Implementing Six Sigma for Manufacturing Sector in India ......including BPOs. Larger cross sections of the clients of IT and BPO and Europe based and it is insistence Six Sigma apart

Industrial Engineering JournalISSN:2581-4915

Implementing Six Sigma for Manufacturing Sector in India

Ravindra L..Karwande1Department of Mechanical Engineering, Maharashtra Institute

2Department of Mechanical Engineering, Maharashtra Institute

3Department of Mechanical Engineering, Maharashtra Institute

4SQC&OR Unit, Indian Statistical Institute, Pune (India)

Abstract

Most fertile opportunities to implement Six Sigma in India Manufacturing sectors looking at the present crisis and opportunities available. However, large chunk of focus of application of Six Sigma in India is observed in IT and IT enabled services including BPOs. Larger cross sections of the clients of IT and BPOand Europe based and it is insistenceSix Sigma apart from, of course, the industries have got their own reason to go in for Six Sigma. Six Sigma in manufacturing secmanufacturing houses and to their related supplyhave set major objective to go in implementing Six Sigma towards cost reduction and customer satisfaction. Success stories of implementing Six Sigma in these industries are also shared in multiple forums of award winningstate, national and international platforms. Even these industries couldabout the benefit of application Six Sigma to their other compliances, Suppliers to improve mutually beneficial longinstitutes or banks to improve good credithe contribution of the Organizationesteemed Intellectual Property Rights and the likes. Sigma to address overall sensitivity to all the stakeholders for manufacturing industriesfollowing the approach of RDMAICSIIndia.

Keywords: Six Sigma, RDMAICSI

Journal

Implementing Six Sigma for Manufacturing Sector in India- a Model based on a Steel

Industry .Karwande 1, Santosh P. Bhosle2 Prashant M. Ambad3 S. Rath

Department of Mechanical Engineering, Maharashtra Institute of Technology, Aurangabad (M.S.

[email protected]

Department of Mechanical Engineering, Maharashtra Institute of Technology, Aurangabad

[email protected]

Department of Mechanical Engineering, Maharashtra Institute of Technology, Aurangabad (M.S.

[email protected]

SQC&OR Unit, Indian Statistical Institute, Pune (India) [email protected]

fertile opportunities to implement Six Sigma in India can be observed inManufacturing sectors looking at the present crisis and opportunities available. However, large chunk of focus of application of Six Sigma in India is observed in IT and IT enabled services including BPOs. Larger cross sections of the clients of IT and BPO industries of India are USA

and it is insistence of these clients who motivated to go in for application of Six Sigma apart from, of course, the industries have got their own reason to go in for Six Sigma. Six Sigma in manufacturing sectors in India today are mostly limited to medium and large manufacturing houses and to their related supply chain network members. Even these industries have set major objective to go in implementing Six Sigma towards cost reduction and customer

tion. Success stories of implementing Six Sigma in these industries are also shared in winning competitions within Organization, inter-Organizations

state, national and international platforms. Even these industries could not significantlyabout the benefit of application Six Sigma to their other stakeholders including Government on compliances, Suppliers to improve mutually beneficial long-term dependency, Financial/ leasing institutes or banks to improve good credit rating image, Society to appreciate better visibility on

Organization, Intellectual community in terms of high value and high esteemed Intellectual Property Rights and the likes. This paper proposed a model to take Six

dress overall sensitivity to all the stakeholders for manufacturing industriesof RDMAICSI. The model is also demonstrated in a steel industry of

Sigma, RDMAICSI, DMAIC, DFSS

Implementing Six Sigma for Manufacturing Model based on a Steel

S. Rath4.

of Technology, Aurangabad (M.S.),



can be observed in Agriculture and Manufacturing sectors looking at the present crisis and opportunities available. However, large chunk of focus of application of Six Sigma in India is observed in IT and IT enabled services

industries of India are USA of these clients who motivated to go in for application of

Six Sigma apart from, of course, the industries have got their own reason to go in for Six Sigma. today are mostly limited to medium and large

chain network members. Even these industries have set major objective to go in implementing Six Sigma towards cost reduction and customer

tion. Success stories of implementing Six Sigma in these industries are also shared in Organizations, Inter-

not significantly bring including Government on

term dependency, Financial/ leasing t rating image, Society to appreciate better visibility on

, Intellectual community in terms of high value and high a model to take Six

dress overall sensitivity to all the stakeholders for manufacturing industries in India, . The model is also demonstrated in a steel industry of

Volume 11 Issue 8 * August 2018


1. Introduction

1.1 Manufacturing Sectors in India

a) Manufacturing Industry & Six Sigma

The terminologies associated withmodeling of manufacturing processes originated the term Six Sigma. A sigma rating can describe the maturity of a manproducts created or its yield. company vitally depends upon regularprime objective of Six Sigma methodology is to make sure that the manufacturing proceminimum defects. Six Sigma is a businover the world which will reduce the process vthe businesses. Since its inception Six Sigma has been largelthe big companies with good resources. But, this breakthrough methodology is equally applicable to the small and medium size enterprises (SMEs) also for improving their bottomline (Raghunath and Jayathirtha

Manufacturing managers in Indianbecause of the shift of many multinational companies to India. They are forced to excel in all the domains of manufacturing, these three domains are gone and the manufacturing managers should have best quality processes and procedures; at the same timelevel, and most importantly have flexibility and accuracy instructured problem-solving toolquality problems before they occur, which saves valuable corporate resources and work. The issue of Six Sigma has years (Radha Krishna and Dangayach, 2007).

b) Automobile Industry

Automobile manufacturers seeking tothe lead of organizations that have implemented Six Sigma successfully. Six Sigma must be more than just a passing fad promoted by management. Ford demonstrated its longcommitment to Six Sigma by implementingof Ford’s executives, including the CEO, received Six Sigma training or certification. During the first two years of the initiative, Ford trained more than 10,000 employees in the roles of Six Sigma, including Master Black Belts

c) Chemical Engineering

Although Six Sigma has been so successful in many organizations, the successful applications of Six Sigma are rare for the chemical processes due to highly nonlinear causality. In the last century, there has been a tremendous evolution of the ideas to improrganization. Conventional tools for product quality improvement, such as quality control (QC), total quality control (TQC), and total quality management (TQM), concentrate on reducing offspecialties of the final products rather than onIn the chemical process, many kinds of factors have been shown to influence quality of the final products. The traditional quality improvement methods of chemical process can be enhanced by

Journal

Manufacturing Sectors in India

) Manufacturing Industry & Six Sigma

associated with manufacturing industry like the terms linked with statistical modeling of manufacturing processes originated the term Six Sigma. A sigma rating can describe the maturity of a manufacturing process by showing its percentage of defect free

or its yield. As per , basics of the doctrine of Six Sigma the success of a vitally depends upon regular efforts for achieving stable manufacturing processes

of Six Sigma methodology is to make sure that the manufacturing proceSix Sigma is a business improvement strategy implemented by

over the world which will reduce the process variation drastically and increase effectivenessthe businesses. Since its inception Six Sigma has been largely confined to the domain of only the big companies with good resources. But, this breakthrough methodology is equally applicable to the small and medium size enterprises (SMEs) also for improving their bottom

(Raghunath and Jayathirtha, 2013).

cturing managers in Indian companies are faced with global competitive strategies because of the shift of many multinational companies to India. They are forced to excel in all the domains of manufacturing, i.e., quality, cost and delivery. The days of trathese three domains are gone and the manufacturing managers should have best quality processes and procedures; at the same time they must be able to produce goods at cost effective

, and most importantly have flexibility and accuracy in deliverable terms. Six Sigma is a solving tool used to improve products, processes and services by eliminating

quality problems before they occur, which saves valuable corporate resources and The issue of Six Sigma has become a main strategy in production management in recent (Radha Krishna and Dangayach, 2007).

Automobile manufacturers seeking to adopt Six Sigma methodology would do well to follow the lead of organizations that have implemented Six Sigma successfully. Six Sigma must be more than just a passing fad promoted by management. Ford demonstrated its longcommitment to Six Sigma by implementing it at the highest levels of senior management. 350 of Ford’s executives, including the CEO, received Six Sigma training or certification. During the first two years of the initiative, Ford trained more than 10,000 employees in the roles of Six

Master Black Belts, Black Belts, and Green Belts.

