Download - 7. Introduction -Six Sigma

6 – Sigma

Sr. No:

Topic Page

No:

Rema

rk:

1 Six Sigma - An Introduction, 2

2 Tools of Six Sigma 4

3 Statistical Six Sigma Definition 6

4 Six Sigma according to GE 9

5 Six Sigma Infrastructures 10

6 Levels and Expected Returns 14

7 What is Six Sigma Certification? 16

8 How does Six Sigma work? 17

9 10 Things a Six Sigma Black Belt

Should Know By: Thomas

Pyzdek

18

10 How much percent of defect is

Acceptable?

19

11 Six Sigma Measures Reliability 21

12 Pitfalls of Six Sigma 23

13 Implementation of Six Sigma 25

14 The Companies adopted Six

Sigma techniques are listed

28

Principal of management 1

6 – Sigma

below.

15 Sigma Case study (About of Dabba Wala).

30

16 Conclusion 33

17 Bibliography 34

Six Sigma - An Introduction:

Six Sigma at many organizations simply means a measure of

quality that strives for near perfection. Six Sigma is a

disciplined, data-driven approach and methodology for

eliminating defects (driving towards six standard deviations

between the mean and the nearest

specification limit) in any

process -- from

manufacturing to

transactional and from

product

to service.

The statistical of Six

Sigma describes

quantitatively how

a process is performing.

To achieve Six Sigma,


6 – Sigma

a process must not produce more than 3.4 defects per

million opportunities. A Six Sigma defect is defined as

anything outside of customer specifications. A Six Sigma

opportunity is then the total quantity of chances for a

defect. Process sigma can easily be calculated using a

calculator. The fundamental objective of the Six Sigma

methodology is the implementation of a measurement-based

strategy that focuses on process improvement and variation

reduction through the application of Six Sigma

improvement projects. This is accomplished through the use

of two Six Sigma sub-methodologies: DMAIC and DMADV.

The Six Sigma DMAIC process (Define, Measure, Analyze,

Improve, Control) is an improvement system for existing

processes falling below specification and looking for

incremental improvement. The Six Sigma DMADV process

(Define, Measure, Analyze, Design, and Verify) is an

improvement system used to develop new processes or

products at Six Sigma quality levels. It can also be

employed if a current process requires more than just

incremental improvement. Both Six Sigma processes are

executed by Six Sigma Green Belts and Six Sigma Black

Belts , and are overseen by Six Sigma Master Black Belts.


6 – Sigma

According to the Six Sigma Academy, Black Belts save

companies approximately $230,000 per project and can

complete four to 6 projects per year. General Electric, one

of the most successful companies implementing Six Sigma,

has estimated benefits on the order of $10 billion during the

first five years of implementation. GE first began Six Sigma

in 1995 after Motorola and Allied Signal blazed the Six

Sigma trail. Since then, thousands of companies around the

world have discovered the far reaching benefits of Six

Sigma.

Tools of Six Sigma:

The tools are applied within a simple performance

improvement model known as DMAIC, or Define-Measure-

Analyze-Improve-Control. DMAIC can be described as

follows:


http://www.isixsigma.com/library/content/c010204a.asp#who

6 – Sigma

D

Define the goals of the improvement activity. At the top

level the goals will be the strategic objectives of the

organization, such as a higher ROI or market share. At the

operations level, a goal might be to increase the throughput

of a production department. At the project level goals might

be to reduce the defect level and increase throughput.

Apply data mining methods to identify potential

improvement opportunities.

M

Measure the existing system. Establish valid and reliable

metrics to help monitor progress towards the goal(s)


6 – Sigma

Defined at the previous step. Begin by determining the

current baseline. Use exploratory and descriptive data

analysis to help you understand the data.

A

Analyze the system to identify ways to eliminate the gap

between the current performance of the system or process

and the desired goal. Apply statistical

tools to guide the analysis.

I

Improve the system. Be creative in finding new ways to do

things better, cheaper, or faster. Use project management

and other planning and management tools to implement the

new approach. Use statistical methods to validate the

improvement.

C

Control the new system. Institutionalize the improved

system by modifying compensation and incentive systems,


6 – Sigma

policies, procedures, MRP, budgets, operating instructions

and other management systems. You may wish to utilize

systems such as ISO 9000 to assure that documentation is

correct.

Statistical Six Sigma Definition:

What does it mean to be "Six Sigma"?


quality that strives for near perfection. But the statistical

implications of a Six Sigma program go well beyond the

qualitative eradication of customer-perceptible defects. It's

a methodology that is well rooted in mathematics and

statistics.

