PRESENTED BY:
P.V.VEENA (C0)
 MEANING OF SIX SIGMA
 WHEN SIX SIGMA ?
 HISTORY OF SIX SIGMA
 KEY ELEMETS OF QUALITY
 SRATAGY OF SIX SIGMA
 IMPLEME...
INTRODUCTION
Globalization and instant access to and services have
changed the way our customers conduct business. Old
bus...
WHAT IS SIGMA ?
 A term (Greek) used in statistics to represent
standard deviation from mean value, an indicator of the
d...
First, what it is not! It is not a secret society, a slogan or
certification not a metric like percentage .Six Sigma is a ...
WHEN SHOULD SIX SIGMA BE
USED?
Its usage depends on the type of business. In general,
“If there are processes that generat...
Motorola company that invented Six Sigma.
The term “Six Sigma” was coined by Bill Smith, an
engineer with Motorola
Late ...
Key Elements of Quality...Customer, Process
and Employee
There are three key elements of quality: customer, process and em...
The Process…
Outside-In Thinking
Quality requires us to look at our business from the
customer’s perspective, not ours. In...
The Employee…
Leadership Commitment
Involving all employees is essential to GE’s quality
approach. GE is committed to prov...
con..
 Master Black Belt, Black Belt and Green Belt
Training: in-depth quality training that
includes high-level statisti...
The Six Sigma Strategy
To achieve Six Sigma quality, a process must produce no more than
3.4 defects per million opportuni...
Motorola saved $17 billion from 1986 to 2004, reflecting
hundreds of individual successes in all Motorola business
areas i...
 Financial – bank of America, GE Capital,HDFC,HSBC,American
Express
 ITES- ICICI One source, Accenture, Satyam PO, IBM D...
CONTINUE…
1. Six Sigma Champion: Champions undergo five days of training and
are taught how to manage projects and act as ...
APPROACHES OF SIX SIGMA
 Define Measure
Analyze Improve Control
THIS IS ORGANIZATIONAL BASED
 Define Measure
Analyze Des...
This approach is undertaken to improve existing business process
CONTROL
DEFINE
MEASURE
ANALYSE
IMPROVE
1.Define high-level project goals and the current process.
2.Measure key aspects of the current process and collect
releva...
This approach is undertaken when there is a need to create new design or
product:
DEFINE
MEASURE
ANALYZE
DESIGN
VERIFY
 Define design goals that are consistent with customer demands and the
enterprise strategy.
 Measure and identify CTQs (...
DMAIC DMADV
 Defines a business process.
 Measuring current process.
 Identify root cause of the recurring
PROBLEMS.
 ...
SIGMA LEVEL DEFECT RATE YIELD
1 691,500 dpmo 30.85%
2 308,770 dpmo 69.10000%
3 66,811 dpmo 99.33000%
4 6,210 dpmo 99.38000...
CONCLUSION
Six Sigma is methodology used for:
•Aligning key business processes to achieve those
requirements.
•Utilizing r...
Six Sigma
Six Sigma
Six Sigma
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Six Sigma

  1. 1. PRESENTED BY: P.V.VEENA (C0)
  2. 2.  MEANING OF SIX SIGMA  WHEN SIX SIGMA ?  HISTORY OF SIX SIGMA  KEY ELEMETS OF QUALITY  SRATAGY OF SIX SIGMA  IMPLEMENTATION OF SIX SIGMA  LEVELS OF SIX SIGMA  APPROCHES OF SIX SIGMA  CONCLUSION
  3. 3. INTRODUCTION Globalization and instant access to and services have changed the way our customers conduct business. Old business models no longer work. Today’s competitive environment leaves no room for error. We must delight our customers and relentlessly look for new ways to exceed their expectations. This is why Six Sigma Quality has become a part of our culture.
  4. 4. WHAT IS SIGMA ?  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.
  5. 5. First, what it is not! It is not a secret society, a slogan or certification not a metric like percentage .Six Sigma is a highly disciplined process that helps us to focus on developing and delivering near-perfect products and services.The central idea behind Six Sigma is that if you can measure how many “defects” you have in a process, you can systematically figure out how to eliminate them and get as close to “zero defects” as possible. Six Sigma has changed the DNA of GE(General Electric) — it is now the way we work — in everything we do and in every product we design.
  6. 6. WHEN SHOULD SIX SIGMA BE USED? Its usage depends on the type of business. In general, “If there are processes that generate a lot of negative customer feedback, whether that customer is internal or external, the components of Six Sigma should be considered as a means to study and rectify the problem.”
  7. 7. 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
  8. 8. Key Elements of Quality...Customer, Process and Employee There are three key elements of quality: customer, process and employee. Everything we do to remain a world-class quality company focuses on these three essential elements. The Customer…. Delighting Customers Customers are the center of GE’s universe: they define quality. They expect performance, reliability, competitive prices, on-time delivery, service, clear and correct transaction processing and more. In every attribute that influences customer perception, we know that just being good is not enough. Delighting our customers is a necessity. Because if we don’t do it, someone else will!
