A New Venture By S. A. College of Arts & Science.

2. Six Sigma {6σ }
Introduction Basics
Why Six Sigma Six Sigma (6σ)
International Organization for Standardization (ISO)
Vision Total Quality Management (TQM)
Business Process Reengineering (BPR)
Mission Just in Time (JIT)
Seiri (Sort) Seiton (Set) Seiso (Shine) Seiketsu (Standardize) Shitsuke (Sustain) {5’s}
Objectives Failure Modes and Effects Analysis (FEMA)
Man, Material, Machines, Money, Method, Management and Moral Values (7M’s)
Policies Product, Price, Place, Promotion, People, Process & Physical Evidence (7 P’s)
Planning, Organising, Staffing, Directing, Co-ordinating and Budgeting (POSDCoRB)
Procedures Plan Do Check Act (PDCA Cycle) & Plan Do Study Act (PDSA Cycle)
Define Phase, Measure, Analyse, Improve & Control (DMAIC)
Process Define Phase, Measure, Analyse, Improve & Verify (DMAIV)

3. Sigma Value
1 σ * 16.6666 = 16.6666
2 σ * 16.6666 = 33.3332
3 σ * 16.6666 = 49.9998
4 σ * 16.6666 = 66.6664
5 σ * 16.6666 = 83.3330
6σ * 16.6666 = 99.9996
(10,00,000 parts 3.4 failure)

4. SIGMA LEVEL DEFECT RATE
1 691,500 dpmo
2 308,770 dpmo
3 66,811 dpmo
4 6,210 dpmo
5 233 dpmo
6
3.44 dpmo

5. Introduction
Manufacturing business companies initiative to
reduce waste in manufacturing products.
 The basic idea is to reduce the cost systematically,
throughout the production process.
Their goal is to satisfy the customer with the exact
product, quality, quantity, and price in the
shortest time.
manufacturing is more than a cost reduction program
or a problem solving approach.
The main idea is that an efficient production can be
achieved by a comprehensive approach to minimize
wastes.

6.  A Vision and Philosophical commitment to our
consumers to offer the highest quality, lowest cost
products
 A Metric that demonstrates quality levels at 99.9997%
performance for products and processs
 A Benchmark of our product and process capability
for comparison to ‘best in class’
 A practical application of statistical Tools and
Methods to help us measure, analyze, improve, and
control our process
What is Six Sigma

7. Define Six Sigma
Six Sigma is a defined and
disciplined business methodology
to increase customer satisfaction
and profitability by streamlining
operations, improving quality and
eliminating defects in every
organization-wide process.

8. Six Sigma as a Philosophy
Internal &
External
Failure
Costs
Prevention &
Appraisal
Costs
Old Belief
4s
Costs
Internal &
External
Failure Costs
Prevention &
Appraisal
Costs
New Belief
Costs
4s
5s
6s
Quality
Quality
Old Belief
High Quality = High Cost
New Belief
High Quality = Low Cost
s is a measure of how much
variation exists in a process

9. HISTORY OF SIX SIGMA
Motorola company that invented Six
Sigma.
The term “Six Sigma” was coined by
Bill Smith, an engineer with Motorola
Late 1970s - Motorola started
experimenting with problem solving
through statistical analysis
1987 - Motorola officially launched it’s
Six Sigma program
Motorola saved more than $ 15 billion
in the first 10 years of its Six Sigma
effort

10. Motorola saved $17 billion from 1986 to 2004, reflecting
hundreds of individual successes in all Motorola business
areas including:
• Sales and marketing
• Product design
• Manufacturing
• Customer service
• Transactional processes
• Supply chain management

11. Throughout its history and evolution, Six Sigma
turned into a business driven, multi-dimensional
structured approach to reinforce Business Strategies
into various aspects such as:
1 Improving Processes
2 Lowering Defects
3 Reducing Process Variability
4 Reducing Costs
5 Increasing Customer Satisfaction
6 Increasing Profit

