1.
6 SIGMA & KAIZEN
GROUP NO. 5

2.
GROUP MEMBERS CONTENTS
1.Ramesh (22) : Six sigma and definition & Levels
2. T.L. Smriti (18) :Tools of six sigma
3. Rupak ( ) : Implementation &Benefits
4.Aditi ( ) : Kaizen concept.
5.Shital (15) : Kaizen practice.
6.Zalak ( ) : approach & working together
7.Smriti & Shital : Difference of Six Sigma & Kaizen

3.
ABOUT SIX SIGMA
 Six Sigma Was Developed at Motorola in the 1980’s As a
Method to Improve Process Quality.
 It Was First Used to Improve Manufacturing Process
Capability and Then Migrated to Business Processes
Capability.
 Companies That Have Deployed Six Sigma: Bank of
America, Motorola, GE, IBM, Kodak and Many More.
 The Basic Premise Is, All Processes Have Variation.
Variation Is the Enemy.

4.
DEFINITION
• Business Definition
 A break through strategy to significantly improve customer
satisfaction and shareholder value by reducing variability in
every aspect of business.
• Technical Definition
 A statistical term signifying 3.4 defects per million opportunities.

5.
THREE LEVELS OF SIX SIGMA
1. As a Metric
The term “ Sigma ” is often used as scale for levels of
“ Goodness ” or quality.
– Six Sigma started as a defect reduction effort in
manufacturing and was then applied to other
business processes for the same purpose.
– Equates to 3.4 defects per one million opportunities
(DPMO).

6.
2. As a methodology
 A business improvement methodology that focuses an
organization on :
– Understanding and managing customer requirements.
– Aligning key business processes to achieve those
requirements.
– Driving rapid and sustainable improvement to business
processes.

7.
 At the heart of the methodology is the DMAIC model
for process improvement :
D
Define
M
Analyze the process define
Measure
factors of influence.
A
Analyze
I
Improve
C
Control
Define the
problem and the
objectives
What do we need to
improve?
Can we measure this?
Assure that
improvement
will sustain.
Identify and implement
improvements.

8.
3. As a management system
 A top– down solution to help organizations:
 Align their business strategy to critical
improvement efforts
 Mobilize teams to attack high impact projects
 Accelerate improved business results
 Govern efforts to ensure improvements are
sustained
 Framework to prioritize resources for projects that
will improve the metrics, and it leverages leaders who
will manage the efforts for rapid, sustainable, and
improved business results.

9.
LEVELS OF SIX SIGMA IMPLEMANTATION
• Six sigma champion
• Green belts
• Black belts
• Master Black belts

10.
TOOLS OF SIX SIGMA
QUALITY FUNCTION DEPLOYMENT
CAUSE AND EFFECT METRIX
FAILURE MODES EFFECTS ANALYSIS
CONTROL CHARTS
DESIGN OF EXPERIMENTS

11.
BENEFITS OF SIX SIGMA
Generates sustained success.
 Sets performance goal foe everyone.
 Enhances value for customers.
 Accelerates rate of improvement.
 Promotes learning across boundaries.
 Executes strategic change.

12.
WHAT MAKES SIX SIGMA DIFFERENT?
 Breakthrough improvement
Versatile
 Financial result focus
 Process focus
 Structured & disciplined problem solving methodology
using scientific tools and techniques.
 Customer centered
 Involvement of leadership is mandatory
 Training is mandatory
 Action learning ( 25% class room, 75% application )
 Creating a dedicated organization for problem solving
(85/50 Rule)

13.
KAIZEN-THE CONCEPT
Kaizen …. means improvement
Ongoing improvement
Involves everyone
Both Manager & workers
Kaizen Philosophy
Our way of life need to be constantly improved
Working life, social life, home life

14.
KAIZEN - THE PRACTICE
MANAGEMENT GROUP INDIVIDUAL
TOOLS Seven QC Tools
New Seven Tools
Professional Skills
Seven QC Tools
New Seven Tools
Common Sense
Seven QC Tools
INVOLVES Managers and
Professionals
QC Circles Everyone
TARGET Systems and
Process
Group Work area Individual work area
IMPLEMENTATION
COST
Small investment Mostly inexpensive Inexpensive
RESULTS New System and
Facility improvement
Improved work
procedures
On the spot
improvement

15.
KAIZEN & INNOVATION
KAIZEN INNOVATION
1. Effect Long-term and business as usual Short term and dramtic
2. Pace Small Steps Big Steps
3. Time frame Continuous and Incremental Intermittent and non-incremental
4. Change Gradual and constant Abrupt and volatile
5. Involvement Every-one Selected champions
6. Approach Collective group efforts, systems
approach
Individual ideas and efforts
7. Mode Maintenance and Improvement Scrap and Rebuild
8. Effort Orientation People Technology
9. Practical Requirements Little investment but great efforts to
maintain
Large investment but little effort to
maintain
10. Advantage Works well in slow growth economy Better suited in fast growth
economy

16.
Another comparison of
Innovation and Kaizen
INNOVATION KAIZEN
Creativity
Individualism
Specialist-oriented
Attention to great leaps
Technology-oriented
Information: closed, proprietary
Functional (specialist) orientation
Seek new technology
Line + staff
Limited feedback
Adaptability
Teamwork (systems approach)
Generalist-oriented
Attention to details
people-oriented
Information: open, shared
Cross-functional orientation
Build on existing technology
Cross-functional organization
Comprehensive feedback

17.
KAIZEN APPROACH
Process Oriented Approach
Leads to Improved Results
Focus on the process improvement without loosing sight of
the expected results.
People Oriented Approach
Focus on ….
Discipline
Time Management
Skill Development
Participation and Involvement
Morale
Communication

18.
BENEFITS OF KAIZEN
1. Kaizen reduces waste-like inventory waste, time waste &
workers motion.
2. Kaizen improves space utilization & product quality.
3. Results in higher employee moral and job satisfaction.
4. Teaches workers how to solve everyone problems.

19.
PIT FALLS IN KAIZEN
• Resistance to change.
• Lack of proper procedure to implement.
• Too much suggtion may lead to confusion and time
wastage.

20.
SIX SIGMA AND KAIZEN WORKING TOGETHER
CATEGORIED IN :“SIX SIGMA”
1. Improvement tools.
2. How 6 sigma and kaizen improve organization.
3. Overall effects on 6 sigma.

21.
DIFFERENCE BETWEEN “KAIZEN – 6
SIGMA”
KAIZEN 6 - SIGMA
1) Improve existing system Human
based
2) Simpler
3) Low cost
4) Relies upon group dynamics
5) Japanese origin
6) Long term results
7) Providing quality
8) Participation of every single
employee
1) Improve existing system statistics
method improvement framework -
DMAIC
2) Difficult
3) High cost
4) Fixed plan of implementation
5) Western origin
6) Short term result.
7) Ensuring profitability.
8) Creation of project teams.