This document provides an overview of Six Sigma, including its origins at Motorola in 1986 and how it is used today in various industries. It discusses the Six Sigma methodology, which involves defining, measuring, analyzing, improving, and controlling processes to minimize defects. Key aspects of Six Sigma covered include the DMAIC and DMADV methodologies, quality management tools used, benefits, and applications in large and small organizations. The document also discusses analytical approaches to decision making, including collecting and analyzing data factually before making logical conclusions.
Six sigma methodology :R. S. Reosekar & D. Pohekar(2014)sadia butt
This document summarizes a literature review of 179 research articles on Six Sigma published between 1995 and 2011. The review finds that empirical research on Six Sigma has increased over time but more is needed. There is also a need for more collaboration between academics and industry and integrated research that combines Six Sigma with other methodologies. While frameworks and models of Six Sigma implementation have been proposed, no model fully addresses the relationships between constructs or the effects of one element on another. The review identifies gaps in the research including the need for studies in non-manufacturing sectors and more globally diverse authorship.
Webinar - Using six sigma tools to analyze ehs performance metricsProcessMAP Corporation
This interactive webinar will give you insights on:
1. Understanding the importance of having an EHS MIS to capture vital EHS data.
2. Analyzing the data to see if your changes are achieving results.
3. The importance of being “graphical” when reporting upwards in your organization.
4. Analyzing the data to predict when you may be out of compliance.
5. Learning four key Six Sigma quality tools to help analyze your EHS data.
And more….
Applicability and results of lean six sigma implementation in various industries like automotives, continuous process plants, manufacturing, engineering parts, textiles, Information technology, telecom and R&D to name a few. Also deals with the advantage levered by a six sigma trained student or professional.
Six sigma is a statistical concept that measures quality in terms of defects. Achieving six sigma means processes deliver only 3.4 defects per million opportunities. It was developed by Motorola to improve quality by reducing defects and variability. Six sigma seeks measurable financial returns through projects following DMAIC or DMADV methodologies. Successful implementation requires executive leadership, champions, master black belts, black belts, and green belts filling clearly defined roles and working together.
The document provides an overview of Six Sigma training concepts including the Define-Measure-Analyze-Improve-Control (DMAIC) methodology. It discusses key Six Sigma terms and tools used in each phase of DMAIC projects. Examples are given for tools like SIPOC, affinity diagrams, QFD, and data collection plans that are used to define problems, collect data, and establish baselines in the Define and Measure phases. The document also outlines common roles in Six Sigma organizations and how executives and champions guide Six Sigma initiatives. Overall, the document serves as an introductory guide to Six Sigma concepts and the project methodology.
Six Sigma aims to reduce defects to 3.4 defects per million opportunities through a methodology focused on eliminating process variation. It was pioneered by Motorola and GE and involves defining processes, measuring quality, analyzing sources of defects, improving processes, and controlling variation. Implementing Six Sigma requires leadership commitment, communication, and training to drive change. Benefits include cost reduction, less waste, improved quality and understanding of customer needs. It has been successfully applied across industries like manufacturing, healthcare, and aerospace.
Six Sigma is a data-driven methodology for improving processes by reducing variability. It was developed by Motorola in the 1980s and aims for near perfect processes with fewer than 3.4 defects per million opportunities. The Six Sigma methodology uses statistical tools and involves defining problems, measuring processes, analyzing data, improving processes, and controlling them. It focuses on customer satisfaction and uses roles like Black Belts, Green Belts, and Master Black Belts. Many large companies have implemented Six Sigma and achieved savings of 1-4.5% of revenue through reduced costs and improved quality.
Presentation for Six Sigma certificationElena Titova
The document provides information for a Six Sigma Green Belt certification project focused on creating online military family training. Key points:
- The project aims to create online centers focused on life skills, education, and career training for five military branches to help military families, active members, and those transitioning out of service.
- Six Sigma tools that will be used include a project charter, SIPOC, process map, fishbone diagram, C&E matrix, and control plan.
- The project charter outlines the problem of a need for military family support services, and the objective is to establish a baseline and improve customer satisfaction and retention through the online centers.
