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AGENDA
01
02
03
04
05
06
Agenda
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Six Sigma Is A
Quality
Management
System.
Six Sigma Is A Set
Of Techniques
And Tools For
Process
Improvement.
It Is A Measure
Of Quality That
Strives For Near
Perfection.
It Is A Disciplined ,
Data ā Driven
Methodology
Focused On
Eliminating Defects.
It Was A
Developed By Bill
Smith At
Motorola In 1986
Today, It Is Used In
Many In Industrial
Sectors For
Minimizing Errors,
reduction Of Costs
And Increase In
Profit
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WHAT IS SIX SIGMA
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Understand the problem that
impact business performance
Identify the problem with
data and facts
Find out a data driven
and reliable solution
Provide a solution to
increase profit reduce
Create a system to sustain a
long term solution
Measure and reap the
benefit of financial success
Practical
Problem
Statistical
Problem
Statistical
Solution
Practical
Solution
Control
Plan
Result
Recognize Realize
`
Define
Control
Improve
Analyze
Measure
Voice Of
Customer and
Voice Of Process
SIX SIGMA PROCESS
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CUSTOMER FOCUSED
Improvement Projects Are Focused
On Customer And Company Strategy
ENGAGEMENT
Management And
Employee Engagement
BOTTOM LINE
Improves Bottom Line Reducing
Defects AND Rework
TRAINED INDIVIDUALS
Six Sigma Trained Individuals
Working On Improvement Projects
DATA DRIVEN APPROACH
Facts, Data And Statistics
PROJECT BY PROJECT
Project By Project Focused And
Time Bound Improvements
BENEFITS
OF SIX
SIGMA
01
02
03
04
05
06
WHY SIX SIGMA
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ENGAGEMENT
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PROJECT BY
PROJECT
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CUSTOMER
FOCUSED
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TRAINED
INDIVIDUALS
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BOTTOM LINE
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01
02
03
04
05
WHY SIX SIGMA
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Design &
Manufacture
Designing New
Processes
Improving Existing
Cross-functional
Processes
Software
Development
Improving Cross-
functional Processes
DMADOV
DMADV
DMAIC
DSSS+
CFPM
SIX SIGMA
Cross Function
Process Mapping
Developing Six
Sigma Software
Define Measure
Analyze Improve
Control
Define Measure
Analyze Design
Verify
Define Measure
Analyze Design
Optimize Verify
DEFECT
REDUCTION
CYCLE TIME
REDUCTION
SIX SIGMA METHODOLOGIES
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Activities to be Executed at Each phase
Relational Tools/Techniques Acquired
Expected Deliverables at Each Phase
CONTROL
The
Performance
IMPROVE
The
Performance
ANALYSE
The
Performance
MEASURE
The
Performance
DEFINE
The
opportunities
Toll Gate Review
Toll Gate Review Toll Gate Review Toll Gate Review
THE DMAIC PROCESS
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Define the problem and
what customer requires
1. SELECT PROJECT āCTOāS
2. CREATE PROJECT CHARTER
3. DEVELOP HIGH-LEVEL PROCESS MAP
Measure the defects and
Process operation
1. IDENTIFY PROJECT OUT PUT METRIC
2. DEVELOP DATA COLLECTION PLAN
3. ESTABLISH PROCESS BASELINE
Analyze the data and
discover causes of defects
1. IDENTIFY ROOT CAUSES
2. VALIDATE ROOT CAUSES AND
DETERMINE..VITALFEWāā
3. QUANTIFY THE OPPORTUNITY
Improve the process to remove
causes of defects
1. IDENTIFY SOLUTION
2. REFINE AND TEST SOLUTION
3. COST BENEFIT CALCULATION
Control and monitor
your improvement
1. IMPLEMENT PROCESS CONTROL
2. PREPARE ROLL-OUT SOLUTION
3. PROJECT CLOSURE
Control
improve
Analyze
Define
Measure
DMAIC
Project initiation document
And project selection
THE DMAIC PROCESS
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STEP 1: DEFINE
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I want my pizza
when you said
it would be
hereā
āI want the
pizza that I
orderedā
Verbatim āI want my
delivery
person to be
friendlyā
Iām not going
to pay a lot
for this pizzaā
Pizza delivered
on the on time
as promised to
customer
Iām not going
to pay a lot for
this pizzaā
Need Pizza
delivery
person is
polite
Price is equal
to or less
Than all
other pizza
providers
Timeliness Accuracy
Requirement
Complaints Price
VOICE OF CUSTOMER (VOC)
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VOICE OF CUSTOMER (VOC)
VOICE OF
CUSTOMER
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Need
Requirement
Verbatim
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Text Here
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VOICE OF CUSTOMER (VOC)
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Exciter
Performance
Basic
Customer Needs In The Kano Model
Implementation Level
KANO ANALYSIS
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04
Problem
Statement
Goal Statement
05
Business
Case
01
Resources
Team Roles
02
Project
Milestone
03
Project
Scope
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PROJECT CHARTER
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0
1
2
3
4
5
6
0 1 2 3 4 5 6 7
Chart Title
LSL USL
Target
Upper Specification
Limit for āYā,
anything above this
is a defect.
USL:
Lower Specification
Limit for āYā,
anything above this
is a defect.
TARGET:
Ideally the middle
point of USL & LSL.
