Guntert Limited provides professional product management and marketing services using Lean Six Sigma methodologies. Lean Six Sigma aims to design out failure and introduce new products or fix problem products quickly through collaborative teamwork and a clear vision. It was introduced to the author through an initial meeting with American engineers in London and focuses on creating the best products consistently through thorough consideration of all factors.
Six Sigma is a strategy for achieving world-class performance through process improvement by reducing variability. It aims for 3.4 defects per million opportunities. Many companies have achieved significant annual savings through Six Sigma by reducing costs, errors, rework and improving quality, productivity and profits. Case studies show companies achieving billions in savings through deploying Six Sigma across their organizations.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
The document proposes developing a process-oriented data warehouse and associated method to facilitate performance analysis and improvement of business processes. It suggests integrating goals with a process warehouse by building a goal structure and relating goals to the warehouse through extensions to the design. The proposed method involves building goal structures, integrating goals with the warehouse, and then performing performance analysis and improvement.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
Solution Validation & Assessments - A practical ApproachJulen Mohanty
The document discusses solution assessment and validation techniques for business analysts. It outlines the importance of solution assessment and validation in the CMMI framework and lists key tasks business analysts perform in this area, such as developing alternative solutions, evaluating technology options, facilitating solution selection, and supporting implementation. The document also describes specific activities business analysts do in solution assessment, including ranking solution options, identifying additional capabilities, and evaluating technology options to ensure the selected solution fulfills requirements.
The three elements of project management, people, processes, and tools must focus on processes first.
Without a process, the tools have no purpose.
Without a process, the people are unguided, or at best self guided
Six Sigma is a strategy for achieving world-class performance through process improvement by reducing variability. It aims for 3.4 defects per million opportunities. Many companies have achieved significant annual savings through Six Sigma by reducing costs, errors, rework and improving quality, productivity and profits. Case studies show companies achieving billions in savings through deploying Six Sigma across their organizations.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
The document proposes developing a process-oriented data warehouse and associated method to facilitate performance analysis and improvement of business processes. It suggests integrating goals with a process warehouse by building a goal structure and relating goals to the warehouse through extensions to the design. The proposed method involves building goal structures, integrating goals with the warehouse, and then performing performance analysis and improvement.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
Solution Validation & Assessments - A practical ApproachJulen Mohanty
The document discusses solution assessment and validation techniques for business analysts. It outlines the importance of solution assessment and validation in the CMMI framework and lists key tasks business analysts perform in this area, such as developing alternative solutions, evaluating technology options, facilitating solution selection, and supporting implementation. The document also describes specific activities business analysts do in solution assessment, including ranking solution options, identifying additional capabilities, and evaluating technology options to ensure the selected solution fulfills requirements.
The three elements of project management, people, processes, and tools must focus on processes first.
Without a process, the tools have no purpose.
Without a process, the people are unguided, or at best self guided
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155
E-Mail: ahmad.maharma@gmail.com
Lean Six Sigma Project Management Oct11th2010[ (1)Arunima Thakur
Lean Six Sigma project management aims to streamline projects with higher predictability and lower variations than traditional project management. It focuses on eliminating waste and non-value-added steps through a DMAIC process of defining opportunities, measuring key metrics, analyzing processes, improving processes by eliminating sources of variation, and controlling performance. Lean Six Sigma projects emphasize continuous improvement through small experiments, empowered cross-functional teams, and a pull-based approach driven by customer demand.
This document provides an overview of Design for Six Sigma (DFSS). DFSS is used when designing new products and processes to ensure they meet customer requirements and have minimal variation from the start. It is more effective than improving designs after launch using traditional Six Sigma. DFSS involves cross-functional teams to predict and design quality into new offerings from the beginning. It can dramatically reduce design changes late in development and get products to market faster at lower cost. Organizations need to use DFSS to design world-class products and services that meet customer needs.
