Presented by- Archit Kaushik, Ashmit Kaur, Atishay Jain, Diivit Kumar

• Six sigma is a business statistical Strategy.

• Involves identifying defects and removing them from the process of products to improve quality.

• A defect is defined as any process output that does not meet customer specifications.

• Statistical measure to objectively evaluate processes.

• Six sigma was founded by Motorola in the 1970s.

• Out of senior executive Art Sundry's criticism of Motorola’s bad quality.

• They founded a connection between increases in quality and decreases in costs of production.

• Bill Smith, “Father of six sigma” introduce this quality improvement Methodology to Motorola.

• Six sigma is the measure of quality that strives for near perfection.

• It is a disciplined, data-driven methodology focused on eliminating defects.

• A six sigma defect is defined as anything that falls outside of a customer’s specification.

• 3.4 defects per every million opportunities.

• Know what’s important to the customer (CTQ)

• Reduce defects (DPMO)

• Centre around target (mean)

• Reduce variation (standard deviation)

• CTQ characteristics for the process or service

• Measure of “what is important to the customer”

• 6 sigma projects are designed to improve CTQ

• Examples-• Waiting time in clinic

• Spelling mistake in letter

• A non-conforming unit is a defective unit

• Defect is a non-conformance on one of many possible quality characteristics of a unit that causes customer dissatisfaction.

• A defect does not necessarily make a unit defective

• For example• A scratch on a bottle (defect)

• If the customer wants a scratch-free bottle (defective unit)

• Circumstances in which CTQ can fail to meet.

• Number of defect opportunities relate to complexity of the unit.

• Complex unit have greater opportunities of defect than simpler units.

• Example- A unit has 5 parts, and in each part are 3 opportunities to defect. Thus total defect opportunities are 5*3=15

• Number of defects divided by number of defect opportunities.

• Example-

• In previous case (15 defect opportunities), if 10 units have 2 defects-

• Defects per unit- 2/10=0.2

• DPO=2/(15*10)= 0.0133333333

• DPMO= DPO multiplied by one million.• DPMO= 0.013333333 * 1,000,000= 13,333

• Six Sigma performance is 3.4 DPMO

Between -1 and +1 Standard Deviation

68.3% (about two thirds)

Between -2 and +2 Standard Deviation

95.5% (about 95%)

Between -3 and +3 Standard Deviation

99.7%

• Define

• Measure

• Analyze

• Improve

• Control

• Define

• Measure

• Analyze

• Design

• Verify

• A logical and structured approach to problem solving and process improvement.

• An iterative process (continuous improvement)

• A quality tool with focus on change management.

• Effectiveness = Quality X Acceptance

• Define : company must identify the customer and which type of a product and hope from it. These are analyse by using flow cause/effect diagrams, check sheets, pareto analysis.

• Measure : company will collect the baseline data to determine where the process stands as compare to where it needs to be. And also see the critical to quality characteristics an estimate current process capability. Then find out the current sigma level according to those identified characteristic that are mostly important to the customer

• Analyse : this shows the amount of improvement necessary to make the Critical to quality characteristics the best in the industry. For this phase company use some descriptive statistical methods like mean, mode, median…etc.

• Improve : Implement the suggested improvements in this phase And also test possible solutions to the process problem. Collect data from the all possible solutions and test them on a small scale and run a cost/benefit analysis of implementing the solution. Then choose the best solution and create a plan for implement the solution.

• PDCA cycle

Plan

Do

Check

Act

• Control : measures are implemented to ensure improvements are maintained. To monitor the process improvements, basically use tools like statistically process control charts. These charts have three limits, the centre line for the average. Monitor the process to ensure that the process is in the control limits.

This method is also called DFSS (Design For Six Sigma) And has five phases,

• Define- design goals that are consistent with customer demands and the enterprise strategy.

• Measure - identify CTQs (characteristics that are Critical To Quality), product capabilities, production process capability, and risks.

• Analyze - to develop and design alternatives, create a high-level design and evaluate design capability to select the best design.

• Design details, optimize the design, and plan for

design verification. This phase may require

simulations.

• Verify the design, set up pilot runs, implement the

production process and hand it over to the process

owner(s).

• Define a business process.

• Measure current process

• Identify root cause of recurring problems

• Improvements made to reduce defects

• Keep check on future performance

• Define customer needs

• Measure customer needs and

specifications

• Analyse options to meet

customer satisfaction

• Model is designed to meet

customer needs

• Model put through simulation

tests for verification.

White Belt:

Can work on local problem-solving teams that support overall projects, but may not be part of a Six Sigma project team. Understands basic Six Sigma concepts from an awareness perspective.

Yellow Belt:

Participates as a project team member. Reviews process improvements that support the project.

Green Belt:

Assists with data collection and analysis for Black Belt projects. Leads Green Belt projects or teams. .

Black Belt:

Leads problem-solving projects. Trains and coaches project teams.

Master Black Belt:

Trains and coaches Black Belts and Green Belts. Functions more at the Six Sigma program level by developing key metrics and the strategic direction. Acts as an organization’s Six Sigma technologist and internal consultant..

Champions:

Translate the company’s vision, mission, goals and metrics to create an organizational deployment plan and identify individual projects. Identify resources and remove roadblocks.

Executives:

Provide overall alignment by establishing the strategic focus of the Six Sigma program within the context of the organization’s culture and vision.

• Accelerating fast breakthrough performance

• Significant financial results in 4-8 months

• Ensuring Six Sigma is an extension of the Corporate culture, not the program of the month

• Results first, then culture change!

• There is nothing new. It only proves defects and defectives

counts offer tangible, measurable results.

• It is corrective action system rather than taking a preventive

and proactive approach to problems.

• It is merely about appraisal system and that appraisal

programs aren’t useful. In realty, appraisals are great tools for

identifying and tracking improvements, which is critical to any

project.

• Critics have suggested that Six Sigma did not bring quality

improvement in all the organizations where it was

implemented.

• It depends on the tools and authorizations.

Management philosophy of quality

Components of Six Sigma are people power and process power

Define, Measure, Analyze, Improve, Control

Criticisms

Executive Leader, Champion, Master Black Belt, Black Belt, and Green Belt

Statistical target of six sigma or 3.4 defects in one million opportunities

Summary