The objective of Six Sigma Quality is to reduce process

output variation so that on a long term basis, which is the

customer's aggregate experience with our process over

time, this will result in no more than 3.4 defect Parts Per

Million (PPM) opportunities (or 3.4 Defects Per Million

Opportunities – DPMO). For a process with only one

specification limit (Upper or Lower), this results in six

process standard deviations between the mean of the

process and the customer's specification limit (hence, 6

Sigma). For a process with two specification limits (Upper

and Lower), this translates to slightly more than six process


6 – Sigma

standard deviations between the mean and each

specification limit such that the total defect rate

corresponds to equivalent of six process standard

deviations.

Many processes are prone to being influenced by special

and/or assignable causes that impact the overall

performance of the process relative to the customer's

specification. That is, the overall performance of our

process as the customer views it might be 3.4 DPMO

(corresponding to Long Term performance of 4.5 Sigma).

However, our process could indeed be capable of producing

a near perfect output (Short Term capability – also known


6 – Sigma

as process entitlement – of 6 Sigma). The difference

between the "best" a process can be, measured by Short

Term process capability, and the customer's aggregate

experience (Long Term capability) is known as Shift

depicted as Zshift or shift. For a "typical" process, the value of

shift is 1.5; therefore, when one hears about "6 Sigma,"

inherent in that statement is that the short term capability

of the process is 6, the long term capability is 4.5 (3.4

DPMO – what the customer sees) with an assumed shift of

1.5. Typically, when reference is given using DPMO, it

denotes the Long Term capability of the process, which is

the customer's experience. The role of the Six Sigma

professional is to quantify the process performance (Short

Term and Long Term capability) and based on the true

process entitlement and process shift; establish the right

strategy to reach the established performance objective

As the process sigma value increases from zero to six, the

variation of the process around the mean value decreases.

With a high enough value of process sigma, the process

approaches zero variation and is known as 'zero defects.'


quality that strives for near perfection. Six Sigma is a

disciplined, data-driven approach and methodology for

eliminating defects (driving towards six standard deviations


6 – Sigma

between the mean and the nearest specification limit) in any

process -- from manufacturing to transactional and from

product to service.

The content of Six Sigma describes quantitatively how a

process is performing. To achieve Six Sigma, a process must

not produce more than 3.4 defects per million opportunities.

A Six Sigma defect is defined as anything outside of

customer specifications. A Six Sigma opportunity is then the

total quantity of chances for a defect. Process sigma can

easily be calculated using a Six Sigma calculator.


6 – Sigma

Six Sigma according to GE:

“A highly disciplined process that helps us focuses on

developing and delivering near-perfect products and

services. The word Six Sigma is a statistical term that

measures how far a given process deviates from perfection.

The central idea behind Six Sigma is that 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. Six Sigma has changed

the DNA at GE – it is the way we work – in everything we do

and in every product we design.”


6 – Sigma

Six Sigma Infrastructures:

A very powerful feature of Six Sigma is the creation of an

infrastructure to ensure that performance improvement

activities have the necessary resources. In this author's

opinion, failure to provide this infrastructure is the #1

reason why 80% of all TQM implementations failed in the

past. Six Sigma makes improvement and change the full-

time job of a small but critical percentage of the

organization's personnel. These full time change agents are

the catalyst that institutionalizes change. Figure 2

illustrates the required human resource commitment

required by Six Sigma.

Leadership:

Six Sigma involves changing major business value streams

that cut across organizational barriers. It is the means by

which the organization's strategic goals are to be achieved.

This effort cannot be led by anyone other than the CEO,

who is responsible for the performance of

the organization as a whole. Six Sigma

must be implemented from the top-down.


6 – Sigma

Champions and Sponsors:

Six Sigma champions are high-level individuals who

understand Six Sigma and are committed to its success. In

larger organizations Six Sigma will be led by a full time,

high level champion, such as an Executive Vice-President.

In all organizations, champions also include informal

leaders who use Six Sigma in their day-to-day work and

communicate the Six Sigma message at every opportunity.

Sponsors are owners of processes and systems who help

initiate and coordinate Six Sigma improvement activities in

their areas of responsibilities.

Green Belt:

Green Belts are Six Sigma project leaders capable of

forming and facilitating Six Sigma teams and managing Six

Sigma projects from concept to

completion. Green Belt training

consists of five days of classroom

training and is conducted in

conjunction with Six Sigma projects.

