10 Six Sigma Ppt 2859

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Kaizen and Six Sigma

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Six Sigma Methodology

Six Sigma relies heavily on advanced statistical methodsthat complement and reduce the process and productvariations. It is a new way of doing business that wouldeliminate the existing defects efficiently and would

prevent defects from occurring.

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Coined by Motorola Engineer Bill

Smith

Now a major influence on productionmethods and quality assurance

Data and statistical driven approach toeliminate defects in production

Aims to improve processes and reduce

variations in quality Necessitates organisational change,

training and planning

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What Is Six Sigma? 4

What is Six Sigma?

A methodology to improve a business process by

constantly reviewing, updating and re-tuning theexisting process.

Six Sigma improves the process performance,decreases variation and maintains consistent qualityof the process output. This leads to defect reductionand improvement in profits, employee morale,

product quality and finally customer satisfaction. Six Sigma Strives for perfection. It allows for only

3.4 defects per million opportunities for each productor service transaction.

Six Sigma relies heavily on statistical techniques to

reduce defects and measure quality.

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Evolution of Six Sigma

Japan has been credited with the evolvement of

Quality Systems like TQM, Kanban, Kaizen, etc. Pioneered in the U.S. by Bill Smith at Motorola in

1986; originally used as a metric for measuringdefects for improving quality; a methodology toreduce defect levels <3.4 Defects Per MillionOpportunities (DPMO). Motorola has reported

>US$17b savings as of 2006. Early adopters include Bank of America, Caterpillar,

Honeywell International (previously known as AlliedSignal), Raytheon, Merrill Lynch and General Electric.

Six Sigma was originally centered around

manufacturing improvements. The reason for thiswas knowledge of the statistical tools in themanufacturing functions and the ease with which wecan quantify the benefits.

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Six Sigma levels and Process

The Greek letter for Sigma, , represents one

standard deviation from the normal or average. Thehigher the sigma level the better the quality level.

Levels of Sigma Performance

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Three levels of Six Sigma:

As a Metric

As a Methodology

As a Management system

Essentially, Six Sigma is all three atthe same time.

is a registered service mark andtrademark of Motorola, Inc.

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

http://www.motorola.com/content.jsp?globalObjectId=3088

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1. As a Metric

The term “Sigma” is often used as a

scale for levels of "goodness" orquality.

Equates to 3.4 defects per one millionopportunities (DPMO).

Six Sigma started as a defect reductioneffort in manufacturing and was thenapplied to other business processes forthe same purpose.



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2. As a Methodology

A business improvement

methodology that focuses anorganization on:

Understanding and managing customerrequirements

Aligning key business processes toachieve those requirements

Utilizing rigorous data analysis to

minimize variation in those processes Driving rapid and sustainable

improvement to business processes



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The DMAIC model

Motorola developed a five phase approach to the Six

Sigma Process called DMAIC which is a continuousprocess as the diagram shows until the highest levelin the Six Sigma is achieved, i.e., 3.4 defects permillion.

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3. As a Management system

A top-down solution to help organizations:

Align their business strategy to criticalimprovement efforts

Mobilize teams to attack high impact projects

Accelerate improved business results

Govern efforts to ensure improvements aresustained

Framework to prioritize resources forprojects that will improve the metrics, and itleverages leaders who will manage theefforts for rapid, sustainable, and improvedbusiness results.



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Levels of Six Sigma Implementation1. Six Sigma Champion: Champions undergo five

days of training and are taught how to manageprojects and act as advisors to various projectteams.

2. Green Belts: They undergo two weeks of trainingthat includes project-oriented tasks. They act asteam members to the Six Sigma project team. Theircooperation and involvement is necessary for

projects success.3. Black belts: They receive four weeks of trainings

and are directly involved in the implementation of Six Sigma Projects. They are the project leaders andgo through in-depth training on Six Sigma approachand tools and work full time on the project.

4. Master Black Belts: These are the people whoconduct Six Sigma Training and also have on the jobtraining and experience

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Some Six Sigma Tools

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Quality Function Deployment

QFD helps Six Sigma Black Belts drive

customer-focused development across thedesign process.

QFD is a system and set of procedures toidentify, communicate, and prioritize

customer requirements. Did you know? With QFD, Six Sigma teams

can more effectively focus on the activitiesthat mean the most to the customer, beat

the competition, and align with the missionof the organization.

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

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

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Cause and Effect Matrix

The C&E Matrix helps Six Sigma project

leaders facilitate team decision-making. The C&E Matrix is a tool that helps Six

Sigma teams select, prioritize, and analyzethe data they collect over the course of aproject to identify problems in that process.

Six Sigma teams typically use the C&EMatrix in the Measure phase of the DMAICmethodology.

The C&E Matrix is particularly great for

obtaining team consensus on the potentialrelationships between factors that affect aprocess and the output of that process.

http://en.wikipedia.org/wiki/Ishikawa_diagram%22

http://en.wikipedia.org/wiki/Ishikawa_diagram%22

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Failure Modes Effects Analysis

FMEA helps Six Sigma teams to identify and

address weaknesses in a product or process,before they occur.

Before implementing new products,processes, or services, Six Sigma teams useFMEA to identify ways their newintroductions might fail, and then to developpreventative measures targeted at thefailure scenarios.

Did you know? An effective FMEA identifies

corrective actions required to preventfailures from reaching the customer and willimprove performance, quality, and reliability.

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

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

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Control Charts

Six Sigma teams use Control Charts to

assess process stability. Control Charts are a simple but highly

effective tool for monitoring and improvingprocess performance over time because they

help Six Sigma teams to observe andanalyze variation.

The three basic components of any controlchart are a centerline, upper and lower

statistically determined control limits, andperformance data plotted over time.

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

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

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Design of Experiments

DOE helps Six Sigma Black Belts make the

most of valuable resources. DOE is a statistical technique that

encompasses the planning, design, datacollection, analysis and interpretation

strategy used by Six Sigma professionals. Did you know? Six Sigma teams use DOE to

determine the relationship between factors(Xs) affecting a process and the output of

that process (Y).

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

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

10 Six Sigma Ppt 2859

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