Final Six Sigma


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Final Six Sigma

  1. 1. GOOD afternoon<br />
  2. 2. GROUP MEMBERS<br /> Name ROLL.NO.<br /><ul><li>SUSHIL PATIL 46
  5. 5. SONAL RAJPUT 49
  6. 6. MONA RAUT 50</li></li></ul><li>Six SIGMA<br />6σ<br />
  7. 7. INTRODUCTION<br />WHAT IS SIX SIGMA?<br /> Six Sigma at many organizations simply means a measure of quality that strives for near perfection.<br />
  8. 8. Historical overview<br /><ul><li>Six sigma were first formulated by Bill Smith at Motorola in 1986.
  9. 9. Designed to improve manufacturing processes & eliminating defects.
  10. 10. In Six Sigma, a defect is defined as anything that could lead to customer dissatisfaction.
  11. 11. Six Sigma is a registered service mark and trademark of Motorola.
  12. 12. Identify & remove defects and error in manufacturing processes</li></li></ul><li>Why six sigma?<br />Intense competitive pressures – especially from rapid globalization.<br />Greater consumer demand for high quality products and services.<br />Top management (and stockholder) recognition of the high costs of poor quality.<br />The availability and accessibility of large data base.<br />
  13. 13. Six Sigma at Motorola<br /><ul><li>Sales and Marketing
  14. 14. Product design
  15. 15. Manufacturing
  16. 16. Customer service
  17. 17. Transactional processes
  18. 18. Supply chain management </li></li></ul><li>General Electric<br /><ul><li>Saved $750 million by the end of 1998.
  19. 19. Cut invoice defects and disputes by 98 percent, speeding payment, and creating better productivity.
  20. 20. Streamlined contract review process, leading to faster completion of deals and annual savings of $1 million. </li></li></ul><li>Honeywell: Six Sigma Plus<br /><ul><li>Initiated Six Sigma efforts in 1992 and saved more then $600 million a year by 1999.
  21. 21. Reduced time from design to certification of new projects like aircraft engines from 42 to 33 months.
  22. 22. Increased market value by a compounded 27% per year through fiscal year 1998.</li></li></ul><li>REASON TO CONSIDER SIX SIGMA<br />Bigger companies have “Train the Trainer” programs.<br />Easy to apply but, difficult to learn.<br />Big companies make six sigma as part of a goals to employees.<br />
  23. 23. SIX SIGMA LEVELS<br />Levels of six sigma performance<br />
  24. 24. NEAR PERFECTION<br />
  25. 25. CASE STUDY<br />Mr. Ramakrishna implementing<br />six sigma in his day to day life.<br />And the result was……<br />“NEAR TO PERFECTION”<br />
  26. 26. SIX SIGMA METHOD<br />There are two Key method for six sigma<br />DMAIC 2) DMADV<br />i) Define i) Define<br />ii) Measure ii) Measure<br />iii) Analyze iii) Analyze<br />iv) Improve iv) Design<br />v) Control v) Verify<br />6s<br />
  27. 27. SIX SIGMA METHODOLOGY (DMAIC)<br />Define<br />Measure<br />Control<br />Analyse<br />Improve<br />
  28. 28. 1. Define<br />2. Measure<br />3. Analyze<br />4. Improve<br />5. Control<br />DMAIC Steps 1. Define<br />Identify projects that are measurable<br />Define projects including the demands of the customer and the content of the internal process. <br />Develop team charter<br />Define process map<br />
  29. 29. 2. Measure<br />3. Analyze<br />4. Improve<br />5. Control<br />1. Define<br />DMAIC Steps 2. Measure<br />Define performance standards<br />Measure current level of quality into Sigma. It precisely pinpoints the area causing problems.<br />Identify all potential causes for such problems. <br />
  30. 30. 3. Analyze<br />4. Improve<br />5. Control<br />1. Define<br />2. Measure<br />DMAIC Steps 3. Analyze<br />Establish process capability <br />Define performance objectives<br />Identify variation sources<br />Types for tool analysis<br />1) Process mapping<br />2) Failure mode & effect<br /> analysis<br />3) Statistical test<br />4) Design of experiment<br />5) Control charts<br />6) Quality function Deployment (QFD)<br />
  31. 31. 4. Improve<br />5. Control<br />1. Define<br />2. Measure<br />3. Analyze<br />DMAIC Steps 4. Improve<br />Discover variable relationships among causes and effects<br />Establish operating tolerances<br />Pursue a method to resolve and ultimately eliminate problems. <br />
  32. 32. 5. Control<br />1. Define<br />2. Measure<br />3. Analyze<br />4. Improve<br />DMAIC Steps 5. Control<br /><ul><li> Any deviations from target are corrected before they result in defects.
