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2. Origin of Six Sigma
3. Time Line 1985 1987 1992 1995 2002 Allied Signal Johnson & Johnson, Ford, Nissan, Honeywell Dr Mikel J Harry wrote a paper relating early failures to Quality. MOTOROLA General Electric 4. Question: Which company pioneered the concept of six sigma? GE Bombay Dabbawallas ASQ Motorola 5. Question: Which company pioneered the concept of six sigma? GE Bombay Dabbawallas ASQ Motorola 6. Pilot's Six Sigma Performance Width of Landing Strip 1/2 Width of Landing strip If pilot always lands within 1/2 the landing strip width, we say that he has Six Sigma capacity. 7. Pilot's Six Sigma Performance This is a very crude way of telling that when you perform in half the margin allowed to you, you may call it six sigma performance. 8. Question: You have to park your car where side margins are 6 inches on both sides, if your car is perfectly parked in center. What is your performance level when you find out that all the times you are able to park your car within 3 inches from the center and at any time the side margin is not less than 3 inches? Twelve sigma Six SigmaZero Sigma Three sigma 9. Question: You have to park your car where side margins are 6 inches on both sides, if your car is perfectly parked in center. What is your performance level when you find out that all the times you are able to park your car within 3 inches from the center and at any time the side margin is not less than 3 inches? Twelve sigma Six SigmaZero Sigma Three sigma 10.
Current Leadership Challenges Six sigma will be able to help in dealing with all these challenges to a certain extent. 11. Question: How six sigma helps in retaining people? Because two times 3 is 6 Three sigma does not motivate. Sigma reduces stress level. By empowering them to solve their problems. 12. Question: How six sigma helps in retaining people? Because two times 3 is 6 Three sigma does not motivate. Sigma reduces stress level. By empowering them to solve their problems. 13. Six Sigma Benefits
14. Question: What is the key purpose of six sigma? Do not bother about profits, just make customer happy at any cost. To make customer happy To increase profits (50% marks) To make customer happy and increase profits 15. Question: What is the key purpose of six sigma? Do not bother about profits, just make customer happy at any cost. To make customer happy To increase profits (50% marks) To make customer happy and increase profits 16. What can Six Sigma do ? 17. GE Six Sigma Economics (in millions) Source: 1998 GE Annual Report, Jack Welch Letter to Share Owner and Employees - progress based upon total corporation cost/ benefits attributable to Six Sigma. 18. Overview of Six Sigma CHANGE THE WORLD TRANSFORM THE ORGANIZATION GROWTH COSTS OUT PAIN, URGENCY, SURVIVAL Six Sigma a PHILOSOPHY Six Sigma as a Process Six Sigma as a Statistical Tool. 19. It's a Philosophy