Training covers project

management, quality management

tools, quality control tools, problem solving, and descriptive

data analysis. Six Sigma champions should attend Green


6 – Sigma

Belt training. Usually, Six Sigma Black Belts help Green

Belts define their projects prior to the training, attend

training with their Green Belts, and assist them with their

projects after the training.

Black Belt:

Candidates for Black Belt status are technically oriented

individuals held in high regard by their peers. They should

be actively involved in the process of organizational change

and development. Candidates may come from a wide range

of disciplines and need not be formally trained statisticians

or engineers. However, because they are expected to

master a wide variety of technical tools in a relatively short

period of time, Black Belt candidates will probably possess a

background including college-level mathematics and the

basic tool of quantitative analysis. Coursework in statistical

methods may be considered a strong plus or even a

prerequisite. As part of their training, Black Belts receive

160 hours of classroom instruction,

plus one-on-one project coaching from

Master Black Belts or consultants.

Successful candidates will be

comfortable with computers. At a

minimum, they should understand one


6 – Sigma

or more operating systems, spreadsheets, database

managers, presentation programs, and word processors. As

part of their training they will be required to become

proficient in the use of one or more advanced statistical

analysis software packages. Six Sigma Black Belts work to

extract actionable knowledge from an organization's

information warehouse. To ensure access to the needed

information, Six Sigma activities should be closely

integrated with the information systems (IS) of the

organization. Obviously, the skills and training of Six Sigma

Black Belts must be enabled by an investment in software

and hardware. It makes no sense to hamstring these

experts by saving a few dollars on computers or software.

Master Black Belt:

This is the highest level of technical and organizational

proficiency. Master Black Belts provide technical

leadership of the Six Sigma program. Thus, they must know

everything the Black Belts know, as well as understand the

mathematical theory on which the statistical methods are

based. Master Black Belts must be able to assist Black

Belts in applying the methods correctly in unusual

situations. Whenever possible, statistical training should be

conducted only by Master Black Belts. Otherwise the


6 – Sigma

familiar "propagation of error" phenomenon will occur, i.e.,

Black Belts pass on errors to green belts, who pass on

greater errors to team members. If it becomes necessary

for Black Belts and Green Belts to provide training, they

should do only so under the guidance of Master Black Belts.

For example, Black Belts may be asked to provide

assistance to the Master during class discussions and

exercises. Because of the nature of the Master's duties,

communications and teaching skills are as important as

technical competence.


6 – Sigma

Staffing Levels and Expected Returns:

As stated earlier in this article, the number of full time

personnel devoted to Six Sigma is not large. Mature Six

Sigma programs, such as those of Motorola, General

Electric, Johnson & Johnson, AlliedSignal, and others

average about one-percent of their workforce as Black

Belts. There is usually about one Master Black Belts for

every ten Black Belts, or about 1 Master Black Belt per

1,000 employees. A Black Belt will typically complete 5 to 7

projects per year. Project teams are led by Green Belts,

who, unlike Black Belts and Master Black Belts, are not

employed full time in the Six Sigma program.

Black Belts are highly prized employees and are often

recruited for key management positions elsewhere in the

company. After Six Sigma has been in place for three or

more years, the number of former Black Belts tends to be

about the same as the number of active Black Belts.

Estimated savings per project varies from organization to

organization. Reported results average about US$150,000

to US$243,000. Note that these are not the huge mega-

projects pursued by Re-engineering. Yet, by completing 5 to

7 projects per year per Black Belt, the company will add in


6 – Sigma

excess of US$1 million per year per Black Belt to its bottom

line.

For a company with 1,000 employees the numbers would

look something

Like this:

Master Black Belts: 1

Black Belts: 10

Projects: = 50 to 70 (5 to 7 per Black Belt)

Estimated saving: US$9 million to US$14.6 million

(US$14,580 per employee)

Because Six Sigma savings impact only non-value added

costs, they flow directly to your company's bottom line.


6 – Sigma

What is Six Sigma Certification?

Six Sigma certification is a confirmation of an individual's

capabilities with respect to specific competencies. Just like

any other quality certification, it does not indicate that an

individual is capable of unlimited process improvement, just

that s/he has completed the necessary requirements from

the company granting the certification


6 – Sigma

How does Six Sigma work?


