.

5.3.1 Basic OR /MS techniques
5.3.1.1 Decision analysis
Various decision-analysis techniques are useful tools for making ‘good’ decisions in-
volved in Six Sigma deployment as well as other business operations. Effectively made
decisions have a profound impact on overall business performance. Multiobjective
decision-analysis techniques can be used in, for example, Six Sigma projects, material,
vendor, product and process selection. Multiobjective decision-analysis techniques
are also useful tools to assist organizations’ strategic and tactical decision-making.
Meanwhile, sensitivity analysis is usually done in conjunction with decision-analysis
to assess the sensitivity of the decisions made with uncertain factors. While decision-
analysis techniques could be applied in the whole process of Six Sigma deployment
as each phase may entail some decision-making, its major role is in the Define phase
of the integrated Six Sigma roadmap discussed in Section 5.3.2.

5.3.1.2 Mathematical programming
Mathematical programming techniques include various mathematically rigorous op-
timization tools such as linear programming, integer programming, mixed integer