The document provides an introduction to Six Sigma, including:
1) An overview of Six Sigma as a data-driven approach to process improvement focused on reducing defects, with origins at Motorola in the 1970s.
2) A description of common Six Sigma roles like Champions, Black Belts, and Green Belts who lead projects using the DMAIC methodology of Define, Measure, Analyze, Improve, and Control.
3) An explanation of how Six Sigma complements Lean methods by focusing on reducing variation and waste in processes.
The document discusses Six Sigma, a statistical approach to process improvement. It was developed by Motorola in the 1970s to improve quality by identifying and removing defects. Six Sigma aims to reduce variation and prevent deficiencies through techniques like DMAIC (Define, Measure, Analyze, Improve, Control) and DMADV (Define, Measure, Analyze, Design, Verify). It utilizes belts, champions, masters belts, and executives for implementation. Case studies show how Samsung adopted Six Sigma to remedy defects, reduce costs, improve cycle time, and increase customer satisfaction.
This document provides an introduction to Six Sigma, including an overview of key concepts. Six Sigma is a set of techniques for process improvement introduced by Motorola to reduce defects. It aims for nearly zero defects by identifying and removing causes of variation. Six Sigma projects follow a Define-Measure-Analyze-Improve-Control methodology. The level of sigma indicates the number of defects per million opportunities, with Six Sigma equivalent to 3.4 defects per million. Key roles include Champions, Master Black Belts, Black Belts and Green Belts utilizing tools like cause-and-effect diagrams to achieve quality goals like increased customer satisfaction and profits.
Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in the 1980s to reduce defects but aims for near perfect processes. The goal of Six Sigma is to reduce process variation and defects to 3.4 defects per million opportunities. It uses methodologies like DMAIC for improvement and DMADV for new process design. Key benefits include increased profits by eliminating defects and accelerating improvement rates. Common roles include Champions, Master Black Belts, Black Belts, and Green Belts. Tools include control charts, Pareto charts, and design of experiments. Many major companies worldwide have implemented Six Sigma.
Six sigma is a statistical approach to process improvement that aims to reduce defects. It was developed by Motorola in the 1970s to improve quality. The six sigma method includes phases such as Define, Measure, Analyze, Improve, and Control to identify and remove defects in processes. It uses statistical tools and follows a DMAIC or DMADV model. While six sigma aims to improve processes and reduce defects, some critics argue it is more focused on appraisal than prevention and does not always yield quality improvements.
Six Sigma (Quality Management System)
Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects.
Six sigma process is one in which 99.9999966% of the products manufactured are statistically expected to be free of defects.
Six sigma is a very clever way of branding and packaging many aspects of TOTAL QUALITY MANAGEMENT.
The document discusses Six Sigma, a statistical approach to process improvement. It was developed by Motorola in the 1970s to improve quality by identifying and removing defects. Six Sigma aims to reduce variation and prevent deficiencies through techniques like DMAIC (Define, Measure, Analyze, Improve, Control) and DMADV (Define, Measure, Analyze, Design, Verify). It utilizes belts, champions, masters belts, and executives for implementation. Case studies show how Samsung adopted Six Sigma to remedy defects, reduce costs, improve cycle time, and increase customer satisfaction.
This document provides an introduction to Six Sigma, including an overview of key concepts. Six Sigma is a set of techniques for process improvement introduced by Motorola to reduce defects. It aims for nearly zero defects by identifying and removing causes of variation. Six Sigma projects follow a Define-Measure-Analyze-Improve-Control methodology. The level of sigma indicates the number of defects per million opportunities, with Six Sigma equivalent to 3.4 defects per million. Key roles include Champions, Master Black Belts, Black Belts and Green Belts utilizing tools like cause-and-effect diagrams to achieve quality goals like increased customer satisfaction and profits.
Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in the 1980s to reduce defects but aims for near perfect processes. The goal of Six Sigma is to reduce process variation and defects to 3.4 defects per million opportunities. It uses methodologies like DMAIC for improvement and DMADV for new process design. Key benefits include increased profits by eliminating defects and accelerating improvement rates. Common roles include Champions, Master Black Belts, Black Belts, and Green Belts. Tools include control charts, Pareto charts, and design of experiments. Many major companies worldwide have implemented Six Sigma.
Six sigma is a statistical approach to process improvement that aims to reduce defects. It was developed by Motorola in the 1970s to improve quality. The six sigma method includes phases such as Define, Measure, Analyze, Improve, and Control to identify and remove defects in processes. It uses statistical tools and follows a DMAIC or DMADV model. While six sigma aims to improve processes and reduce defects, some critics argue it is more focused on appraisal than prevention and does not always yield quality improvements.
Six Sigma (Quality Management System)
Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects.
Six sigma process is one in which 99.9999966% of the products manufactured are statistically expected to be free of defects.
Six sigma is a very clever way of branding and packaging many aspects of TOTAL QUALITY MANAGEMENT.
Six Sigma is a statistical methodology for improving processes by reducing defects to 3.4 defects per million opportunities. It follows the DMAIC process of define, measure, analyze, improve, and control. Key roles in Six Sigma implementation include Executive Leadership to provide vision, Champions to oversee implementation, Master Black Belts as expert coaches, Black Belts to lead projects applying the methodology, Green Belts to support projects, and Process Owners responsible for targeted business processes.
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
What is a PPAP (production part approval process) and how does it work? We answer the basic questions about PPAP and how it's used in this presentation.
