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6S
- 2. “HUMAN ERROR IS INEVITABLE.HOWEVER WITH AWRONG SYSTEMWE CAN MAKE IT MORE LIKELY TO HAPPEN” -Louis Litt
- 3. SIX SIGMA A partof Group Presentation by Varun Of GroupVII
- 4. Introduction A manufacturingorganization may be looked upon as a bundle of processes which have definitive inputs and outputs But they have their fair share of errors and defects in the products that they dole out Globalization, Instant access to information, products, services have changed the needs and expectations of the customers It has become mandatory to change the way of conduct of any business Customers look for products with Zero defects and want no compromise with the products that they’ve paid for Today’s competitive world leaves no room for error and thus gave rise to SIX SIGMA
- 5. What is SixSigma ? ■ Six Sigma is a set of techniques and tools for process improvement ■ Introduced in the year 1986 by a Civil and Production Engineer named BILL SMITH and BOB GALVIN who worked at MOTOROLA ■ A highly disciplined process that enables organizations deliver nearly perfect products and services. ■ The figure of six arrived statistically from current average maturity of most business enterprises ■ A philosophy and a goal: as perfect as practically possible. ■ A methodology and a symbol of quality.
- 6. Six Sigma isnot: •A standard •A certification •Another metric like percentage Rather! •It is a Quality Philosophy and the way of improving performance by knowing where you are and where you could be. ■ Methodology to measure and improve company’s performance, practices and systems ■ A statistical concept that measures a process in terms of defects – at the six sigma level, there 3.4 defects per million opportunities
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- 8. ■ 1798: EliWhitney,Mass Production and Interchangeable Parts ■ 1913: Henry Ford and the Moving Assembly Line ■ 1924: Walter Shewhart’s and Edward Demings’ PDCA cycle ■ 1925 : NikolaTesla’s Coil design ■ 1945:The Japanese Quality Movement ■ 1980 : USA’s counter move (35 years later !!!) ■ 1987: International Organization for Standardization ■ 1987: Motorola and Six Sigma ■ 1988: Beyond Motorola
- 9. Type DPM %of Defects 1 691,492 69 2 308,358 31 3 66,807 6.7 4 6210 0.62 5 233 0.023 6 3.4 0.00034 7 0.019 0.0000019
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- 11. ■ Genuine focusonCustomer ■ Data and Fact driven management ■ Process focus, management and improvement ■ ProactiveThinking ■ Boundaryless Collaborations ■ Drive for Perfection ■ Tolerance for Failure
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- 13. ■ There are2 major methodologies used in Six Sigma – DMAIC – DMADV / DFSS
- 14. DMAIC ■ Stands forDefine, Measure, Analyse, Improve and Control ■ Define the System ■ Measure the key aspects of current process ■ Analyse the data to investigate and verify cause – effect ■ Improve or Optimize the process ■ Control ■ To be used when there is an existing system which doles out products not meeting the customers’ expectation and is erroneous
- 15. DMADV ■ Stands forDefine, Measure, Analyse, Design,Verify ■ Define Project Goals ■ Measure customer needs and Specs ■ Analyse process options ■ Design the process in detail ■ Verify the performance ■ To be used when there needs to be a new system to be developed
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- 19. ■ Select aRedressalTeam ■ Define and Describe the problem ■ Implement andVerify ShortTerm solutions ■ Define the root cause ■ Implement Root cause solution and corrective actions ■ Implement permanent solutions ■ Prevent Recurrence
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- 21. Advantages ■ Defect freeproduct ■ LowerAfter Sales costs ■ Journey towards excellence ■ Better reputation ■ Lower Inspection / Supervision Costs ■ Ship to stock ship directly ■ Higher Employee morale ■ Tension free working ■ Greater Customer Satisfaction
- 22. Disadvantages ■ Lack ofOriginality – Joseph. M. Juran ■ Role of Consultants ■ Very high production costs ■ Over reliance on Statistical tools ■ Rigidity kills innovation and creativity ■ Require skilled workers ■ Time barriers ■ Gimmicky and just plain rebranding
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