20. It's a Process
21. It's Statistics
22. Management Involvement ?
23. Question: How many defects per million opportunities make six sigma? 3.40.34 3400 34 24. Question: How many defects per million opportunities make six sigma? 3.40.34 3400 34 This is with long term shift of 1.5 sigma 25. Key issues for Leadership
26. Philosophy of six sigma
27. Critical Elements
28. Data Driven Decision Y =f(x)
The Focus of Six Sigma is to Identify and Control X's 29. Two Processes
30. Question: In the representation Y=f(X), which of these is X Headache Viral Infection Fever Cough 31. Question: In the representation Y=f(X), which of these is X Headache Viral Infection Fever Cough True, that is the cause of the problem. 32. Some Basic Concepts 33. COPQ - Cost of Poor Quality
AVERAGE COPQ approximately 15% of Sales 34. COPQ v/s Sigma Level 35. Question: Which of the followings is "not" the Cost of poor quality? Cost of raw materialCost of lost customer Cost of inspections Cost of repair 36. Question: Which of the followings is "not" the Cost of poor quality? Cost of raw materialCost of lost customer Cost of inspections Cost of repair 37. Process
X sStep 1Step 2Step 3Y s INPUT PROCESS OUTPUT 38. CTQ (Critical To Quality)
39. Defective and Defect
40. Question: Critical to Quality(CTQ) related to? The needs of customerMeeting the specified requirements 41. Question: Critical to Quality(CTQ) related to? The needs of customerMeeting the specified requirements 42. Defect Opportunities
43. DPO (Defect Per Opportunity)
44. DPMO(Defects Per Million Opportunities)
45. What is Sigma? Have you ever - Shot a Riffle? - Played Darts? What is the point of these sports? What is the point of these sports? 46. Have you ever. Jack JIM - Shot a Riffle? - Played Darts? Who is a Better Shooter? 47. Variability Deviation = Distance between observation and the mean(or average) 48. Variability Variance= Average Distance between observations and the mean squared Jack JIM 8 7 10 8 9 VARIANCE 49. Variability Variance= Average Distance between observations and the mean squared Jack JIM 7 6 7 7 6 VARIANCE 50. Variability Most Outcomes occur in the middle Fewer in the tails (lower) Fewer in the tails (lower) Even very rare outcomes are possible Even very rare outcomes are possible The World tends to be Bell Shaped 51. NORMAL Bell Shaped Curve 1 -1 2 -2 3 -3 68% 95% 99.7% Normal distributions are divided up into 3 Standard deviations on each side of the mean Once you are that, you know a lot about whats going on Thats what Standard Deviation is Good for 52. Causes of Variability
53. Limits
54. Acceptable v/s Defective OFF - TARGET Another View Center Process Reduce Speed LSL = Lower Specification Limit USL = Upper Specification Limit LSL USL LSL USL ON - TARGET LSL USL LARGE VARIATION 55. More about Limits Cpk measures "Process Capability" If process limits and control limits are at the same location, Cpk = 1. Cpk2 is Exceptional. 56. A Six sigma process Predictably twice as good as what the Customer wants 1 1 1 1 1 1 6 +6 -6 LSL USL 1 2 4 3 5 8 9 10 7 6 11 57. Process shift Allowed 1.5SD LSL USL 1 2 4 3 5 8 9 10 7 6 11 12 13 14 15 16 1.5SD SD = 1 58. Six sigma Measurement 59. Components of Six Sigma
2. People Power 60. DMAIC 61. DMAIC - Simplified
62. DMAIC Approach D efinethe customer, their Critical to Quality (CTQ) issues, and the Core Business Process Involved M easurethe performance of the Core Business Process involved A nalyzethe data collected and process map to determine Root causes and opportunities for improvement I mprovethe target process by designing creative solutions to fix and prevent problems. C ontrolthe improvements to keep the process on the new course D Define M Measure A Analyze I Improve C Control 63. Question: Why should there be a Control phase when Improvement is already done? Only for companies totally out of control It is a optional phase This is to maintain the gains This phase is as per the choice of Management 64. Question: Why should there be a Control phase when Improvement is already done? Only for companies totally out of control It is a optional phase This is to maintain the gains This phase is as per the choice of Management 65. Define
66. Measure
67. Analyze
68. Improve
69. Control
70. People power Tell me, I Forget.Show me, I Remember. Involve me, I Understand. 71. 6 Sigma Training Master Black Belt Mentor, Trainer, and Coach of Black Belts and other in the Organization Black Belts Leader of teams implementing the Six Sigma Methodology on projects. Green Belts Delivers successful focused projects using the Six Sigma Methodology on tools. Team Members/ Yellow Belts Participates on and supports the project teams, typically in the context of his or her existing responsibilities. 72. Champion
73. Question: Is Black belt position a full time job in the company? False True 74. Question: Is Black belt position a full time job in the company? False True 75. Champion
76. Master Black Belt
77. Black Belt
78. Green Belt
79. Yellow Belt
80. Financial Analyst
81. Project Selection
82. Harvesting the Fruit of Six Sigma
83. What Qualifies as a Six Sigma project?
84. Thank You