“ THE REAL PROBLEM AT MOTOROLA IS THAT OUR QUALITY STINKS ”
“ A highly disciplined process that helps us focus on developing and delivering near-perfect products and services. The word Six Sigma is a statistical term that measures how far a given process deviates from perfection. The central idea behind Six Sigma is that if you can measure how many “defects” you have in a process, you can systematically figure out how to eliminate them and get as close to “zero defects” as possible. Six Sigma has changed the DNA at GE – it is the way we work – in everything we do and in every product we design.”
Motorola – 10 years; $11 Billion Savings
Allied Signal - $1.5 Billion estimated savings
General Electric – started efforts in 1995
1998: $1.2 Billion less $450 Million in costs… net benefits = $750 Million
1999 Annual Report: more than $2 Billion net benefits
2001: 6,000 projects completed; $3 Billion in savings
Define what plans must be in place to realise improvement of each state.
Measure the business systems that support the plans.
Analyse the gaps in the system performance benchmarks.
Improve systems elements to achieve performance goals.
Control system-level characteristics that are critical to value.
Standardise the systems that prove to be best-in-class.
Integrate best-in-class systems into strategic planning framework.
Recognise the operational issues that links to key business systems.
Define Six Sigma projects to resolve operational issues.
Measure performance of the Six Sigma projects.
Analyse project performance in relation to operational goals.
Improve Six Sigma project management system.
Control inputs to project management system.
Standardise best-in-class management system practices.
Integrate standardised Six Sigma practices into policies and procedures.
The Process Level
Recognise functional problems that links to operational issues.
Define the processes that contribute to the functional problems.
Measure the capability of each process that offers operational leverage.
Analyse the data to assess prevalent patterns an trends.
Improve the key product traits created by the processes.
Control the process variable that exert undue influence.
Standardise the methods and processes that can produce best-in-class performance.
Integrate standard methods and processes into design cycle.
The Six Sigma Players www.a2zmba.com
The Six Sigma Players www.a2zmba.com Customer Green Belts Black Belts Master Black Belts Champions Executive Leadership
A High-Level Comparison Of Roles www.a2zmba.com CHAMPIONS MBB BLACK BELTS GREEN BELTS Q U A L I F I C A T I O N S Senior executives(VP or Dir,) Familiarity with basic and advanced statistical tools. Technical Degree. Mastery of basic and advanced statistical tools. Tech.Degree or Orientation. Billing administration with 5years of exp. Mastery of basic statistical tools. Technical and support background. Familiarity with basic statistical tools. T R A I N I N G One week of Training. Two one-week Training sessions. Four one-week sessions. Proj. review in 2 nd ,3 rd and4 th week . Two three-day sessions . Proj. review in 2 nd week . No. One champion per biz. Group One MBB per 30 black belts. One black per 100 employees. One Green belt per 20 employee.
Six Sigma Consultants In India
A B C Business Solutions Pvt. Ltd .
Business Strategic Solutions.
DSS Systems & Software Technologies Limited.
Indian Institute of Quality Management – IIQM.
Indian Statistical Institute.
Institute of Quality Limited.
Institute of Sigma Learning Pvt. Ltd.
QAI India Limited.
Six Sigma Alchemy (P) Ltd.
Sigma Trainers and Consultants in Quality Improvement.
Six Sigma Excellence.
TQM International Pvt. Ltd.
The perception of “Sick Sigma.”
Understanding the DFSS (Design For Six Sigma).
It is not a quick fix nor a recipe.
Takes careful preparation and a commitment to the foundational change efforts required.
DFSS Leverage In Product Design ACTUAL COST COST INFLUENCE www.a2zmba.com 30% Overhead Labor Material Design 5% 5% 20% 15% 50% 70% 5%
Working on too many projects at the same time.
Lack of discipline and accountability.
Lack of Integrated information and financial systems.
Not being a process-based company.
Improved reliability and predictability of products and services.
Increased value to the customers and shareholders.