quality improvement

1. Professor & Lawyer Puttu Guru Prasad , VVIT, Nambur, 9394969898, puttuvvit@gmail.com
Professor & Lawyer Puttu Guru Prasad , VVIT,
Nambur, 9394969898, puttuvvit@gmail.com

2. WELCOME TO SIX
SIGMA
PRESENTATION

4. DISSATISFY YOUR
CUSTOMER

5. DISSATISF
Y
• Satisfying the customer
through quality
products and services
only but trying
maintain long term
relationship through
perfection in every
thing they do to be
world class

6. DEFECT
• It is better to
eliminate defect in
our product &
service delivery
quality rather
than trying to
minimize final
defective out put

7. CUT THROAT
COMPETITION
• We need not only satisfy
our external customer
but all
employee, shareholder,
supplier, etc.
• Need to have quality
product & service at
lower possible cost &
zero defect

8. TQ
M
• Total Quality Management
means that the organization's
culture is defined by and
supports the constant attainment
of customer satisfaction through
an integrated system of
tools, techniques, and training. This
involves the continuous
improvement of organizational
processes, resulting in high
quality products and services.

9. WHAT IS SIX SIGMA

10. WHAT’S IN A
NAME?• Six sigma is represent a statistical
measure and a management
philosophy
• The Greek letter Sigma, used
mathematically to designate
standard deviation is the measure
used to determine how good or
bad the performance of a process is
• Means how many mistake company
commits while accomplishing task

11. SIX SIGMA = PERFECTION
• 1 Six Sigma = 700,000 Defects/
million
opportunities
• 2 Six Sigma = 3000,000Mistake/
million opportunities
• 3&4 Six Sigma = 67,000 & 6,000
Mistake / million opportunities
• 3.8 Six SIGMA = 99% right of the
time

12. 1% ERROR
• 1% Error can add up lot of
mistake
pretty fast
• Getting it right 99% of the time
is equal of 20,000 lost
articlesHour
• 5,000 bitched surgical
procedure/
Week
• 4 Accidentday at major airport

13. WHAT SO GREAT ABOUT SIX SIGMA?

14. MENTO
R
• Six sigma gives
employees well
defined roles & clear
structures to their
task
• Six sigma project are
usually run by guys in
the middle of the
organization

15. OPERATE IN MARKET PLACE IN TWO
WAY’S
• Make more
money by coming
up with great
invention, hiring
away some real
star
• Buying other
companies

16. TWO MISCONCEPTION ABOUT SIX SIGMA

17. 1.QUALITY WITH MISSING THE
POINT
• The goal is not simply to
improve quality for the
sake of improvement
quality, but to make
customer happier & add
more to the bottom line
• If you are improving
quality but sill upsetting
customer or losing
money you are missing
the point

18. 2.QUALITY SAVE
MONEY• Most company thinking
improving
quality cost money
• Six sigma companies turn that
thinking around
• Quality save money because
there fewer throw-outs, fewer
warranty payouts & fewer
refund’s & doing all that
increase profit’s

19. CRUCIAL DIFFERENCES

20. BETTER TO FIX LEG OR GET NEW
HORSE
• Some program still focusing
on only on the end product
where they spend all their
time trying new way to
identify the bad product
you have already made and
make Shure they get throw
out before they get to the
customer

21. FIRST GO FOR BIGGEST
PROBLEM• In six sigma first pick the one
problem to solve at a time as
a project
• First go to the biggest
problem then put some one
in the middle like Black belt
• Black belt has only one job to
complete the project given to
them
• & they also get all help they
need from champion their
supervisor & the Green belt
their support staff

22. METHODOLOGY

23. SIX SIGMA
METHODOLOGY
• Six Sigma is a process oriented
methodology designed to improve
business performance by
improving specific areas of
strategic business processes.
• Improvements can be of two
types: improving the existing
process or designing a new
process altogether. When we
have an existing process and we
want to improve the process we
deploy the DMAIC methodology.
While designing a new process or
completely revamping the existing
process the Design for Six Sigma
or IDOV methodology is deployed.