6 – Sigma

Metrics lie at the heart of Six Sigma. The basic approach is

to measure performance on an existing process, compare it

with a statistically valid ideal and figure out how to

eliminate any variation. Project teams might speak in terms

of reducing cycle time, improving customer satisfaction,

cutting down on returns and improving the speed and

accuracy of order fulfillment. No project is considered

complete until the benefit has been shown and a team of

financial auditors signs off.


6 – Sigma

10 Things a Six Sigma Black Belt Should KnowBy:

Thomas Pyzdek

1. In general, a Six Sigma Black Belt should be quantitatively oriented.

2. With minimal guidance, the Six Sigma Black Belt should be able to

use data to convert broad generalizations into actionable goals.

3. The Six Sigma Black Belt should be able to make the business case for

attempting to accomplish these goals.

4. The Six Sigma Black Belt should be able to develop detailed plans for

achieving these goals

5. The Six Sigma Black Belt should be able to measure progress towards

the goals in terms meaningful to customers and leaders.

6. The Six Sigma Black Belt should know how to establish control systems

for maintaining the gains achieved through Six Sigma.

7. The Six Sigma Black Belt should understand and be able to

communicate the rationale for continuous improvement, even


6 – Sigma

after initial goals have been accomplished.

8. The Six Sigma Black Belt should be familiar with research that quantifies

the benefits firms have obtained from Six Sigma.

9. The Six Sigma Black Belt should know or be able to find the PPM rates

associated with different sigma levels (e.g., Six Sigma = 3.4 PPM)

10. The Six Sigma Black Belt should know the approximate relative cost of

poor quality associated with various sigma levels (e.g., three sigma firms

report 25% COPQ).

How much percent of defect is

Acceptable?


6 – Sigma

Failure Rates in Various

Industries

Many large airports have 200 flights landing each day. A

one per cent error rate in landing means that every day two

planes will miss the runway. This is clearly unacceptable. If,

reluctantly, we accept that two misses in eight years is in

some way unavoidable then we are accepting an error rate

of 1 in 292,000 (3.4 errors per million). This is the six sigma

level.

With model-based development, a medium-sized model

could easily have around 292,000 objects. So we might

extrapolate and suggest that six sigma performance

demands that there be no more than one error in every


6 – Sigma

medium-sized project. As Motorola points out, a six sigma

program is a major step towards defect-free operation.

Six Sigma

Six sigma is based on statistical measures in which sigma is

one standard deviation about the mean. Six sigma as

defined by Motorola, however, is not a simple matter of

managing within plus or minus six standard deviations.

Taken literally, that level of control would allow for error

rates of only 0.002 per million. Instead, the six sigma

approach accepts that the mean is not fixed but can drift up

and down. It therefore allows a plus or minus 1.5 sigma

shift in the mean as the drift within its span of control.

Six Sigma is therefore concerned with managing both the

upper and lower limits of specification and the drift in the

mean.


6 – Sigma

The principle is illustrated in figure 2 where the normal distribution curve is shown

along with two others to indicate the point to which a 1.5 sigma shift in the mean

takes the curve.

Six Sigma Measures Reliability:

Six Sigma is a measure of the reliability or predictability

of a process. It is particularly appropriate when a process

is repeated millions of times within a manageable period.

Reliability can be roughly expressed as an absence of

failure.

We need to distinguish between the concepts of fault and

failure. A failure is an event where a system departs from

requirements or expectations (predictions). A fault is a

defect that may cause failures. The failure is therefore a

symptom that there is a fault somewhere. Note that the

fault may be in the software, in the operating instructions,

or somewhere else. Thus a design defect may be a fault.

Failures are not always noticed by the users, and not always

reported even when noticed. We therefore also need to

distinguish failures from reported failures.


6 – Sigma

The relationships between the three concepts are shown in

the following diagram.

Fault / Failure Relationships

A fault may exist for a long time without causing a reported

failure (either because the right combination of inputs never

occurs, or because nobody notices or cares). Another fault

may cause thousands of different failures, and it may take

some time for the software engineers to demonstrate that

all these failures are due to a single fault.

A failure may be detected by special monitoring software.

Some systems may be designed to be self-monitoring.

However, such automatic monitoring is only likely to pick

up certain classes of failure.

Sometimes it may take several faults acting together to

cause a failure. Performance failures may result from the

accumulation of many small faults.

To sum up: You can count either faults or failures, but don’t

mix them up.


6 – Sigma

Failure metrics are preferred over fault metrics for one

simple reason: they tend to be much easier to relate to

customer satisfaction, whereas fault metrics tend to be

internal engineering-focused.

