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  3. 3.  Sigma is the Greek letter representing the standarddeviation of a population of data. Six Sigma is a highly disciplined process that helps acompany focus on developing and delivering near-perfect products and services. It is a way of knowing where you are and where youcould be!Define Six Sigma
  4. 4. WHAT IS SIX SIGMA ? Measure of how well a process is performing- Six Sigma process produces 3.4 defects permillion opportunities- Most companies are at 3-4 sigma level Philosophy of reducing defects so we can improvecustomer satisfaction and reduce costs Business Strategy that increases processperformance resulting in enhanced customer satisfactionand improved bottom line ($$).
  5. 5. SIX SIGMAIt is a Philosophy– Anything less than ideal is anopportunity for improvement– Defects costs money– Understanding processes andimproving them is the mostefficient way to achieve lastingresultsIt is a Process– To achieve this level ofperformance you need to:Define, Measure, Analyse, Improve and ControlIt is Statistics– 6 Sigma processes willproduce less than 3.4defects per millionopportunities
  7. 7. Sigma LevelSigma Level(ProcessCapability)Defects per MillionOpportunities2 308,5373 66,8074 6,2105 2336 3.4Six Sigma =99.9997%Six-Sigma is an integrated quality improvementframework, which aims at ensuring no more than 3.4defects per million opportunities.
  8. 8. What it means to be @ Six SigmaIs 99% (3.8s) good enough? 99.99966% Good – At 6s20,000 lost mails per hour 7 lost mails per hourUnsafe drinking wateralmost 15 minutes eachdayOne minute of unsafedrinking water every sevenmonths5,000 incorrect surgicaloperations per week1.7 incorrect surgicaloperations per week2 short or long landings at mostmajor airports dailyOne short or long landing atmajor airports every five years200,000 wrong drugprescriptions each year68 wrong drug prescriptionseach year
  9. 9. Why Six Sigma?MoneyCustomerSatisfactionGrowthQualityCompetitiveAdvantageEmployee Pride
  10. 10. Potential HR contributions in this area include:Building a competency model that will help identify candidateswith the right mix of technical, team, and leadership skills and abilities.Creating job descriptions that help candidates fully understandthe position and expectations prior to signing on.Developing a retention strategy that will help ensure Black Beltscomplete their rotation and the organization recoups its investment intraining and development.SELECTION AND RETENTION IN SIX SIGMA
  11. 11. PROJECT TEAM EFFECTIVENESSHR professionals can help the project teams work together moreeffectively. Potential HR contributions in this area include: Ensuring team leaders and members get training and/or coaching inteamwork, conflict management, communications, dealing with difficultteam members, and other team effectiveness skills. Acting as a resource for Black Belts who encounter team-relatedchallenges they cannot surmount.
  12. 12. Define Measure AnalyzeImproveControlSix Sigma PhasesD M A I C
  13. 13. Define• Define Customers and Requirements (CTQs)• Develop Problem Statement, Goals and Benefits• Identify the Process• Define Resources• Evaluate Key Organizational Support• Develop Project Plan and Milestones• Develop High Level Process Map
  14. 14. Measure• Define Defect and Opportunity• Develop Data Collection Plan• Validate the Measurement System• Prepare data collection plan :- How many data points do you need to collect ?- How many days do you need to collect data for ?- What is the sampling strategy ?- Who will collect data and how will data get stored ?
  15. 15. Analyze• Define Performance Objectives• How well or poorly processes are workingcompared with Competitor’s• Identify Sources of Variation• Don’t focus on symptoms, find the root cause
  16. 16. Improve• Perform Design of Experiments• Develop Potential Solutions• Develop implementation plan.- Prepare final presentation.- Present final recommendation to ManagementTeam.• Correct/Re-Evaluate Potential Solution
  17. 17. Control• Define and Validate Monitoring and ControlSystem• Develop Standards and Procedures• Implement Statistical Process Control• Verify Benefits, Cost Savings/Avoidance, ProfitGrowth• How will you maintain to gains made-Change policy & procedures- Change drawings- Change planning- Revise budget- Training
  18. 18. MasterBlackBeltBlack BeltsGreen BeltsTeam Members /Yellow BeltsChampionsMentor, trainer, and coach of Black Belts andothers in the organization.Leader of teams implementing the sixsigma methodology on projects.Delivers successful focused projectsusing the six sigma methodology andtools.Participates on and supports theproject teams, typically in thecontext of his or her existingresponsibilities.
  19. 19. MASTER BLACK BELTRoles Responsibilities-Enterprise Six Sigma expert-Permanent full-time changeagent-Certified Black Belt withadditional specialized skills orexperience especially usefulin deployment of Six Sigmaacross the enterprise- Highly proficient in using Six Sigmamethodology to achieve tangiblebusiness results.-Technical expert beyond Black Belt levelon one or more aspects of processimprovement (e.g., advanced statisticalanalysis, project management,communications)-Basic Black and Green Belt training-Coach / Mentor Black Belts
  20. 20. Roles Responsibilities- Six Sigma technicalexpert- Temporary, full-timechange agent (will returnto other duties aftercompleting a two to threeyear tour of duty as aBlack Belt)- Leads business processimprovement projects where SixSigma approach is indicated.- Successfully completes high-impactprojects that result in tangiblebenefits to the enterprise- Coach / Mentor Green Belts- Recommends Green Belts forCertificationBLACK BELT
  21. 21. GREEN BELTRoles Responsibilities- Six Sigma Project originator- Part-time Six Sigma changeagent. Continues to performnormal duties whileparticipating on Six Sigmaproject teams- Six Sigma champion in localarea- Recommends Six Sigma projects- Participates on Six Sigma projectteams- Leads Six Sigma teams in localimprovement projects
  22. 22. YELLOW BELTRoles ResponsibilitiesLearns and applies Six Sigmatools(Maps and Metrics,Design of Experiments) toprojects- Actively participates in team tasks- Communicates well with other teammembers- Demonstrates basic improvementtool knowledge- Accepts and executes assignmentsas determined by team
  26. 26. WHY SHOULD HR ENCOURAGE SIX SIGMA AND LEAN IN THEORGANIZATION:Some of the skill sets and competencies that get developed along withthe implementation of Six Sigma are as below: Builds Team Building Competency Creates a learning culture Develops Coaching and Mentoring skills Improves presentation and training skills Improves Project Management skills Encourages Statistical Thinking Opportunity to set challenging targets
  27. 27.  Creates cross functional awareness /competency building Motivation through awards and recognition Encourages sharing and learning betweenstrategic business units.
  28. 28. WHY SHOULD HR BE INVOLVED IN SIX SIGMASome examples of projects a green belt or black belt from HR canwork, with a focus of process improvement are as listed below: Recruitment and Induction Process Performance Management Process Knowledge Management Human Resource Information System Training and Development Process Compensation Disbursement and ReimbursementProcess
  29. 29.  Employee related administrative transactionalprocesses Competency Development Process Job Design and Analysis