1. SIX SIGMA

2.  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.


3.  Six Sigma is a process improvement set of
tools and strategies, originally developed by
Motorola in 1986.
 Six Sigma became well known after Jack
Welch made it a central focus of his business
strategy at General Electric in 1995,and today
it is used in different sectors of industry

4.  Six Sigma seeks to improve the quality of process
outputs by identifying and removing the causes of
defects (errors)
andminimizing variability in manufacturing and busine
ss processes.
 It uses a set of quality management methods,
including statistical methods, and creates a special
infrastructure of people within the organization
("Champions","Black Belts", "Green Belts","Orange
Belts", etc...) who are experts in these very complex
methods.
 Each Six Sigma project carried out within an
organization follows a defined sequence of steps and
has quantified financial targets (cost reduction and/or

5.  he term Six Sigma originated from terminology
associated with manufacturing
 A six sigma process is one in which 99.9999966%
of the products manufactured are statistically
expected to be free of defects (3.4 defects per
million)
 Six Sigma originated as a set of practices
designed to improve
manufacturing processes and eliminate defects,
but its application was subsequently extended to
other types of business processes as well

6. Six Sigma Doctrine
 Continuous efforts to achieve stable and
predictable process results
 Manufacturing and business processes have
characteristics that can be measured,
analyzed, improved and controlled.
 Achieving sustained quality improvement
requires commitment from the entire
organization, particularly from top-level
management.

7.  A special infrastructure of "Champions",
"Master Black Belts", "Black Belts", "Green
Belts", etc. to lead and implement the Six
Sigma approach

8. Methods
 DMAIC and DMADV
 Define the problem, the voice of the customer,
and the project goals, specifically.
 Measure key aspects of the current process and
collect relevant data.
 Analyze the data to investigate and verify cause-
and-effect relationships.
 Improve or optimize the current process based
upon data analysis
 Control the future state process to ensure that any
deviations from target are corrected before they
result in defects.

9. DMADV
 Define design goals that are consistent with
customer demands and the enterprise strategy.
 Measure and identify CTQs (characteristics that
are Critical To Quality), product capabilities,
production process capability, and risks.
 Analyze to develop and design alternatives,
create a high-level design and evaluate design
capability to select the best design.
 Design details, optimize the design, and plan for
design verification. This phase may require
simulations.
 Verify the design

10. At Wipro
 Wipro has one of the most mature Six Sigma
programs in the industry ensuring that 91%
 of the projects are completed on schedule,
much above the industry average of 55%. Six
 Sigma provides the tools for continuous
improvement on existing processes

11.  One sigma gives a precision of 68.27%., two
sigma, of 95.45% and three sigma of
 99.73%, whereas Six Sigma gives a precision
of 99.9997%.

12. Six sigma and HR
 Create excellence in process delivery – To
deliver the day-to-day service consistently
and focus more on strategic goals, HR must
make sure that its processes run smoothly with
no or minimal problems.
 Six Sigma is an excellent way of delivering
process excellence

13.  Reduce defects – From queries that are
time consuming to resolve to wrong salaries
or inaccurate employee data, all HR processes
are prone to producing multiple defects during
delivery.

14.  Through lean techniques, combined with Six
Sigma methodologies and tools, HR can work
to reduce resources lost in ineffective,
sometimes unnecessary tasks and still deliver
the service within the required standards.