-Six Sigma is a methodology that provides businesses with the tools to improve the capability of their business processes. This increase in performance and decrease in process variation leads to defect reduction and vast improvement in profits, employee morale and quality of product

-at many organizations simply means a measure of quality that strives for near perfection

methodology provides the techniques and tools to improve the capability and reduce the defects in any process

-business management strategy

What is six sigma

Six Sigma is systematic methodology that utilizes information (management by facts) and statistical analysis to measure and improve a company's operational performance, practices and systems by identifying and preventing 'defects' in manufacturing and service-related processes in order to anticipate and exceed expectations of all stakeholders to accomplish effectiveness

Today's competitive environment leaves no room for error. We must delight our customers and relentlessly look for new ways to exceed their expectations. This is why Six Sigma Quality has become a part of our culture

What is six sigma

What is six sigma

Critical to Quality

Key Concepts of Six Sigma

Attributes most important to the customer 

DefectFailing to deliver what the customer wants

Process Capability

What your process can deliver

VariationWhat the customer sees and feels

Stable Operations

Ensuring consistent, predictable processes to improve what the customer sees and feels

Design for Six Sigma

Designing to meet customer needs and process capability

Six Sigma can be understood/perceived at three levels

Metric: 3.4 Defects Per Million Opportunities. DPMO allows you to take complexity of product/process into account. Rule of thumb is to consider at least three opportunities for a physical component - one for form, one for fit

and one for function, in absence of better considerations ..Methodology: DMAIC/DFSS structured problem solving roadmap and

tools .Philosophy: Reduce variation in your business and take customer-

focused, data driven decisions

The central idea

if you can measure how many "defects" you have in a process, you can systematically figure out how to eliminate them and get as close to "zero defects" as possible. To achieve Six Sigma Quality, a process must produce no more than 3.4 defects per million opportunities

opportunity" is defined as a chance for nonconformance, or not meeting the required specifications

Historical view

- It was started in Motorola, in its manufacturing division

- The particulars of the methodology were first formulated by Bill Smith at Motorola

Bill Smith (Motorola engineer)*Bill Smith (1929 - 1993) is the "Father of Six Sigma". And

he spent years convincing the higher management at Motorola about his new quality control process, Six Sigma..

*He was especially proud of his role in Motorola's winning the prestigious Malcolm Baldrige National Quality Award., two years after Motorola implemented Smith's Six Sigma

principles.

The main goal of six sigma

-The goal of Six Sigma is to increase profits by eliminating variability, defects and waste that undermine customer loyalty

-seeks to identify and remove the causes of defects and errors in manufacturing and business processes

-provides the techniques and tools to improve the capability and reduce the defects in any process.

.To improve customer satisfaction. .To reduce cycle times.

.To reduce defects

Two key methodologies of six sigma

control

DMAIC define measure analyze

improve

defineDMADV measure analyze

design verify

DMAIC

Define high-level project goals and the current process .Measure key aspects of the current process and collect relevant data .

Analyze the data to verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered .

Improve or optimize the process based upon data analysis using techniques like Design of experiments .

Control to ensure that any deviations from target are corrected before they result in defects. Set up pilot runs to establish process capability, move on to production, set up control mechanisms and continuously monitor the process

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

Measure and 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 owners .

DMADV is also known as DFSS, an abbreviation of "DMADV is also known as DFSS, an abbreviation of "DDesign esign FFor or SSix ix SSigmaigma

DMADV

Other methodologies of six sigma

Methodology

DCCDI (Define, Customer Concept, Design and Implement)

CDOC (Conceptualize, Design, Optimize, Control)

DCDOV* (Define, Concept, Design, Optimize, Verify) *derived from SBTI CDOC roadmap

DMADOV (Define, Measure, Analyze, Design, Optimize and Verify)

DMEDI (Define, Measure, Explore, Develop and Implement)

IDOV (Identify, Design, Optimize and Validate)

I2DOV (Invent, Innovate, Develop, Optimize, Validate)

Six Sigma asserts the following

-Continuous efforts to reduce variation in process outputs is key to business success

-Manufacturing and business processes can be measured, analyzed, improved and controlled

-Succeeding at achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management

Benefits' of six sigma

decrease in defects that are allowed to reach the customer

Focus on customers

Less waste. Data based decisions

-Better safety performance Fewer customer complaints

Understanding of processes.

Differences and Similarities Between Six Sigma and TQM ,

ORGANIZATON

IN TERM OF

GOALS

FOCUS

CORE BUS

goals

·3.4 defect per million opportunities  

·Targeted areas   

·Projects have a defined scope by management

·   Improve everything

·   Usually not targeted to a process or business

·   Frequently without focus

·   No projected performance levels

Focus

·Manufacturing

·Products

·Little on service

·Little on logistics

·Little on marketing

·All business processes   

·Non-manufacturing are often the largest opportunities.

Core Business

·Frequently not part of the Business Strategy.

·Quality Council did not include Senior Managers.

·No bottom line accountability

·Re-stripe the parking lot projects

·A strategy from the top of the Business Unit

·Champions and Senior Management are the Quality Council

·Projects frequently have a profitability hurdle

·Projects are carefully selected with managers accountable.

·Separate organization

·Not accountable to the business unit

·Collection of "experts“

·A career

·Not a respected or strong area of the corporation

·Parking place for ended careers.

·Champion reports within the Business

·Black Belts are in the Business Unit

·Black Belts are expected to return to line function

·Quality Council of Senior Leaders and Champions.

Organization

Companies that apply six sigma in away or another

3MAmazon. COMBank of AmericaBoeing Canada Post

DellDHL

Ford Motor CompanyGeneral Electric HSBC Group Korea Telecom LG Group

Motorola Network Rail Vodafone Whirlpool Xerox

web sites

www.sixsigmaonline.org

www.isixsigma.com

www.6sigma.us

www.sixsigmablog.org

www.sixsigmaservices.com

www.sixsigmazone.com

www.onesixsigma.com