This dissertation reports on the research work of a new business improvement methodology called the design for Six Sigma (DFSS) conducted within a global resources company with specific reference to Manganese Metal Company (MMC), a subsidiary of BHP Billiton (BHPB). The aim of this research was by means of a case study, through action research, to investigate, analyse and evaluate the "Define, Measure, Analyse, Design and Verify" (DMADV) model proposed by Picard (2004) with specific reference to a new product design. The study was concerned with identifying the BHPB strategic business reasons, effects and analysing the financial impact of implementing a DFSS project pertaining to a new product design at MMC. The literature review highlighted that DFSS enhances revenue growth, quality and reliability for a new product. The key findings were that DFSS does not exist within MMC and BHPB, the DFSS methodology could improve and enhance the revenue for a new product design at MMC and none of the BHPB customer sector groups are reporting any operating excellence (OE) annualised cost improvement benefits for DFSS projects. The main recommendation emerging from this research is that an integrated DFSS process will enable BHPB to identify critical leverage points for improving the overall financial performance in achieving the FY09 OE objective of $1 billion in annualised cost improvement benefits thus achieving the world class benchmark standard set by General Electric Corporation.