  33. 33. set up control mechanisms and continuously monitor the process. </li></li></ul><li>Define<br />Measure<br />Verify<br />Analyse<br />Design<br />SIX SIGMA METHODOLOGY (DMADV)<br />
  34. 34. 4. Design<br />5. Verify<br />1. Define<br />2. Measure<br />3. Analyze<br />DMADV Steps 4. Design<br />Design the new product<br />It optimize the design.<br />Make plan for design verification.<br />
  35. 35. 5. Verify<br />1. Define<br />2. Measure<br />3. Analyze<br />4. Design<br />DMADV Steps 5. Verify<br />Verify the product design.<br />Implement the production process.<br />Hand it over to the process owners.<br />
  36. 36. SIX SIGMA CERTIFICATION & TRAINING<br /> Six sigma certification is a designation owned by a person to ensure that he/she is capable and qualified for the performance of the job.<br />
  37. 37. TYPES OF CERTIFICATION<br />They are:<br /><ul><li>Greenbelt certification
  38. 38. Black belt certification
  39. 39. Master black belt certification
  40. 40. (Yellow belt certification & lean certification)</li></li></ul><li>CSSGB- Six Sigma Green Belt Certification<br /><ul><li>It is Under the operation of Black belt holder.
  41. 41. The person is trained to analyze and solve quality problems.
  42. 42. This results in the quality improvement projects.
  43. 43. This certification holder has 3 yrs exp. In demonstrating the knowledge of 6 sigma tools and processes.</li></li></ul><li>CSSBB- Six Sigma Black Belt Certification<br /><ul><li>He is Professional in the explanation of philosophies & the principles.
  44. 44. This develops team leadership, understanding team dynamics
  45. 45. assigning teams members roles & responsibilities.
  46. 46. Its has all aspects of DMAIC.</li></li></ul><li>Master Black Belt Certification<br /><ul><li>They are consider as a Quality Experts
  47. 47. They responsible for strategic implementation within Organization.
  48. 48. Maintaining integrity of six sigma measurement, revising training material and teaching.</li></li></ul><li>Yellow belt certification<br /><ul><li>Meet the customers expectation and the objectives of the organization.
  49. 49. Helps trainees to receive an idea about process management and the basic tools of six sigma.
  50. 50. It’s aim is achievement of the organizations overall objectives.</li></li></ul><li>Lean certification of six sigma <br /><ul><li>Focusing how to move fast in order to accomplish the objectives with in the industry.
  51. 51. Involves in business enterprise, identifies and eliminates the activities</li></li></ul><li>SIX SIGMA BELTS & COLORS<br />The word belt refers to the level or the<br />position, of a person in an organization &<br />given colors for the purpose of their six<br />sigma success identification.<br />The 3 major levels of belts and colors are<br />Green belt <br />Black belt <br />Master black belt<br />
  52. 52. HOW TO IMPLEMENT SIX SIGMA?<br />By following steps:<br />Commit to the project.<br />Define the project scope and goals.<br />Measure the defect & performance.<br />Analyze systems defect & problems.<br />Finding ways to do things faster, cheaper & better.<br />Control the new process by modifying systems<br />
  53. 53. SIX SIGMA METRICS<br />Six sigma metrics are the different types of measurements used in six sigma methodology, in order to measure the success of the company&apos;s product quality.<br />There are two types of Metrics:<br />Classical Six sigma metrics.<br />Typical six sigma metrics.<br />
  54. 54. CONCLUSION<br />
  55. 55. THANK YOU<br />