- A SIPOC details the suppliers,
Six sigma methodology :R. S. Reosekar & D. Pohekar(2014)sadia butt
This document summarizes a literature review of 179 research articles on Six Sigma published between 1995 and 2011. The review finds that empirical research on Six Sigma has increased over time but more is needed. There is also a need for more collaboration between academics and industry and integrated research that combines Six Sigma with other methodologies. While frameworks and models of Six Sigma implementation have been proposed, no model fully addresses the relationships between constructs or the effects of one element on another. The review identifies gaps in the research including the need for studies in non-manufacturing sectors and more globally diverse authorship.
Webinar - Using six sigma tools to analyze ehs performance metricsProcessMAP Corporation
This interactive webinar will give you insights on:
1. Understanding the importance of having an EHS MIS to capture vital EHS data.
2. Analyzing the data to see if your changes are achieving results.
3. The importance of being “graphical” when reporting upwards in your organization.
4. Analyzing the data to predict when you may be out of compliance.
5. Learning four key Six Sigma quality tools to help analyze your EHS data.
And more….
Applicability and results of lean six sigma implementation in various industries like automotives, continuous process plants, manufacturing, engineering parts, textiles, Information technology, telecom and R&D to name a few. Also deals with the advantage levered by a six sigma trained student or professional.
Six sigma is a statistical concept that measures quality in terms of defects. Achieving six sigma means processes deliver only 3.4 defects per million opportunities. It was developed by Motorola to improve quality by reducing defects and variability. Six sigma seeks measurable financial returns through projects following DMAIC or DMADV methodologies. Successful implementation requires executive leadership, champions, master black belts, black belts, and green belts filling clearly defined roles and working together.
The document provides an overview of Six Sigma training concepts including the Define-Measure-Analyze-Improve-Control (DMAIC) methodology. It discusses key Six Sigma terms and tools used in each phase of DMAIC projects. Examples are given for tools like SIPOC, affinity diagrams, QFD, and data collection plans that are used to define problems, collect data, and establish baselines in the Define and Measure phases. The document also outlines common roles in Six Sigma organizations and how executives and champions guide Six Sigma initiatives. Overall, the document serves as an introductory guide to Six Sigma concepts and the project methodology.
Six Sigma aims to reduce defects to 3.4 defects per million opportunities through a methodology focused on eliminating process variation. It was pioneered by Motorola and GE and involves defining processes, measuring quality, analyzing sources of defects, improving processes, and controlling variation. Implementing Six Sigma requires leadership commitment, communication, and training to drive change. Benefits include cost reduction, less waste, improved quality and understanding of customer needs. It has been successfully applied across industries like manufacturing, healthcare, and aerospace.
Six Sigma is a data-driven methodology for improving processes by reducing variability. It was developed by Motorola in the 1980s and aims for near perfect processes with fewer than 3.4 defects per million opportunities. The Six Sigma methodology uses statistical tools and involves defining problems, measuring processes, analyzing data, improving processes, and controlling them. It focuses on customer satisfaction and uses roles like Black Belts, Green Belts, and Master Black Belts. Many large companies have implemented Six Sigma and achieved savings of 1-4.5% of revenue through reduced costs and improved quality.
Presentation for Six Sigma certificationElena Titova
The document provides information for a Six Sigma Green Belt certification project focused on creating online military family training. Key points:
- The project aims to create online centers focused on life skills, education, and career training for five military branches to help military families, active members, and those transitioning out of service.
- Six Sigma tools that will be used include a project charter, SIPOC, process map, fishbone diagram, C&E matrix, and control plan.
- The project charter outlines the problem of a need for military family support services, and the objective is to establish a baseline and improve customer satisfaction and retention through the online centers.
- A SIPOC details the suppliers,
Quality improvement has been a long concern for any organizations. Six sigma in this case is an efficient tool to gain service excellence that is imroving the capability of business. This tool is basically based on statistics, focused on process,followed by a data-driven methodolgy. With an aim to improve the output quality, which includes risk and/or fault identification and applying procedure to minimize the risk, six sigma serves the purpose of defect reduction and a boost up of employee morale, profit and services. The integration of defect detection and minimizing it hence improving the quality of service is the main concern here.
