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Six Sigma Presented  Munif Ahmad
Introduction <ul><li>What is Six Sigma? </li></ul><ul><li>Three Principles </li></ul><ul><li>Who uses it? </li></ul><ul><l...
What is Six Sigma? <ul><li>Definition </li></ul><ul><ul><li>A system that uses data analysis to improve an organisation’s ...
What is Six Sigma? <ul><li>Six Sigma seeks to improve the quality of process outputs by identifying and removing the cause...
Three Principles <ul><li>Philosophy </li></ul><ul><ul><li>Customer focus, reduce variation, Maintain Standards </li></ul><...
Who uses it? <ul><li>Manufacturing </li></ul><ul><li>Logistics </li></ul><ul><li>Transport </li></ul><ul><li>Finance </li>...
What are the Benefits <ul><li>Hard savings </li></ul><ul><ul><li>Increase sales </li></ul></ul><ul><ul><li>Reduce headcoun...
How does it work? <ul><li>Project management methodology </li></ul><ul><li>What tools does it use? </li></ul>Inferential s...
The Six Sigma Model <ul><li>D efine </li></ul><ul><li>M easure </li></ul><ul><li>A nalyse </li></ul><ul><li>I mplement </l...
D MAIC - Define <ul><li>Identify the customers (Satisfier)  </li></ul><ul><li>Understand the problem (Target Desire) </li>...
Example – Define Customer  –  General Manager (Internal) VOC  –  Reduce the wastage of raw materials  (plastic parts) to 3...
D M AIC - Measure <ul><li>“ If you can’t measure it you can’t manage it” (Understanding key issues) </li></ul><ul><li>What...
Example - Measure <ul><li>At commencement of project it is known that the total wastage of plastic components is 11% per m...
DM A IC - Analyse <ul><li>What does my data mean? (Understand and compare) </li></ul><ul><li>How much mathematics do I rea...
DMA I C - Improve <ul><li>Improve the target process by designing creative solutions to fix or prevent problems. (Be Proac...
DMAI C  - Control <ul><li>Control the improvements to keep the process on the new course.  (Maintain them) </li></ul><ul><...
R DMAIC R <ul><li>R ecognise the need for improvement </li></ul><ul><li>R ealize the benefits!! </li></ul>
Pitfalls <ul><li>Leadership commitment </li></ul><ul><li>Not identifying the “customer” </li></ul><ul><li>Not understandin...
Two Key Points  <ul><li>Customer Focus </li></ul><ul><li>Reduce Variation </li></ul>
Conclusions <ul><li>Six Sigma is a system that can be used effectively to grab the easy Targets as well as that which is h...
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Six sigma

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  • Before I move on – a show of hands Q. Who has heard of Six Sigma? Q. Who is currently using Six Sigma? Q. Who thinks Six Sigma is all about statistics?
  • Data Driven It is NOT:- A get rich quick scheme
  • Applications Cut waiting times &amp;quot;A Six Sigma process improvement team charged with getting heart attack patients from the Emergency Department into the cardiac catheterization lab for treatment faster slashed 41 minutes off the hospital&apos;s mean time&amp;quot;
  • Understand what the data is telling you! If it’s not clear … determine what else you need to know. It is not necessary to use expensive statistical software … MS Excel has much of the functionality built in.
  • Monitor that the improvements are being maintained.
  • Customer focus – internal and external customers
  • Transcript of "Six sigma"

    1. 1. Six Sigma Presented Munif Ahmad
    2. 2. Introduction <ul><li>What is Six Sigma? </li></ul><ul><li>Three Principles </li></ul><ul><li>Who uses it? </li></ul><ul><li>What are the Benefits </li></ul><ul><li>The Six Sigma Model </li></ul><ul><li>Pitfalls </li></ul>
    3. 3. What is Six Sigma? <ul><li>Definition </li></ul><ul><ul><li>A system that uses data analysis to improve an organisation’s operating performance. </li></ul></ul><ul><ul><li>A system that targets the reduction of variation to improve the outcomes of a process. </li></ul></ul>
    4. 4. What is Six Sigma? <ul><li>Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes . It uses a set of quality management methods, including statistical methods , and creates a special infrastructure of people within the organization (&quot;Black Belts&quot;, &quot;Green Belts&quot;, etc.) </li></ul>
    5. 5. Three Principles <ul><li>Philosophy </li></ul><ul><ul><li>Customer focus, reduce variation, Maintain Standards </li></ul></ul><ul><li>Methodology </li></ul><ul><ul><li>Project management (Step by Step) </li></ul></ul><ul><li>Metrics / Measurements </li></ul><ul><ul><li>Objective data </li></ul></ul>