Although Six Sigma has been so successful in many organizations, the successful applications of Six Sigma are rare for the chemical processes due to highly nonlinear causality. In the last century, there has been a tremendous evolution of the ideas to improve quality in any organization. Conventional tools for product quality improvement, such as quality control (QC), total quality control (TQC), and total quality management (TQM), concentrate on reducing offspecialties of the final products rather than on removing defects during a process of production.

chemical process, many kinds of factors have been shown to influence quality of the final products. The traditional quality improvement methods of chemical process can be enhanced by

manufacturing industry like the terms linked with statistical modeling of manufacturing processes originated the term Six Sigma. A sigma rating can

its percentage of defect free basics of the doctrine of Six Sigma the success of a

efforts for achieving stable manufacturing processes .The of Six Sigma methodology is to make sure that the manufacturing process has

ess improvement strategy implemented by companies all increase effectiveness of

y confined to the domain of only the big companies with good resources. But, this breakthrough methodology is equally applicable to the small and medium size enterprises (SMEs) also for improving their bottom-

competitive strategies because of the shift of many multinational companies to India. They are forced to excel in all

, quality, cost and delivery. The days of trading off among these three domains are gone and the manufacturing managers should have best quality

they must be able to produce goods at cost effective deliverable terms. Six Sigma is a

used to improve products, processes and services by eliminating quality problems before they occur, which saves valuable corporate resources and improves

tion management in recent

would do well to follow the lead of organizations that have implemented Six Sigma successfully. Six Sigma must be more than just a passing fad promoted by management. Ford demonstrated its long-term

it at the highest levels of senior management. 350 of Ford’s executives, including the CEO, received Six Sigma training or certification. During the first two years of the initiative, Ford trained more than 10,000 employees in the roles of Six

Although Six Sigma has been so successful in many organizations, the successful applications of Six Sigma are rare for the chemical processes due to highly nonlinear causality. In the last

ove quality in any organization. Conventional tools for product quality improvement, such as quality control (QC), total quality control (TQC), and total quality management (TQM), concentrate on reducing off-

removing defects during a process of production. chemical process, many kinds of factors have been shown to influence quality of the final

products. The traditional quality improvement methods of chemical process can be enhanced by



the use of Six Sigma strategy. Many of the chemical processes are already being used by systems engineers including cost Experiment, and design for manufacturing and assembly. Integrating these and ottools into an effective cost reduction discipline is a job best (Kim E tal.2003).

d) Steel Industry

Indian industrial sectors such as Iron & Steel and Cement manufacture products for equitable growth but at the same time consume huge amounts of energy. India’s total final energy consumption was estimated at 449.27Mtoe of which the industrial sectors consumed about 30%. The Iron & Steel sector is one of the most energy intensive manufacturing industries, consuming about 25% of the total industrial energy consumption. The Indian Iron and Steel industry is vital to the nation’s development efforts and to support the required rapid economic growth. Steel finds its application in a wide range of sectors such as automobimachine goods, and infrastructure. The industry has taken several initiatives to conserve energy at each sub process by adopting best technologies and innovative process operations or the usage of alternate materials. The National Steel Policy hGovernment of India for longand techno‐economic efficiency, environmental and social sustainability. Sigma principles, the firm can idenDMAIC methodologies can be used in the project to determine the (CTQ) characteristics. It defines the possible causes as a first step of implementation and then identifying the probable causes goes to the sources of variation. Paper can be useful for any company that needs to find the most cost efficient way to improve and utilize its resources through the reduction of defects. policy making bodies, financial institutions and related stakeholders to enable them to contribute to the development of a globally competitive industry by enhancing energy efficiency while increasing environmental

1.2 Registered manufacturing companies

The total number of registered companies in the country has crossed 13 lakh mark, but 1.44 lakh of these firms are 'dormant' and have not filed their annual returns for past three years. As on 31st May 2017, there were 13.21 lakh companies registered with Of these, as many as 2.6 lakh companies have been closed for various reasons including court order and voluntary winding up, while another 30,435 firms are in the process ofliquidated (PTI, 2013).

1.3 Manufacturing sector’s contribution to GDP

The contribution made by the manufacturing sector in India’s real gross domestic product has increased over the years. However, the rate of growth has not been at par with expectations. In the planning process of India’s economic development a lot of emphasis was given on the heavy industries and this led to greater expectations from tmanufacturing sector contributed 34 percent to China’s GDP while its Indian counterpaccounted for 16.1% in 2009sector has made better contributioChina have had similar levels of planning but have performedtheir manufacturing sector. This has been discovered in a RBI Development Research Group

Journal

the use of Six Sigma strategy. Many of the chemical processes are already being used by systems engineers including cost modelling, multivariate statistical analysis, D

, and design for manufacturing and assembly. Integrating these and ottools into an effective cost reduction discipline is a job best performed by systems

Indian industrial sectors such as Iron & Steel and Cement manufacture products for equitable ame time consume huge amounts of energy. India’s total final energy

consumption was estimated at 449.27Mtoe of which the industrial sectors consumed about 30%. The Iron & Steel sector is one of the most energy intensive manufacturing industries,

about 25% of the total industrial energy consumption. The Indian Iron and Steel industry is vital to the nation’s development efforts and to support the required rapid economic growth. Steel finds its application in a wide range of sectors such as automobimachine goods, and infrastructure. The industry has taken several initiatives to conserve energy at each sub process by adopting best technologies and innovative process operations or the usage of alternate materials. The National Steel Policy has been framed by the Ministry of Steel, Government of India for long-term objectives of improving production, consumption, quality

economic efficiency, environmental and social sustainability. Sigma principles, the firm can identify the current situation that operations are in. Six Sigma DMAIC methodologies can be used in the project to determine the project’s critical

characteristics. It defines the possible causes as a first step of implementation and then tifying the probable causes goes to the sources of variation. Paper can be useful for any

company that needs to find the most cost efficient way to improve and utilize its resources through the reduction of defects. The research findings will be disseminated among industries, policy making bodies, financial institutions and related stakeholders to enable them to contribute to the development of a globally competitive industry by enhancing energy efficiency while increasing environmental sustainability (Jadhav E tal, 2014).

manufacturing companies in India

The total number of registered companies in the country has crossed 13 lakh mark, but 1.44 lakh of these firms are 'dormant' and have not filed their annual returns for past three years. As on

2017, there were 13.21 lakh companies registered with Ministry of Corporate Affairs. Of these, as many as 2.6 lakh companies have been closed for various reasons including court order and voluntary winding up, while another 30,435 firms are in the process of

contribution to GDP in India

The contribution made by the manufacturing sector in India’s real gross domestic product has increased over the years. However, the rate of growth has not been at par with expectations. In

rocess of India’s economic development a lot of emphasis was given on the heavy industries and this led to greater expectations from the manufacturing sector.manufacturing sector contributed 34 percent to China’s GDP while its Indian counterpaccounted for 16.1% in 2009-10 fiscal. In the last few years, India’s registered manufacturing sector has made better contributions than the unregistered sector. The East Asian countries like China have had similar levels of planning but have performed better in the global arena with their manufacturing sector. This has been discovered in a RBI Development Research Group

the use of Six Sigma strategy. Many of the chemical processes are already being used by , multivariate statistical analysis, Design of

, and design for manufacturing and assembly. Integrating these and other standard performed by systems engineers

Indian industrial sectors such as Iron & Steel and Cement manufacture products for equitable ame time consume huge amounts of energy. India’s total final energy

consumption was estimated at 449.27Mtoe of which the industrial sectors consumed about 30%. The Iron & Steel sector is one of the most energy intensive manufacturing industries,

about 25% of the total industrial energy consumption. The Indian Iron and Steel industry is vital to the nation’s development efforts and to support the required rapid economic growth. Steel finds its application in a wide range of sectors such as automobile, power, machine goods, and infrastructure. The industry has taken several initiatives to conserve energy at each sub process by adopting best technologies and innovative process operations or the

as been framed by the Ministry of Steel, term objectives of improving production, consumption, quality

economic efficiency, environmental and social sustainability. By applying Six tify the current situation that operations are in. Six Sigma

project’s critical to quality characteristics. It defines the possible causes as a first step of implementation and then

tifying the probable causes goes to the sources of variation. Paper can be useful for any company that needs to find the most cost efficient way to improve and utilize its resources

ed among industries, policy making bodies, financial institutions and related stakeholders to enable them to contribute to the development of a globally competitive industry by enhancing energy efficiency

The total number of registered companies in the country has crossed 13 lakh mark, but 1.44 lakh of these firms are 'dormant' and have not filed their annual returns for past three years. As on

Ministry of Corporate Affairs. Of these, as many as 2.6 lakh companies have been closed for various reasons including court order and voluntary winding up, while another 30,435 firms are in the process of being

The contribution made by the manufacturing sector in India’s real gross domestic product has increased over the years. However, the rate of growth has not been at par with expectations. In

rocess of India’s economic development a lot of emphasis was given on the heavy he manufacturing sector. In 2007, the

manufacturing sector contributed 34 percent to China’s GDP while its Indian counterpart 10 fiscal. In the last few years, India’s registered manufacturing

