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
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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,
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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.
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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:
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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)
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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,
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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"?
Six Sigma at many organizations simply means a measure of
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
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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
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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.'
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
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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.
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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.”
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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.
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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
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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
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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
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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.
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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
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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.
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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
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How does Six Sigma work?
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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.
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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
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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?
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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
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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.
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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.
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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.
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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
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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.)
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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.
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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
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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.
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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
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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.
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The Companies adopted Six sigma techniques are listed
below:
Sr. No.
Name of theCompanies
Sr. No.
Name of theCompanies
116
217
318
419
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6 – Sigma
5 20
6 21
7 22
8 23
9 24
10 25
11 26
12 27
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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.
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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
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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
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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.
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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.
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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)
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6 – Sigma
Websites:
www.google.com
www.sixsigmatutorial.com
www.minitab.com
www.isixsigma.com
www.sixsigmagobal.com
www.sigmaxl.com
www.expresscomputeronline.com
Principal of management 43