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.
six sigma is a vibrant topic in quality management
i had made this one in my total quality management subject in mba.
u can take this but leave a comment if u like it
The document discusses Six Sigma, which is a highly disciplined process used by GE to develop and deliver near-perfect products and services. It aims to eliminate defects in processes and get as close to zero defects as possible. GE began focusing on quality in the 1980s with programs like Work-Out that broke down bureaucracy, and now Six Sigma is embedded in their culture and how they work. Key aspects of Six Sigma include focusing on critical quality attributes from the customer's perspective, reducing process variation, and training employees.
Six Sigma is a process improvement methodology that seeks to reduce defects and variability in manufacturing and business processes. It was originally developed by Motorola in 1986 and was later adopted by other companies like General Electric. The textile industry is well-suited for Six Sigma given the variability in its processes. Key aspects of Six Sigma include defining, measuring, analyzing, improving, and controlling quality to reduce defects. It utilizes statistical tools and creates roles like Champions, Black Belts, Green Belts to lead projects. The document outlines potential areas for Six Sigma application in the textile industry and how it has been used successfully by companies like DuPont to improve productivity and quality.
This document provides an overview of Six Sigma DMAIC methodology and tools. It defines DMAIC as Define, Measure, Analyze, Improve, and Control - a process for continuous improvement that is systematic, scientific, and fact-based. An index lists tools for each DMAIC phase, including project charters, process mapping, stakeholder analysis, measurement systems analysis, statistical analysis, solution selection matrices, control plans, and more. The purpose is to guide teams through the DMAIC workflow and problem solving process.
- The document discusses a Lean Six Sigma project to improve the utilization percentage of a packaging line (Line II) at a pharmaceutical company.
- A Pareto analysis identified PVC issues as the top contributor to breakdown hours, accounting for over 20% of downtime.
- Regression analysis showed a strong correlation (R2 = 0.88) between monthly PVC stoppage hours and utilization percentage, indicating addressing PVC issues could significantly improve line utilization.
Six Sigma is a set of techniques used to improve processes and reduce defects. It was developed at Motorola in the 1980s to address high defect rates in television manufacturing. Six Sigma aims to identify and remove the causes of defects and errors in processes by following a structured methodology. It uses statistical tools and follows defined roles like Black Belts, Green Belts, and Master Black Belts. The goal is to make processes as close to perfect as possible by reducing defects to 3.4 per million opportunities.
The document provides an overview of Six Sigma, a quality management methodology. It discusses that Six Sigma was introduced by Bill Smith at Motorola in 1986 and later adopted by Jack Welch at GE. Six Sigma aims to improve quality by identifying and removing defects. It uses statistical methods and creates a infrastructure of experts within organizations. A six sigma process produces no more than 3.4 defects per million opportunities. The document outlines the Six Sigma project methodologies DMAIC and DMADV and roles like Champions, Master Black Belts, Black Belts and Green Belts. It provides an example of how Ford implemented Six Sigma, saving $300 million through projects following the DMAIC cycle.
The document provides an overview of Six Sigma, including:
- Six Sigma aims to reduce defects and variation in processes by focusing on outputs that are within 6 standard deviations from the mean.
- It was introduced at Motorola in 1986 and uses statistical tools and a DMAIC methodology for continuous improvement.
- DMAIC stands for Define, Measure, Analyze, Improve, Control and is an iterative problem-solving approach. DMADV is for creating new processes.
- Key Six Sigma roles include Champions, Master Black Belts, Black Belts and Green Belts. A variety of statistical tools can be used including flow charts, histograms, control charts and Pareto charts.
Six Sigma is a set of tools and techniques developed by Motorola in 1986 to improve processes and reduce defects. It identifies and removes causes of defects to improve quality outputs. Each Six Sigma project follows defined steps to achieve targets like reducing costs and increasing customer satisfaction. Six Sigma aims for only 3.4 defects per million by reducing process variability through statistical analysis and continuous improvement. Projects use DMAIC or DMADV methodologies following the Plan-Do-Check-Act cycle. Six Sigma has helped companies like Motorola save billions and achieve very high quality standards with minimal defects.