Pitfalls of Six Sigma:Like any tool, Six Sigma can be used inappropriately. To the man with a hammer, everything appears to

be a nail.

Defining

metrics

from

producer’s

perspectiv

e

A common failing for engineers is to define

quality metrics that cannot be related to

customer satisfaction. This is particularly the

case with fault metrics.

The results of the inspection of a product


6 – Sigma

Concentra

ting on

the

product,

not the

process

(may sometimes be expressed in six sigma

terms.

This means that the inspectors are counting

not failures (of the process) but faults (in

the product).

Implicitly, of course, they may be counting

failures in the production process. But this

approach may be of limited value in quality

improvement, because the process errors are

aggregated, and therefore difficult to trace.

Unreliable

testing

process

There are two ways to get a good score on a

six sigma measurement of your

manufacturing process. One is to have an

excellent manufacturing process. The other is

to have an inadequate testing process.

(ISO 9001 addresses this pitfall explicitly.

Clause 4.11 demands that test processes be

calibrated.)


6 – Sigma

Insufficien

t volumes

for

meaningfu

l statistics

If you only make a few hundred deliveries a

year, it will take thousands of years to

demonstrate conformity to six sigma

standards (although it may take rather less

time to demonstrate non-conformity). For

such situations, six sigma measures may be

meaningless.

Note that a single software model, with half a

million objects and no known defects, is not

large enough to demonstrate six sigma

quality. You would need a series of such

models before you could claim six sigma

quality.

Measuring

unimporta

nt things

One way of getting enough things for a

statistically significant sample is to

decompose the work into very small items.

Consider an organization producing

documentation. They may produce dozens of

documents per year, containing thousands of

pages and millions of words. To get

statistically significant error rates, it may be

necessary to count the number of incorrect

words.


6 – Sigma

The trouble with measuring quality at this

minute level of granularity is that they may

miss the wood for the trees. All the words

may be correct, but the document as a whole

may not be fit for purpose.

Implementation of Six Sigma:

After over two decades of experience with quality

improvement, there is now a solid body of scientific

research regarding the experience of thousands of

companies implementing major programs such as Six

Sigma. Researchers have found that successful deployment

of Six Sigma involves focusing on a small number of high-

leverage items.

The steps required to successfully implement Six Sigma

are well-documented.

1. Successful performance improvement must begin with

senior leadership. Start by providing senior leadership with

training in the principles and tools they need to prepare

their organization for success. Using their newly acquired

knowledge, senior leaders direct the development of a

management infrastructure to support Six Sigma.

Simultaneously, steps are taken to "soft-wire" the


6 – Sigma

organization and to cultivate an environment for innovation

and creativity. This involves reducing levels of

organizational hierarchy, removing procedural barriers to

experimentation and change, and a variety of other changes

designed to make it easier to try new things without fear of

reprisal.

2. Systems are developed for establishing close

communication with customers, employees, and suppliers.

This includes developing rigorous methods of obtaining and

evaluating customer, employee and supplier input. Base line

studies are conducted to determine the starting point and to

identify cultural, policy, and procedural obstacles to

success.


6 – Sigma

3. Training needs are rigorously assessed. Remedial skills

education is provided to assure that adequate levels of

literacy and numeric are possessed by all employees. Top-

to-bottom training is conducted in systems improvement

tools, techniques, and philosophies.

4. A framework for continuous process improvement is

developed, along with a system of indicators for monitoring

progress and success. Six Sigma metrics focus on the

organization's strategic goals, drivers, and key business

processes.

5. Business processes to be improved are chosen by

management, and by people with intimate process


6 – Sigma

knowledge at all levels of the organization. Six Sigma

projects are conducted to improve business performance

linked to measurable financial results. This requires

knowledge of the organization's constraints.

6. Six Sigma projects are conducted by individual

employees and teams led by Green Belts and assisted by

Black Belts.

Although the approach is simple, it is by no means easy. But

the results justify the effort expended. Research has shown

that firms that successfully implement Six Sigma perform

better in virtually every business category, including return

on sales, return on investment, employment growth, and

share price increase.


6 – Sigma

The Companies adopted Six sigma techniques are listed

below:

Sr. No.

Name of theCompanies

Sr. No.

