The document outlines the Six Sigma methodology as a problem-solving approach aimed at improving organizational performance by enhancing key process metrics and customer satisfaction. It emphasizes a customer-focused philosophy, the importance of employee engagement, and the need for rigorous data analysis and statistical tools to identify and eliminate defects. Additionally, it describes the DMAIC framework (Define, Measure, Analyze, Improve, Control) for managing Six Sigma projects, highlighting strategies for continuous improvement and operational excellence.

1. SIX SIGMA
A STRATEGY FOR PERFORMANCE
EXCELLENCE
1. Anil Dhaya
2. Sanjiv Negi
3. Bulu Ghatuary
4. Sonil Pal
Project Owner:
Khushmeet_Khushi
March 16th, 2018
RBE@2018

2. SIX SIGMA
How can we get these results
• 10-15 % Min. Rejection Rate.
• 10% Every year Cost Reduce by customer
• 20-25% Customer dissatisfaction Score
per year in the Industry.
• One lost article of mail per hour

3. SIX SIGMA
The answer is:
Six Sigma

4. SIX SIGMA
 Six Sigma as a Problem-Solving Methodology:-
What is Six Sigma
 one of the common interpretations and usage of the Six Sigma as a problem-
solving methodology is deployed in organizations today to improve upon the
critical process metrics of the organization or the department.
 All key performance indicators of the organization need to produces their optimum
results for the organization to be successful and be able to produce the desired
result

5. SIX SIGMA
 A Vision and Philosophical commitment
to our consumers to offer the highest quality,
lowest cost products
 A Metric that demonstrates quality levels at
99.9997% performance for products and
process
 A Benchmark of our product and process
capability for comparison to ‘best in class’
 A practical application of statistical Tools
and Methods to help us measure, analyze,
improve, and control our process
What is Six Sigma

6. SIX SIGMA
 A Vision and Philosophical commitment to our consumers to offer the highest quality,
lowest cost products
Six Sigma Philosophy
one of the significant shift in approach that six sigma brought was the fact that everything was more focused
toward the customer. The definition of the customer requirement (even while it were as per the organization
design and it was not a defect) collection of VOC(Voice of customer)emerged as the greatest mantra for the
success, success is no longer about creating a fantastic product product(which was enhanced/improved
from experience) But from the needs of the customer. And this became a very important takeaway for
business which were struggling to create their own niche in the markets
 Employee Engagement
 Customer Focus
A critical success factor for success of six sigma initiatives has always been the participation of the on the
ground team. Participation of the on the ground team is imperative as they are the closed business, interface to
the customer, closet to process bottleneck etc. and hence they are the ones who can give you the correct Xs.
 Distaste to defect and variation
Implementation and organizational orientation toward six sigma meant that as an organization we are
promulgating a culture where we look at/attempt eradication of every defect and reduce variation in the
organization process.

7. SIX SIGMA
Six Sigma as a Philosophy
Internal &
External
Failure
Costs
Prevention &
Appraisal
Costs
Old Belief
4s
Costs
Internal &
External
Failure Costs
Prevention &
Appraisal
Costs
New Belief
Costs
4s
5s
6s
Quality
Quality
Old Belief
High Quality = High Cost
New Belief
High Quality = Low Cost
s is a measure of how much
variation exists in a process
PPM-
6728.56

8. SIX SIGMA
3 Sigma Vs. 6 Sigma
The 3 sigma Company The 6 sigma Company
• Spends 15~25% of sales dollars
on cost of failure
• Spends 5% of sales dollars on
cost of failure
• Relies on inspection to find
defects
• Relies on capable process that
don’t produce defects
• Does not have a disciplined
approach to gather and analyze
data
• Use Measure, Analyze, Improve,
Control and Measure, Analyze,
Design
• Benchmarks themselves
against their competition
• Benchmarks themselves
against the best in the world
• Believes 99% is good enough • Believes 99% is unacceptable
• Define CTQs internally • Defines CTQs externally

9. SIX SIGMA
Six Sigma as a Metric
1
)
( 2




n
x
xi

s
Sigma = s = Deviation
( Square root of variance )
-7
-6
-5
-4
-3
-2
-1
0
1
2
3
4
5
6
7
Axis graduated in Sigma
68.27 %
95.45 %
99.73 %
99.9937 %
99.999943 %
99.9999997 %
result: 317300 ppm outside
(deviation)
45500 ppm
2700 ppm
63 ppm
0.57 ppm
0.003 ppm
between + / - 1s
between + / - 2s
between + / - 3s
between + / - 4s
between + / - 5s
between + / - 6s
s =

10. SIX SIGMA
Non-Liner Decrease
2
3
4
5
6
308,537
66,811
6,210
233
3.4
s PPM
Process
Capability
Defects per Million
Opportunities
* Includes 1.5s shift
Focusing on s requires thorough process
understanding and breakthrough thinking
0
10
20
30
40
50
60
70
80
1 2 3 4 5 6
Process Sigma
%
Change
0
100000
200000
300000
400000
500000
600000
700000
800000
PPM
From 1 to 2
From 3 to 4
From 4 to 5
From 5 to 6
% Change
PPM

11. SIX SIGMA
Focus: The End User
• Customer: Internal or External
• Consumer: The End User
the “Voice of the Consumer” (Consumer Cue)
must be translated into
the “Voice of the Engineer” (Technical Requirement)

