Introduction To Six Sigma

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Introduction To Six Sigma

  1. 1. Introduction to Six Sigma Purpose of Six Sigma - To make Customer Happier and Increase Profits
  2. 2. Origin of Six Sigma <ul><li>1987 Motorola Develops Six Sigma </li></ul><ul><ul><li>Raised Quality Standards </li></ul></ul><ul><li>Other Companies adopt Six Sigma </li></ul><ul><ul><li>GE </li></ul></ul><ul><ul><li>Promotions, Profit Sharing (Stock Options), etc. directly tied to Six Sigma training. </li></ul></ul><ul><ul><li>Dow Chemical, DuPont, Honeywell, Whirlpool, ABB, Bechtel, IBM, Texas Instruments, Kodak, ..................... </li></ul></ul>
  3. 3. Time Line 1985 1987 1992 1995 2002 Allied Signal Johnson & Johnson, Ford, Nissan, Honeywell Dr Mikel J Harry wrote a paper relating early failures to Quality. MOTOROLA General Electric
  4. 4. Question : Which company pioneered the concept of six sigma? GE Bombay Dabbawallas ASQ Motorola
  5. 5. Question : Which company pioneered the concept of six sigma? GE Bombay Dabbawallas ASQ Motorola
  6. 6. Pilot's Six Sigma Performance Width of Landing Strip 1/2 Width of Landing strip If pilot always lands within 1/2 the landing strip width, we say that he has Six Sigma capacity.
  7. 7. Pilot's Six Sigma Performance This is a very crude way of telling that when you perform in half the margin allowed to you, you may call it six sigma performance.
  8. 8. Question: You have to park your car where side margins are 6 inches on both sides, if your car is perfectly parked in center. What is your performance level when you find out that all the times you are able to park your car within 3 inches from the center and at any time the side margin is not less than 3 inches? Twelve sigma Six Sigma Zero Sigma Three sigma
  9. 9. Question: You have to park your car where side margins are 6 inches on both sides, if your car is perfectly parked in center. What is your performance level when you find out that all the times you are able to park your car within 3 inches from the center and at any time the side margin is not less than 3 inches? Twelve sigma Six Sigma Zero Sigma Three sigma
  10. 10. <ul><li>Delighting Customers </li></ul><ul><li>Reducing Cycle Times </li></ul><ul><li>Keeping up with Technology Advances </li></ul><ul><li>Retaining People </li></ul><ul><li>Reducing Costs </li></ul><ul><li>Responding More Quickly </li></ul><ul><li>Structuring for Flexibility </li></ul><ul><li>Growing Overseas Markets </li></ul>Current Leadership Challenges Six sigma will be able to help in dealing with all these challenges to a certain extent.
  11. 11. Question: How six sigma helps in retaining people? Because two times 3 σ is 6 σ Three sigma does not motivate. Sigma reduces stress level. By empowering them to solve their problems.
  12. 12. Question: How six sigma helps in retaining people? Because two times 3 σ is 6 σ Three sigma does not motivate. Sigma reduces stress level. By empowering them to solve their problems.
  13. 13. Six Sigma Benefits <ul><li>Generated sustained success </li></ul><ul><li>Project selected to Organizational strategy </li></ul><ul><ul><li>Customer Focused </li></ul></ul><ul><ul><li>Profits </li></ul></ul><ul><li>Project Outcomes/ Benefits tied to financial Reporting systems. </li></ul><ul><li>Full-time Black Belts in a rigorous project oriented method. </li></ul><ul><li>Recognition and Reward system established to provide Motivation. </li></ul>
  14. 14. Question: What is the key purpose of six sigma? Do not bother about profits, just make customer happy at any cost. To make customer happy To increase profits (50% marks) To make customer happy and increase profits
  15. 15. Question: What is the key purpose of six sigma? Do not bother about profits, just make customer happy at any cost. To make customer happy To increase profits (50% marks) To make customer happy and increase profits
  16. 16. What can Six Sigma do ?
  17. 17. GE Six Sigma Economics (in millions) Source: 1998 GE Annual Report, Jack Welch Letter to Share Owner and Employees - progress based upon total corporation cost/ benefits attributable to Six Sigma.
  18. 18. Overview of Six Sigma CHANGE THE WORLD TRANSFORM THE ORGANIZATION GROWTH COSTS OUT PAIN, URGENCY, SURVIVAL Six Sigma a PHILOSOPHY Six Sigma as a Process Six Sigma as a Statistical Tool.