Name of theCompanies

116

217

318

419


6 – Sigma

5 20

6 21

7 22

8 23

9 24

10 25

11 26

12 27


6 – Sigma

13 28

14 29

15 30

Source By: http://www.isixsigma.com/forum/showmessage.asp?messageID=37300

CASE STUDY:

Mumbai’s Amazing Dabbawallas:

A Six Sigma means the

accuracy rate is 99.999 per

cent, which otherwise means

that for an office-goer

engaging a dabbawala for a

monthly fee of something

between Rs 150 to Rs 300,

the chances of missing a day's

home-made lunch is just one in six thousand.


6 – Sigma

More than 175,000 or 200,000 lunches get moved every day

by an estimated 4,500 to 5,000 dabbawalas, all with an

extremely small nominal fee and with utmost punctuality.

According to a recent survey, there is only one mistake in

every 6,000,000 deliveries. The American business

magazine Forbes gave a Six Sigma performance rating for

the precision of dabbawalas.

The BBC has produced a documentary on dabbawalas, and

Prince Charles, during his visit to India, visited them (he

had to fit in with their schedule, since their timing was too

precise to permit any flexibility). Owing to the tremendous

publicity, some of the dabbawalas were invited to give guest

lectures in top business schools of India, which is very

unusual. Most remarkably, the success of the dabbawala

trade has involved no modern high technology.

The main reason for their popularity could be the Indian

people's aversion to fast food outlets and their love of home-

made food. Low-tech and lean.

Although the service

remains essentially low-

tech, with the barefoot


http://en.wikipedia.org/wiki/Fast_food

http://en.wikipedia.org/wiki/Business_school

http://en.wikipedia.org/wiki/Charles%2C_Prince_of_Wales

6 – Sigma

delivery boys as the prime movers, the dabbawalas have

started to embrace technology, and now allow booking for

delivery through SMS. A web site, mydabbawala.com, has

also been added to allow for on-line booking, in order to

keep up with the times. An on-line poll on the web site

ensures that customer feedback is given pride of place.

The success of the system depends on teamwork and time

management that would be the envy of a modern manager.

Such is the dedication and commitment of the barely

literate and barefoot delivery boys (there are only a few

delivery women) who form links in the extensive delivery

chain, that there is no system of documentation at all.

A simple colors coding system doubles as an ID system for

the destination and recipient. There are no elaborate layers

of management either — just three


http://en.wikipedia.org/wiki/Short_message_service

6 – Sigma

layers. Each dabbawala is also required to contribute a

minimum capital in kind, in the shape of two bicycles, a

wooden crate for the tiffins, white cotton kurta-pyjamas,

and the white trademark Gandhi topi (cap). The return on

capital is ensured by monthly division of the earnings of

each unit.

Six Sigma Rating :

A few years ago, US business magazine Forbes gave

Mumbai’s dabbawallas a Six Sigma performance rating, or a

99.999999 percentage of correctness — which means one

error in six million transactions.


6 – Sigma

Conclusion:

After complexion of this project which is on SIX SIGMA we

are proud to say that we have learned something new from

it .

We have worked on: Six Sigma - An Introduction, Tools of

Six Sigma, Statistical Six Sigma Definition, Six Sigma

according to GE, Six Sigma Infrastructures, Staffing Levels

and Expected Returns, What is Six Sigma Certification?,

How does Six Sigma work?, 10 Things a Six Sigma Black

Belt Should Know By: Thomas Pyzdek, How much percent

of defect is Acceptable?, Six Sigma Measures Reliability,

Pitfalls of Six Sigma, Implementation of Six Sigma, case

study ( about of dabba wala).

And after it some names of company that was not in my

knowledge before

this project. And a very interesting case-study on the

dabbawala's.

I was only known that our dabbawala's were known for time

management but in my project of SIX SIGMA.


6 – Sigma

We are glad to say that this project has given us a rough

idea

About the benefit's of SIX SIGMA and we would like to know

more about it if we can, from you.

Thank you for giving us this exclusive opportunity. And we

hope that this opportunity should be given to us in future

also.

BIBLIOGRAPHY

Books:

Management Book – C. B. GUPTA

Magazines:

Business Week – 11th JUNE, 2007 subscription

HRO Today – March 2006 subscription

Articles:

Hisdustan Times – 15th December, 2006

Free Press - 3rd March, 2007

Personnel:

Mr. Nazir Kazi, Director, S.R. Commerce Classes (Project Guide)


6 – Sigma

Websites:

www.google.com

www.sixsigmatutorial.com

www.minitab.com

www.isixsigma.com

www.sixsigmagobal.com

www.sigmaxl.com

www.expresscomputeronline.com