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 Foundation and Principles:
To understand the Presentation better with animation and videos, please download the PPT and watch it in slide show mode.
This presentation will provide an introduction to six sigma in a very simple way.
Happy learning!
Regards,
Ram Prasath S
Six Sigma training provides significant benefits to individuals in their careers. It develops business, analytical, leadership and problem solving skills. Past participants who have undergone Six Sigma training report fast career growth into leadership roles with increased responsibilities and impactful projects. They also gain soft skills and can apply Six Sigma thinking across different industries. Excerpts from interviews with Six Sigma practitioners demonstrate career progression into roles with higher visibility and ability to deliver tangible business benefits due to Six Sigma expertise.
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.
This document provides an overview of the Six Sigma DMAIC methodology for process improvement. It describes the five phases of the DMAIC model: Define, Measure, Analyze, Improve, and Control. For each phase, it outlines the objectives, key activities, and potential tools that can be used, such as process mapping, data collection, Pareto analysis, gauge R&R studies, and process capability analysis. It also provides a case study example of applying DMAIC to improve the crankcase manufacturing process at a small engine plant.
Six Sigma is
the powerpoint presentaion that i make during my 3rd yr. The format of
this presentation is truly professional. You can adopt this format for
your future presentations. You too can modify these. Alright.
So just keep going.
Live in flow
~rise and shine~
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.
Six Sigma is a methodology for continuous improvement that aims to reduce process variation. It was developed by Bill Smith at Motorola in 1986 and focuses on eliminating defects through statistical analysis and process improvement techniques. The goal is 3.4 defects per million opportunities. Six Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) as its core problem-solving methodology. It can be integrated with project management processes and tools to help define requirements, manage risks and optimize processes.
Six Sigma is a methodology that aims to reduce defects and variation in processes. It uses a data-driven, five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to optimize processes. Six Sigma defines quality as 3.4 defects per million opportunities. It uses statistical tools and aims for near-zero defect rates through the elimination of defects from processes. Projects are led by Belts (Black, Green, etc.) who are trained in Six Sigma tools and methods.
Quality improvement has been a long concern for any organizations. Six sigma in this case is an efficient tool to gain service excellence that is imroving the capability of business. This tool is basically based on statistics, focused on process,followed by a data-driven methodolgy. With an aim to improve the output quality, which includes risk and/or fault identification and applying procedure to minimize the risk, six sigma serves the purpose of defect reduction and a boost up of employee morale, profit and services. The integration of defect detection and minimizing it hence improving the quality of service is the main concern here.
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.
six sigma is a vibrant topic in quality management
i had made this one in my total quality management subject in mba.
u can take this but leave a comment if u like it
The document discusses Six Sigma, which is a highly disciplined process used by GE to develop and deliver near-perfect products and services. It aims to eliminate defects in processes and get as close to zero defects as possible. GE began focusing on quality in the 1980s with programs like Work-Out that broke down bureaucracy, and now Six Sigma is embedded in their culture and how they work. Key aspects of Six Sigma include focusing on critical quality attributes from the customer's perspective, reducing process variation, and training employees.
Six Sigma is a process improvement methodology that seeks to reduce defects and variability in manufacturing and business processes. It was originally developed by Motorola in 1986 and was later adopted by other companies like General Electric. The textile industry is well-suited for Six Sigma given the variability in its processes. Key aspects of Six Sigma include defining, measuring, analyzing, improving, and controlling quality to reduce defects. It utilizes statistical tools and creates roles like Champions, Black Belts, Green Belts to lead projects. The document outlines potential areas for Six Sigma application in the textile industry and how it has been used successfully by companies like DuPont to improve productivity and quality.
This document provides an overview of Six Sigma DMAIC methodology and tools. It defines DMAIC as Define, Measure, Analyze, Improve, and Control - a process for continuous improvement that is systematic, scientific, and fact-based. An index lists tools for each DMAIC phase, including project charters, process mapping, stakeholder analysis, measurement systems analysis, statistical analysis, solution selection matrices, control plans, and more. The purpose is to guide teams through the DMAIC workflow and problem solving process.
- The document discusses a Lean Six Sigma project to improve the utilization percentage of a packaging line (Line II) at a pharmaceutical company.