This document outlines a five-step methodology for business process improvement: 1) Define the improvement opportunity by clarifying expectations and process boundaries. 2) Collect available data through stakeholder interviews and process documentation. 3) Analyze the process to identify waste areas and root causes. 4) Develop solutions by generating alternatives and setting aggressive goals. 5) Implement improvements with a plan-do-check-adjust approach. The goal is to eliminate waste from processes through a disciplined, team-based approach and continuous improvement efforts.
The document provides an overview of several frameworks related to project management, process improvement, strategy development, and enterprise architecture. It summarizes frameworks for the project management process groups, Six Sigma DMAIC methodology, the "Strategy Fish" diagram, a strategic planning framework, an implementation playbook structure, a learning framework, the SDLC, a communication framework, organization design principles, and models for enterprise architecture and management framework interoperability.
Astute @ Oracle Open World 2011 - Cost Efficiencies During PeopleSoft UpgradeArvind Rajan
This document discusses strategies for reducing costs during a PeopleSoft upgrade project. It identifies common challenges such as lack of coordination, scope creep, and delayed testing. Key factors that can drive costs up or down are reviewed, including team size, infrastructure hosting, skills, and customizations. Best practices for cost containment include using a collaborative vendor, references, proven methodology, reusable deliverables, and addressing risks upfront. Phased rollouts and fixed fee contracts can also help reduce costs and timelines.
The document discusses how digital Six Sigma and directed innovation methodologies can complement each other to solve problems. It provides an overview of key Six Sigma concepts like the DMAIC process, variation, and root cause analysis tools. The presentation also examines factors that can cause Six Sigma projects to fail if not properly addressed, such as lack of stakeholder commitment or an unclear problem statement.
This document discusses right-sourcing outsourced software testing projects to ensure successful performance and delivery. It covers what outsourcing is, the strategic and tactical reasons for outsourcing including cost savings, access to expertise, and regulatory compliance. Key factors for successful right-sourcing include clarity on goals, shared risks and communications with suppliers, readiness for outsourcing, and clear roles and performance standards.
The document discusses a process consulting perspective and outlines 6 levels of process consulting from operational to strategic. It proposes a BPM investment to improve business processes and deliver quantifiable gains through tools and activities like process mapping, Lean, and Six Sigma. The scope of work would cover both operational and strategic processes across the organization.
This document discusses Agile implementation, specifically using Scrum. It provides an overview of Scrum processes and roles. It also discusses adoption rates of different Agile methodologies and Agile development rhythms. The document then presents a case study of implementing Agile for a data warehouse project previously using Waterfall. Challenges included getting upstream and downstream teams not using Agile onboard. Implementing Agile across teams required awareness initiatives and support from senior leadership.
The document is a guide to the Business Analysis Body of Knowledge (BABOK), which defines the profession of business analysis. It describes the knowledge areas, tasks, skills, and techniques that business analysts use to work with stakeholders and recommend solutions that help organizations achieve their goals. The guide provides an introduction to key business analysis concepts and structures the remainder of the document around knowledge areas, tasks, competencies, and techniques.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
This document provides an overview of project management office (PMO) concepts including:
- The need for project management to combine specialized knowledge with general management practices.
- Different levels of PMO maturity from supporting individual projects to supporting business strategy.
- Key functions of PMOs ranging from consultative to enterprise-wide support.
- Critical success factors for PMOs such as clear vision, leadership, expectations, and change management.
- Examples of common PMO deliverables like charters, roles and responsibilities, processes, tools, and status reports.
New Product Development (NPD) is the overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product. This Technology Multipliers webinar provides a complete overview of the NPD process, models, tools, and metrics to succeed with new product development for technology companies.
The document discusses the Plan-Do-Check-Act (PDCA) cycle and how it can be used as a model for continuous process improvement. It explains the four steps of the cycle as: 1) Plan - identify and analyze the problem, 2) Do - develop and test a potential solution, 3) Check - measure the effectiveness of the test solution, and 4) Act - fully implement the improved solution. Examples are provided for each step to illustrate how to methodically solve problems and implement solutions using this approach.