  9. 9. The Process… Outside-In Thinking Quality requires us to look at our business from the customer’s perspective, not ours. In other words, we must look at our processes from the outside-in. By understanding the transaction lifecycle from the customer’s needs and processes, we can discover what they are seeing and feeling. With this knowledge, we can identify areas where we can add significant value or improvement from their perspective.
  10. 10. The Employee… Leadership Commitment Involving all employees is essential to GE’s quality approach. GE is committed to providing opportunities and incentives for employees to focus their talents and energies on satisfying customers. All GE employees are trained in the strategy, statistical tools and techniques of Six Sigma quality. Training courses are offered at various levels:  Quality Overview Seminars: basic Six Sigma awareness.  Team Training: basic tool introduction to equip employees to participate on Six Sigma teams.
  11. 11. con..  Master Black Belt, Black Belt and Green Belt Training: in-depth quality training that includes high-level statistical tools, basic quality control tools, Change Acceleration Process and Flow technology tools.  Design for Six Sigma (DFSS) Training: prepares teams for the use of statistical tools to design it right the first time. Quality is the responsibility of every employee. Every employee must be involved, motivated and knowledgeable if we are to succeed.
  12. 12. The Six Sigma Strategy To achieve Six Sigma quality, a process must produce no more than 3.4 defects per million opportunities. An “opportunity” is defined as a chance for nonconformance, or not meeting the required specifications. This means we need to be nearly flawless in executing our key processes. Six Sigma is a vision we strive toward and a philosophy that is part of our business culture. Key Concepts of Six Sigma At its core, Six Sigma revolves around a few key concepts.  Critical to Quality: Attributes most important to the customer.  Defect: Failing to deliver what the customer wants.  Process Capability: What your process can deliver.  Variation: What the customer sees and feels.  Stable Operations: Ensuring consistent, predictable processes to improve.  Design for Six Sigma: Designing to meet customer needs and process capability.
  13. 13. 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
  14. 14.  Financial – bank of America, GE Capital,HDFC,HSBC,American Express  ITES- ICICI One source, Accenture, Satyam PO, IBM Daksh  Hospitality- ITC Hotels, GRT Hotels, Apollo Hospitals  Manufacturing- GE Plastic, Johanson and Johnson, Motorola, Nokia, Microsoft, Ford, Wipro, Nestle, Samsung, Samtle  Telecom- Bharti Cellular, Vodafone, Siemencs,Tata  IT- Wipro, Satyam,Acenture, Infosys, TCS, Birla soft
  15. 15. CONTINUE… 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. 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. 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. Master Black Belts: These are the people who conduct Six Sigma Training and also have on the job training and experience
  16. 16. APPROACHES OF SIX SIGMA  Define Measure Analyze Improve Control THIS IS ORGANIZATIONAL BASED  Define Measure Analyze Design Verify THIS IS BASED ON CUSTOMER NEEDS AND SATIFACTIONS
  17. 17. This approach is undertaken to improve existing business process CONTROL DEFINE MEASURE ANALYSE IMPROVE
  18. 18. 1.Define high-level project goals and the current process. 2.Measure key aspects of the current process and collect relevant data. 3.Analyze the data to verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. 4.Improve or optimize the process based upon data analysis using various tools. 5.Control to ensure that any deviations from target are corrected before they result in defects.
  19. 19. This approach is undertaken when there is a need to create new design or product: DEFINE MEASURE ANALYZE DESIGN VERIFY
  20. 20.  Define design goals that are consistent with customer demands and the enterprise strategy.  Measure and identify CTQs (characteristics that are Critical To Quality), product capabilities, production process capability, and risks.  Analyze to develop and design alternatives, create a high-level design and evaluate design capability to select the best design.  Design details, optimize the design, and plan for design verification. This phase may require simulations.  Verify the design, set up pilot runs, implement the production process and hand it over to the process owners. DMADV is also known as DFSS, an abbreviation of "Design For Six Sigma
  21. 21. DMAIC DMADV  Defines a business process.  Measuring current process.  Identify root cause of the recurring PROBLEMS.  Improvements made to reduce defects.  Keep check on future performance.  Define customer needs.  Measure customer needs & specification.  Analyze options to meet customer satisfaction.  Model is deigned to meet customer needs.  Model put through simulation tests for verification .
  22. 22. SIGMA LEVEL DEFECT RATE YIELD 1 691,500 dpmo 30.85% 2 308,770 dpmo 69.10000% 3 66,811 dpmo 99.33000% 4 6,210 dpmo 99.38000% 5 233 dpmo 99.97700% 6 3.44 dpmo 99.99966%
  23. 23. CONCLUSION Six Sigma is methodology used for: •Aligning key business processes to achieve those requirements. •Utilizing rigorous data analysis to minimize data variation in those processes. •Driving rapid and sustainable improvement to business processes.

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