East Asian countries like better in the global arena with

their manufacturing sector. This has been discovered in a RBI Development Research Group



study on productivity, competitiveness, and efficiency oMaps of India,2012).According to expemanufacturing sector to 25 per cent sector’s growth, which stood at 9 per cent of India’s GDP in 1950level for over 2 decades. In the last two years, it has improved to 17.1 per cent and this is primarily due to the ‘Make in India’ drive. But we acountries such as

• Thailand (where 35 per cent

• China (32 per cent)

• Philippines (30 per cent)

• Indonesia (29 per cent)

We have a long way to go. ‘Make in India’ is not about getting foreign companies or large corporate to set up business in India. Not only small and medium enterprises (SMEs) can create jobs. The target undecreate 10 crore new jobs by 2020. This can be achieved only by taking the manufacturing sector’s growth to 25 per cent of the country’s

1.4 Manufacturing Sectors in India: Evaluation

Service sector showing tremendous progress in it also gathering pace. With the ‘Make in India’ campaign India plans to be the leader of the manufacturing sector in the world.India for its growth in the manufacturing concern about the pace of the reforms which are being passed. They pointed out that Indian economy is facing “decelerating pace of reforms”. Recently tpassed by the government of India which would enable an easy and a cost cutting flow of goods across different states of the country. It presents a wonderful opportunity for the manufacturing sector to re-establish the logiingredient for any manufacturing sector to grow. Keeping that in mind the government of India is investing a lot of funds in building a strong network of roads, rails and transport to fostgrowth of the manufacturing sector. As many industrial corridors and road networks rapidly are being formed.

In recent years the manufacturing sector has been the major focus for the government of India. Realizing the importance of manufacturing segenerate, many initiatives are being taken up by the this sector.

Having the benefit of a high amount of educated population & skilled labour, there is enough scope for the manufacturing sector to further develop in the country. The ‘Make in India’ campaign started by the current government is one of the biggest initiatives taken by any government in order to attract foreign investors to invest and start manufacturing in Ingovernment is providing adequate infrastructure like electricity and strong network of roads and railways for easy transportation of goods and services. Many laws favouring the labours and land acquisition are being implemented so that it is easiebusiness in India. Their main motive is to manufacture goods with zero defects so that none of the exported goods are returned back to India. With ‘Make in India’ campaign, the government doesn’t want to compromise on the environmental standards. Some of the major industries

Journal

study on productivity, competitiveness, and efficiency of India’s manufacturing sectorAccording to experts India is well on course to increasing the share of

manufacturing sector to 25 per cent of GDP from the existing 17 percent. Thesector’s growth, which stood at 9 per cent of India’s GDP in 1950-51, stagnated at 15 per cent level for over 2 decades. In the last two years, it has improved to 17.1 per cent and this is primarily due to the ‘Make in India’ drive. But we are still low compared to our

Thailand (where 35 per cent of GDP is from manufacturing)

China (32 per cent)

(30 per cent)

Indonesia (29 per cent)

We have a long way to go. ‘Make in India’ is not about getting foreign companies or large corporate to set up business in India. Not only can such big companies create jobs, butsmall and medium enterprises (SMEs) can create jobs. The target under Make in India is to create 10 crore new jobs by 2020. This can be achieved only by taking the manufacturing

per cent of the country’s GDP (Shah, 2017).

Manufacturing Sectors in India: Evaluation

owing tremendous progress in India, As far as manufacturing sector islso gathering pace. With the ‘Make in India’ campaign India plans to be the leader of the

world. As per research, current manufacturing strategieswth in the manufacturing sector; International Monetary Fund (IMF) raised a

concern about the pace of the reforms which are being passed. They pointed out that Indian economy is facing “decelerating pace of reforms”. Recently the long waited GST bill had been passed by the government of India which would enable an easy and a cost cutting flow of goods across different states of the country. It presents a wonderful opportunity for the manufacturing

establish the logistic sector of the country. A strong infrastructure is an essential ingredient for any manufacturing sector to grow. Keeping that in mind the government of India is investing a lot of funds in building a strong network of roads, rails and transport to fostgrowth of the manufacturing sector. As many industrial corridors and road networks rapidly are

In recent years the manufacturing sector has been the major focus for the government of India. the importance of manufacturing sector and the amount of employment it can

generate, many initiatives are being taken up by the current government to foster the growth of

Having the benefit of a high amount of educated population & skilled labour, there is enough e manufacturing sector to further develop in the country. The ‘Make in India’

campaign started by the current government is one of the biggest initiatives taken by any government in order to attract foreign investors to invest and start manufacturing in Ingovernment is providing adequate infrastructure like electricity and strong network of roads and railways for easy transportation of goods and services. Many laws favouring the labours and land acquisition are being implemented so that it is easier for the foreign investors to start their business in India. Their main motive is to manufacture goods with zero defects so that none of the exported goods are returned back to India. With ‘Make in India’ campaign, the government

e on the environmental standards. Some of the major industries

f India’s manufacturing sector( Business rts India is well on course to increasing the share of

of GDP from the existing 17 percent. The manufacturing 51, stagnated at 15 per cent

level for over 2 decades. In the last two years, it has improved to 17.1 per cent and this is re still low compared to our neighboring

We have a long way to go. ‘Make in India’ is not about getting foreign companies or large can such big companies create jobs, but also the

r Make in India is to create 10 crore new jobs by 2020. This can be achieved only by taking the manufacturing

manufacturing sector is concern lso gathering pace. With the ‘Make in India’ campaign India plans to be the leader of the

current manufacturing strategies implied by International Monetary Fund (IMF) raised a

concern about the pace of the reforms which are being passed. They pointed out that Indian he long waited GST bill had been

passed by the government of India which would enable an easy and a cost cutting flow of goods across different states of the country. It presents a wonderful opportunity for the manufacturing

stic sector of the country. A strong infrastructure is an essential ingredient for any manufacturing sector to grow. Keeping that in mind the government of India is investing a lot of funds in building a strong network of roads, rails and transport to foster the growth of the manufacturing sector. As many industrial corridors and road networks rapidly are

In recent years the manufacturing sector has been the major focus for the government of India. ctor and the amount of employment it can

to foster the growth of

Having the benefit of a high amount of educated population & skilled labour, there is enough e manufacturing sector to further develop in the country. The ‘Make in India’

campaign started by the current government is one of the biggest initiatives taken by any government in order to attract foreign investors to invest and start manufacturing in India. The government is providing adequate infrastructure like electricity and strong network of roads and railways for easy transportation of goods and services. Many laws favouring the labours and

r for the foreign investors to start their business in India. Their main motive is to manufacture goods with zero defects so that none of the exported goods are returned back to India. With ‘Make in India’ campaign, the government

e on the environmental standards. Some of the major industries



which are on a high rise are the automobile industry, electronic & semiconductor industries, machinery, chemical, pharmaceutical industries and aviation industries. Many foreign investors are looking to invest in the defensedomestic companies having good leadership and manufacturing technology are also encouraged to invest, so that they can compete with the global leaders (Mehta &

1.5 Manufacturing Sectors in India:

Logistic Problems

Logistic sector in India contributes to around 14% of the total GDP of the country, which is higher than USA and many European countries. When we compare with BRIC nations, the ranking for other countries in the logistic sector index is constantly improving. According to the World Bank’s 2014 logistics performance India is positioned at 54 much below than other countries like South Africa. There are a plenty of reasons for the poodepartment. Poor networks of roads, inadequate air & sea port capacities along with undeveloped railway networks are hindering the growth of this sector. This leads to slow & inefficient delivery of the product to the customers. heavy congestion on berths and slow evacuation of cargo unloaded at berths. High cost of fuel & high waiting times negatively impact the logistic sector. The transportatiseverely un-organized (Mehta & John, 2017).

Lack of availability of skilled labour

The fact is that India is facing the shortage of skilled manpower. According to a lot of surveys and researches done in the last one year, the statistics have proved there are so many different sectors in India like the Information technology, construction, mining etc. Not only this, the country is facing skilled manpower shortage in the field of media and film industry. The reports have shown that there are a significant number of departments whernecessity of skilled manpower. The question that arises at this point is why there is a shortage of skilled manpower in India. There are so many reasons that could be attributed to it.

The lack of skilled labor can create innumerouslabor class in a country, the country’s GDP and economic progress will incur heavy losses.

Lack of infrastructure facilities

Economic infrastructure includes five sectors namely electricity, banking, irrigation, transport and communications. Social infrastructure includes two sectors education and health. Both economic and social infrastructure indices are combined to construct infrastructure. Above contentrequirement.

1.6 Role of Six Sigma to meet the challenges and difficulty faced.

A) Lack of Leadership Commitment

A successful Six Sigma project requires leaders who are willing to dedicate resources of time, talent and money to the project. The important issues in management decides which employees will be dedicated to the project. from their current work to deploy Six Sigma projects is a shortthe benefits of Six Sigma over the long term.