This document provides an overview of Six Sigma, including its objectives, methodology, and benefits. Six Sigma is a data-driven methodology for improving processes by reducing defects. It aims for nearly flawless process performance. The document outlines the DMAIC methodology of Define, Measure, Analyze, Improve, and Control used in Six Sigma. It also discusses key Six Sigma concepts like the cost of poor quality, sigma levels, and the roles of Champions, Black Belts and Green Belts in driving process improvement. Implementing Six Sigma can help organizations increase profits by improving customer satisfaction and reducing costs through lower defects.
Take Control Of Your Business PerformanceJohn Hall
Taking control of business performance by implementing a performance management framework using a set of tools that systematically enable the improvements. Regular performance evaluation using industry benchmarking is unique to the PA offering.
Integrated methodology for testing and quality management.Mindtree Ltd.
MindtestTM is an integrated testing methodology that meshes all the components of a testing engagement, manages the quality of testing, and delivers measurable and predictable software quality.
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
Six Sigma is a business management strategy that seeks to improve quality by identifying and removing defects. It uses statistical methods and creates teams of experts to implement projects. Projects follow the DMAIC or DMADV methodologies, which involve defining problems, measuring processes, analyzing data, improving processes, and controlling future processes. Many large companies have implemented Six Sigma and achieved savings of 1-4.5% of revenue through reduced defects and waste.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155
E-Mail: ahmad.maharma@gmail.com
Lean Six Sigma Project Management Oct11th2010[ (1)Arunima Thakur
Lean Six Sigma project management aims to streamline projects with higher predictability and lower variations than traditional project management. It focuses on eliminating waste and non-value-added steps through a DMAIC process of defining opportunities, measuring key metrics, analyzing processes, improving processes by eliminating sources of variation, and controlling performance. Lean Six Sigma projects emphasize continuous improvement through small experiments, empowered cross-functional teams, and a pull-based approach driven by customer demand.
This document provides an overview of Design for Six Sigma (DFSS). DFSS is used when designing new products and processes to ensure they meet customer requirements and have minimal variation from the start. It is more effective than improving designs after launch using traditional Six Sigma. DFSS involves cross-functional teams to predict and design quality into new offerings from the beginning. It can dramatically reduce design changes late in development and get products to market faster at lower cost. Organizations need to use DFSS to design world-class products and services that meet customer needs.
This document outlines a five-step methodology for business process improvement: 1) Define the improvement opportunity by clarifying expectations and process boundaries. 2) Collect available data through stakeholder interviews and process documentation. 3) Analyze the process to identify waste areas and root causes. 4) Develop solutions by generating alternatives and setting aggressive goals. 5) Implement improvements with a plan-do-check-adjust approach. The goal is to eliminate waste from processes through a disciplined, team-based approach and continuous improvement efforts.
The document provides an overview of several frameworks related to project management, process improvement, strategy development, and enterprise architecture. It summarizes frameworks for the project management process groups, Six Sigma DMAIC methodology, the "Strategy Fish" diagram, a strategic planning framework, an implementation playbook structure, a learning framework, the SDLC, a communication framework, organization design principles, and models for enterprise architecture and management framework interoperability.
Astute @ Oracle Open World 2011 - Cost Efficiencies During PeopleSoft UpgradeArvind Rajan
This document discusses strategies for reducing costs during a PeopleSoft upgrade project. It identifies common challenges such as lack of coordination, scope creep, and delayed testing. Key factors that can drive costs up or down are reviewed, including team size, infrastructure hosting, skills, and customizations. Best practices for cost containment include using a collaborative vendor, references, proven methodology, reusable deliverables, and addressing risks upfront. Phased rollouts and fixed fee contracts can also help reduce costs and timelines.
The document discusses how digital Six Sigma and directed innovation methodologies can complement each other to solve problems. It provides an overview of key Six Sigma concepts like the DMAIC process, variation, and root cause analysis tools. The presentation also examines factors that can cause Six Sigma projects to fail if not properly addressed, such as lack of stakeholder commitment or an unclear problem statement.