  19. 19. It's a Philosophy <ul><li>Anything less than ideal is an opportunity for Improvement. </li></ul><ul><li>Defects Costs Money. </li></ul><ul><li>Understanding processes and improving them is the most efficient way to achieve lasting results. </li></ul>
  20. 20. It's a Process <ul><li>To achieve this level of performance you need to Define, Measure, Analyze, Improve and Control. </li></ul>
  21. 21. It's Statistics <ul><li>Six Sigma processes will produce less than 3.4 Defects per million Opportunities. </li></ul>
  22. 22. Management Involvement ? <ul><li>Executives and upper Management drive the effort through: </li></ul><ul><ul><li>Understanding Six Sigma </li></ul></ul><ul><ul><li>Significant Financial Commitments </li></ul></ul><ul><ul><li>Actively selecting projects tied to Strategy </li></ul></ul><ul><ul><li>Setting up Formal Review process </li></ul></ul><ul><ul><li>Selecting Champions </li></ul></ul><ul><ul><li>Determining Strategic Measures </li></ul></ul>
  23. 23. Question: How many defects per million opportunities make six sigma? 3.4 0.34 3400 34
  24. 24. Question: How many defects per million opportunities make six sigma? 3.4 0.34 3400 34 This is with long term shift of 1.5 sigma
  25. 25. Key issues for Leadership <ul><li>How will Leadership organize to support Six Sigma? (Six Sigma Council, Director Six Sigma, etc.) </li></ul><ul><li>Transition Rate to achieve Six Sigma </li></ul><ul><li>Level of resource Commitment </li></ul><ul><li>Centralized or Decentralized approach </li></ul><ul><li>Integration with current initiatives e.g. QMS </li></ul><ul><li>How will the progress be monitored? </li></ul>
  26. 26. Philosophy of six sigma <ul><li>Know What's Important to the Customer (CTQ) </li></ul><ul><li>Reduce Defects (DPMO) </li></ul><ul><li>Center Around Target (MEAN) </li></ul><ul><li>Reduce Variation (Standard Deviation) </li></ul>
  27. 27. Critical Elements <ul><li>Genuine Focus on the Customer </li></ul><ul><li>Data and Fact Driven Management </li></ul><ul><li>Process Focus </li></ul><ul><li>Proactive Management </li></ul><ul><li>Boundary-less Collaboration </li></ul><ul><li>Drive for Perfection, Tolerance for Failure </li></ul>
  28. 28. Data Driven Decision Y = f(x) <ul><li>Y </li></ul><ul><li>Dependant </li></ul><ul><li>Output </li></ul><ul><li>Effect </li></ul><ul><li>Symptom </li></ul><ul><li>Monitor </li></ul><ul><li>X1…… Xn </li></ul><ul><li>Independent </li></ul><ul><li>Input-Process </li></ul><ul><li>Cause </li></ul><ul><li>Problem </li></ul><ul><li>Control </li></ul>The Focus of Six Sigma is to Identify and Control X's
  29. 29. Two Processes <ul><li>DMAIC </li></ul><ul><ul><li>Existing Process </li></ul></ul><ul><li>Define </li></ul><ul><li>Measure </li></ul><ul><li>Analyze </li></ul><ul><li>Improve </li></ul><ul><li>Control </li></ul><ul><li>DMADV </li></ul><ul><ul><li>New Processes </li></ul></ul><ul><ul><li>DFSS </li></ul></ul><ul><li>Define </li></ul><ul><li>Measure </li></ul><ul><li>Analyze </li></ul><ul><li>Design </li></ul><ul><li>Verify </li></ul>
  30. 30. Question: In the representation Y=f(X), which of these is X Headache Viral Infection Fever Cough
  31. 31. Question: In the representation Y=f(X), which of these is X Headache Viral Infection Fever Cough True, that is the cause of the problem.