Six Sigma is a data-driven approach and methodology for process improvement originally developed by Motorola. It aims to reduce defects and variation in manufacturing and business processes. The document discusses the history and key aspects of Six Sigma such as the DMAIC approach, tools used in each phase like process mapping, root cause analysis, and improvement techniques like 5S, poka-yoke, and FMEA. Implementing Six Sigma through the DMAIC approach can help organizations optimize processes and improve quality, productivity, and customer satisfaction.
This document defines key concepts in measurement system analysis including accuracy, precision, stability, bias, repeatability, and reproducibility. It provides guidelines for conducting a measurement system analysis, including determining the number of appraisers and parts to measure, ensuring the measurement procedure is documented and followed, and analyzing the results in terms of stability, bias, and gauge R&R to determine if the measurement system is capable and can be used for decision making. The goal is to qualify measurement systems and identify opportunities for improvement.
Six Sigma is a set of techniques and tools for process improvement that was developed by Motorola in 1986. It aims to reduce defects and variability in processes by identifying and removing causes of defects. Six Sigma uses data-driven methods like DMAIC (Define, Measure, Analyze, Improve, Control) to reduce defects in existing processes, and DMADV (Define, Measure, Analyze, Design, Verify) to design new processes. It has spread to many industries and aims to improve quality, reduce costs and cycle time, increase customer satisfaction and overall business performance. Key aspects include defining projects and critical metrics, measuring processes, analyzing sources of defects, improving processes, and controlling future performance.
This document provides an overview of Six Sigma and the DMAIC methodology. It discusses:
- What Six Sigma is and the goals of the DMAIC phases (Define, Measure, Analyze, Improve, Control)
- Key steps in the Define phase including defining the problem, forming a project team, creating a charter and project plan, identifying customers and requirements, and documenting the current process
- The importance of the project champion and developing a problem statement in the Define phase
- Types of process maps used to document the current process such as top-level, detailed, and functional maps
- The upcoming Measurement phase and determining the appropriate metrics to measure
Safety is a top priority, with the goal of eliminating at least one safety issue per week. Process improvements should focus on reducing defects rather than solely improving yields. All defects on a product should be counted to determine the top defect categories to address. Process optimization efforts should start small and use design of experiments and statistical analysis to identify key variables for improvement. Attainment is reached when further improvements do not provide sufficient economic benefits.
The document discusses product life cycle management from concept development through commercialization, maturity, and end of life. It covers integrating product life cycle management with related areas like new product development, supply chain management, and customer relationship management. Key aspects of PLM include managing all product data and changes throughout the life cycle, integrating data across systems, and collaborating with internal and external stakeholders.
The document discusses the Production Part Approval Process (PPAP), including when PPAP submissions are required, the different submission levels, and the forms and documents required for each submission level. A PPAP submission is needed for new parts, design or process changes, changes in suppliers, inactive tooling, and more. The default submission level is level 3, which requires samples, supporting data, a design record, a process flow diagram, and more. Level 1 requires only a warranty, while level 2 adds limited data and samples.
The document discusses quality management programs and systems such as Statistical Process Control (SPC), Total Quality Management (TQM), and Six Sigma. It provides details on the Six Sigma methodology, including the DMAIC process and benefits of Six Sigma in reducing defects and costs. The document also presents examples of Six Sigma implementations at Motorola and an Indian company, and discusses some costs and limitations of the Six Sigma approach.
The document discusses 4M change management processes. 4M refers to changes in man, material, machine, or method that can impact product quality. It defines the 4M categories and outlines procedures for planned, unplanned, and abnormal changes. For each change type, it specifies activities like set-up approval, retroactive inspection, and suspect lot checking to control the change and its effects on production. The goal is to effectively manage 4M changes to maintain product quality.
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
Six Sigma is a statistical concept that measures quality in terms of defects per million opportunities. It aims to reduce variation and make data-driven decisions to meet customer needs. The objectives are to improve customer satisfaction, reduce cycle times and defects. Six Sigma can be applied across various business functions and uses tools like DMAIC (Define, Measure, Analyze, Improve, Control). It employs roles like Champions, Master Black Belts, Black Belts and Green Belts to lead projects and achieve a six sigma level of 3.4 defects per million opportunities.
This document outlines a presentation on Total Productive Maintenance (TPM). It begins with an introduction of the presenter and then covers topics such as the definition of maintenance, types of maintenance, what TPM is, the history and objectives of TPM, similarities and differences between TPM and Total Quality Management (TQM), the eight pillars of TPM, why TPM is popular, benefits and losses of implementing TPM, and concludes with how TPM can help increase quality and productivity.
ISO 9001:2008 is an international quality management standard that specifies requirements for a quality management system. It was developed to clarify requirements from the previous version and improve compatibility with other standards like ISO 14001. Organizations can be certified to ISO 9001:2008 to demonstrate their commitment to quality and customer satisfaction. Certification also facilitates international trade by providing a single recognized standard globally. The standard is based on eight quality management principles and specifies requirements for organizations to consistently meet customer and regulatory requirements while enhancing customer satisfaction.
This document is a seminar report on Six Sigma methodology presented by Alan Kurien Punnose to the Department of Mechanical Engineering at Amal Jyothi College of Engineering in September 2011. The report provides background on the development of Six Sigma, from its origins at Motorola in the 1980s to its adoption by other large companies. It discusses the objectives and scope of Six Sigma, which has expanded beyond manufacturing to many other industries. The report also outlines the Six Sigma methodology, including the Define, Measure, Analyze, Improve, and Control (DMAIC) process.