This document discusses right-sourcing outsourced software testing projects to ensure successful performance and delivery. It covers what outsourcing is, the strategic and tactical reasons for outsourcing including cost savings, access to expertise, and regulatory compliance. Key factors for successful right-sourcing include clarity on goals, shared risks and communications with suppliers, readiness for outsourcing, and clear roles and performance standards.
The document discusses a process consulting perspective and outlines 6 levels of process consulting from operational to strategic. It proposes a BPM investment to improve business processes and deliver quantifiable gains through tools and activities like process mapping, Lean, and Six Sigma. The scope of work would cover both operational and strategic processes across the organization.
This document discusses Agile implementation, specifically using Scrum. It provides an overview of Scrum processes and roles. It also discusses adoption rates of different Agile methodologies and Agile development rhythms. The document then presents a case study of implementing Agile for a data warehouse project previously using Waterfall. Challenges included getting upstream and downstream teams not using Agile onboard. Implementing Agile across teams required awareness initiatives and support from senior leadership.
The document is a guide to the Business Analysis Body of Knowledge (BABOK), which defines the profession of business analysis. It describes the knowledge areas, tasks, skills, and techniques that business analysts use to work with stakeholders and recommend solutions that help organizations achieve their goals. The guide provides an introduction to key business analysis concepts and structures the remainder of the document around knowledge areas, tasks, competencies, and techniques.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
This document provides an overview of project management office (PMO) concepts including:
- The need for project management to combine specialized knowledge with general management practices.
- Different levels of PMO maturity from supporting individual projects to supporting business strategy.
- Key functions of PMOs ranging from consultative to enterprise-wide support.
- Critical success factors for PMOs such as clear vision, leadership, expectations, and change management.
- Examples of common PMO deliverables like charters, roles and responsibilities, processes, tools, and status reports.
New Product Development (NPD) is the overall process of strategy, organization, concept generation, product and marketing plan creation and evaluation, and commercialization of a new product. This Technology Multipliers webinar provides a complete overview of the NPD process, models, tools, and metrics to succeed with new product development for technology companies.
The document discusses the Plan-Do-Check-Act (PDCA) cycle and how it can be used as a model for continuous process improvement. It explains the four steps of the cycle as: 1) Plan - identify and analyze the problem, 2) Do - develop and test a potential solution, 3) Check - measure the effectiveness of the test solution, and 4) Act - fully implement the improved solution. Examples are provided for each step to illustrate how to methodically solve problems and implement solutions using this approach.
This document provides an overview of Six Sigma, including its objectives, methodology, and benefits. Six Sigma is a data-driven methodology for improving processes by reducing defects. It aims for nearly flawless process performance. The document outlines the DMAIC methodology of Define, Measure, Analyze, Improve, and Control used in Six Sigma. It also discusses key Six Sigma concepts like the cost of poor quality, sigma levels, and the roles of Champions, Black Belts and Green Belts in driving process improvement. Implementing Six Sigma can help organizations increase profits by improving customer satisfaction and reducing costs through lower defects.
Take Control Of Your Business PerformanceJohn Hall
Taking control of business performance by implementing a performance management framework using a set of tools that systematically enable the improvements. Regular performance evaluation using industry benchmarking is unique to the PA offering.
Integrated methodology for testing and quality management.Mindtree Ltd.
MindtestTM is an integrated testing methodology that meshes all the components of a testing engagement, manages the quality of testing, and delivers measurable and predictable software quality.
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
Six Sigma is a business management strategy that seeks to improve quality by identifying and removing defects. It uses statistical methods and creates teams of experts to implement projects. Projects follow the DMAIC or DMADV methodologies, which involve defining problems, measuring processes, analyzing data, improving processes, and controlling future processes. Many large companies have implemented Six Sigma and achieved savings of 1-4.5% of revenue through reduced defects and waste.