  32. 32. Some Basic Concepts
  33. 33. COPQ - Cost of Poor Quality <ul><li>Inspection </li></ul><ul><li>Warranty </li></ul><ul><li>Scrap </li></ul><ul><li>Rework </li></ul><ul><li>Rejects </li></ul><ul><li>Traditional Quality Costs: </li></ul><ul><li>Tangible </li></ul><ul><li>Easy to Measure </li></ul><ul><li>More Setup’s </li></ul><ul><li>Expediting Costs </li></ul><ul><li>Lost Sales </li></ul><ul><li>Late Delivery </li></ul><ul><li>Lost Customer Loyalty </li></ul><ul><li>Excess Inventory </li></ul><ul><li>Long Cycle Times </li></ul><ul><li>Costly Engineering Changes </li></ul><ul><li>HIDDEN COST: </li></ul><ul><li>Intangible </li></ul><ul><li>Difficult to Measure </li></ul><ul><li>Lost Opportunities </li></ul><ul><li>The Hidden Factory </li></ul>AVERAGE COPQ approximately 15% of Sales
  34. 34. COPQ v/s Sigma Level
  35. 35. Question: Which of the followings is &quot;not&quot; the Cost of poor quality? Cost of raw material Cost of lost customer Cost of inspections Cost of repair
  36. 36. Question: Which of the followings is &quot;not&quot; the Cost of poor quality? Cost of raw material Cost of lost customer Cost of inspections Cost of repair
  37. 37. Process <ul><li>A Process is a group of steps, tasks, or activities, which take inputs (People, material, Information ...) and in some way change them to product an output (Service, Product ...) </li></ul>X ’s Step 1 Step 2 Step 3 Y ’s INPUT PROCESS OUTPUT
  38. 38. CTQ (Critical To Quality) <ul><li>CTQ Characteristics for the process, service or product </li></ul><ul><li>Measure of &quot;What is important to Customer?“ </li></ul><ul><li>Six Sigma projects are designed to improve CTQ </li></ul><ul><li>Examples </li></ul><ul><ul><li>Waiting time in Clinic </li></ul></ul><ul><ul><li>Spelling mistakes in Letter </li></ul></ul><ul><ul><li>% of valves leaking in Operation </li></ul></ul>
  39. 39. Defective and Defect <ul><li>A Nonconforming unit is a defective unit </li></ul><ul><li>Defect is Nonconformance on one of many possible Quality characteristics of a unit that causes customer dissatisfaction </li></ul><ul><li>A defect does not necessarily make the unit defective </li></ul><ul><li>Examples </li></ul><ul><ul><li>Scratch on Water Bottle </li></ul></ul><ul><ul><li>However if the customer wants a scratch free bottle, then this will be defective bottle </li></ul></ul>
  40. 40. Question: Critical to Quality(CTQ) related to? The needs of customer Meeting the specified requirements
  41. 41. Question: Critical to Quality(CTQ) related to? The needs of customer Meeting the specified requirements
  42. 42. Defect Opportunities <ul><li>Circumstances in which CTQ can fail to meet </li></ul><ul><li>Number of defect opportunities relate to complexity of the unit </li></ul><ul><li>Complex units - Greater opportunities of defect than simple units </li></ul><ul><li>Examples </li></ul><ul><ul><li>A unit has 5 parts, an in each part there are 3 opportunities for defects, then </li></ul></ul><ul><ul><li>Total Defect Opportunities = 5 x 3 = 15 </li></ul></ul>
  43. 43. DPO (Defect Per Opportunity) <ul><li>Number of Defects divided by Number of Defect opportunities </li></ul><ul><li>Examples </li></ul><ul><ul><li>In previous case (15 Defect opportunities), if 10 units have 2 defects </li></ul></ul><ul><ul><li>Defects per Unit = 2 / 10 = 0.2 </li></ul></ul><ul><ul><li>DPO = 2 / (15*10) = 0.0133333 </li></ul></ul>
  44. 44. DPMO (Defects Per Million Opportunities) <ul><li>DPO multiplies by 1 Million </li></ul><ul><li>Examples </li></ul><ul><ul><li>In previous case (15 Defect opportunities), if 10 units have 2 defects </li></ul></ul><ul><ul><li>Defects per Unit = 2 / 10 = 0.2 </li></ul></ul><ul><ul><li>DPO = 2 / (15*10) = 0.0133333 </li></ul></ul><ul><ul><li>DPMO = 0.013333333 x 1,000,000 = 13,333 </li></ul></ul><ul><ul><li>Six Sigma Performance is 3.4 DPMO </li></ul></ul><ul><ul><li>13,333 DPMO is 3.7 Sigma </li></ul></ul>
  45. 45. What is Sigma? Have you ever - Shot a Riffle? - Played Darts? What is the point of these sports? What is the point of these sports?
