The document provides an overview of Six Sigma, including: 1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools. 2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s. 3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.

1. Six sigma Orientation

3. What is Quality?

4. Evolution of Quality Historically Proactive Quality “ Create process that will produce less or no defects” Contemporary Reactive Quality Quality Checks (QC) - Taking the defectives out of what is produced

9. The GE model for process improvements The Growth of Six Sigma Define Measure Analyze Improve Control Combination of change management & statistical analysis

10. The Growth of Six Sigma

11. BPMS Business Process Management System DMAIC Six Sigma Improvement Methodology DMADOV Creating new process which will perform @ Six Sigma Three Methodologies of Six Sigma

12. BPMS Business Process Management System

14. The Methodology Define purpose of the process, its goal and its boundaries Identify Critical to Quality and Critical to process Visual representation of performance Map process steps, identify input/ output measures MSA, DCP, indicators and monitors Service excellence and process excellence The DMAIC cycle Define Process Mission Map Process VOC and VOP Build PMS Develop Dashboards Identify Improvement Opportunities

15. DMAIC Six Sigma Improvement Methodology

17. The Approach Practical Problem Statistical Problem Statistical Solution Practical Solution

18. D Define M Measure A Analyze I Improve C Control Identify and state the practical problem Validate the practical problem by collecting data Convert the practical problem to a statistical one, define statistical goal and identify potential statistical solution Confirm and test the statistical solution Convert the statistical solution to a practical solution Methodology

19. VoC - Who wants the project and why ? The scope of project / improvement Key team members / resources for the project Critical milestones and stakeholder review Budget allocation Define D Define M Measure A Analyze I Improve C Control

21. Understand statistical problem Baseline current process capability Define statistical improvement goal Identify drivers of variation (significant factors) Analyze D Define M Measure A Analyze I Improve C Control

26. Map improved process Pilot solution Identify operating tolerance on significant factors Improve D Define M Measure A Analyze I Improve C Control

27. Ensure measurement system reliability for significant factors Improved process capability Sustenance Plan - Is tool used to measure the input / process variables flawed ? - Do all operators interpret the tool reading in the same way ? - Statistical Process Control - Mistake Proofing - Control Plan Control D Define M Measure A Analyze I Improve C Control

29. 6  DMAIC Process DMAIC = D efine, M easure, A nalyze, I mprove and C ontrol Develop Charter and Business Case Map Existing Process Collect Voice of the Customer Specify CTQs / Requirements Measure CTQs / Requirements Determine Process Stability Determine Process Capability Calculate Baseline Sigma Refine Problem Statement Identify Root Causes Quantify Root Causes Verify Root Causes Institutionalize Improvement Control Deployment Quantify Financial Results Present Final Project Results and Lessons Learned Close Project Select Solution (Including Trade Studies, Cost/Benefit Analysis) Design Solution Pilot Solution Implement Solution Define Measure Analyze Improve Control

31. Six Sigma Organization

32. Six Sigma - Three Dimensions Tools Organization Methodology Driven by customer needs Enabled by quality team. Led by Senior Mgmt Define Measure Analyze Improve Control Process Map Analysis Pareto Chart Process variation LSL USL Upper/Lower specification limits Regression • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

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