Statistical process control (SPC) involves using statistical methods to monitor and control processes to ensure they produce conforming products. Variation exists in all processes, and SPC helps determine when variation is normal versus requiring correction. Key SPC tools include control charts, which graph process data over time to identify special causes of variation needing addressing. Process capability analysis also examines whether a process can meet specifications under natural variation. Together these tools help processes run at full potential with minimal waste.
This document outlines techniques for process analysis and improvement. It defines key process terminology and describes how to create a process flow diagram. The document provides an example of analyzing a scooter assembly process, including calculating activity times, capacity, cycle time, and worker utilization. It demonstrates how line balancing can increase process capacity and efficiency by reallocating tasks between workers.
This document provides an introduction to IoT hardware, including microcontrollers and systems on a chip. It discusses popular IoT devices like Arduino, Raspberry Pi, and Intel Edison. Common wireless technologies for connecting devices are presented. Security concerns for IoT are highlighted. Resources for purchasing components and learning more about building IoT projects are listed at the end.
Six Sigma is a statistical methodology for improving processes by reducing defects to 3.4 defects per million opportunities. It follows the DMAIC process of define, measure, analyze, improve, and control. Key roles in Six Sigma implementation include Executive Leadership to provide vision, Champions to oversee implementation, Master Black Belts as expert coaches, Black Belts to lead projects applying the methodology, Green Belts to support projects, and Process Owners responsible for targeted business processes.
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
What is a PPAP (production part approval process) and how does it work? We answer the basic questions about PPAP and how it's used in this presentation.
Six Sigma is a data-driven approach and methodology for process improvement originally developed by Motorola. It aims to reduce defects and variation in manufacturing and business processes. The document discusses the history and key aspects of Six Sigma such as the DMAIC approach, tools used in each phase like process mapping, root cause analysis, and improvement techniques like 5S, poka-yoke, and FMEA. Implementing Six Sigma through the DMAIC approach can help organizations optimize processes and improve quality, productivity, and customer satisfaction.
This document defines key concepts in measurement system analysis including accuracy, precision, stability, bias, repeatability, and reproducibility. It provides guidelines for conducting a measurement system analysis, including determining the number of appraisers and parts to measure, ensuring the measurement procedure is documented and followed, and analyzing the results in terms of stability, bias, and gauge R&R to determine if the measurement system is capable and can be used for decision making. The goal is to qualify measurement systems and identify opportunities for improvement.
Six Sigma is a set of techniques and tools for process improvement that was developed by Motorola in 1986. It aims to reduce defects and variability in processes by identifying and removing causes of defects. Six Sigma uses data-driven methods like DMAIC (Define, Measure, Analyze, Improve, Control) to reduce defects in existing processes, and DMADV (Define, Measure, Analyze, Design, Verify) to design new processes. It has spread to many industries and aims to improve quality, reduce costs and cycle time, increase customer satisfaction and overall business performance. Key aspects include defining projects and critical metrics, measuring processes, analyzing sources of defects, improving processes, and controlling future performance.
This document provides an overview of Six Sigma and the DMAIC methodology. It discusses:
- What Six Sigma is and the goals of the DMAIC phases (Define, Measure, Analyze, Improve, Control)
- Key steps in the Define phase including defining the problem, forming a project team, creating a charter and project plan, identifying customers and requirements, and documenting the current process
- The importance of the project champion and developing a problem statement in the Define phase
- Types of process maps used to document the current process such as top-level, detailed, and functional maps
- The upcoming Measurement phase and determining the appropriate metrics to measure
Safety is a top priority, with the goal of eliminating at least one safety issue per week. Process improvements should focus on reducing defects rather than solely improving yields. All defects on a product should be counted to determine the top defect categories to address. Process optimization efforts should start small and use design of experiments and statistical analysis to identify key variables for improvement. Attainment is reached when further improvements do not provide sufficient economic benefits.
The document discusses product life cycle management from concept development through commercialization, maturity, and end of life. It covers integrating product life cycle management with related areas like new product development, supply chain management, and customer relationship management. Key aspects of PLM include managing all product data and changes throughout the life cycle, integrating data across systems, and collaborating with internal and external stakeholders.
The document discusses the Production Part Approval Process (PPAP), including when PPAP submissions are required, the different submission levels, and the forms and documents required for each submission level. A PPAP submission is needed for new parts, design or process changes, changes in suppliers, inactive tooling, and more. The default submission level is level 3, which requires samples, supporting data, a design record, a process flow diagram, and more. Level 1 requires only a warranty, while level 2 adds limited data and samples.
The document discusses quality management programs and systems such as Statistical Process Control (SPC), Total Quality Management (TQM), and Six Sigma. It provides details on the Six Sigma methodology, including the DMAIC process and benefits of Six Sigma in reducing defects and costs. The document also presents examples of Six Sigma implementations at Motorola and an Indian company, and discusses some costs and limitations of the Six Sigma approach.
The document discusses 4M change management processes. 4M refers to changes in man, material, machine, or method that can impact product quality. It defines the 4M categories and outlines procedures for planned, unplanned, and abnormal changes. For each change type, it specifies activities like set-up approval, retroactive inspection, and suspect lot checking to control the change and its effects on production. The goal is to effectively manage 4M changes to maintain product quality.
During this 1-hour webinar recording, you will receive a basic introduction to what Lean Six Sigma is, why organizations implement it and how to get started.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-introduction-lean-six-sigma/
Six Sigma is a statistical concept that measures quality in terms of defects per million opportunities. It aims to reduce variation and make data-driven decisions to meet customer needs. The objectives are to improve customer satisfaction, reduce cycle times and defects. Six Sigma can be applied across various business functions and uses tools like DMAIC (Define, Measure, Analyze, Improve, Control). It employs roles like Champions, Master Black Belts, Black Belts and Green Belts to lead projects and achieve a six sigma level of 3.4 defects per million opportunities.