  46. 46. Have you ever…. Jack JIM - Shot a Riffle? - Played Darts? Who is a Better Shooter?
  47. 47. Variability Deviation = Distance between observation and the mean(or average)
  48. 48. Variability Variance = Average Distance between observations and the mean squared Jack JIM 8 7 10 8 9 VARIANCE
  49. 49. Variability Variance = Average Distance between observations and the mean squared Jack JIM 7 6 7 7 6 VARIANCE
  50. 50. Variability Most Outcomes occur in the middle Fewer in the “tails” (lower) Fewer in the “tails” (lower) Even very rare outcomes are possible Even very rare outcomes are possible The World tends to be Bell – Shaped …
  51. 51. “ NORMAL” Bell Shaped Curve µ 1  -1  2  -2  3  -3  68% 95% 99.7% Normal distributions are divided up into 3 Standard deviations on each side of the mean Once you are that, you know a lot about what’s going on … That’s what Standard Deviation is Good for
  52. 52. Causes of Variability <ul><li>Common Causes </li></ul><ul><ul><li>Random variation within predictable range (usual) </li></ul></ul><ul><ul><li>No Pattern </li></ul></ul><ul><ul><li>Inherent in Process </li></ul></ul><ul><ul><li>Adjusting the process increased it's Variation </li></ul></ul><ul><li>Special Causes </li></ul><ul><ul><li>Non-random variation (unusual) </li></ul></ul><ul><ul><li>May exhibit a pattern </li></ul></ul><ul><ul><li>Assignable, Explainable, Controllable </li></ul></ul><ul><ul><li>Adjusting the process decreases it's Variation </li></ul></ul>
  53. 53. Limits <ul><li>Process and Control Limits </li></ul><ul><ul><li>Statistical </li></ul></ul><ul><ul><li>Process limits are used for Individual Items </li></ul></ul><ul><ul><li>Control limits are used with Averages </li></ul></ul><ul><ul><li>Limits = µ -3  </li></ul></ul><ul><ul><li>Define usual (common causes) & unusual (special causes) </li></ul></ul><ul><li>Specification Limits </li></ul><ul><ul><li>Engineered </li></ul></ul><ul><ul><li>Limits = target - tolerance </li></ul></ul><ul><ul><li>Define acceptable & unacceptable </li></ul></ul>
  54. 54. Acceptable v/s Defective OFF - TARGET Another View Center Process Reduce Speed LSL = Lower Specification Limit USL = Upper Specification Limit LSL USL LSL USL ON - TARGET LSL USL LARGE VARIATION
  55. 55. More about Limits Cpk measures &quot;Process Capability&quot; If process limits and control limits are at the same location, Cpk = 1. Cpk  2 is Exceptional.
  56. 56. A Six sigma process Predictably twice as good as what the Customer wants 1  1  1  1  1  1  6  +6  -6  LSL USL 1 2 4 3 5 8 9 10 7 6 11
  57. 57. Process shift Allowed 1.5SD LSL USL 1 2 4 3 5 8 9 10 7 6 11 12 13 14 15 16 1.5SD SD = 1
  58. 58. Six sigma Measurement
  59. 59. Components of Six Sigma <ul><li>Process Power </li></ul>2. People Power
  60. 60. DMAIC
  61. 61. DMAIC - Simplified <ul><li>Define </li></ul><ul><ul><ul><li>What is Important? </li></ul></ul></ul><ul><li>Measure </li></ul><ul><ul><ul><li>How are we doing? </li></ul></ul></ul><ul><li>Analyze </li></ul><ul><ul><ul><li>What is wrong? </li></ul></ul></ul><ul><li>Improve </li></ul><ul><ul><ul><li>Fix what's wrong. </li></ul></ul></ul><ul><li>Control </li></ul><ul><ul><ul><li>Ensure gains are maintained to guarantee performance </li></ul></ul></ul>
  62. 62. DMAIC Approach D efine the customer, their Critical to Quality (CTQ) issues, and the Core Business Process Involved M easure the performance of the Core Business Process involved A nalyze the data collected and process map to determine Root causes and opportunities for improvement I mprove the target process by designing creative solutions to fix and prevent problems. C ontrol the improvements to keep the process on the new course D Define M Measure A Analyze I Improve C Control
  63. 63. Question: Why should there be a Control phase when Improvement is already done? Only for companies totally out of control It is a optional phase This is to maintain the gains This phase is as per the choice of Management