24. Design for Six Sigma

25. DMAIC DFSS
Structured and
iterative process
improvement
methodology
Rigorous approach to
designing processes
that will exceed
customer
expectations
Focus on defect
reduction
Focus on defect
prevention
DMAIC v/s
DFSS

26. Define Define the problem.
Define the customer(s) and the
requirements.
Define the current capability.
Define the key processes that will
have the greatest impact on
customer.
Measure Identify the statistical measures to
monitor the key process.
Set up the data collection plan.
Measure the process
Analyze Determine the analysis tools and
methods to be used.
Summarize the data measured.
Run the analysis and determine the
root causes, effects, etc.
Improve Improve and Implement.
Focus on developing
process/technology to improve the
root cause.
Test the method on sample
process and validate the
improvement.
Control Standardize and document the
process and implement the plan.
Monitor the process and feedback
the results back to the process for
continuous improvement.
DMAIC
Methodology

27. Identify Develop a team. Create team
charter. Gather VOC.
Perform competitive analysis.
Develop CTQs and formally tie
design to VOC.
Design Identify functional requirements.
Develop alternative concepts.
Evaluate alternatives and select a
best-fit concept.
Deploy CTQs and predict sigma
capability.
Optimize Determine process capability.
Develop detailed design elements.
Predict performance.
Optimize design.
Verify Test and validate the design.
Share feedback with manufacturing
and sourcing to improve future
manufacturing and designs.
DFSS (IDOV)
Methodology

28. REQUISITE FOR SUCCESSFUL
IMPLEMENTATION

29. • LEADERSHIP/TOP MANAGEMENT COMMITMENT IS ESSENTIAL
• ALL LEADERS SHOULD BE TRAINED AS SIX SIGMA CHAMPIONS
• INCLUDING SIX SIGMA PLANNING WITHIN THE BUSSINESS OPERATING
PLAN
• SELECT THE RIGHT CONSULTANT TO TRAIN YOUR BELTS
• ENSURE THAT RETURN ON TRAINING INVESTMENT IS AT LEAST 20 TIMES
• GET THE MOVMENT GOING AT THE SHOP FLOOR LEVEL
• CREATE A CERTIFICATION PROCESS
• DEVELOP A MENTORING PROCESS
• ENSURE FINANCIAL VALIDATION OF PROJECT S
• NEVER ALLOW SIX SIGMA TO BE CLASSIFIED AS A QUALITY MANAGER’S JOB
…………………

30. REWARDS OF SIX
SIGMA

31. ……….
• IMPROVED RELIABILITY & PREDUCTABILITY OF SOFTWARE PRODUCTS
AND SERVICES
• INCRESED VALUE TO THE CUSTOMER AND SHAREHOLDERS
• IMPROVEMENTS IN ORGANIZATIONAL MORALE
• INCREASE MARKET VISIBILITY
• ORGANIZATIONAL RECOGNITION
• SIGNIFICANT REDUCTION IN DEFECT
• INSTITUTIONALIZATION OF A “PROCESS” MINDSET

32. CHALLENGES AND CRITICISM

33. ……….
• IT IS NOT QUICK FIX OR RECIPE FOR SUCCESS
• IT REQUIRES TRAINING AT ALL MANAGERIAL LEVELS
• IT REQUIRES CULTURE CHANGE IN THE WHOLE ORGANIZATION
• IMPLEMENTATION TEND TO BE UNEVEN AND LAPES OCCURE FREQUENTLY
• PEOPLE MUST NOT FEAR GIVING “BAD NEWS”
• DESIGN IS CRITICAL & YET MANY it ORGANIZATION CNTINUE TO GO STRAIGHT
FROM POOR REUIREMENTS INTO CODING WITHOUT THE BENEFITS OF EVEN
ONE DESIGN REVIEW