12. SIX SIGMA
Six Sigma as a Tool
Process Mapping Tolerance Analysis
Structure Tree Components Search
Pareto Analysis Hypothesis Testing
Gauge R & R Regression
Rational Subgrouping Design of Experiments
Baselining SPC
Many familiar quality tools applied in a
structured methodology

13. SIX SIGMA
Common Process of
improvement
Measure
Improvement
People, system process are supposed to get better more efficient etc. with gain of experience. Customer the
same from us if they have outsourced some process to us. They expect that the productivity of our employee
will improve as they gain experience of the process and the IT Infra being used.
 Doing More for less
This is scientifically proven fact that if we focus on bottom quartile performer and I if we are able to improve
their performance by even a small proportion then we may realize huge improvement in bottom-line revenue.
 Bottom Quartile Management
Creating re-usability in assets is a very critical part of organization growth. In software development
business, Creating re-usable and test case are extremely critical in marking more profits. Similarly the
standardization of sense. We should not be required to re-invent the wheel every time.
 Asset Re-use
Serval Business process suffer at the hands of deficiency of preceding business process/processes. While
attending to issue, one must do root cause analysis and see if the contributing factory may be mistake
proofed. Such things ensure that’ the process get the required inputs which are right the first time. And such
improvement will, at the end contribute to improving productivity of business processes.
 Mistake Proofing
Several manual processes can be mane more efficient by taking out manual work and replacing them with
digitized work flow. However, one must be careful and implement lean in the process before the process
before they digitize.
 Digitization
Knowledge of best practices or lesson documentation at serval places helps improve systems. Known Error
Database (KEDB)usage in IT support is a common example of the same. Building FAQs, documented SOPs,
Work instruction etc. serve as a good measure.
 Knowledge management or IP Retention

14. SIX SIGMA
Various ways to commence
a Six-sigma project
Measure
Improvement
 VOC (Voice Of Customer)
 VOB/VOP (Voice of Business/Process)
 VOIC (Voice of internal customer)
 COPQ (cost of poor quality)
 RTY (Rolled throughput yield)
 FTR/FTY(Frist time Right/Yield)
 OTD (On time Delivery)
 RR (Return Rate)
 NPR(Number of problem report)

15. SIX SIGMA
Reduce
Complaints
(int./ext.)
Reduce
Cost
Reduce
Defects
Problem Definitions need to be based on
quantitative facts supported by analytical data.
What are the Goals?
 What do you want to improve?
 What is your ‘Y’?
Problem Definition

16. SIX SIGMA
Six Sigma as a Method
To get results, should we focus our behavior on the Y or X
•Y •X1…Xn
•Dependent •Independent
•Output •Input-Process
•Effect •Cause
•Symptom •Problem
•Monitor •Control

17. SIX SIGMA
1. Define Objective.
2. Select the Response (Y)
3. Select the factors (Xs)
4. Choose the factor levels
5. Select the Experimental Design
6. Run Experiment and Collect the Data
7. Analyze the data
8. Conclusions
9. Perform a confirmation run.(Control)
STEPS IN PLANNING AN EXPERIMENT

18. SIX SIGMA
The generally accepted methodology for managing Six Sigma projects includes the following
phases:
Define: The objectives and scope of the project are defined. Relevant information about the
process and customer are collected.
Measure: Data on the current situation and process metrics are collected.
Analyze: Collected data are analyzed to find the root cause(s) of the problem.
Improve: Solution(s) to the problem are developed and implemented.
Control: The implemented solution(s) are evaluated and the mechanisms are implemented to
hold the gains, which may include standardization.
This methodology has often been referred to by its initials: DMAIC. Some are suggesting an
additional initial phase that might be called Recognize. This would occur before the Define phase,
and is intended to ensure that appropriate opportunities and problems are properly recognized.
Professionals in the project management field may find a valuable opportunity to contribute to
enhancing the Six Sigma project management methodology.
Six Sigma Project Methodology

19. SIX SIGMA
Strategy by Phase -
Phase
Measure
(What)
Analyze
(Where, When, Why)
Improve
(How)
Control
(Sustain, Leverage)
Step
What is the frequency of Defects?
• Define the defect
• Define performance standards
• Validate measurement system
• Establish capability metric
Where, when and why do Defects occur?
• Identify sources of variation
• Determine the critical process parameters
How can we improve the process?
• Screen potential causes
• Discover relationships
• Establish operating tolerances
Were the improvements effective?
• Re-establish capability metric
How can we maintain the improvements?
• Implement process control mechanisms
• Leverage project learning's
• Document & Proceduralize
Focus
Y
Y
Y
Y
X
Vital X
X
Vital X
Vital X
Y, Vital X
Y, Vital X
Process Characterization
Process Optimization
Measure
Improve
Analyze
Control
Measure
Improve
Analyze
Control
Measure
Improve
Analyze
Control
Measure
Improve
Analyze
Control
Measure
Improvement

20. SIX SIGMA
Design of Experiments (DOE)
• To estimate the effects of independent Variables on
Responses.
• Terminology
Factor – An independent variable
Level – A value for the factor.
Response - Outcome
X Y
PROCESS

21. SIX SIGMA
Black Belt Training
Task
Time on
Consulting/
Training
Mentoring
Related
Projects
Green
Belt
Utilize
Statistical/
Quality
technique
2%~5%
Find one
new green
belt
2 / year
Black
Belt
Lead use
of
technique
and
communic-
ate new
ones
5%~10%
Two green
belts
4 / year
Master
Black
Belt
Consulting/
Mentoring/
Training
80~100%
Five Black
Belts
10 / year

22. SIX SIGMA
Thanks you