12. Six Sigma as a Metric
Sigma = s = Deviation
( Square root of variance )
-7
-6
-5
-4
-3
-2
-1
0
1
2
3
4
5
6
7
Axis graduated in Sigma
68.27 %
95.45 %
99.73 %
99.9937 %
99.999943 %
99.9999998 %
result: 317300 ppm outside
(deviation)
45500 ppm
2700 ppm
63 ppm
0.57 ppm
0.002 ppm
between + / - 1s
between + / - 2s
between + / - 3s
between + / - 4s
between + / - 5s
between + / - 6s
s

13. Six Sigma methodology require the
following roles:
1 Six Sigma Deployment Leader
2 Six Sigma Champion
3 Six Sigma Master Black Belt (MBB)
4 Six Sigma Black Belt (BB)
5 Six Sigma Green Belt (GB)
6 Six Sigma Yellow Belt (YB)

15. Training
1. Six Sigma Champion: Champions undergo five days of training and
are taught how to manage projects and act as advisors to various
project teams.
2. Master Black Belts: These are the people who conduct Six Sigma
Training and also have on the job training and experience.
3. Black belts: They receive four weeks of trainings and are directly
involved in the implementation of Six Sigma Projects. They are the
project leaders and go through in-depth training on Six Sigma
approach and tools and work full time on the project.
4. Green Belts: They undergo two weeks of training that includes
project-oriented tasks. They act as team members to the Six Sigma
project team. Their cooperation and involvement is necessary for
projects success.

16. ISO-International Organization for Standardization
ISO is a worldwide federation of
national standards bodies. ISO is a
nongovernmental organization that
comprises standards bodies from more
than 160 countries, with one standards
body representing each member country.
The American National Standards
Institute (ANSI) for example, represents
the United States.

17. TQM-Total quality management
Total quality management (TQM) is the continual process of
detecting and reducing or eliminating errors in manufacturing,
streamlining supply chain management, improving the
customer experience, and ensuring that employees are up to
speed with training. Total quality management aims to hold all
parties involved in the production process accountable for the
overall quality of the final product or service.
TQM was developed by William Deming, a management
consultant whose work had a great impact on Japanese
manufacturing. While TQM shares much in common with the
Six Sigma improvement process, it is not the same as six sigma.
TQM focuses on ensuring that internal guidelines and process
standards reduce errors, while six sigma looks to reduce
defects.

18. BPR-Business process re-engineering
Business process re-engineering (BPR) is a
business management strategy, originally
pioneered in the early 1990s, focusing on the
analysis and design of workflows and business
process within an organization. BPR aimed to
help organizations fundamentally rethink how
they do their work in order to improve
customer service, cut operational costs, and
become world-class competitors.

19. Just-in-time (JIT)
• Just-in-time (JIT) manufacturing, also known
as just-in-time production or the Toyota
Production System (TPS), is a methodology aimed
primarily at reducing times within the production
system as well as response times from suppliers
and to customers. Its origin and development was
mainly in Japan, largely in the 1960s and 1970s and
particularly at Toyota.

20. METHODS OF SIX SIGMA
• DMAIC APPROACH
• DMAIV APPROACH

21. Define Phase
•Input
•Internal Resource (Material, Men, Money)
•External Resources (Customers,
Competition, Comparison, Constitution)
•Quality
•Research

22. Measure
•Mean, Median, Mode
•SD
•Correlation
•Regression
•Chi Square
•ANOVA

23. Analyze
•Transportation
•Assignment
•PERT, CPM
•Simplex Method LPP

24. Improve
•Probability
•Game Theory
•Research - Pilot Study
•PARETO Principle (20:80)
•Cause & Effect Analysis /
5 why analysis.

25. Cause & Effect Analysis / fishbone diagram

26. Control
•C Chart
•X Chart
•R Chart
•P Chart

27. Conclusion
• DMAIV Concept
Verify

28. Six Sigma Concept apply in Institution