  64. 64. Question: Why should there be a Control phase when Improvement is already done? Only for companies totally out of control It is a optional phase This is to maintain the gains This phase is as per the choice of Management
  65. 65. Define <ul><li>VOC - Who wants the project and Why? </li></ul><ul><li>The scope of Project/ Improvement (SMART Objective) </li></ul><ul><li>Key Team members / Resources for the project </li></ul><ul><li>Critical milestones and stakeholders review </li></ul><ul><li>Budget Allocation </li></ul>
  66. 66. Measure <ul><li>Ensure Measurement system reliability </li></ul><ul><ul><li>Is the tool used to measure the output variable flawed? </li></ul></ul><ul><li>Prepare data Collection plan </li></ul><ul><ul><li>How many data points do you need to collect? </li></ul></ul><ul><ul><li>How many days do you need to collect data for? </li></ul></ul><ul><ul><li>What is the sampling strategy? </li></ul></ul><ul><ul><li>Who will collect data and how will data get stored? </li></ul></ul><ul><ul><li>What could the potential drivers of variation be? </li></ul></ul><ul><li>Collect Data </li></ul>
  67. 67. Analyze <ul><li>How well or poorly processes are working when compared with </li></ul><ul><ul><li>Best possible (Benchmarking) </li></ul></ul><ul><ul><li>Competitor's </li></ul></ul><ul><li>Shows you maximum possible result </li></ul><ul><li>Don't focus on symptoms, find the Root Cause </li></ul>
  68. 68. Improve <ul><li>Present recommendations to Process owner </li></ul><ul><li>Pilot run </li></ul><ul><ul><li>Formulate Pilot run </li></ul></ul><ul><ul><li>Test improved process (Run Pilot) </li></ul></ul><ul><ul><li>Analyze pilot and results </li></ul></ul><ul><li>Develop implementation plan </li></ul><ul><ul><li>Prepare final presentation </li></ul></ul><ul><ul><li>Present final recommendation to Management Team </li></ul></ul>
  69. 69. Control <ul><li>Don't be too hasty to declare Victory </li></ul><ul><li>How will you maintain to Gains made? </li></ul><ul><ul><li>Change Policy & Procedures </li></ul></ul><ul><ul><li>Change Drawings </li></ul></ul><ul><ul><li>Change Planning </li></ul></ul><ul><ul><li>Revise Budget </li></ul></ul><ul><ul><li>Training </li></ul></ul>
  70. 70. People power Tell me, I Forget. Show me, I Remember. Involve me, I Understand.
  71. 71. 6 Sigma Training Master Black Belt Mentor, Trainer, and Coach of Black Belts and other in the Organization Black Belts Leader of teams implementing the Six Sigma Methodology on projects. Green Belts Delivers successful focused projects using the Six Sigma Methodology on tools. Team Members/ Yellow Belts Participates on and supports the project teams, typically in the context of his or her existing responsibilities.
  72. 72. Champion <ul><li>Plans improvement projects </li></ul><ul><li>Charters or Champions chartering process </li></ul><ul><li>Identifies, sponsors and directs Six Sigma projects </li></ul><ul><li>Holds regular project reviews in accordance with project charters </li></ul><ul><li>Includes Six Sigma requirements in expense and capital budgets </li></ul>
  73. 73. Question: Is Black belt position a full time job in the company? False True
  74. 74. Question: Is Black belt position a full time job in the company? False True
  75. 75. Champion <ul><li>Identifies and removes organizational and cultural barriers to Six Sigma success </li></ul><ul><li>Rewards and recognizes team and individual accomplishments (Formally and Informally) </li></ul><ul><li>Communicates Leadership Vision </li></ul><ul><li>Monitors and reports Six Sigma progress </li></ul><ul><li>Validates Six Sigma project results </li></ul><ul><li>Nominates highly qualified Black Belt and/ or Green Belt candidates. </li></ul>