This document discusses various process improvement frameworks including CMMI, Six Sigma, DFSS, and their relationships. It provides details on:
1) The stages and goals of Six Sigma (DMAIC), DFSS (DMADV), and other process improvement methods.
2) The maturity levels and process areas addressed by CMMI for improving project management, engineering, and process management.
3) The tools commonly used with each framework, with DFSS placing additional emphasis on customer needs analysis and designing reliability into new products and services from the start.
Six sigma is a statistical approach to process improvement originally developed by Motorola in the 1980s. It aims to identify and remove defects in manufacturing and business processes by lowering variation in processes and producing products that meet customer specifications. Key aspects involve defining a project, measuring the current process, analyzing data to determine causes of defects, improving the process based on findings, and controlling to maintain improvements. Six sigma has been implemented by many companies globally and across industries to reduce costs and increase profits through higher quality and customer satisfaction.
Six Sigma is a data-driven approach to process improvement originally developed by Motorola. It aims to reduce process variation and defects through the DMAIC methodology of define, measure, analyze, improve, and control. Key roles include Champions, Master Black Belts, Black Belts and Green Belts who work on projects to close the gap between current and six sigma performance of 3.4 defects per million opportunities. While an effective quality improvement strategy, some criticize Six Sigma for overselling by consultants and an overemphasis on short-term goals over disruptive innovation.
Six Sigma is a business management strategy originally developed by Bill Smith at Motorola in 1986 to improve processes and minimize defects. It aims for near perfect processes, with 99.99966% defect-free products or 3.4 defects per million opportunities. Six Sigma identifies roles like Champions, Master Black Belts, Black Belts, and Green Belts to lead projects using DMAIC or DMADV methodologies. While effective for process improvement, critics argue Six Sigma may lack originality, oversell consulting services, and focus narrowly on existing processes rather than innovation. Some also question its arbitrary standards and assumptions about normal distributions.
Six sigma control in total quality management copyVijay Vuriti
This document provides an overview of Six Sigma and its role in Total Quality Management. Six Sigma is a data-driven approach to process improvement that aims to reduce defects to 3.4 per million opportunities. It uses statistical methods like DMAIC to define problems, measure processes, analyze data, improve processes, and control variables. Six Sigma projects can generate cost savings of 5-20% annually while improving quality, reducing cycle times, and developing employee skills. However, they also require costs for training, consulting, improvements, and software tools.
Lean Six Sigma project management aims to streamline projects with higher predictability and lower variations than traditional project management. It focuses on eliminating waste and non-value-added steps through a DMAIC process of defining opportunities, measuring key metrics, analyzing processes, improving processes by eliminating sources of variation, and controlling performance. Lean Six Sigma projects emphasize continuous improvement through small experiments, empowered cross-functional teams, and a pull-based approach driven by customer demand.
Six Sigma is a method for improving business processes and reducing defects. It aims to decrease process variation to improve quality, profits, and customer satisfaction. The methodology was developed by Motorola in 1986 and uses statistical tools. There are two approaches - DMAIC focuses on improving existing processes, following the define, measure, analyze, improve, control steps. DMADV is for new product or process design and follows define, measure, analyze, design, verify steps. Six Sigma has been successfully applied across many industries to design and control manufacturing, engineering, financial, supply chain, and healthcare processes.
Six Sigma - A Presentation by Akshay AnandAkshay Anand
Six Sigma is a quality management system that aims for near perfection. It uses statistical methods and process improvement tools to identify and remove defects. There are two main methodologies - DMAIC which improves existing processes, and DMADV which designs new processes. DMAIC involves defining a problem, measuring metrics, analyzing causes, improving the process, and controlling future performance. DMADV defines goals, measures customer needs, analyzes design options, designs an improved process, and verifies it meets requirements. Many major companies use Six Sigma to reduce costs and errors through projects led by Green Belts and Black Belts trained in its methods.
B.pharm 7th sem Six Sigma ppt.
Six Sigma concept, objectives, methodologies, differences, implementation, roles, application, hurdles, advantages and disadvantages. of the Six Sigma concept.
