Six sigma ppt


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  • For an example, we can get the pen.Pen point, case,
  • Related to define : flow charts(shows the visual representation of the processes), cause/effect diagrams (shows the possible causes of a problem), check sheets, pareto analysis (shows the frequency of the problem).
  • Six sigma ppt

    1. 1. By Group C
    2. 2. • Six sigma is a business statistical Strategy.• Is to identifying defects and removing them from the process of products to improve quality.• A defect is defined as any process output that does not meet customer specifications.• Statistical measure to objectively evaluate processes.
    3. 3. • The Six sigma was founded by Motorola in the 1970s.• Out of senior executive Art Sundrys criticism of Motorola’s bad quality.• They founded a connection between increases in quality and decreases in costs of production.• Bill Smith, “Father of six sigma” introduce this quality improvement Methodology to Motorola.
    4. 4. • Quality management program developed by Motorola in the 1980s.• Management philosophy focused on business process improvements to: Eliminate waste, rework, and mistakes Increase customer satisfaction Increase profitability and competitiveness
    5. 5. DMAIC DMADV• Define • Define• Measure • Measure• Analyze • Analyze• Improve • Design• Control • Verify
    6. 6. Define : company must identify the customer and which typeof a product and hope from it. These are analyze by usingflow cause/effect diagrams, check sheets, pareto analysis.Measure : company will collect the baseline data todetermine where the process stands as compare to where itneeds to be. And also see the critical to quality characteristicsan estimate current process capability. Then find out thecurrent sigma level according to those identifiedcharacteristic that are mostly important to the customer
    7. 7. DMAIV cont….Analyze : this shows the amount of improvementnecessary to make the Critical to quality characteristicsthe best in the industry. For this phase company usesome descriptive statistical methods likemean, mode, median…etc.Improve : Implement the suggested improvements inthis phase And also test possible solutions to theprocess problem. Collect data from the all possiblesolutions and test them on a small scale and run acost/benefit analysis of implementing the solution.Then choose the best solution and create a plan forimplement the solution.
    8. 8. Improvement cycle• PDCA cycle Plan Act Do Check 8
    9. 9. DMAIV cont….Control : measures are implemented to ensureimprovements are maintained. To monitor the processimprovements, basically use tools like statistically processcontrol charts. These charts have three limits, the center linefor the average. Monitor the process to ensure that theprocess is in the control limits.
    10. 10. This method is also called DFSS (Design For Six Sigma)And have five phases,Define design goals that are consistent with customerdemands and the enterprise strategy.Measure and identify CTQs (characteristics thatare Critical To Quality), product capabilities, productionprocess capability, and risks.Analyze to develop and design alternatives, create ahigh-level design and evaluate design capability toselect the best design.
    11. 11. DMADV cont….• 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 owner(s).
    12. 12. Between -1 and +1 68.3% (about twoStandard Deviation thirds)Between -2 and +2 95.5% (about 95%)Standard DeviationBetween -3 and +3 99.7%Standard Deviation
    13. 13. •Executive Leadership (CEO and other top levelmanagers)•Champions (act as the leaders of black belts. Andalso )•Master Black Belts (chosen by champions, givetheir full effort to six sigma. Help to championsand guide the Black belts and green belts).•Black belts (working under Master BlackBelts, they are applying six sigma to specificprojects).•Green Belts (Working under the black belts).
    14. 14. Implemented Methodologies Total Quality Zero defects Quality Control Management
    15. 15. Focus of Six Sigma• Accelerating fast breakthrough performance• Significant financial results in 4-8 months• Ensuring Six Sigma is an extension of the Corporate culture, not the program of the month• Results first, then culture change!
    16. 16. • There is nothing new. It only proves defects and defectivescounts offer tangible, measurable results.•It is corrective action system rather than taking a preventive andproactive approach to problems.•It is merely about appraisal system and that appraisal programsaren’t useful. In realty, appraisals are great tools for identifyingand tracking improvements, which is critical to any project.•Critics have suggested that Six Sigma did not bring qualityimprovement in all the organizations where it was implemented.It depends on the tools and authorizations.
    17. 17. Management philosophy of quality Statistical target of six sigma or 3.4 defects in one million opportunitiesComponents of Six Sigma are peoplepower and process power Executive Leader, Champion, Master Black Belt, Black Belt, and Green BeltDefine, Measure, Analyze, Improve,Control Criticisms Summary
    18. 18. Group Members• Nuwan Rangana• Lahiru Jayathissa• Kasun Priyankara• Umesh Chinthaka