  76. 76. Master Black Belt <ul><li>Roles </li></ul><ul><ul><li>Enterprise Six Sigma Expert </li></ul></ul><ul><ul><li>Permanent Full-time Change Agent </li></ul></ul><ul><ul><li>Certified Black Belt with additional specialized skills or experience especially useful in deployment of Six Sigma across the enterprise </li></ul></ul><ul><li>Responsibilities </li></ul><ul><ul><li>Highly proficient in using Six Sigma methodology to achieve tangible business results </li></ul></ul><ul><ul><li>Technical expert beyond Black Belt level on one or more aspects of process improvement (e.g. - advanced statistical analysis, project management, communications, program administration, teaching, project coaching) </li></ul></ul><ul><ul><li>Identifies high-leverage opportunities for applying the Six Sigma approach across the enterprise </li></ul></ul><ul><ul><li>Basic Black Belt Training </li></ul></ul><ul><ul><li>Green Belt Training </li></ul></ul><ul><ul><li>Coach / Mentor Black Belts </li></ul></ul>
  77. 77. Black Belt <ul><li>Roles </li></ul><ul><ul><li>Six Sigma Technical expert </li></ul></ul><ul><ul><li>Temporary, Full-time change agent (will return to other duties after completing a two to three year tour of duty as a Black Belt) </li></ul></ul><ul><li>Responsibilities </li></ul><ul><ul><li>Leads business process improvement projects where Six Sigma approach is indicated </li></ul></ul><ul><ul><li>Successfully completes High-Impact projects that result in tangible benefits to the enterprise </li></ul></ul><ul><ul><li>Demonstrate Mastery of Black Belt body of Knowledge </li></ul></ul><ul><ul><li>Demonstrated proficiency at achieving results through the application of Six Sigma Approach </li></ul></ul><ul><ul><li>Coach / Mentor Green Belts </li></ul></ul><ul><ul><li>Recommends Green Belts for Certifications </li></ul></ul>
  78. 78. Green Belt <ul><li>Roles </li></ul><ul><ul><li>Six Sigma Project Originator </li></ul></ul><ul><ul><li>Part-time Six sigma change agent. Continuous to perform duties while participating on Six Sigma Project teams </li></ul></ul><ul><ul><li>Six Sigma champion in local area </li></ul></ul><ul><li>Responsibilities </li></ul><ul><ul><li>Recommends Six Sigma Projects </li></ul></ul><ul><ul><li>Participates on Six Sigma Project teams </li></ul></ul><ul><ul><li>Leads Six Sigma teams in local improvement projects </li></ul></ul>
  79. 79. Yellow Belt <ul><li>Roles </li></ul><ul><ul><li>Learns and applies Six Sigma Tools to projects </li></ul></ul><ul><li>Responsibilities </li></ul><ul><ul><li>Actively participates in team tasks </li></ul></ul><ul><ul><li>Communicates well with other team members </li></ul></ul><ul><ul><li>Demonstrates basic improvement tool knowledge </li></ul></ul><ul><ul><li>Accepts and executes assignments as determined by team </li></ul></ul>
  80. 80. Financial Analyst <ul><li>Validates the baseline status for each project </li></ul><ul><li>Validates the sustained results / savings after completion of the project </li></ul><ul><li>Complies overall investment v/s Benefits on Six Sigma for management reporting </li></ul><ul><li>Will usually be the part of Senior Leadership Team. </li></ul>
  81. 81. Project Selection <ul><li>Voice of Customer </li></ul><ul><ul><li>What are we falling short of meeting customer needs? </li></ul></ul><ul><ul><li>What are the new needs of Customers? </li></ul></ul><ul><li>Voice of Market </li></ul><ul><ul><li>What are market trends, and are we ready to adapt? </li></ul></ul><ul><li>Voice of Competitor </li></ul><ul><ul><li>Why are we behind our competitor? </li></ul></ul>
  82. 82. Harvesting the Fruit of Six Sigma <ul><li>Sweet Fruit </li></ul><ul><ul><li>Design for Repeatability </li></ul></ul><ul><ul><li>Process Enhancement </li></ul></ul><ul><li>Bulk of Fruit </li></ul><ul><ul><li>Process Characterization and Optimization </li></ul></ul><ul><li>Low Hanging Fruit </li></ul><ul><ul><li>Seven Basic Tools </li></ul></ul><ul><li>Ground Fruit </li></ul><ul><ul><li>Logic and Intuition </li></ul></ul>
  83. 83. What Qualifies as a Six Sigma project? <ul><li>3 Basic Qualifications </li></ul><ul><ul><li>There is a gap between current and desired / needed performance </li></ul></ul><ul><ul><li>The cause of problem is not clearly understood </li></ul></ul><ul><ul><li>The solution is not pre determined, nor is the optimal solution apparent </li></ul></ul>
  84. 84. Thank You

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