Journal

which are on a high rise are the automobile industry, electronic & semiconductor industries, machinery, chemical, pharmaceutical industries and aviation industries. Many foreign investors

defense sector of the country as well. Along with foreign investors, domestic companies having good leadership and manufacturing technology are also encouraged

ompete with the global leaders (Mehta & John, 2017).

Manufacturing Sectors in India: Challenges

Logistic sector in India contributes to around 14% of the total GDP of the country, which is higher than USA and many European countries. When we compare with BRIC nations, the anking for other countries in the logistic sector index is constantly improving. According to the

World Bank’s 2014 logistics performance India is positioned at 54 much below than other countries like South Africa. There are a plenty of reasons for the poor showing of India in this department. Poor networks of roads, inadequate air & sea port capacities along with undeveloped railway networks are hindering the growth of this sector. This leads to slow & inefficient delivery of the product to the customers. The turnaround times are also high due to heavy congestion on berths and slow evacuation of cargo unloaded at berths. High cost of fuel & high waiting times negatively impact the logistic sector. The transportation industry is also

ehta & John, 2017).

Lack of availability of skilled labour

The fact is that India is facing the shortage of skilled manpower. According to a lot of surveys and researches done in the last one year, the statistics have proved there are so many different

ctors in India like the Information technology, construction, mining etc. Not only this, the country is facing skilled manpower shortage in the field of media and film industry. The reports have shown that there are a significant number of departments where there is an absolute necessity of skilled manpower. The question that arises at this point is why there is a shortage of skilled manpower in India. There are so many reasons that could be attributed to it.

The lack of skilled labor can create innumerous problems for a nation. If there is no adequate labor class in a country, the country’s GDP and economic progress will incur heavy losses.

Lack of infrastructure facilities

Economic infrastructure includes five sectors namely electricity, banking, irrigation, transport and communications. Social infrastructure includes two sectors education and health. Both economic and social infrastructure indices are combined to construct an aggregate index of

Above content of infrastructure facilities are not performing well as per

Role of Six Sigma to meet the challenges and difficulty faced.

of Leadership Commitment

A successful Six Sigma project requires leaders who are willing to dedicate resources of time, talent and money to the project. The important issues in deploying Six Sigma comes when management decides which employees will be dedicated to the project. Selecting fast trackers from their current work to deploy Six Sigma projects is a short-term sacrifice, but can unlock the benefits of Six Sigma over the long term.

which are on a high rise are the automobile industry, electronic & semiconductor industries, machinery, chemical, pharmaceutical industries and aviation industries. Many foreign investors

sector of the country as well. Along with foreign investors, domestic companies having good leadership and manufacturing technology are also encouraged

John, 2017).

Logistic sector in India contributes to around 14% of the total GDP of the country, which is higher than USA and many European countries. When we compare with BRIC nations, the anking for other countries in the logistic sector index is constantly improving. According to the

World Bank’s 2014 logistics performance India is positioned at 54 much below than other r showing of India in this

department. Poor networks of roads, inadequate air & sea port capacities along with undeveloped railway networks are hindering the growth of this sector. This leads to slow &

The turnaround times are also high due to heavy congestion on berths and slow evacuation of cargo unloaded at berths. High cost of fuel

on industry is also

The fact is that India is facing the shortage of skilled manpower. According to a lot of surveys and researches done in the last one year, the statistics have proved there are so many different

ctors in India like the Information technology, construction, mining etc. Not only this, the country is facing skilled manpower shortage in the field of media and film industry. The reports

e there is an absolute necessity of skilled manpower. The question that arises at this point is why there is a shortage of skilled manpower in India. There are so many reasons that could be attributed to it.

problems for a nation. If there is no adequate labor class in a country, the country’s GDP and economic progress will incur heavy losses.

Economic infrastructure includes five sectors namely electricity, banking, irrigation, transport and communications. Social infrastructure includes two sectors education and health. Both

an aggregate index of of infrastructure facilities are not performing well as per

A successful Six Sigma project requires leaders who are willing to dedicate resources of time, deploying Six Sigma comes when

cting fast trackers term sacrifice, but can unlock



B) Lack of awareness of Six Sigma Methodologies

To get the benefits of the Six Sigma methodology, some organizations rush inactivity required for successfulimplement Six Sigma simply to keep up with the competition, or to impress shareholders by being able to use continuous process improvement terminology in company documentation. Organizations that deploy Six Sigma .Companies can overcome this obstacle by committing fully to the process and employing and supporting Six Sigma experts to ensure that the company is deploying the methodology and not just using the terminology. These experts also keep the project focused on core operations where they can make the most difference

C) Poor Execution

Even under the expert guidance of project Champions and Master Black Belts, Six Sigma quality improvement projects can get failures happens when process improvements are not aligned with the organization’s goals, when thproject is based on reactively solving problems instead of meeting strategic objectives or when the quality improvement project focuses on the output of the process instead of the companies understand that Six Sigma methodologies are not intbut that they work best when aligned with the goals and objectives of the organization, they are more likely to stay on target. Organizationsor financial savings they anticdisappointed because the methodology is ineffective. The most likely source of their disappointment is that the projects lack effective leadership and are managed inefficiently. When leadership is committed to applying the Six Sigma methodology, assigns top talent to project teams, puts the project through a formal selection and review process, and provides the required resources, the odds of Six Sigma success increase dramatically

1.7 Limitations of Six Sigma implementatio

• Six Sigma is costly tool for implement at small obtain training from certified Six Sigma Institutes in Six Sigma certification.

• Six Sigma is applied to all aspect of the production and planning rigidity and bureaucracy that can create delays stifle creativity.

• Insufficient or ineffective allocation of human resources• Lack of visible senior leader sponsorship• Failure to link project to bottom line impact.

Hence there is a need of adapting the Six Sigma approach to suit to Indian manufacturing sectors.

Journal

Six Sigma Methodologies

Six Sigma methodology, some organizations rush infor successful Six Sigma implementation. This can occur when companies

implement Six Sigma simply to keep up with the competition, or to impress shareholders by to use continuous process improvement terminology in company documentation.

Organizations that deploy Six Sigma without proper homework are facing many failures Companies can overcome this obstacle by committing fully to the process and employing and

orting Six Sigma experts to ensure that the company is deploying the methodology and not just using the terminology. These experts also keep the project focused on core operations where they can make the most difference.

expert guidance of project Champions and Master Black Belts, Six Sigma ity improvement projects can get failures if they are not properly executed. Poor execution

happens when process improvements are not aligned with the organization’s goals, when thproject is based on reactively solving problems instead of meeting strategic objectives or when the quality improvement project focuses on the output of the process instead of the companies understand that Six Sigma methodologies are not intended to operate in a vacuum but that they work best when aligned with the goals and objectives of the organization, they are

target. Organizations that find they are not getting the productivity gains or financial savings they anticipated from employing Six Sigma methodology are not disappointed because the methodology is ineffective. The most likely source of their disappointment is that the projects lack effective leadership and are managed inefficiently.

ed to applying the Six Sigma methodology, assigns top talent to project teams, puts the project through a formal selection and review process, and provides the required resources, the odds of Six Sigma success increase dramatically (Munk,2013).

of Six Sigma implementation:

Six Sigma is costly tool for implement at small organization. It requires obtain training from certified Six Sigma Institutes in order for an organization to receive Six Sigma certification. Six Sigma is applied to all aspect of the production and planning process, itrigidity and bureaucracy that can create delays stifle creativity. Insufficient or ineffective allocation of human resources. Lack of visible senior leader sponsorship. Failure to link project to bottom line impact.

Hence there is a need of adapting the Six Sigma approach to suit to Indian manufacturing

Six Sigma methodology, some organizations rush in to go for such This can occur when companies

implement Six Sigma simply to keep up with the competition, or to impress shareholders by to use continuous process improvement terminology in company documentation.

without proper homework are facing many failures Companies can overcome this obstacle by committing fully to the process and employing and

orting Six Sigma experts to ensure that the company is deploying the methodology and not just using the terminology. These experts also keep the project focused on core operations

expert guidance of project Champions and Master Black Belts, Six Sigma if they are not properly executed. Poor execution

happens when process improvements are not aligned with the organization’s goals, when the project is based on reactively solving problems instead of meeting strategic objectives or when the quality improvement project focuses on the output of the process instead of the inputs. When

ended to operate in a vacuum but that they work best when aligned with the goals and objectives of the organization, they are

that find they are not getting the productivity gains ipated from employing Six Sigma methodology are not

disappointed because the methodology is ineffective. The most likely source of their disappointment is that the projects lack effective leadership and are managed inefficiently.

ed to applying the Six Sigma methodology, assigns top talent to project teams, puts the project through a formal selection and review process, and provides the

(Munk,2013).

