Six sigma

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Six sigma

  1. 1. SIX SIGMA Presented By:- Swapnilkumar V. Pawar Roll No. - 13253 1
  2. 2. HISTORY 2  Quality management program developed by Motorola in the 1980s.  Officially launched by Motorola in 1987.  After Motorola some electronic companies like IBM, DEC And TEXAS Instruments also adopted Six Sigma in 1990s.
  3. 3.  Your first question is likely…. What is Six Sigma?  Your second question is likely… Why Six Sigma? 3
  4. 4. WHAT IS SIGMA? σ  A term (Greek) used in statistics to represent standard deviation from mean value, an indicator of the degree of variation in a set of a process.  Sigma measures how far a given process deviates from perfection. Higher sigma capability, better performance 4
  5. 5. WHAT IS SIX SIGMA?  Six Sigma - A highly disciplined process that enables organizations deliver nearly perfect products and services.  The figure of six arrived statistically from current average maturity of most business enterprises 5
  6. 6. A statistical concept that measures a process in terms of defects – at the six sigma level, there 3.4 defects per million opportunities(DPMO). But, it is much more! 6
  7. 7. SIGMA SCALE SIGMA LEVEL % GOOD DPMO 1 30.9 691462 2 69.1 308538 3 93.3 66807 4 99.38 6210 5 99.977 233 6 99.9997 3.4 7
  8. 8. SIX SIGMA METHODOLOGIES (IT TAKES MONEY TO SAVE MONEY)  BPMS  Business Process Management System  DMAIC  Six Sigma Improvement Methodology  DMADV  Creating new process which will perform at Six Sigma 8
  9. 9. WHAT IS DMAIC?  A logical and structured approach to problem solving and process improvement.  An iterative process (continuous improvement)  A quality tool which focus on change management style. 9
  10. 10. DMAIC - 5 STEP PROCESS Define Measure Analyse Control Improve 10
  11. 11. DEFINE 1. Define 2. Measure 3. Analyze 4. Improve 5. Control Clearly identify the problem Utilize numerical definition 11
  12. 12. MEASURE  Define performance standards  Measure current level of quality into Sigma. It precisely pinpoints the area causing problems.  Identify all potential causes for such problems. 2. Measure1. Define 3. Analyze 4. Improve 5. Control 12
  13. 13. ANALYSE  Establish process capability  Define performance objectives  Identify variation sources 1. Tools for analysis 2. Process Mapping 3. Statistical Tests 4. Design of Experiments 5. Control charts 3. Analyse1. Define 2. Measure 4. Improve 5. Control 13
  14. 14. IMPROVE  Screen potential causes  Discover variable relationships among causes and effects.  Pursue a method to resolve and ultimately eliminate problems 4. Improve1. Define 2. Measure 3. Analyse 5. Control 14
  15. 15. CONTROL  Monitor the improved process continuously to ensure long term sustainability of the new developments.  Document the results and accomplishments of all the improvement activities for future reference. 5. Control1. Define 2. Measure 3. Analyse 4. Improve 15
  16. 16. 16
  17. 17. WHAT IS DMADV ? Acronym for:  Define the project  Measure the opportunity  Analyze the process options  Design the process  Verify the performance 17
  18. 18. VARIOUS TOOLS USED IN SIX SIGMA  Check Sheet  Root Cause Analysis  Control Chart  Cost-benefit analysis  Correlation  Run Chart  Pareto Chart 18
  19. 19. WHY SIX SIGMA?  Six Sigma emerged as a natural evolution in business to increase profit by eliminating defects.  The Current business environment now demands and rewards innovation more than ever before due to: * Customer Expectations * Technological Change * Global Competition * Market Fragmentation 19
  20. 20. BENEFITS OF SIX SIGMA  Generates sustained success  Sets performance goal for everyone  Enhances value for customers  Accelerates rate of improvement  Promotes learning across boundaries 20
  21. 21. ROLES AND RESPONSIBILITIES Champions Quality Leader Master Black Belts Black Belts Green Belts 21
  22. 22. 22
  23. 23. HOW TO IMPLEMENT SIX SIGMA FACTORS FOR SUCCESS:-  LEADERSHIP  COMMUNICATION  REWARDS AND RECOGNITION  TRAINING  LAUNCHING THE INITIATIVE  IMPLEMENTATION  CONTINUE MOMENTUM 23
  24. 24. RETURN ON INVESTMENT  In 2000 GE’s gross annual benefit was $6.6 billion.  Motorola claims a Six Sigma ROI of between 10:1 & 50:1 24
  25. 25. TRAINING AND CERTIFICATIONS If you want to make yourself more valuable and attractive then get training and certification • Option I – Certification as Six Sigma Green Belt • Option II – Certification as Six Sigma Black Belt 25
  26. 26. COMPANIES USING Six Sigma is in use in virtually all industries around the world. Some of companies can be listed as:  Motorola  Ericsson  General Electric  Sony  Ford Motor Co.  CITI bank 26
  27. 27. CONCLUSION  A true Six Sigma organization produces not only excellent product but also maintains highly efficient production and administrative systems that work effectively with the company's other service processes.  Driving rapid and sustainable improvement to business processes. 27
  28. 28. REFERENCES  http://www.isixsigma.com  http://www.sixsigmaonline.org/index.html  http://www.businessballs.com/sixsigma.htm  http://www.slideshare.net/Sixsigmacentral/10- six-sigmappt  http://mypptsearch.allpopular.info/search- ppt/six+sigma+ppt/ 28
  29. 29. QUERIES 29
  30. 30. THANK YOU 30
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