LSL:
PROCESS SPECIFICATION LIMITS
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Start Finish
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I
INPUT
P
PROCESS OUTPUT
O
O
CUSTOMER
C
S
SUPPLIERS
PROCESS MAPPING SIPOC
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01 03
04
02
05
CUSTOMERS
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PROCESS
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SUPPLIERS
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OUTPUT
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INPUT
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Input
PROCESS MAPPING SIPOC
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STEP2: MEASURE
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People Or Groups
Level Of Commitment Text Here Text Here Text Here Text Here Text Here
Enthusiastic Support
Help It Work
Compliant
Hesitant
Indifferent
Uncooperative
Opposed
Hostile
STAKEHOLDER ANALYSIS
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01
2015
02
2016
03
2017
04
2018
05
2019
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VALUE STREAM MAP
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Text Here
Text Here
Text Here
Text Here
80hrs
Text Here
8hrs
Text Here
0.5hrs
320hrs
Text Here
8hrs
80hrs
Text Here
160hrs
320hrs
Text Here
8hrs
80hrs
Text Here
100hrs
Text Here
120hrs
Text Here
2hrs
Text Here
280hrs
Text Here
240hrs
VALUE STREAM MAPPING
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Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
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SPAGHETTI CHART
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01
03
04
02
WORKPLACE
ORGANIZATION
SORT
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SUSTAIN
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STRAIGHTEN
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STANDARDISE
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SHINE
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5S ANALYSIS
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0
5
10
15
20
STEP 1: Sort
STEP 2
STEP 3
STEP 4
STEP 5
Radar Chart
Sustain Straighten
Shine
Standardize
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SCORING RESULT
5S SCORING RESULT
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Good
Specification
Specification
Too Much Variation
Great!
Specification
PROCESS CAPABILITY MEASUREMENT
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Target
LSL USL
1.5
2.5
3.9
5.8
9.5
6.4
5
2.8
1.9
Category 1
0.19
0.36
0.69
0.99 0.99
0.69
0.36
0.19
0 1 2 3 4 5 6 7 8 9
PROCESS CAPABILITY MEASUREMENT
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SUBTITLE
Option 01
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SUBTITLE
Option 02
LCL
UCL
2.1
3.5
2.5
4.2
2.9
4 3.9
4.8
3.5
5.7 5.9
6.7
7.5
6.4
7.2
5.2
6.1
9
0
2
4
6
8
10
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
LCL
UCL
3.1
4.6
1.5
3.5 3.1
4.8
3.9
5.4 5.9
5.1
5.9
7.5 7.8
6.8
7.5
5.2
6.1
7.6
0
2
4
6
8
10
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
XBAR AND R-CHART
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STEP3: ANALYSIS
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80%
Reasons
20%
Complaints
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80%
Reasons
20%
Complaints
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PARETO ANALYSIS
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Reason
01
Reason
02
Reason
03
Reason
04
Reason
05
Reason
06
Reason
07
Reason
08
10
15
20
25
28
30
35
37
0
5
10
15
20
25
30
35
40
45
50
Category 1 Category 2 Category 3 Category 4 Category 5 Category 6 Category 7 Category 8
PARETO CHART
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o TOTAL COMPLATIONTS : 1188
o 67.18% COMPLAINTS: Pricing & Service
o PRICING & SERVICE : 11%
o Analysis: Bring down complaints 67.18% by working on 11% of the causes.
RESTAURANT COMPLAINTS
52
78
83
87
87
91
95
97 99
100
0
1
2
3
4
5
6
Category 1 Category 2 Category 3 Category 4 Category 5 Category 6 Category 7 Category 8 Category 9 Category 10
PARETO ANALYSIS
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Issue order Cancel order
Deliver Goods
Process order
Refund order
Requested-
submit order
Requested
Deposit
Complete
order
Re- submit
order
Deposit
PROCESS MAP ANALYSIS
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STEP 4: IMPROVE
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SCAMPER
02
03
04
05
07
06
01
Substitute
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SCAMPER TECHNIQUE
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Scamper
Technique
Adapt
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SCAMPER TECHNIQUE
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03
04
POSSIBLE SOLUTIONS
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01 02 03 04 05
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POSSIBLE SOLUTIONS
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COST BENEFIT ANALYSIS
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COST BENEFIT ANALYSIS
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Ranking
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Severity
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Occurrence
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Detectability
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FAILURE MODE EFFECT ANALYSIS
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STEP 5 CONTROL
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Upper Control Limit (UCL)
Lower Control Limit (UCL)
Process
output
10%
20%
40%
60%
80%
100%
120%
140%
160%
180%
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18
STATISTICAL PROCESS CONTROL
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THE DMADV METHOD
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01
02
03
04
05
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Define
Project
Charter
Voice Of The
Customer, voice
Of The Business
Process Mao
Measure
Summary
Statistic
Mesa
Critical To
Quality Tree
Analyze
Pareto Chart
Cause & Effect
Diagram
Improve
Solution Analysis
And Selection
Solution
Implementation
Risk
Assessment
Control
Sustainability &
Benefits
Project
Handoff
Statistical Process
Control
THE IMPROVEMENT (PDCA) CYCLE
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VALUES
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VISION
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GOALS
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MISSION
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OUR VISION
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AENY SMITH
Job Title Here
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JOHN SMITH
Job Title Here
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JAS SMITH
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PETER SMITH
Job Title Here
OUR TEAM
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01
02
03
04
05
06
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TARGET WITH ARROW
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TEXT HERE
35%
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25%
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20%
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15%
KEY METRICS PERFORMANCE
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2017
2018
2019
2020
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TIMELINE