Six Sigma at many organizations simplymeans a measure of quality that strives fornear perfection. Six Sigma is a disciplined, data-drivenapproach and methodology for eliminatingdefects (driving toward six standard deviationsbetween the mean and the nearestspecification limit) in any process – frommanufacturing to transactional and fromproduct to service.
Six Sigma is a process improvement set oftools and strategies, originally developed byMotorola in 1986. Six Sigma became well known after JackWelch made it a central focus of his businessstrategy at General Electric in 1995,and todayit is used in different sectors of industry
Six Sigma seeks to improve the quality of processoutputs by identifying and removing the causes ofdefects (errors)andminimizing variability in manufacturing and business processes. It uses a set of quality management methods,including statistical methods, and creates a specialinfrastructure of people within the organization("Champions","Black Belts", "Green Belts","OrangeBelts", etc...) who are experts in these very complexmethods. Each Six Sigma project carried out within anorganization follows a defined sequence of steps andhas quantified financial targets (cost reduction and/or
he term Six Sigma originated from terminologyassociated with manufacturing A six sigma process is one in which 99.9999966%of the products manufactured are statisticallyexpected to be free of defects (3.4 defects permillion) Six Sigma originated as a set of practicesdesigned to improvemanufacturing processes and eliminate defects,but its application was subsequently extended toother types of business processes as well
Six Sigma Doctrine Continuous efforts to achieve stable andpredictable process results Manufacturing and business processes havecharacteristics that can be measured,analyzed, improved and controlled. Achieving sustained quality improvementrequires commitment from the entireorganization, particularly from top-levelmanagement.
A special infrastructure of "Champions","Master Black Belts", "Black Belts", "GreenBelts", etc. to lead and implement the SixSigma approach
Methods DMAIC and DMADV Define the problem, the voice of the customer,and the project goals, specifically. Measure key aspects of the current process andcollect relevant data. Analyze the data to investigate and verify cause-and-effect relationships. Improve or optimize the current process basedupon data analysis Control the future state process to ensure that anydeviations from target are corrected before theyresult in defects.
DMADV Define design goals that are consistent withcustomer demands and the enterprise strategy. Measure and identify CTQs (characteristics thatare Critical To Quality), product capabilities,production process capability, and risks. Analyze to develop and design alternatives,create a high-level design and evaluate designcapability to select the best design. Design details, optimize the design, and plan fordesign verification. This phase may requiresimulations. Verify the design
At Wipro Wipro has one of the most mature Six Sigmaprograms in the industry ensuring that 91% of the projects are completed on schedule,much above the industry average of 55%. Six Sigma provides the tools for continuousimprovement on existing processes
One sigma gives a precision of 68.27%., twosigma, of 95.45% and three sigma of 99.73%, whereas Six Sigma gives a precisionof 99.9997%.
Six sigma and HR Create excellence in process delivery – Todeliver the day-to-day service consistentlyand focus more on strategic goals, HR mustmake sure that its processes run smoothly withno or minimal problems. Six Sigma is an excellent way of deliveringprocess excellence
Reduce defects – From queries that aretime consuming to resolve to wrong salariesor inaccurate employee data, all HR processesare prone to producing multiple defects duringdelivery.
Through lean techniques, combined with SixSigma methodologies and tools, HR can workto reduce resources lost in ineffective,sometimes unnecessary tasks and still deliverthe service within the required standards.