This document outlines a presentation on Total Productive Maintenance (TPM). It begins with an introduction of the presenter and then covers topics such as the definition of maintenance, types of maintenance, what TPM is, the history and objectives of TPM, similarities and differences between TPM and Total Quality Management (TQM), the eight pillars of TPM, why TPM is popular, benefits and losses of implementing TPM, and concludes with how TPM can help increase quality and productivity.
ISO 9001:2008 is an international quality management standard that specifies requirements for a quality management system. It was developed to clarify requirements from the previous version and improve compatibility with other standards like ISO 14001. Organizations can be certified to ISO 9001:2008 to demonstrate their commitment to quality and customer satisfaction. Certification also facilitates international trade by providing a single recognized standard globally. The standard is based on eight quality management principles and specifies requirements for organizations to consistently meet customer and regulatory requirements while enhancing customer satisfaction.
This document is a seminar report on Six Sigma methodology presented by Alan Kurien Punnose to the Department of Mechanical Engineering at Amal Jyothi College of Engineering in September 2011. The report provides background on the development of Six Sigma, from its origins at Motorola in the 1980s to its adoption by other large companies. It discusses the objectives and scope of Six Sigma, which has expanded beyond manufacturing to many other industries. The report also outlines the Six Sigma methodology, including the Define, Measure, Analyze, Improve, and Control (DMAIC) process.
Statistical process control (SPC) involves using statistical methods to monitor and control processes to ensure they produce conforming products. Variation exists in all processes, and SPC helps determine when variation is normal versus requiring correction. Key SPC tools include control charts, which graph process data over time to identify special causes of variation needing addressing. Process capability analysis also examines whether a process can meet specifications under natural variation. Together these tools help processes run at full potential with minimal waste.
This document outlines techniques for process analysis and improvement. It defines key process terminology and describes how to create a process flow diagram. The document provides an example of analyzing a scooter assembly process, including calculating activity times, capacity, cycle time, and worker utilization. It demonstrates how line balancing can increase process capacity and efficiency by reallocating tasks between workers.
This document provides an introduction to IoT hardware, including microcontrollers and systems on a chip. It discusses popular IoT devices like Arduino, Raspberry Pi, and Intel Edison. Common wireless technologies for connecting devices are presented. Security concerns for IoT are highlighted. Resources for purchasing components and learning more about building IoT projects are listed at the end.
Вот 4 показателя, которые помогут по-новому взглянуть на процесс продаж.
Поток – где потенциальные клиенты видят ваше маркетинговое сообщение?
Баланс – сколько лидов оказывается на каждом «шаге» воронки?
Конверсия – какой процент «выживания» среди покупателей от шага к шагу?
Скорость – как быстро происходит движение от шага к шагу?
[Mercado Boi Gordo] Principais Indicadores 16-dez-2011AgroTalento
O documento resume os principais indicadores do mercado pecuário brasileiro em 16 de dezembro de 2011, incluindo que o indicador Esalq caiu 6,9% em relação aos contratos futuros de janeiro de 2012 e que o dólar valorizou 4,16% na semana, aumentando a competitividade do mercado externo.
Historia, deporte, ambiente, esfuerzo, compañerismo, gastronomía, turismo, solidaridad, diversión... Todo esto y más es la Behobia - San Sebastián: ¡una experiencia única!
¡Este año Vive la Behobia - San Sebastián!
Más información:
http://www.vngviatges.com/52-behobia-sansebastian-2016-solicitud-informacion/
Интернет полон до краев успешными кейсами. Проблема в том, что это еcли и не Coca-Cola, то бренд национального масштаба.
Так есть ли смысл ввязываться в didgital малому и среднему локальному бизнесу?
The document provides a summary of Patricia Lewis's qualifications for a position requiring administrative and writing skills. It outlines her education in advertising and broadcasting, as well as professional experience as a legal secretary drafting documents and providing assistance to attorneys. Her technical skills include proficiency in Microsoft Office programs and experience using content management systems.
Café com Seguro ANSP - Psicopatas na Aviação - Dras Hilda e Júliapaulooficinadotexto
1) O documento descreve vários acidentes aéreos causados intencionalmente por pilotos ou copilotos com problemas psicológicos.
2) Menciona acidentes como o voo da Germanwings em 2015 e da Egyptair em 1999, onde os pilotos deliberadamente derrubaram os aviões.
3) Defende a realização de exames neurológicos como PET Scan no cérebro dos pilotos para identificar possíveis psicopatas e prevenir novos acidentes.
O documento discute a importância da gestão de riscos para estabelecimentos de saúde e seu impacto no seguro de responsabilidade civil profissional. Ele destaca que a análise de riscos durante a subscrição do seguro, incluindo inspeções nas instalações, é essencial para identificar riscos potenciais. Além disso, apresenta estatísticas sobre os principais riscos nas instituições de saúde e estratégias de gerenciamento de riscos.
Tips, techniques, and tools for measuring what works in social, presented by ...SocialMedia.org
In her Brands-Only Summit Pre-Conference presentation, Cox Media Group's Apryl Pilolli explains what we should actually be measuring in social media.
She walks us through solutions that can help you measure social success and present it to the C-Suite.