. It requires employees must an organization to receive

process, it may create

Hence there is a need of adapting the Six Sigma approach to suit to Indian manufacturing



2. Literature Review:

This research work (Chiarini, 2015)tools and Lean Production by discussing equipment effectiveness. The injection moulded parts in plastic using several presses. One of these machines had a powith a large variability. The poor OEE led to high costs in terms of workinspections of the products. defined the set-up times and the internal diameter of the product as critical to quality characteristics (CTQs). The root causes of the variability of the CTQs were identified through a cause-effect diagram and a Chiimproved the CTQs which have increased the OEE from 40% to 61%, reducing its variability.

Research work is done by (Singh and Singh, 2014) is P19 by implementing DMAIC approach in a systematic manner on the shop floor of the manufacturing unit of northern India. obtained the decrease in quality rejection level from 11179.87 to 28.69 ppmsaving of 17.66 lakhs per year.

The research work is deals with the application of six sigma based methodology in eliminating an engine overheating problem in an automotive company. The DMAIC approach has been followed here to solve an underlying problem of reducing process variation and the associated high defect rate. The research and disciplined approach to move towards the goal of six sigma quality level. The application of the six sigma methodology resulted in a reduction in the jamming procylinder head and increased the process capability from 0.49 to1.28.

This research is concentrated on deploying Six Sigma approach, for finding the root causes that eliminates the variations and embarks the customer satisfaction, quality of the shock absorber major focus on reduction/eliminationproducing shock absorbers, namely peel off and blistersoptimizing the vital root causes which impact the responses by using the Taguchi approach. The L27 orthogonal array had been constructed with three factors and levels, results of experimentation had been analyzed by using ANOVA and multivariate regression which identifies the condition of optimality on peel off and blisters in the pretrecontrol phase, the confirmation run with optimality conditions were conducted, the results obtained from runs are satisfied which embarks the sigma level 3.31 to 4.5.

In this research, Six Sigma projectwhich deals with identification and reduction of production cost in the deburring process for gravity die-casting and improvement of quality level of produced parts. achieved by systematic application parts production results with scost of poor quality 55 % and labour expenses

The (Saudi Apak Et al,2012) researchinternational strategic planning process to advance the efficient development of a hydrogen economy infrastructure and to uefficiency. In this paper, Six Sigma methodology

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work (Chiarini, 2015) is illustrated the use and project management of Six Sigma tools and Lean Production by discussing a case study dedicated to the improvement of overall

case study conducted in a medium-sized company which produces d parts in plastic using several presses. One of these machines had a po

The poor OEE led to high costs in terms of work-ininspections of the products. Following DMAIC pattern, a dedicated team of the company

up times and the internal diameter of the product as critical to quality characteristics (CTQs). The root causes of the variability of the CTQs were identified through a

t diagram and a Chi-square test afterwards, the team removed the root causes and improved the CTQs which have increased the OEE from 40% to 61%, reducing its variability.

done by (Singh and Singh, 2014) is to reduce quality rejection oby implementing DMAIC approach in a systematic manner on the shop floor of the

manufacturing unit of northern India. After implementing DMAIC methodology, resultsthe decrease in quality rejection level from 11179.87 to 28.69 ppm, which results i

saving of 17.66 lakhs per year.

deals with the application of six sigma based methodology in eliminating an engine overheating problem in an automotive company. The DMAIC approach has been followed here to solve an underlying problem of reducing process variation and the associated

research (Antony Et al, 2005) explores how a foundry can use a systematic and disciplined approach to move towards the goal of six sigma quality level. The application of the six sigma methodology resulted in a reduction in the jamming problem encountered in the cylinder head and increased the process capability from 0.49 to1.28.

concentrated on deploying Six Sigma methodology with Taguchi robust design approach, for finding the root causes that eliminates the variations and embarks the customer

of the shock absorber manufacturing. In (Srinivasan et al, 2014)on reduction/elimination of two imperative responses in spray painting process

producing shock absorbers, namely peel off and blisters. In Improve phase, concentratedthe vital root causes which impact the responses by using the Taguchi

hogonal array had been constructed with three factors and levels, results of experimentation had been analyzed by using ANOVA and multivariate regression which identifies the condition of optimality on peel off and blisters in the pretreat

confirmation run with optimality conditions were conducted, the results obtained from runs are satisfied which embarks the sigma level 3.31 to 4.5.

project was done within company for production automotive deals with identification and reduction of production cost in the deburring process for

casting and improvement of quality level of produced parts. The objectives are systematic application of DMAIC tools and methodology within an automotive

parts production results with several achievements such as reduction of tool expensesand labour expenses 59 % ( Sokovic E tal,2006).

research aim is to assemble public and private sector officials in an international strategic planning process to advance the efficient development of a hydrogen economy infrastructure and to understand Six Sigma methodology and its contribution to energy

Six Sigma methodology that uses data and statistical analysis to

illustrated the use and project management of Six Sigma case study dedicated to the improvement of overall

sized company which produces d parts in plastic using several presses. One of these machines had a poor OEE

in-process and re-DMAIC pattern, a dedicated team of the company

up times and the internal diameter of the product as critical to quality characteristics (CTQs). The root causes of the variability of the CTQs were identified through a

ed the root causes and improved the CTQs which have increased the OEE from 40% to 61%, reducing its variability.

rejection of crankshaft by implementing DMAIC approach in a systematic manner on the shop floor of the

After implementing DMAIC methodology, results which results in net

deals with the application of six sigma based methodology in eliminating an engine overheating problem in an automotive company. The DMAIC approach has been followed here to solve an underlying problem of reducing process variation and the associated

can use a systematic and disciplined approach to move towards the goal of six sigma quality level. The application of

blem encountered in the

with Taguchi robust design approach, for finding the root causes that eliminates the variations and embarks the customer

(Srinivasan et al, 2014) research, of two imperative responses in spray painting process

phase, concentrated on the vital root causes which impact the responses by using the Taguchi design

hogonal array had been constructed with three factors and levels, results of experimentation had been analyzed by using ANOVA and multivariate regression which

atment process. In confirmation run with optimality conditions were conducted, the results

for production automotive parts, deals with identification and reduction of production cost in the deburring process for

The objectives are y within an automotive tool expenses for 40 %,

aim is to assemble public and private sector officials in an international strategic planning process to advance the efficient development of a hydrogen

nd its contribution to energy uses data and statistical analysis to



measure and improve performance has been applied to hydrogen energy to boost energy efficiency and to emphasize the importance of exploring potential future sources of sustreliable and competitively priced energy.

Six Sigma methodologies has been attemptedpower plant. The CTQs selected for this Six Sigma DM (de-mineralized) water input in a thermal power plant .Khanduja, 2009) studied the process and action plans and also reduced the of nearly Rs 296.09 Lakhs per

This research (Sri Indrawati and Muhammad RidwansyahIndustry using lean Six Sigma method.process activity mapping. Then manufacturing promode and effect analysis is used asimprovement programme. The researchSigma. There are 33.67 % non activity that occurs during the manufacturing process. Based on the analysis, product defect inappropriate processing and waiting are type of manufacturing waste that frequently occurs. A continuous improvement programme is developed to overcome the problem.

The research is conducted parameters of a steel bar manufacturingmanufacturing process results in higher productivity and reduced waste.are controlled to optimized level using two level factorial design methods. A regression model is developed that helps in the estimation of response under multivariable input valtested, verified and validated by using industrial data collected .The sigma level of manufacturing process is improved to 4.01 from 3.582016).

The purpose of( Kamran Nourbakhsh E tal,2013)implementation six sigma project in commodity management unit in Khorasan steel plant to explore the main reasons of the defects in determining the purchase order amount and inventory control to generate the improvement in increasing the defects in the purchase orders amount and inventory control.By applying Six Sigma project seven strategic points which had significant influence were foundimprovement implementation, the Sigma level 1.944 amount increased.

Lean Six Sigma tools of DMAICof production in a biopharmaceutical operationprocess mapping and value analysis. The54% of the overall production cycle is are eliminated. For better result and introduced (Abdullah Ismail et al

The research presented by (Pavlovic and BozanicSix Sigma concepts in pharmaceutical industry together with harmonization with legal regulation represented by requirements good manufacturing practicemore cost-effectively and avoid wasting time and other resources.

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measure and improve performance has been applied to hydrogen energy to boost energy efficiency and to emphasize the importance of exploring potential future sources of sustreliable and competitively priced energy.

methodologies has been attempted to a process industry and taken the case of thermal The CTQs selected for this Six Sigma application, is to reduce the consumption of

input in a thermal power plant .In their research,he process and implemented recommendation and improvement

reduced the mean make of water from 0.9 % to 0.54% with energy saver annum.

