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Six sigma Orientation
expectations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is Quality?
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
What is Six Sigma? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],Two Meanings of Sigma 
[object Object],[object Object],[object Object],Origin of Six Sigma Motorola   the company that invented Six Sigma
[object Object],[object Object],[object Object],The Growth of Six Sigma GE the company that perfected Six Sigma
The GE model for process improvements The Growth of Six Sigma Define Measure Analyze Improve Control Combination of change management & statistical analysis
The Growth of Six Sigma
BPMS Business Process Management System DMAIC Six Sigma Improvement Methodology DMADOV Creating new process which will perform @ Six Sigma Three Methodologies of Six Sigma
BPMS Business Process Management System
[object Object],[object Object],[object Object],The Need of BPMS
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
DMAIC Six Sigma Improvement Methodology
[object Object],[object Object],[object Object],What is DMAIC ? E Effectiveness = Q Quality Improvement x A Acceptance
The Approach Practical  Problem Statistical Problem Statistical  Solution Practical  Solution
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
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
Ensure measurement system reliability Prepare data collection plan Collect data - Is tool used to measure the output variable flawed ? - Do all operators interpret the tool reading in the same way ?  ,[object Object],[object Object],[object Object],[object Object],[object Object],Measure D Define M Measure A Analyze I Improve C Control
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
[object Object],[object Object],[object Object],Analyze – Identify Drivers of Variation Problem Backbone Primary Cause Secondary Cause Root Cause
[object Object],[object Object],Control Impact Analyze – Identify Drivers of Variation Vital Few High Control – High Impact Cost Ineffective Low Control – High Impact Cost Ineffective High Control – Low Impact Trivial Many Low Control – Low Impact
[object Object],[object Object],Analyze – Identify Drivers of Variation
[object Object],[object Object],[object Object],Analyze – Identify Drivers of Variation
Map improved process Pilot solution Identify operating tolerance on significant factors Improve D Define M Measure A Analyze I Improve C Control
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
[object Object],[object Object],[object Object],[object Object],[object Object],Control – Sustenance Plan
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
FACTS and TERMS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Six Sigma Organization
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 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •
The Quality Team Master Black Belt Black Belt Black Belt Green Belt Green Belt Green Belt - Thought Leadership - Expert on Six Sigma - Mentor Green and Black Belts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Thank You

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Basic Six Sigma Presentation

  • 2.
  • 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
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  • 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
  • 13.
  • 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
  • 16.
  • 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
  • 20.
  • 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
  • 22.
  • 23.
  • 24.
  • 25.
  • 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
  • 28.
  • 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
  • 30.
  • 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 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •
  • 33.