Machine to machine (M2M) and the broader Internet of Things (IoT) market represent a key opportunity for telecoms operators. The document discusses several topics related to IoT opportunities for telecoms operators:
1) M2M is expected to generate $8 billion in additional revenue for telecom operators in Asia-Pacific from 2013-2019, helping to offset declines in other areas. Growth will be driven by both developed and emerging markets in the region.
2) Telecom operators' strategies for pursuing IoT opportunities are guided by three main motivations - using IoT to generate new connectivity revenue, supporting existing business, and entering new vertical markets.
3) While moving up the
Outcomes from a Group Work Programme for Domestically Abusive Fathers.
Nicola McConnell, Matt Barnard, Tracey Holdsworth, Julie Taylor
University of Edinburgh
Lean Six Sigma Introduction free web class.pptxDaniel397407
This document provides an introduction to Lean Six Sigma. It defines key Six Sigma concepts such as sigma levels and defects per million opportunities. It explains the DMAIC and DMADV methodologies used in Six Sigma projects and the purpose of each phase. It also discusses calculating sigma scores to measure process performance. Additionally, it defines what Lean is and the seven types of waste. The document emphasizes reducing variability and waste to improve processes and meet customer requirements.
Lean Six Sigma is a systematic method used to improve business processes, products, and quality. It focuses on reducing process variation and cycle time through the use of statistical tools and teamwork. The method was pioneered in the 1980s and is now used by many large companies. Lean Six Sigma projects follow a defined roadmap of measuring the current process, analyzing root causes of defects, improving the process, and controlling the gains. Projects are led by a Black Belt with support from a Green Belt, Champion, and other roles using defined phases and tools. Using Lean Six Sigma provides benefits such as proven success, a structured approach, and fact-based results.
Lean Six Sigma in healthcare management.pptdrparul6375
Lean Six Sigma is a methodology aimed at improving the efficiency and quality of processes within an organization. It combines the principles of Lean manufacturing, which focuses on reducing waste and increasing efficiency, with Six Sigma, which emphasizes minimizing defects and variations in processes.
This document provides an introduction to Lean Six Sigma (6σ) in higher education. It discusses the history of quality initiatives in higher education and defines Six Sigma and Lean methodologies. Key aspects covered include the DMAIC process for Six Sigma, tools used in the analyze phase like ANOVA and design of experiments, and the seven types of waste targeted by Lean. Examples of Six Sigma and Lean Sigma being applied at universities are also presented.
This document provides an introduction to Lean Six Sigma (6σ) in higher education. It discusses the history of quality initiatives in higher education and defines Six Sigma and Lean methodologies. Key aspects covered include the DMAIC process for Six Sigma and the seven types of waste targeted by Lean. Examples are given of implementing statistical quality control and Lean Six Sigma at universities.
This document provides an introduction to Lean Six Sigma (6σ) in higher education. It discusses the history of quality initiatives in higher education and defines Six Sigma and Lean methodologies. Six Sigma aims to reduce process variability and defects, achieving 99.99966% quality. Lean seeks to eliminate waste and non-value added activities to increase process speed. The document explains tools and methods used in Six Sigma's DMAIC process and gives examples of universities implementing these approaches.
This slide deck will help you appreciate the application of statistics (and now data science) in the field of Quality Management and Process Improvement. And why is there a need to produce a consistent "in spec" product at 99.9997% of the time.
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 is a methodology that combines Lean and Six Sigma to improve processes and eliminate waste. It uses tools like DMAIC (Define, Measure, Analyze, Improve, Control) and 5S (Sort, Straighten, Shine, Standardize, Sustain) to systematically identify and remove causes of defects and minimize variability in processes. A case study on implementing Lean Six Sigma in a call center showed improvements like increasing the actualization rate from 2.6% to 20% and updating procedures to better address customer issues. The future plan is to optimize billing processes and further improve call center quality and efficiency.
Lean Six Sigma- Internal Training Slides-2.pptxDebashishDolon
This document provides an overview of a Lean Six Sigma Green Belt training course. It covers quality approaches over the years including quality circles, statistical process control, ISO 9000, reengineering, benchmarking, balanced scorecard, and Lean Manufacturing. It defines Six Sigma as a philosophy, set of tools, methodology, and metrics focused on reducing process variation. The training covers voice of the customer methods, project selection, the DMAIC problem-solving approach, and phase deliverables/tools.
The document discusses Six Sigma, a quality improvement methodology. It was developed at Motorola in the 1980s and focuses on reducing defects. Six Sigma uses statistical methods and aims for near perfect processes with fewer than 3.4 defects per million opportunities. It establishes roles like Champions, Black Belts and Green Belts to lead projects. Key aspects covered include the DMAIC (Define, Measure, Analyze, Improve, Control) process for improving existing processes and DMADV (Define, Measure, Analyze, Design, Verify) for developing new processes. Tools like process mapping, control charts and data analysis are used. The document also provides an example case study on using Six Sigma to reduce temporary labor expenses.
Six Sigma is a data-driven methodology for improving processes and reducing defects that was developed by Motorola in the 1980s. It aims to achieve no more than 3.4 defects per million opportunities. Key aspects of Six Sigma include defining critical quality characteristics, measuring defects, analyzing sources of variation, improving processes to address root causes of defects, and controlling processes to sustain improvements. Popular methodologies for implementing Six Sigma are DMAIC (Define, Measure, Analyze, Improve, Control) to improve existing processes and DMADV (Define, Measure, Analyze, Design, Verify) to develop new processes or products. Six Sigma requires certification of practitioners at different belt levels (Green, Black, etc.). While it has
In the early and mid-1980s, Motorola engineers decided that the traditional quality levels — measuring defects in thousands of opportunities – didn’t provide enough granularity. Instead, they wanted to measure the defects per million opportunities. Motorola developed this new standard and made a cultural change associated with it. Six Sigma helped Motorola realize powerful bottom-line results in their organization – in fact, they documented more than $16 Billion in savings as a result of our Six Sigma efforts.