It has a great impact on industries to achieve profit. Improve business processes and reduce defects.
The document discusses Design for Six Sigma (DFSS), a methodology for designing products and processes to meet customer needs and expectations from the beginning. DFSS aims to create designs that are efficient, high-quality, and robust. It recasts the DMAIC model into DMADV or I2DOV, emphasizing early design phases to predict and improve quality upfront. DFSS changes organizations from focusing only on functionality to incorporating statistical analysis of failure modes and risk assessment into design.
Gestión Ciclo de Vida del Producto (PLM) Rafael Antona
SoftExpert PLM Suite - Gestión del Ciclo de Vida del Producto - es una solución que brinda los recursos y capacidades que las empresas necesitan para administrar exitosamente la información y facilitar la comunicación y la colaboración en todo el ciclo de vida del producto, desde su concepción y diseño hasta su fabricación, desde el servicio hasta la eliminación. Además, SoftExpert PLM Suite ayuda a las empresas de ingenierías de fabricación a desarrollar, describir, gestionar y comunicar información sobre sus productos (PDM).
Six Sigma is a set of techniques for process improvement that aims to identify and remove defects. It uses statistical methods to measure and analyze processes in order to optimize them and reduce variability. Six Sigma originated from statistical process modeling at Motorola in 1986 and was adopted as a business strategy at GE in 1995. It has specific methodologies like DMAIC for improving existing processes and DMADV for designing new processes. The goal of Six Sigma is to produce no more than 3.4 defects per million opportunities. It aims for a process sigma level of 6, which translates to a 99.99966% yield or percentage of defect-free products.
This document discusses how Six Sigma principles can help quantify the voice of the customer for call centers. It outlines the key themes of Six Sigma including having a focus on customers, being data-driven, having process focus and improvement, proactive management, collaboration, and a drive for perfection. The document then discusses how Six Sigma methodology can be applied in call centers by identifying areas to understand the voice of the customer like quality, efficiency, strategic impact and customer satisfaction. It provides steps for successful Six Sigma implementation in call centers which includes identifying the business role, customers/needs, measuring current performance, analyzing weaknesses, redesigning processes, and improving critical customer requirements.
This document provides an overview of Six Sigma, including its history, methodology, and applications. It discusses that Six Sigma was developed by Motorola in the 1980s to reduce defects through statistical analysis. The key methodologies are DMAIC, which is used for improving existing processes, and DMADV, used for developing new designs and products. It also outlines the different roles in Six Sigma projects such as Champions, Green Belts, Black Belts and Master Black Belts. Examples are given of industries that have implemented Six Sigma, showing its broad applicability.
Six Sigma is a data-driven approach to process improvement originally developed by Motorola to reduce defects. It aims to minimize process variation and improve quality by identifying and removing causes of defects. Projects use DMAIC or DMADV methodologies and follow the Define, Measure, Analyze, Improve, Control problem-solving strategy. Key aspects include a focus on quantifiable returns, strong leadership, and staff roles like Black Belts trained in Six Sigma techniques. The methodology helps organizations understand relationships between process inputs and outputs to control outputs through optimizing vital inputs.
Six Sigma is a business management strategy originally developed by Motorola to identify and remove defects and errors in processes by using statistical methods. It aims to achieve breakthrough performance improvements for metrics like customer satisfaction, costs, and quality. Six Sigma projects follow DMAIC or DMADV methodologies to either improve existing processes or design new ones. Key roles include Champions, Master Black Belts, Black Belts and Green Belts. Companies like Motorola and GE have realized billions in savings from implementing Six Sigma.
Six Sigma is a business management strategy originally developed by Motorola to identify and remove defects and errors in processes by using statistical methods. It aims to deliver breakthrough performance improvements in key metrics. Six Sigma projects follow DMAIC or DMADV methodologies and are implemented by Champions, Master Black Belts, Black Belts and Green Belts. Companies like Motorola and GE have realized billions in savings through Six Sigma by reducing costs and improving quality.