(Sri Indrawati and Muhammad Ridwansyah, 2015) is conductedusing lean Six Sigma method. The first part was focused on waste analysis using

process activity mapping. Then manufacturing process capabilities evaluated. Further failure mode and effect analysis is used as a basic consideration in developing the continuous

The research shows that the quality performance is in level of Sigma. There are 33.67 % non value added activity and 14.2 % non necessary non value added activity that occurs during the manufacturing process. Based on the analysis, product defect inappropriate processing and waiting are type of manufacturing waste that frequently occurs. A

programme is developed to overcome the problem.

at Steel bar manufacturing Industry Pakistan and production manufacturing is optimized by using DMAIC. Optimization of a

ess results in higher productivity and reduced waste. The significant factors are controlled to optimized level using two level factorial design methods. A regression model is developed that helps in the estimation of response under multivariable input valtested, verified and validated by using industrial data collected .The sigma level of manufacturing process is improved to 4.01 from 3.58 (Naeem Khawar , Ullah Misbah, Et al,

of( Kamran Nourbakhsh E tal,2013) research is to investigate the influence of implementation six sigma project in commodity management unit in Khorasan steel plant to explore the main reasons of the defects in determining the purchase order amount and inventory control to generate the improvement in the processes and also the profitability through increasing the defects in the purchase orders amount and inventory control.By applying Six Sigma project seven strategic points which had significant influence were found

tation, the Sigma level 1.944 amount increased.

Lean Six Sigma tools of DMAIC is applied to determine wastage and to reduce the cycle time n a biopharmaceutical operation. The data were analyzed using functional

analysis. The significant result was obtained where 54% of the overall production cycle is considered as waste or non value adding activities that

d. For better result and sustainable improvement a few activities have been et al, 2013).

(Pavlovic and Bozanic, 2010) is that application of pharmaceutical industry together with harmonization with legal

regulation represented by requirements good manufacturing practice, in order to work and avoid wasting time and other resources.

measure and improve performance has been applied to hydrogen energy to boost energy efficiency and to emphasize the importance of exploring potential future sources of sustainable,

to a process industry and taken the case of thermal to reduce the consumption of

In their research, (Kaushik and on and improvement

from 0.9 % to 0.54% with energy saving

is conducted in Iron Ore focused on waste analysis using

cess capabilities evaluated. Further failure a basic consideration in developing the continuous shows that the quality performance is in level of 2.97

value added activity and 14.2 % non necessary non value added activity that occurs during the manufacturing process. Based on the analysis, product defect inappropriate processing and waiting are type of manufacturing waste that frequently occurs. A

Pakistan and production Optimization of a

The significant factors are controlled to optimized level using two level factorial design methods. A regression model is developed that helps in the estimation of response under multivariable input values. Model is tested, verified and validated by using industrial data collected .The sigma level of

(Naeem Khawar , Ullah Misbah, Et al,

to investigate the influence of implementation six sigma project in commodity management unit in Khorasan steel plant to explore the main reasons of the defects in determining the purchase order amount and inventory

the processes and also the profitability through increasing the defects in the purchase orders amount and inventory control.By applying Six Sigma project seven strategic points which had significant influence were found and through the

to determine wastage and to reduce the cycle time The data were analyzed using functional

significant result was obtained where approximately or non value adding activities that

activities have been

basics of lean and pharmaceutical industry together with harmonization with legal

in order to work smarter,



3. Six sigma strategies, approacsector:

The fundamental principle of Six Sigma is to take an organization to an improved level of Sigma capability through the rigorous application of E tal, 2003) .It generally applies to problems common to production.Sigma business strategies, tools techniques and principles.

Table1: Six Sigma

Six Sigma business strategies and principles

Project Management

Data based decision making

Knowledge discovery

Process control planning

Data collection tools and techniques

Variability reduction

Belt system(Master, Black, Green,

DMAIC process

Change management tools

The (Kwak and Anbari, 2002quality initiatives such as Total Quality Management and Continuous Quality Improvement. The six sigma method includes measured and reported financial results, more advanced data analysis tools, focuses on customer concerns, and uses project management tools and methodology. He summarized the six sigma management method as follows:

Six Sigma = TQM + Stronger Customer Focus + Additional Data Analysis Tools + Financial Results + Project Management

DFSS Process

Design for Six Sigma (DFSS) is a systematic methodology utilizing tools, training and measurements to enable the organization to design products and processes that meet customer expectations and can be produced at Six Sigma quality levels.

DFSS is potentially far more effective than DMAIC as its application is in the early stage of new product/process development, thus the papers under this category aim to provide an explanation of DFSS and why it is different from DMAIC. For example, Mader exDFSS methodology, its key aspects and how it enhances the design process, improving New Product Development (NPD). Antony presents DFSS using the Identify, Design, Optimize and Validate (IDOV) approach. Treichler et al. discusses the use of DFSS

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approach, tools, techniques, and principles in manufacturing

The fundamental principle of Six Sigma is to take an organization to an improved level of Sigma capability through the rigorous application of statistical tools and Techniques (Antoney

t generally applies to problems common to production. Table 1 summarizes Six tools techniques and principles.

Six Sigma strategies, principles, tools and techniques

Six Sigma business strategies and principles Six Sigma Tools and Techniques

Statistical process control

Process capability analysis

Measurement system analysis

Design of experiments

techniques Robust design

Quality function deployment

Green, yellow) Failure mode and effect analysis

Regression analysis

Analysis of means and variances

Hypothesis testing

Root cause analysis

Process mapping

The (Kwak and Anbari, 2002) pointed out that six sigma is more comprehensive than prior quality initiatives such as Total Quality Management and Continuous Quality Improvement. The six sigma method includes measured and reported financial results, more advanced data

ocuses on customer concerns, and uses project management tools and methodology. He summarized the six sigma management method as follows:

Six Sigma = TQM + Stronger Customer Focus + Additional Data Analysis Tools + Financial Results + Project Management

Design for Six Sigma (DFSS) is a systematic methodology utilizing tools, training and measurements to enable the organization to design products and processes that meet customer expectations and can be produced at Six Sigma quality levels.

SS is potentially far more effective than DMAIC as its application is in the early stage of new product/process development, thus the papers under this category aim to provide an explanation of DFSS and why it is different from DMAIC. For example, Mader exDFSS methodology, its key aspects and how it enhances the design process, improving New Product Development (NPD). Antony presents DFSS using the Identify, Design, Optimize and Validate (IDOV) approach. Treichler et al. discusses the use of DFSS in the design function of

in manufacturing

The fundamental principle of Six Sigma is to take an organization to an improved level of echniques (Antoney

Table 1 summarizes Six

tools and techniques

x Sigma Tools and Techniques

Statistical process control

Process capability analysis

system analysis

Design of experiments

Quality function deployment

Failure mode and effect analysis

Analysis of means and variances

pointed out that six sigma is more comprehensive than prior quality initiatives such as Total Quality Management and Continuous Quality Improvement. The six sigma method includes measured and reported financial results, more advanced data

ocuses on customer concerns, and uses project management tools and

Six Sigma = TQM + Stronger Customer Focus + Additional Data Analysis Tools + Financial

Design for Six Sigma (DFSS) is a systematic methodology utilizing tools, training and measurements to enable the organization to design products and processes that meet customer

SS is potentially far more effective than DMAIC as its application is in the early stage of new product/process development, thus the papers under this category aim to provide an explanation of DFSS and why it is different from DMAIC. For example, Mader explains the DFSS methodology, its key aspects and how it enhances the design process, improving New Product Development (NPD). Antony presents DFSS using the Identify, Design, Optimize and

in the design function of



major US corporations and Koch et al. explain DFSS in detail, using as an example the application of DFSS in automotive crashworthiness under an engineering design context. All of these studies of DFSS have been undertaken in a mfor more extensive study to consider new areas of DFSS application, such as how DFSS can be applied to nonmanufacturing processes

4. Model to Implement Six Sigma in Indian Manufacturing Sector

Following RDMAICSI model is to be

Recognition:

The role of six sigma recognition phase is to create a theme for six sigma to as a future possibilities like vision and deploy organization for six sigma, link six sigma to business objective .Developfinalize business level dashboard and identify the issues for improvement. Create project hopper and select the project.

Define:

The purpose of define phase are as under: stakeholders and understand their concerns requirement connected to the problem. Define the measures to represent the requirement of the project in terms oterms of the problem of the project and its consequences .Map the macro level process which consist of the causes and the effect in terms of Ys and the consequences of Ys in terms of Zs.

Measure phase:

In the measure phase, it is to be ensured that the measurement known and suitable and set up

1•

2•

3•

4•

5•

6•

7•

8•

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major US corporations and Koch et al. explain DFSS in detail, using as an example the application of DFSS in automotive crashworthiness under an engineering design context. All of these studies of DFSS have been undertaken in a manufacturing context. Hence, there is a need for more extensive study to consider new areas of DFSS application, such as how DFSS can be applied to nonmanufacturing processes (Wang, 2008).