Six Sigma has evolved over time. It’s more than just a quality system like TQM or ISO. It’s a way of doing business.
Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service. A Six Sigma defect is defined as anything outside of customer specifications.
A Six Sigma opportunity is then the total quantity of chances for a defect.
Six Sigma is a data-driven methodology for improving processes by reducing variability and minimizing defects. It aims for near perfection by targeting no more than 3.4 defects per million opportunities. The Six Sigma methodology includes DMAIC (Define, Measure, Analyze, Improve, Control) for improving existing processes and DMADV (Define, Measure, Analyze, Design, Verify) for developing new processes. Key roles include Champions, Master Black Belts, Black Belts and Green Belts who lead Six Sigma projects and use statistical tools to drive process improvement. Implementing Six Sigma helps companies better meet customer expectations, accelerate improvement rates, and enhance business performance and value.
This document provides an overview of key concepts and tools used in the Measure phase of the Six Sigma DMAIC methodology. The goal of the Measure phase is to gather detailed data on the current process in order to understand how it works and its performance. Key activities include creating a detailed process map, gathering baseline data, and analyzing the data. Tools covered include process mapping, value stream mapping, and metrics for quantifying defects such as defects per unit, defects per opportunity, and defects per million opportunities. Process mapping helps identify all activities, inputs, outputs, and responsibilities while value stream mapping shows the flow of materials and information. Baseline data provides a starting point for improvement efforts.
This document provides an overview of Six Sigma and the Mumbai Dabbawalas. It begins with an introduction to Six Sigma that defines key terms like sigma, defects, and the goals of Six Sigma to eliminate defects and satisfy customers. It then explains the Six Sigma methodology of DMAIC and DFSS. The next section discusses the Mumbai Dabbawalas and how their lunch delivery system achieves Six Sigma levels of quality with minimal resources. The Dabbawalas' coding system, daily operations, and achievements are outlined. The document concludes by emphasizing the leadership commitment, training, and cultural change needed for successful Six Sigma implementation.
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 methodology for improving processes by eliminating defects. It was developed at Motorola in 1986 and aims for near perfect processes. The DMAIC methodology involves defining goals, measuring current performance, analyzing problems, improving processes, and controlling improvements. DMADV is used for designing new processes. Six Sigma uses various roles like Green Belts, Black Belts and Champions. While it has helped many companies improve quality, some criticize that it is narrowly focused on processes and does not help with innovation. Other quality tools include Lean Manufacturing and Lean Six Sigma.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
2. Background to Six Sigma Program
• So What is Six Sigma?
− a highly disciplined process that helps us focus on developing and
delivering near-perfect products and services
− The central idea behind Six Sigma is that if you can measure how many
„defects‟ you have in a process, you can systematically figure out how to
eliminate them and get as close to „zero defects‟ as possible
− A rigorous analytical methodology that employ statistical tools either to
design NEW products and processes or to improve EXISTING products and
processes (DMAIC - Define, Measure, Analyze, Improve, Control).
− Focused on prevention rather than detection, and is applicable to all
processes
3. • Statistical Quality Control (Deming)1940s
• Design Of Experiments (Taguchi / Box & Hunter)1940s
• Management By Objectives (McGregor)1950s
• Zero Defects (Crosby)1960s
• Total Quality Control (Juran)1980s
• Total Quality Management1980s
• Malcom Baldridge Award for Quality1980s
• The Toyota Production System1980s
• Lean Methodolgies & Kaizen1990s
• Six Sigma (GE, Motorola, Allied Signal, etc.)1990s
• Lean + Six Sigma 2000s
− Focus on reducing waste and variation throughout the
entire Value Stream
The Evolution to Lean Six Sigma
4. Background to Six Sigma Program
• History of Six Sigma
− 1979 Motorola starts Six Sigma program for production processes
• Goal is to eliminate waste by achieving near perfect results - 3.4 defects
per million opportunities
• Six Sigma is a registered trade and service mark of Motorola, Inc.
− Now used by major corporations throughout the world, for example:
• At GE Six Sigma is the way of life
– In 1991 Jack Welch invested $450 million and expected a $6
billion saving in 5 years…and he got it
5. The Difference
• Six Sigma differs from earlier methods in it‟s tie to financial
savings.
• Six Sigma is tied to financial or dollar savings as a metric for
the process improvement
6. Background to Six Sigma Program
• Benefits
− Greater customer satisfaction
− Reduction in the cost of poor quality
− Improved competitiveness
− Increased productivity and top-line
growth
− Establishes a rigorous approach for
problem solving
− Greater employee pride.
7. Background to Six Sigma Program
• Benefits to Customers
− A pro-active approach which listens to client requirements, and then
translates them into Critical to Quality measurements.
− Customer focused - taking key requirements and implementing processes
which deliver
− Increased quality of goods and services provided
− Ability to “Get it Right the First Time” and if there are problems to “Fix the
Problem, and only once”
8. Background to Six Sigma Program
• Relationship to Other Quality Methodologies
− Yes, SOME of the tools and concepts of Six Sigma are the same as TQM
• Conceptualizing Tools - Brainstorming, Fishbone Diagrams, Affinity
Diagrams
• Display Tools - Pareto Charts, Histograms, Trend Analysis
− But there are many new tools and concepts
• DMAIC
• Control Charts
• Mistake Proofing,
• Failure Modes and Effects Analysis (FMEA),
• Statistical Process Control (SPC)
• MANY More
9. Background to Six Sigma Program
• Six Sigma complemented with Lean
− Lean has a focus on speed, efficiency, and elimination of waste
− Six Sigma is about defect reduction.
