2. Six Sigma
WHAT IS SIX SIGMA ?
TO UNDERSTAND SIX SIGMA IT IS
IMPERATIVE TO UNDERSTAND A FEW
STATISTICAL TERMS
• A Philosophy
• A Statistical Measurement
• A Metric
• A Business Strategy
• make fewer mistake in all that we do.
• helps guage adequacy of product,
process and services
• A measuring system
• good quality reduces cost
3. Six Sigma
THE PARADIGM SHIFT
Speed
+
Cost
Quality
Speed
+
Cost
Quality
Changing paradigm
Quality the cause not the effect
4. Six Sigma
WHY SIX SIGMA?
• 2 unsafe landings at major airports
• Heart fails to beat 32000 times a year
• 12 babies given to wrong parents each day
• 1600 lost pieces of mail per hour
• 500 incorrect surgeries performed each
week
99.9%(4 SIGMA) IS NOT GOOD ENOUGH
5. Six Sigma
SIGMA AND PPM ARE CORRELATED
SIGMA
2
3
4
5
6
DEFECTS PER MILLION
308537
66807
6210
233
3.4
SIGMA A PERFORMANCE MEASURE
6. Six Sigma
Logic and intuition
Quick hits
Low hanging fruits
7 basic tools
Bulk of fruits
process characterisation
Process
limitations
Sweet fruit
Design
Increase of sigma requires an exponential decrease in rejections
2σ
4σ
3σ
7. Six Sigma
UNDERSTANDING IMPACT OF SIX SIGMA QUALITY
NOW IS SIX SIGMA LEVEL OF QUALITY
DESIRABLE ?
NOW IS SIX SIGMA LEVEL OF QUALITY
DESIRABLE ?
Wrong drug prescription
Newborn babies dropped by
doctors.
Unsafe drinking water
No TV transmission
Short or long landing at an
average airport
Incorrect surgical operations.
Articles of mail lost
5400 every year.
40500 per year
2 hours each month
27 minutes each week
5 per day
1350 per week
54000 per hour
1 in every 25 years
3 per 100 years
1 second every 16 years.
6 seconds in year
1 in 10 years
1 in 20 years
35 per year
ERROR
FOR A 3 SIGMA
PROCESS
FOR A 6 SIGMA
PROCESS
8. Six Sigma
THE GOALS OF SIX SIGMA
• TO REDUCE VARIATION
• TO REDUCE DEFECTS
• TO IMPROVE YIELD
• TO ENHANCE CUSTOMER
SATISFACTION
• TO IMPROVE THE BOTTOMLINE
9. Six Sigma
THE FOCUS OF SIX SIGMA
• Y
• Dependent variable
• Output of the process
• Effect
• Symptom
• It is monitored
• X1,X2,……..,Xn
• Independent variable
• Input to the process
• Cause
• Problem
• It is controlled
Y = f(X)
To get results should we focus on Y or X?
10. Six Sigma
• IMPACT ON COST OF POOR QUALITY
20
15
10
5
233 6210 66807 308537 5000000
5 4 3 2 1
3
6
DPM
SIGMA
Percent
Of Sales
WHY 6 SIGMA
11. Six Sigma
THE SIX SIGMA PROBLEM SOLVING
APPROACH
Project
identification
Identification
of CTQ
Identification of
the measure
DMAIC
6 SIGMA:A rigorous analytical process for Problem solving
12. Six Sigma
ORGANISATION OF SIX SIGMA
CHAMPIONS
FUNCTION CHAMPIONS
MASTER BLACK BELT
*BLACKBELTS/GREEN
BELTS
TEAM
• Evoke behavourial change
• Provide required support
• Overview
• Evoke behavourial change
• Provide required support
• Overview
• Helps implementation
• Work with Black Belt on
project.
• Indicate barriers to function
leaders.
• Helps implementation
• Work with Black Belt on
project.
• Indicate barriers to function
leaders.
• Train and coach
• Lead
• Monitor
• Drive improvement
• Train and coach
• Lead
• Monitor
• Drive improvement
• Provide Vision
• Lead
• Review
• Business decisions
• Provide Vision
• Lead
• Review
• Business decisions
13. Six Sigma
THE BLACK BELT
• SHOULD :
– Implement and apply process improvements
– Run specific projects
– Mobilise commitment for change
– Indicate to function leaders where to eliminate
barriers
– Provide leadership for teams
• SHOULD HAVE :
– Analytical / statistical aptitude
– Technical background
– Cross - functional project management skills
– Strong desire to succeed