34. MUMBAI DABBAWALAS REDEFINE
SIX SIGMA THEORY

35. WHAT IS
NMTBSA?
(Nutan Mumbai Tiffin Box Suppliers
Association)
 History
 Charitable trust
 Avg. Literacy Rate
 Total area
coverage
: Started in 1880
: Registered in 1956
: 8th Grade Schooling
: 60 Kms
 Employee Strength : 5000
 Number of
Tiffin's
 Time taken
: 2,00,000 Tiffin Boxes
i.e 4,00,000 transactions every day.
: 3 hrs

36. WORKING OF NMTBSA
Error Rate : 1 in 16 million transactions
•Six Sigma performance (99.999999)
•Technological Backup : Nil.
•Cost of service -Rs. 300/month ($ 6.00/month)
•Standard price for all (Weight, Distance, Space)
•Rs. 36 Cr. Turnover approx. [6000*12*5000=360000000 i.e Rs. 36 crore
p.a.]
•“No strike” record as each one a share holder •Earnings -5000 to 6000 p.m.
•Diwali bonus: one month’s from customers.

37. • Zero % fuel Zero % investment
• Zero % modern technology Zero % Disputes
• 99.9999% performance100 % Customer
Satisfaction

38. CODING SYSTEM
 Initial Coding System used colored threads to mark 7
Islands
 Then Utilized thrown away cotton waste from tailors
 Now using color markers:
E :: Code for Dabbawala Street
at residential station
VLP :: Residential Station Ville Parle
3 :: Code for Destination station.
E.G:: Church gate
9 :: Code for Dabbawala at Destination.
Ex :: Express towers ( Building name)
12 :: Floor no. in the building.

39. JOURNEY OF
DABBAWALA
Pick up Dabba from
Residence/Caterer
and bring it to
Andheri Station.
*Journey in Local
Train*
Unloading and
Sorting at
Destination Station.
Delivery to
respective
customers.
Collection of Empty
Dabba.
Sorting at
Destinations station.
Returning Dabba to
Residence/Caterer.
9:30 A.M- 10:30 A.M 10:34- 11:20 A.M 11:20- 12:30
P:M
12:30 - 1:00 P.M1:15- 2:30
P.M
2:48- 3:30P:M
3:30- 4:40 P.M

40. SIX SIGMA
CERTIFICATION In 1998, Forbes Global magazine conducted
a quality assurance study on the
Dabbawalas' operations
 Gave Rating of 99.999999
 Dabbawalas made one error in six million
transactions.
 Stood High along with MNC’s like
Motorola, GE etc…
 Dabbawalas got ISO 9001- 2000 for
Excellence in service

41. ACHIEVEMENTS
 Documentaries made by :
• BBC ,UTV, MTV, ZEE TV, AAJ TAK, TV TODAY,
SAHARA SAMAY, STAR TV, CNBC TV 18, CNN,
SONY TV, TV TOKYO, NDTV.
 CASE STUDY made by :
• ICFAI Press Hyderabad & Bangalore
• Richard Ivey School of Business – Canada
• Also, Included in a subject in Graduate School of
Journalism University of California, Berkeley
 Invitations from :
• CII for conference held in Bangalore, IIML, IIMA, CII
Cochin, CII Delhi, Dr. Reddy’s Lab Foundation Hyderabad,
SCMHRD Pune, SCMHRD Nasik, Sadahana
– Pune, Rotary Club – Bangalore, NIQR at Chennai

42. ACHIEVEMENTS
• World record in Best Time management.
• Name in “GUINESS BOOK of World
Records”.
• Registered with Ripley's “ believe it or
not”.
• Invited for marriage of Hon. Prince Charles
of England on 9th April, 2005
•
• Documentary called
“Dabbawalas, Mumbai's unique lunch
service”
by two Dutch filmmakers in 1998.

43. LETTER FROM
PRINCE CHARLES