− Together we have Lean/Six Sigma
• Lean typically requires:
− Elimination of waste (muda):
Defects, overproduction, inventories, unnecessary
processing, unnecessary movement of people, unnecessary transport
of goods, waiting, designing goods and services that don‟t meet
customers‟ needs
− Value stream mapping: Map the process and focus on elimination of
non-value add activities
− Pull scheduling
10. Typical Course Agenda
Day a.m. p.m.
Monday Course Introduction Project Practical Session
Introduction to Six
Sigma
Define Phase
Tuesday Measure Phase Project Practical Session
Wednesday Analyse Phase Project Practical Session
Thursday Improve Phase Project Practical Session
Friday Control Phase Project Practical Session
Next Steps
11. Six Sigma Philosophy
• Improve Profitability
• Be Customer Focused
• Measure Outcomes
• Focus on Prevention
• Reduce Variation
12. Six Sigma Philosophy – Improve Profitability
• Six Sigma is about results
− Actions must lead to improved profitability
− Six Sigma is not a “smiles” program (but it does lead to “smiles”)
• Focus the organization
− Set targets
− Then measure performance outcomes to make sure you have hit the right
targets
13. • Defects
• Defects Per Unit (DPU)
• Total Defects Per Unit (TDU)
• Parts Per Million (PPM)
• Defects Per Million Opportunities (DPMO)
• Rolled Throughput Yield (RTY)
• Sigma ( )
Each of these metrics may be used at different levels in
the organization to express the performance of a
process in meeting requirements.
A Metric
Symbol
Value
Measure
Metric
Benchmark
Method
Tool
Goal
Philosophy
A Metric
14. Source: Journal for Quality and Participation, Strategy and Planning Analysi
A Benchmark
Symbol
Value
Measure
Metric
Benchmark
Method
Tool
Goal
Philosophy
Yield Defects
Per Million
Opportuniti
es (DPMO)
Cost of
Poor
Quality
(COPQ)
Sigma
99.9997% 3.4 <10% 6 World
Class
99.976% 233 1-0-15% 5
99.4% 6,210 15020% 4 Industry
Average
93% 66,807 20-30% 3
65% 308,537 30-40% 2 Non-
Competitiv
e
50% 500,000 40% 1
15. Six Sigma Philosophy – Be Customer Focused
• Listen to what customers say
− Hear what is being said “between the lines”
• Does CTQ = CTC?
− Make sure your CTQ (Critical to Quality) requirements match up to your
CTC (Critical to Customer) elements
− Be fast, flexible, and responsive
− Measure your performance through the eyes of your customers
16. Six Sigma Philosophy – Measure Outcomes
• If we don‟t measure “it” we don‟t improve “it”
− Measuring is an important way to focus the organization
• What we measure is what we get
− If we measure the wrong things, the wrong things get better
− Make sure your measures don‟t send mixed messages
− Measure your performance through the eyes of your customers
• Use a universal metric (DPMO – Defects Per Million Opportunity)
• Track improvement trends over time
17. Why 99% or 3.8 Sigma is NOT Good Enough!!
200,000 incorrect prescriptions
per year
2 unsafe landing per day at
Heathrow
5,000 incorrect
surgical operations
per week
1 hour of unsafe water each month
7.2 Hours per month
down-time
John Doe,
111 Any Address
Cg54 XD
20,000 lost articles of
mail per hour
18. Six Sigma – Some Examples
•7.2 Hours per month of server down
time
•20,000 lost articles of mail per hour
•5,000 incorrect surgical operations per
week
•Two short or long landings at most
major airports each day
•200,000 wrong drug prescriptions each
year
•9 seconds per month of server down
time
•Seven articles lost per hour
•1.7 incorrect operations per week
•One short or long landing every five
years
•68 wrong prescriptions per year
3.8 Sigma – 99% Good 6 Sigma – 99.99966% Good
19. Six Sigma Philosophy – Focus on Prevention
• Prevention costs less than detection
− Detection is finding and fixing errors, problems, and mistakes
− Prevention is preventing them from happening in the first place
• COQ : Cost of Quality
− Prevention costs
− Appraisal costs
− Internal failures
− External failures
• The $1 : $10 : $100 Rule
− $1 spent on prevention saves $10 of internal failures and $100 of external
failures
20. Six Sigma Philosophy – Reduce Variation
• Everything varies
− Even snowflakes
• Variation leads to:
− Unpredictable processes
− Poor process capability
− Scrap and re-work
− High cost of quality
− Lower profitability
21. Six Sigma Approach - DMAIC
• Define
− Define Customers and their CTQs
− Map the high level business process
− Develop and refine project charter
• Measure
− Establish baseline performance for the current process and to develop
measures that will enable improvement of the performance of the process
• Analyze
− Examine the data and process to determine root causes and opportunities
for improvement
• Improve
− Generate, select, design, test, and implement improvements
• Control
− Maintain the improvement
22. • “It is also known as the Toyota Production System. The goal of lean
production is described as "to get the right things to the right place at
the right time, the first time, while minimizing waste and being open
to change".
• At Toyota, engineer Tachi Ohno, who is credited with developing the
principles of lean production, discovered that in addition to
eliminating waste, his methodology led to improved product flow and
better quality.