. Model to Implement Six Sigma in Indian Manufacturing Sector:

model is to be implemented in manufacturing sector of India

role of six sigma recognition phase is to create a theme for six sigma to seeas a future possibilities like vision and deploy the same. In this case the steps used as, create organization for six sigma, link six sigma to business objective .Develop thefinalize business level dashboard and identify the issues for improvement. Create project hopper

The purpose of define phase are as under: make sure that the project is important, identify the stakeholders and understand their concerns requirement connected to the problem. Define the measures to represent the requirement of the project in terms of critical to quality (CTQs) in terms of the problem of the project and its consequences .Map the macro level process which consist of the causes and the effect in terms of Ys and the consequences of Ys in terms of Zs.

it is to be ensured that the measurement uncertainty of CTQ’s data isset up baseline process capabilities. In this case the performance

• Recognition

• Define

• Measure

• Analyze

• Improve

• Control

• Standardise

• Intregate

major US corporations and Koch et al. explain DFSS in detail, using as an example the application of DFSS in automotive crashworthiness under an engineering design context. All of

anufacturing context. Hence, there is a need for more extensive study to consider new areas of DFSS application, such as how DFSS can be

manufacturing sector of India

see that is imagine this case the steps used as, create

the strategies and finalize business level dashboard and identify the issues for improvement. Create project hopper

that the project is important, identify the stakeholders and understand their concerns requirement connected to the problem. Define the

f critical to quality (CTQs) in terms of the problem of the project and its consequences .Map the macro level process which consist of the causes and the effect in terms of Ys and the consequences of Ys in terms of Zs.

uncertainty of CTQ’s data is baseline process capabilities. In this case the performance



standard of the process is verified and establishing the baseline for improvement.includes

a. To prepare data collection plan

b. Measurement system analysis.

c. Base lining by using various method.

d. Process capability analysis including sigma level

This step includes, the data is to be collected of CTQ’s and drill down parameters of CTQ’sprepare a data collection, whichCTQ tree itself.

Analyze phase:

It is stage where the team is finding the root causes of tconfirms the real or root causes. Initiallychronic, sporadic and unstable by using control process is to analyze the process to identify process flow and map, perceived process, As-hypothesis, ANOVA, Chi-square test,by considering the process failure mode and effect

Improve Phase:

In improve phase act on real or root or high risk causes.variations in the process and determines tof experiments, ANOVA and Taguchi techniques are useful for the same.

Control Phase:

In control phase, to sustain the improved same to the process owner.

Standardization Phase:

Standardization is what allows high quality to happen on a

Integrate Phase:

Standard management system for the organization as the sibusiness management.

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standard of the process is verified and establishing the baseline for improvement.

data collection plan.

analysis.

Base lining by using various method.

rocess capability analysis including sigma level estimation.

data is to be collected of CTQ’s and drill down parameters of CTQ’scollection, which would be the amount by which something is increased in the

It is stage where the team is finding the root causes of the poor signal level of the CTQ’s and causes. Initially team analyses the problem and status of the problem as

ble by using control charts, I-MR chart, P-chart,the process to identify process flow and related to real causes using process

-is process etc. Conclude the real causes by conducting test of square test, T-test, Linear Regression. Also select the high ri

by considering the process failure mode and effect analysis (FMEA), cause and effect diagram.

In improve phase act on real or root or high risk causes. This stage statistically reviews the variations in the process and determines the factors significantly contribute the output.

ANOVA and Taguchi techniques are useful for the same.

to sustain the improved status and set up the control plan and handover the

is what allows high quality to happen on a reliable, sustained basis.

management system for the organization as the single system to follow for routine

standard of the process is verified and establishing the baseline for improvement. The step

data is to be collected of CTQ’s and drill down parameters of CTQ’s. To would be the amount by which something is increased in the

he poor signal level of the CTQ’s and team analyses the problem and status of the problem as

chart, C-chart. Next to real causes using process

Conclude the real causes by conducting test of Also select the high risk causes

and effect diagram.

This stage statistically reviews the he factors significantly contribute the output. Design

and set up the control plan and handover the

basis.

ngle system to follow for routine



Table 2 shows the RDMAICSI model which can be implemented in Steel Industries.

Phase Purpose No.

Recognition

Connect Six

Sigma to

Business

Define

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shows the RDMAICSI model which can be implemented in Steel Industries.

Sr. No. Steps Tools

1

Create a theme for Six Sigma to envision the vision and deploy the same

Sustainable (sensitivity to stakeholders), predictable(statistics), desirable (cross-domain knowledge) growth in profit FOLLOWING THE LAWS OF THE LANDS

Business Level DashboardChampion Level DashboardBalance score card Hosin Kanrie

2

Orient the organisation amenable to deploy Six Sigma

Leadership Team of SSponsor Champion Six Sigma Leadership TeamMaster Black Belt Black-Belt/Green-BeltYellow-belt

3

Create issue/opportunity hopper, select projects

DMAIC/LSS/DFSS Opportunity hopper Project Prioritisation MatrixPareto diagram List projects

For each project (DMAIC)

1 Ensure that the project is important

Project charter

2

Identify the stakeholders in connection the problem/s, understand their concerns or requirements, consolidate and classify the requirements and translate the requirements to Critical to qualities

Requirement gathering:What they (Stakeholders) say:Voice of Customer/Voice of Stakeholders Reactive- Lagging indicatorProactive- Leading indicator: - Survey - Focus group What they do: Contextual enquiry: Go to customer's placeMap customer's processIntervene or make your product to work in customer's process

Observe the requirements and collect

VoS template Kano Model CTQs T-C-Z-Y-Ys-X

shows the RDMAICSI model which can be implemented in Steel Industries.

Tools

Sustainable (sensitivity to stakeholders), predictable(statistics),

domain knowledge) in profit FOLLOWING THE

LAWS OF THE LANDS

Business Level Dashboard ashboard

Six Sigma

Six Sigma Leadership Team

Belt

Project Prioritisation Matrix

Requirement gathering: (Stakeholders) say:

Voice of Customer/Voice of

Lagging indicator Leading indicator:

Go to customer's place Map customer's process Intervene or make your product to work in customer's process

Observe the requirements and collect



Measure

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3 Initiate CTQ Drill-down tree

CTQ Tree

4 Map the process in macro level

Map the process in macro level

5 Plan to collect data

Quality Control Support System

Type of data Unit of Measures Type of SpecificationsUpper Specification LimitTarget Lower Specification LimitMin. freq. of data Defect definition Record ref. Responsibility

6

Ensure that measurement uncertainty is known and suitable

Measurement Support System:Instrument: Least Count Operational definition of the measurements Continuous: Accuracy Bias Linearity Stability Precision %ge Repeatability & Reproducibility (<=10%) %ge Repeatability %ge Reproducibility standard deviation of R&RAttribute: Agreement % Kappa value

7

Collect data, baseline and assess baseline process capability

No of observations Time Series Plot Histogram Normality test Average standard deviation Population drift – DeltaRequired sample size Cp: process capability Cpk: Process capability Index

defects per million opportunities

Sigma Level-Short TermSigma Level-Long Term

Map the process in macro level

Quality Control Support System

Type of Specifications Upper Specification Limit

Limit

Measurement Support System:

Operational definition of the

%ge Repeatability & Reproducibility

of R&R

Delta

Cpk: Process capability Index

defects per million opportunities

Short Term Long Term



Analyse

Identify all

possible causes

and confirm real or root or high risk

causes

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8 Isolate special causes from common causes

Control chart for normal

LCL (xbar-3s.d.), CL (xbar), UCL (x bar +3s.d.)

Construction of Control limit wont accommodate any sporadic problem.

Sporadic problem must be visible in the control chart

Control chart is permitted to be constructed as long as sporadic problem is <20%

Process of homogenizationout sporadic problem.

Control chart has be in the progression of time line

Variable Control chart used different situation

I-MR Chart used if Only one data at a time point

x bar - R Chart used if 2time

x bar-S Chart used if >10 data at a time point

Attribute control chart:

Defectives

Fixed Sample Size :np chart

Varying Sample Size: p

Defect

Fixed Sample Size or Irrespective of Sample Size : c-chart

Varying Sample Size : u

Run chart for non-parametric

9

Introspect the processes and identify the causes

BFC (Basic Flow Chart)

AFC(Activity Flow Chart)Perceived

AFC-As-Is

DFC(Deployment Flow Charts)

OFC (Opportunity Flow Chart)

Control chart for normal

3s.d.), CL (xbar), UCL (x

Construction of Control limit wont accommodate any sporadic problem.

