SOFTWARE DESIGN FOR SIX SIGMA (DFSS): A PRACTICAL GUIDE FOR SUCCESSFUL DEPLOYMENT - Software Design for Six-Sigma: A Roadmap for Excellence - page 230

9.3.3.1.5 GreenBelts. The Green Belts may also take training courses developed
specifically for Black Belts where there needs to be more focus. Short-circuiting
theory and complex tools to meet the allocated short training time (usually less
than 50% of Black Belt training period) may dilute many subjects. Green Belts can
resort to their Black Belt network for help on complex subjects and for coaching and
mentoring.

9.3.3.2 SixSigmaProjectFinancial. In general, DFSS project financials can
be categorized as hard or soft savings and are mutually calculated or assessed by
the Black Belt and the assigned financial analyst to the project. The financial analyst
assigned to a DFSS team should act as the lead in quantifying the financials related
to the project “actions” at the initiation and closure phases, assist in identification of
“hidden factory” savings, support the Black Belt on an ongoing basis, and if financial
information is required from areas outside his/her area of expertise, he/she needs to
direct the Black Belt to the appropriate contacts, follow up, and ensure the Black
Belt receives the appropriate data. The analyst, at project closure, also should ensure
that the appropriate stakeholders concur with the savings. This primarily affects
processing costs, design expense, and nonrevenue items for rejects not directly led by
Black Belts from those organizations. In essence, the analyst needs to provide more
than an audit function.
The financial analyst should work with the Black Belt to assess the projected
annual financial savings based on the information available at that time (e.g., scope
or expected outcome). This is not a detailed review but a rough order of magnitude
approval. These estimates are expected to be revised as the project progresses and
more accurate data become available. The project should have the potential to achieve
an annual preset target. The analyst confirms the business rationale for the project
where necessary.
El-Haik in Yang and El-Haik (2008) developed a scenario of Black Belt target
cascading that can be customized to different applications. It is based on project
cycle time, number of projects handled simultaneously by the Black Belt, and their
importance to the organization.

9.3.4 Postdeployment Phase

This phase spans the period of time when subsequent waves of Black Belts are trained,
when the synergy and scale of Six Sigma build to critical mass, and when additional
elements of DFSS deployment are implemented and integrated.
In what follows, we are presenting some thoughts and observations that were
gained through our deployment experience of Six Sigma and, in particular, DFSS.
The purpose is to determine factors toward keeping and expanding the momentum of
DFSS deployment to be sustainable.
This topic presents the software DFSS methodology that exhibits the merging of
many tools at both the conceptual and analytical levels and penetrates dimensions
like conceptualization, optimization, and validation by integrating tools, principles,