    6. 6. Who uses it? <ul><li>Manufacturing </li></ul><ul><li>Logistics </li></ul><ul><li>Transport </li></ul><ul><li>Finance </li></ul><ul><li>Health </li></ul><ul><li>Public Service </li></ul><ul><li>Local Governments </li></ul><ul><li>Telecommunications </li></ul><ul><li>I.T services </li></ul><ul><li>Food Industry </li></ul><ul><li>Education </li></ul><ul><li>SME </li></ul><ul><li>And Your Organisation? </li></ul>
    7. 7. What are the Benefits <ul><li>Hard savings </li></ul><ul><ul><li>Increase sales </li></ul></ul><ul><ul><li>Reduce headcount </li></ul></ul><ul><ul><li>Reduce cost </li></ul></ul><ul><ul><li>Improve profit </li></ul></ul><ul><li>Soft savings </li></ul><ul><ul><li>Time </li></ul></ul><ul><ul><li>Quality improvement </li></ul></ul><ul><ul><li>Reliability </li></ul></ul><ul><ul><li>Customer perception </li></ul></ul>Savings typically in the range 1% - 5% of TR
    8. 8. How does it work? <ul><li>Project management methodology </li></ul><ul><li>What tools does it use? </li></ul>Inferential statistics Graphical techniques SIPOC Control Charts Gantt Charts Customer surveys <ul><ul><li>Process Flow Diagrams </li></ul></ul><ul><ul><li>Root cause analysis </li></ul></ul><ul><ul><li>Failure Mode and Effect Analysis </li></ul></ul><ul><ul><li>Cause and Effect Diagrams </li></ul></ul><ul><ul><li>Pareto charts </li></ul></ul><ul><ul><li>Statistical Process Control </li></ul></ul>
    9. 9. The Six Sigma Model <ul><li>D efine </li></ul><ul><li>M easure </li></ul><ul><li>A nalyse </li></ul><ul><li>I mplement </li></ul><ul><li>C ontrol </li></ul>
    10. 10. D MAIC - Define <ul><li>Identify the customers (Satisfier) </li></ul><ul><li>Understand the problem (Target Desire) </li></ul><ul><li>Voice of Customer (VOC) (Feed back) </li></ul><ul><li>What do you want to achieve for the customer? Commitment to Customer (Set Specific Goals) </li></ul>
    11. 11. Example – Define Customer – General Manager (Internal) VOC – Reduce the wastage of raw materials (plastic parts) to 3% of total. (Recycle?) Our Commitment to the Customer To develop and implement operational improvements to achieve a wastage rate of plastic parts to 3% of the total consumption per month within a three month period. (Set Targets/ Time Management)
    12. 12. D M AIC - Measure <ul><li>“ If you can’t measure it you can’t manage it” (Understanding key issues) </li></ul><ul><li>What to measure? (Describe) </li></ul><ul><li>How to measure? (Provide training/Hand-on) </li></ul>
    13. 13. Example - Measure <ul><li>At commencement of project it is known that the total wastage of plastic components is 11% per month </li></ul><ul><li>The quantities attributable to different sources is not yet known </li></ul><ul><li>Data collection is required (Coordinate amongst all Production wings/Section) </li></ul>
    14. 14. DM A IC - Analyse <ul><li>What does my data mean? (Understand and compare) </li></ul><ul><li>How much mathematics do I really need? (Check the loop holes) </li></ul><ul><li>What tools can I use? (Set new targets) </li></ul>
    15. 15. DMA I C - Improve <ul><li>Improve the target process by designing creative solutions to fix or prevent problems. (Be Proactive) </li></ul><ul><li>Create innovative solutions using technology and discipline (Share the ideas) </li></ul><ul><li>Develop and deploy implementation plan (Maintain and Retain) </li></ul>
    16. 16. DMAI C - Control <ul><li>Control the improvements to keep the process on the new course. (Maintain them) </li></ul><ul><li>Prevent reverting t o the &quot;old way&quot; (Avoid old thumb roles) </li></ul><ul><li>Require the development, documentation and implementation of an ongoing monitoring plan </li></ul><ul><li>Institutionalize s e the improvements through the modification of systems and structures (specialised staffing, training, incentives) </li></ul>
    17. 17. R DMAIC R <ul><li>R ecognise the need for improvement </li></ul><ul><li>R ealize the benefits!! </li></ul>
    18. 18. Pitfalls <ul><li>Leadership commitment </li></ul><ul><li>Not identifying the “customer” </li></ul><ul><li>Not understanding VOC </li></ul><ul><li>Too many projects </li></ul><ul><li>Over-analysis </li></ul><ul><li>Statistics v results </li></ul><ul><li>Impatience </li></ul><ul><li>Poor team selection </li></ul><ul><li>Lack of a mentor </li></ul><ul><li>Additional activities </li></ul><ul><li>Insufficient project monitoring and review </li></ul><ul><li>Organisation’s influencers not on board </li></ul>
    19. 19. Two Key Points <ul><li>Customer Focus </li></ul><ul><li>Reduce Variation </li></ul>
    20. 20. Conclusions <ul><li>Six Sigma is a system that can be used effectively to grab the easy Targets as well as that which is harder to achieve . </li></ul>
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