Sporadic problem must be visible in

Control chart is permitted to be constructed as long as sporadic

homogenization is to filter

Control chart has be in the progression of time line

Control chart used different

MR Chart used if Only one data at

R Chart used if 2-10 data at a

S Chart used if >10 data at a

Attribute control chart:

:np chart

Varying Sample Size: p-chart

Fixed Sample Size or Irrespective of

Varying Sample Size : u-chart

parametric

BFC (Basic Flow Chart)-SIPROC

AFC(Activity Flow Chart)Perceived

DFC(Deployment Flow Charts)

OFC (Opportunity Flow Chart)



Analyse

Identify all

possible causes

and confirm real or root or high risk

causes

10

11

12

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10

Confirm real causes with estimated confidence

Test of Hypothesis:

Normality test

1 Sample t-test

1 Sample Sign Test

2 Sample t-test

Paired t test

F-test/ Bonet's Test

Levenez Test

Mann-Whitney Test

One Way ANOVA (Analysis ofVariance)

Bertlette's test/ Multiple Comparisons

Levenez Test

Kruskal Wallis Test

Mood's Median Test

1 Proportion test

2 Proportion test

1 Sample Poisson rate

2 Sample Poisson rate

Chi-square test

11

Confirm real causes by exploring relationship

Correlation & Regression:

SLR( Simple Linear Regression) & MLR (Multiple Linear Regression)

Nature of Relationship

Correlation Coefficient

Significance of Correlation (SLR) & Regression for MLR

Relationship

Strength of the relationship

Purity of the relationship

Precision of the relationship

Coefficient table

VIF

12

Identify all pending potential causes, evaluate risk and select high risk causes

Process FMEA (Failure Modes and Effects Analysis)

C-E ( Cause and Effect Diagram)

Pareto Diagram

List of Real or root or high risk causes

One Way ANOVA (Analysis of

Bertlette's test/ Multiple

Correlation & Regression:

SLR( Simple Linear Regression) & MLR (Multiple Linear Regression)

Nature of Relationship

Correlation Coefficient

Significance of Correlation (SLR) &

Strength of the relationship- R^2

Purity of the relationship-

Precision of the relationship- S

FMEA (Failure Modes and

E ( Cause and Effect Diagram)

List of Real or root or high risk



Improve Act on real or root or

high risk causes

Control Sustain the improved

status

Standardise Standardise the way of problem solving for the

Organisation

Integrate

Make this standard management

for the Organisation as the singular umbrella platform to represent the routine business management system

Journal

Act on real or root or high risk causes

13 Act on real or root or high risk causes

PFMEA Follow upProject management PlanSPM (Solutions Prioritisation Matrix)DoE (Design of Experiments)Piloting

Sustain the improved status

14 Collect data after improvement and test for significance

Before(Test of Hypothesis)One Sample ToH against target

15 Assess capability of improved process

16 Ensure control online with improved status

Control chartonlineTrouble shooting checklist

17

Explore and implement "best way to control is to eliminate the need for control

Japanese Management System

18 Estimate Benefit Cost Estimation

19

Develop Control Plan and handover to the process owner

Project document template

Control plan

Standardise the way of problem solving for the

Organisation 20

Standardise the way of problem solving for the Organisation

Make this standard management systems

for the Organisation as the singular umbrella platform to represent the routine business management system

21

Make this standard management systems for the Organisation as the singular umbrella platform to represent the routine business management system

PFMEA Follow up Project management Plan SPM (Solutions Prioritisation Matrix) DoE (Design of Experiments) Piloting Before-After ToH (Test of Hypothesis) One Sample ToH against target

Control chart- online Trouble shooting checklist

apanese anagement

ystem

ost Benefit stimation

Project document template

Control plan



5. Conclusion

Impulsive changes are occurring in industry globally. A critical review of industrial changes indicates that more and more people are turning to Six Sigma approach for improving productivity. The future of Six Sigma depends on keeping it relevant to currenand to continue to enhance and expand the traditional Six Sigma toolkit. be a predominate target to try and obtain a competitive advantage. However, not all companies are successful in implementing many of these qualcompanies attribute their success to following a quality improvement program such as TQM and Six Sigma, there are a significant number of companies that fail to gain any measurable benefit after implementing these quality strategies.Agricultural sectors are also shared in multiple forums of award Organization, inter-Organizationsindustries could not significantly bring about the benefit of application Six Sigma to their other stakeholders including Government on compliances.

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[1] Antony J, Escmilla Volume 82, Issue 2, pp. 40

[2] Antony J., Kumar M., Tiwari M.K., (2005),”An application of Six sigma methodology to reduce the engine-overheating institution of Mechanical Engineering

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[4] Business Maps of India,(2012)“Manufacturing Industry Contribution to GDP”, available at, contribution-to-gdp.html

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[7] Ismail A., Ghani J.A., Mohd Nizam Ab. Rahman, Baba.Md. Deros · Che Hassan.Che Haron (2013), “Application of Lean Six Sigma Tools for Cycle TiManufacturing: Case Study in Biopharmaceutical Industry”,Engineering, Volume 39

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[9] Kaushik P. and Khanduja D.thermal power plants: A case study “Total Quality pp.197-207.

Journal

Impulsive changes are occurring in industry globally. A critical review of industrial changes indicates that more and more people are turning to Six Sigma approach for improving productivity. The future of Six Sigma depends on keeping it relevant to currenand to continue to enhance and expand the traditional Six Sigma toolkit. Six Sigma continues to be a predominate target to try and obtain a competitive advantage. However, not all companies are successful in implementing many of these quality improvement strategies. Although many companies attribute their success to following a quality improvement program such as TQM and Six Sigma, there are a significant number of companies that fail to gain any measurable benefit

quality strategies. Six Sigma in industries such as IT,BPO,Agricultural sectors are also shared in multiple forums of award winning competitions within

Organizations, Inter-state, national and international platforms. Even these industries could not significantly bring about the benefit of application Six Sigma to their other stakeholders including Government on compliances.

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International Journal of Scientific & Engineering Research, Volume 5, Issue 12,pp.53

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Impulsive changes are occurring in industry globally. A critical review of industrial changes indicates that more and more people are turning to Six Sigma approach for improving productivity. The future of Six Sigma depends on keeping it relevant to current business needs

Six Sigma continues to be a predominate target to try and obtain a competitive advantage. However, not all companies

ity improvement strategies. Although many companies attribute their success to following a quality improvement program such as TQM and Six Sigma, there are a significant number of companies that fail to gain any measurable benefit

Six Sigma in industries such as IT,BPO, competitions within

state, national and international platforms. Even these industries could not significantly bring about the benefit of application Six Sigma to their other

2003),”Lean Sigma”. Manufacturing Engineer,

Antony J., Kumar M., Tiwari M.K., (2005),”An application of Six sigma methodology company”Proceeding of the

cer G., Atay E., (2012),”Hydrogen Economy and Innovative Six Sigma Social and Behavioral Sciences 41,

Business Maps of India,(2012)“Manufacturing Industry Contribution to GDP”, https://business.mapsofindia.com/articles/manufacturing-industry-

”Improvement of OEE performance using a Lean Six Sigma Italian manufacturing case study”, Int. J. Productivity and Quality

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Ismail A., Ghani J.A., Mohd Nizam Ab. Rahman, Baba.Md. Deros · Che Hassan.Che Haron (2013), “Application of Lean Six Sigma Tools for Cycle Time Reduction in

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tacles, and future of six sigma

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Authors First Author – Karwande R.Maharashtra Institute of Technology, 431010. [email protected]

Second Author – Dr. Bhosle S.P., Principal and Professor,Technology, Off Beed Bypass road, [email protected]

Third Author – Dr. Ambad P. M., Associate Professor

Engineering, Maharashtra Institute of Technology,

Aurangabad-431010. prashant.ambad

Fourth Author - Rath S., Indian Statistical Unit,

411038. [email protected]

Journal

R. L., Research Scholar, Department of Mechanical Engineering, Maharashtra Institute of Technology, Off Beed Bypass road, Satara Village Road

[email protected]

Dr. Bhosle S.P., Principal and Professor, Maharashtra Institute of ff Beed Bypass road, Satara Village Road, Aurangabad

[email protected]

Dr. Ambad P. M., Associate Professor ,Department of Mechanical

Engineering, Maharashtra Institute of Technology, Off Beed Bypass road, Satara Village Road

[email protected]

Indian Statistical Unit, B-Wing 3rd Floor, Flat B-

[email protected]

Department of Mechanical Engineering, Beed Bypass road, Satara Village Road ,Aurangabad-

Maharashtra Institute of Satara Village Road, Aurangabad-

Department of Mechanical

, Satara Village Road

-9, Kothrud, Pune


Implementing Six Sigma for Manufacturing Sector in India ......including BPOs. Larger cross sections of the clients of IT and BPO and Europe based and it is insistence Six Sigma apart

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