55165970 6-sigma-ppt

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  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • With these results Jack Welch is a clear proponent of the Six Sigma program. He is a good example of how it is essential that the corporation have leadership and commitment at the executive level to make this program a success. As a matter of fact, in order for someone within GE to be promoted they must be a Black Belt!
  • 55165970 6-sigma-ppt

    1. 1. PRESENTATION BY SOVITHA SAFEECA RAJESHWARI SHOBANA KARTHIKA SIX SIGMA
    2. 2. What is six sigma? <ul><li>Sigma is a measure of “goodness: the capability </li></ul><ul><li>of a process to produce perfect work. </li></ul><ul><li>A “defect” is any mistake that results in customer </li></ul><ul><li>dissatisfaction. </li></ul><ul><li>Sigma indicates how often defects are likely to occur. </li></ul><ul><li>The higher the sigma level, the lower the defect rate. </li></ul><ul><li>The lower the defect rate, the higher the quality. </li></ul>
    3. 3. Why six sigma? <ul><li>Sigma allows comparison of products and services </li></ul><ul><li>of varying complexity </li></ul><ul><li>Also, it provides a common basis for benchmarking </li></ul><ul><li>(competitors and non-competitors). </li></ul><ul><li>The higher the sigma level, the better your operation </li></ul><ul><li>is performing. </li></ul><ul><li>Sigma measures how well you’re doing in getting </li></ul><ul><li>to zero defects. </li></ul>
    4. 4. Possible applications <ul><li>Human Resources: reduce the number of requisitions </li></ul><ul><li>unfilled after 30 days. </li></ul><ul><li>Customer Service : measure the number of calls answered </li></ul><ul><li>on the first ring. </li></ul><ul><li>Order Fulfillment: eliminate Customer returns because of </li></ul><ul><li>incorrect parts or product being shipped. </li></ul><ul><li>Finance : reduce the instances of accounts being paid </li></ul><ul><li>after a specified time limit has elapsed. </li></ul>
    5. 5. DMAIC it is an approach undertaken to improve existing business process Six sigma acronym of 5 interconnected phases of a process improvement project.following are the phases:
    6. 6. Process 1.D efine high-level project goals and the current process. 2.M easure key aspects of the current process and collect relevant data. 3.A nalyze the data to verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. 4.I mprove or optimize the process based upon data analysis using various tools 5.C ontrol to ensure that any deviations from target are corrected before they result in defects.
    7. 7. DMADV APPROACH This approach is undertaken when there is a need to create new design or product: 5 steps in DMADV approach- Define Measure Analyze Design details Verification
    8. 8. DMADV D efine design goals that are consistent with customer demands and the enterprise strategy. M easure and identify CTQs (characteristics that are C ritical T o Q uality), product capabilities, production process capability, and risks. A nalyze to develop and design alternatives, create a high-level design and evaluate design capability to select the best design. D esign details, optimize the design, and plan for design verification. This phase may require simulations. V erify 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 &quot; D esign F or S ix S igma&quot;.
    9. 9. DMAIC . 1.Defines a business process 2.Measuring current process 3.Identify root cause of the recurring problem 4.Improvements made to reduce defects 5. Keep check on future performance 1.Define customer needs 2.Measure customer needs & specifications 3.Analyze options to meet customer satisfaction 4.Model is designed to meet customer needs 5.Model put through simulation tests for verification DMADV V/S
    10. 10. The six sigma organization. The six sigma team has five levels of hierarchy
    11. 11. What is a BELT? <ul><li>Belt refers to the level or the position, of a person in an organization at the time of performing a work or at the time of implementation of a project . </li></ul><ul><li>There are four “Belt” levels :- </li></ul><ul><li>Champion </li></ul><ul><li>Master black belt(MBB) </li></ul><ul><li>Black belt(BB) </li></ul><ul><li>Green belt(GB) </li></ul><ul><li>Yellow belt(YB) </li></ul>
    12. 12. Champion <ul><li>Lay down policies and guidelines regarding functioning of six sigma teams </li></ul><ul><li>Approves six sigma projects </li></ul><ul><li>Removes road blocks in the path of six sigma implementation </li></ul><ul><li>Receives presentations </li></ul><ul><li>Monitors project </li></ul><ul><li>Make available necessary resources </li></ul><ul><li>Sort out conflicts </li></ul>
    13. 13. Master black belts <ul><li>The highest level of Six Sigma expertise; </li></ul><ul><li>All duties involve implementation of Six Sigma, including statistical analysis, strategic and policy planning and implementation, and training and mentoring of Black Belts. </li></ul>
    14. 14. Black belts <ul><li>a Six Sigma-trained professional who has usually completed an examination and been certified in its methods; </li></ul><ul><li>all job duties include implementation of Six Sigma methodology throughout all levels of the business, </li></ul><ul><li>leading teams and projects, and providing Six Sigma training and mentoring to Green and Yellow Belts. </li></ul>
    15. 15. Green belt <ul><li>In many organizations, Six Sigma's &quot;entry level&quot;; </li></ul><ul><li>a Six Sigma-trained professional who does not work on Six Sigma projects exclusively, but whose duties include leading projects and teams and implementing Six Sigma methodology at the project level </li></ul>
    16. 16. Yellow belt <ul><li>The lowest level of Six Sigma expertise; </li></ul><ul><li>applies to a professional who has a basic working knowledge and who may manage smaller process improvement projects, </li></ul><ul><li>but who does not function as a project or team leader. </li></ul>
    17. 17. How six sigma can reduce defects? <ul><ul><li>By reducing the value of variation (standard deviation). </li></ul></ul><ul><ul><li>Increasing the design width. </li></ul></ul>
    18. 18. Example : Dabbawalas
    19. 19. <ul><li>THANK YOU </li></ul>

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