quality circle & six sigma

1. Quality Circle &
Six Sigma
Presented by
REVATHY VIJAYAN
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2. CONTENTS
Quality Circle
2
 Definition
 Concept
 Objectives
 Characteristics
 Structure
 Process
 Benefits
 Disadvantages
 QC Companies

3. 3
Six Sigma
 Origin
 Definition
 Six sigma levels
 Three system approach
 Process
 Six sigma roles
 Six sigma companies
 Six sigma & financial services
References

4. 4

5. Definition of Quality Circle
Professor John Oakland define a quality
circle as “a group of workers who do similar work
and who meet :
 voluntarily
 regularly
 in normal working time
 under the leadership of their supervisor
 to identify , analyze , and solve work
related problems
 to recommend solutions to management”
5

6. Concept of Quality Circle
Problem
solving
Technique
Human
Resource
Development
Technique
Participation
Management
6

7. Self
development
Improved
organizational
structure
Development
of team
spirit
Change in
attitude
Objectives of quality circle
7

8. Characteristics of Quality Circle
 A people-building philosophy
 Everyone participates
 Creativity is encouraged
 Training is a Must for Members
 To Obtain Management Support
 Development of Quality Consciousness
 Mental Awareness Regarding 'We' and 'they‘
 Grievances are reduced
 Optimum Utilization of Human Resources
 Work-Ethic, Discipline and Trust
8

9. Structure of QC
Top
Mgt.
Steering
committee
Coordinator
Facilitator
Leader
Members
Non QC members
9

10. 10

11. Benefits of QC
To the organization
 Improves employer - employer relationship.
 Develop participative culture & team spirit.
 Reduce work related errors & cost.
 Increases productivity.
 Improves quality of the goods & services.
 Leads towards better efficiency.
 Catalyze attitudinal change.
 Saves time.
 Customer satisfaction.
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12. To The Employees
 Provides job interest
 Give sense of participation.
 Develops problem solving capabilities.
 Improves individual communication capability.
 Employee career & personal development.
 Involves worker in decision making.
 Removes frustration.
 Encourage employees to get involve with common
goal of the organization .
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13. Disadvantages of QC
 Inadequate Training
 Unsure of Purpose
 Not truly Voluntary
 Lack of Management Interest
 QCs are not really empowered to make decisions.
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Quality Circle : Companies

15. 15

16. 16
What’s in a name?
 Sigma is the Greek letter representing the
standard deviation of a population of data.
 Sigma is a measure
of variation
(the data spread)

17. 17
The basic premise of Six Sigma started
in 1600 B.C. by Egyptian physicians .
It essentially says :
Is Six Sigma New?
Make no remedy without
first understanding the
cause.

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 It was developed by Motorola in 1986.
 Sir Bill Smith, “ the Father of six sigma” introduce this
quality improvement Methodology to Motorola.
 It is now an enormous 'brand' in the world of
corporate development.
 Is to identifying defects and removing them from the
process of products to improve quality.

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Six Sigma: Definition
 Six Sigma is a philosophy that underlies efforts to
improve business performance and customer
satisfaction
 Using facts and data to eliminate waste
and variation
 Eliminating activities that don’t add value

20. 20
Six Sigma is . . .
 A performance goal
 A series of tools and methods
 A business statistical strategy
 A disciplined, fact-based approach
 A means to promote greater awareness

21. 21
In most organizations Six Sigma is viewed at
three different levels:
 As a metric [3.4 DPMO]
 As a methodology
[profit growth, efficiency, customer focus]
 Enabler for Culture Change
[strategic planning]
D E F E C T S
can drastically compromise
the strength of your business

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Sigma Levels
Sigma Defect per Million
Opportunities
(DPMO)
1 690,000
2 308,537
3 66,807
4 6,210
5 233
6 3.4

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Six Sigma : Three Systems Approach
Management
/ Strategic
system
Technical/
Tactical
system
Cultural /
Social
system Expectations
 Collaboration
 Coaching
 Leadership
Development
 Cost savings
 Reduced cycle
time
 Increase in
Productivity
 Improved
quality
 Design of systems
 Goals & Measures
 Process Capability
 Continuous
Improvement

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6 σ
Process

25. 25

26. 26

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Six Sigma Roles…
 Executive Leadership
 Include CEO and other members of top mgt .
 Responsible for setting up a vision for 6σ
implementation.
 Champions
 Take responsibility for 6σ implementation across
the organization in an integrated manner
 Master Black Belts
 Identified by champions
 The highest level of Six Sigma knowledge.
 They devote 100% of their time to Six Sigma.
 They assist champions and guide Black Belts and
Green Belts.

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 Black Belts
 Full time employees having advanced knowledge
of Six Sigma
 Operate under Master Black Belts to apply Six
Sigma methodology to specific projects.
 Qualified to train Green Belts
 Green Belts
 Employees who take up Six Sigma implementation
along with their other job responsibilities.
 Operating under the guidance of Black Belts.
 Do not support more than one project at a time.
 spend approximately 20% of their time

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Six Sigma Companies

30. 30
Six Sigma and Financial Services