What is Lean?
23. Lean Six Sigma is about identifying/quantifying and eliminating the
Hidden Factory through cycle time & defect reduction and
ultimately Design for Six Sigma
Described below is any process that meets a customer need
90% Yield after Final
inspection or test
Each defect must be
detected, repaired and placed
back in the process. This results in
Wasted:
• Time
• Money
• Resources
Scrap
Rework
Hidden Factory
30%
NOT
OK
OperationInputs
Informal
Inspection
70%
OK
90%
Customer Quality
This classic
approach to
calculating yield
does not account
for the hidden
factory.
Scrap
Rework
Hidden Factory
10%
NOT
OK
Operation
90%
OK
Formal
Inspection
Waste and the Hidden Factory
24. • Specify value from the perspective of the customer
• Identify and understand the value stream
• Reduce waste in the process
• Make the value flow – faster process
• Pull value according to customer demand
• Pursue perfection
Timed Value Map
-15
-10
-5
0
5
10
15
1 2 3 4 5 6 7 8 9 10 11
Activity
Hours
VALUE ADD
NON-VALUE ADD
3 types of value
• Value add
An activity that
transforms or shapes (for
the first time) material or
information to meet
customer requirements
• Non-value add
Those activities that take
time and resources but
do not add to the
customer requirements
• Non-value add but
necessary
i.e. legislative
Lean = Faster by Improving the Value Stream
25. • Waste elimination
• Work concentration
• Flow
• At the pull of the
customer
Speed Accuracy+
Lean Six Sigma
• Variation reduction
• Scrap / rework
elimination
• Process control
= $$$
Lean Methods & Six Sigma
26. • Lean is the focus of resources to reduce waste
• Lean tries to eliminate waste in the following areas
– Defects (correction of product)
– Overproduction
– Transportation
– Waiting
– Inventory
– Motion
– Processing
Lean Methods
27. Lean Six Sigma -
• Is not merely a quality initiative, it is a business initiative
• Is a total management commitment and philosophy of
excellence, customer focus, process improvement, and the
rule of measurement rather than gut feel – it means we do not
accept defects, we do not accept waste and we always work
toward improving our products & services
• The term Six Sigma refers to a product or process that produces
only three defects (or errors) out of every million
opportunities
Lean Six Sigma is Business Improvement
28. Project Based Approach
• Unlike traditional quality techniques, Six Sigma explicitly uses
concepts of project management, and so has several benefits of
a project
− Every Six Sigma project has a defined start date and end date and
a pre-defined project charter with goals, objectives and
deliverables.
• Project planning tools like project plan, Gantt
charts, PERT, planning trees etc are used for managing the
project and require proper knowledge of the different project
management knowledge areas:
− Project integration management
− Project scope, time and cost management
− Project human resources management
− Project communication and risk management
− Project risk management
29. Cohesive Project Based Approach
• Detailed process maps created during initial stages of Six Sigma project
provide an overview of complex processes in an organization,
identifies relationship and interdependencies between the processes
and facilitates identification of problems.
• Six Sigma methodologies can evaluate different processes within an
organization including people, equipment, environment, materials etc.
and identify the best projects to provide maximum benefits to the
organization.
• Cohesive process based approach helps in getting a holistic view of the
organization and identifying potential problem areas – Six Sigma
projects can then be used to fix the problems identified.
30. Quantitative Approach
• Since several traditional quality approaches did not use rigorous
quantitative methods, it was very difficult to measure the cost and
benefits of those quality initiatives.
• By using rigorous quantitative and statistical techniques, six sigma
provides mathematical analysis to determine which projects offer
maximum benefits at lowest costs i.e. all six sigma project have
measurable and quantifiable goals and associated costs.
• Following the quantitative six sigma concepts also helps ensure that
− The project goals align with the organization goals
− There are long-term benefits from the six sigma project.
31. Six Sigma Roles and Responsibilities
Executive
Management
Champions
Green Belt Green BeltBlack Belt
Six Sigma Teams
Organisational Infrastructure
Support
Measure
Teach
Consult
MasterBlackBelt
Finance
Vision
Priority
Select
Define
Measure
Analyse
Improve
Control
Lead Black Belt
32. Six Sigma Roles and Responsibilities
• Executive Management
− Sets the company/division strategy and goals
− Allocates resources
− Targets key improvement areas
33. Six Sigma Roles and Responsibilities
• Champion
− Chooses projects
− Conducts project reviews
− Provides management, leadership, support, and mentoring to project
leaders
− Knocks down barriers
34. Six Sigma Roles and Responsibilities
• Lead Black Belt
− Works with Product Line/Account management to identify project
opportunities
− Identifies people within the Product Line/Account who will run Six Sigma
projects
− Coordinates the training requirements
− Coordinates Six Sigma program within Product Line or Account
− Supports the individual projects
35. Six Sigma Roles and Responsibilities
• Black and Green Belts
− Leads project
− Keeps champion informed of project progress
− Uses and educates team on Six Sigma methodology and tools
− Actively seeks to use Six Sigma process to solve problems
36. Six Sigma Roles and Responsibilities
• Team Members
− Attends all the meetings
− Completes assignments between meetings
− Actively participates and contributes expertise
− Listens to other‟s ideas
− Uses Six Sigma process to solve problems
37. Six Sigma Roles and Responsibilities
• Master Black Belt
− Provides technical support and mentoring
− Facilitates multiple projects
− Provides support and advice to Champions and Executive Management
− Trainer of Six Sigma tools and techniques