Six Sigma

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ALL ABOUT SIX SIGMA PROVIDES YOU THE BASIC KNOWLEDGE

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Six Sigma

  1. 1. SIX SIGMA<br />PRESENTED BY <br /> AMIT SHARMA <br />MAHMOOD KHAN<br />PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />1<br />
  2. 2. What is Six Sigma<br />PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />2<br />
  3. 3. WHY SIX SIGMA<br />PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />3<br />
  4. 4. Sigma and % accuracy<br />PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />4<br /> Defects per Million % Accuracy Opportunities (DPMO) <br />One Sigma 691,500 30.85%<br />Two Sigma 308,500 69.15%<br />Three Sigma 66,810 93.32%<br />Four Sigma 6,210 99.38%<br />Five Sigma 233 99.977%<br />Six Sigma3.4 99.9997%<br />Seven Sigma 0.020 99.999998%<br />
  5. 5. Cost of poor quality<br />PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />5<br />
  6. 6. Inventor of Six Sigma<br />Motorola is known for its cool cell phones, but the company&apos;s more lasting contribution to the world is the quality-improvement process called Six Sigma. In 1986 an engineer named Bill Smith, sold then-Chief Executive Robert Galvin on a plan to strive for error-free products 99.9997% of the time. It is the origin of ‘Six Sigma<br />PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />6<br />
  7. 7. PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />7<br />Six Sigma at Motorola<br />
  8. 8. Own vision, direction,<br />integration, results<br />Executive Leadership<br />Lead change<br />Project owner<br />Implement solutions<br />Part-time<br />Black Belt managers<br />Help Black Belts<br />Six Sigma Team<br />Project Champions<br />Green Belts<br />Black Belts<br />Master Black<br />Full time<br />Belts<br />Devote 50% - 100% of time to Black Belt activities<br />Train and coach<br /> Black and Green Belts<br />Facilitate and practice problem solving<br />Statistical problem solving experts<br />Train and coach Green Belts and project teams<br />PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />8<br />
  9. 9. MODELS OF SIX SIGMA<br />PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />9<br />
  10. 10. PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />10<br />1. Define<br />2. Measure<br />3. Analyze<br />4. Improve<br />5. Control<br /><ul><li>Identify projects that are measurable
  11. 11. Define projects including the demands of the customer and the content of the internal process.
  12. 12. Develop team charter
  13. 13. Define process map</li></li></ul><li>PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />11<br />2. Measure<br />3. Analyze<br />4. Improve<br />5. Control<br />1. Define<br />Define performance standards<br />Measure current level of quality into Sigma. It precisely pinpoints the area causing problems.<br />Identify all potential causes for such problems. <br />
  14. 14. PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />12<br />3. Analyse<br />4. Improve<br />5. Control<br />1. Define<br />2. Measure<br />Establish process capability<br />Define performance objectives<br />Identify variation sources<br />Tools for analysis<br /><ul><li>Process Mapping
  15. 15. Failure Mode & Effect Analysis
  16. 16. Statistical Tests
  17. 17. Design of Experiments
  18. 18. Control charts
  19. 19. Quality Function Deployment (QFD)</li></li></ul><li>PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />13<br />4. Improve<br />5. Control<br />1. Define<br />2. Measure<br />3. Analyse<br />Screen potential causes<br />Discover variable relationships among causes and effects<br />Establish operating tolerances<br />Pursue a method to resolve and ultimately eliminate problems. It is also a phase to explore the solution how to change, fix and modify the process. <br />Carryout a trial run for a planned period of time to ensure the revisions and improvements implemented in the process result in achieving the targeted values. <br />
  20. 20. PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />14<br />5. Control<br />1. Define<br />2. Measure<br />3. Analyse<br />4. Improve<br />Monitor the improved process continuously to ensure long term sustainability of the new developments. <br />Share the lessons learnt<br />Document the results and accomplishments of all the improvement activities for future reference. <br />
  21. 21. PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />15<br />
  22. 22. PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />16<br />Six Sigma – Case study<br />A dabbawala is a person in the Indian city of Mumbai whose job is to carry and deliver freshly made food from home in lunch boxes to office workers. <br />Dabbawalas pick up 175,000 lunches from homes and deliver to their customers everyday.<br />Only one mistake is made in every 6 million deliveries. <br />Accuracy rating is 99.999999. More than Six Sigma. <br />
  23. 23. PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />17<br />Conclusion<br />Six Sigma is a measure of excellence. Embarking on a Six Sigma program means delivering top-quality service and products while virtually eliminating all internal inefficiencies. <br />A true Six Sigma organization produces not only excellent product but also maintains highly efficient production and administrative systems that work effectively with the company&apos;s other service processes . <br />The primary factor in the successful implementation of a six sigma project is to have the necessary resources, the support and leadership of top management.<br />
  24. 24. Tata Consultancies Services<br />Schenectidy Hedillia Chemical Ltd<br />Wipro <br />GE-India<br />ICICI Bank<br />Aditya Birla Group<br />Airtel<br />VSNL<br />Jubilant Organosys ltd<br />Bharti Telecom<br />Tata Motors<br />Mahindra & Mahindra<br />Daksh (BPO)<br />Indian Oil<br />Delphi<br />PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />18<br />
  25. 25. PRESENTED BY AMIT AND MAHMOOD DEPT. OF FASHION TECHNOLOGY<br />19<br />Thank You!<br />

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