- A Pareto analysis identified PVC issues as the top contributor to breakdown hours, accounting for over 20% of downtime.
- Regression analysis showed a strong correlation (R2 = 0.88) between monthly PVC stoppage hours and utilization percentage, indicating addressing PVC issues could significantly improve line utilization.
Six Sigma is a set of techniques used to improve processes and reduce defects. It was developed at Motorola in the 1980s to address high defect rates in television manufacturing. Six Sigma aims to identify and remove the causes of defects and errors in processes by following a structured methodology. It uses statistical tools and follows defined roles like Black Belts, Green Belts, and Master Black Belts. The goal is to make processes as close to perfect as possible by reducing defects to 3.4 per million opportunities.
The document provides an overview of Six Sigma, a quality management methodology. It discusses that Six Sigma was introduced by Bill Smith at Motorola in 1986 and later adopted by Jack Welch at GE. Six Sigma aims to improve quality by identifying and removing defects. It uses statistical methods and creates a infrastructure of experts within organizations. A six sigma process produces no more than 3.4 defects per million opportunities. The document outlines the Six Sigma project methodologies DMAIC and DMADV and roles like Champions, Master Black Belts, Black Belts and Green Belts. It provides an example of how Ford implemented Six Sigma, saving $300 million through projects following the DMAIC cycle.
The document provides an overview of Six Sigma, including:
- Six Sigma aims to reduce defects and variation in processes by focusing on outputs that are within 6 standard deviations from the mean.
- It was introduced at Motorola in 1986 and uses statistical tools and a DMAIC methodology for continuous improvement.
- DMAIC stands for Define, Measure, Analyze, Improve, Control and is an iterative problem-solving approach. DMADV is for creating new processes.
- Key Six Sigma roles include Champions, Master Black Belts, Black Belts and Green Belts. A variety of statistical tools can be used including flow charts, histograms, control charts and Pareto charts.
Six Sigma is a set of tools and techniques developed by Motorola in 1986 to improve processes and reduce defects. It identifies and removes causes of defects to improve quality outputs. Each Six Sigma project follows defined steps to achieve targets like reducing costs and increasing customer satisfaction. Six Sigma aims for only 3.4 defects per million by reducing process variability through statistical analysis and continuous improvement. Projects use DMAIC or DMADV methodologies following the Plan-Do-Check-Act cycle. Six Sigma has helped companies like Motorola save billions and achieve very high quality standards with minimal defects.
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 Foundation and Principles:
To understand the Presentation better with animation and videos, please download the PPT and watch it in slide show mode.
This presentation will provide an introduction to six sigma in a very simple way.
Happy learning!
Regards,
Ram Prasath S
Six Sigma training provides significant benefits to individuals in their careers. It develops business, analytical, leadership and problem solving skills. Past participants who have undergone Six Sigma training report fast career growth into leadership roles with increased responsibilities and impactful projects. They also gain soft skills and can apply Six Sigma thinking across different industries. Excerpts from interviews with Six Sigma practitioners demonstrate career progression into roles with higher visibility and ability to deliver tangible business benefits due to Six Sigma expertise.
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.
This document provides an overview of the Six Sigma DMAIC methodology for process improvement. It describes the five phases of the DMAIC model: Define, Measure, Analyze, Improve, and Control. For each phase, it outlines the objectives, key activities, and potential tools that can be used, such as process mapping, data collection, Pareto analysis, gauge R&R studies, and process capability analysis. It also provides a case study example of applying DMAIC to improve the crankcase manufacturing process at a small engine plant.
Six Sigma is
the powerpoint presentaion that i make during my 3rd yr. The format of
this presentation is truly professional. You can adopt this format for
your future presentations. You too can modify these. Alright.
So just keep going.
Live in flow
~rise and shine~
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.
Six Sigma is a methodology for continuous improvement that aims to reduce process variation. It was developed by Bill Smith at Motorola in 1986 and focuses on eliminating defects through statistical analysis and process improvement techniques. The goal is 3.4 defects per million opportunities. Six Sigma uses DMAIC (Define, Measure, Analyze, Improve, Control) as its core problem-solving methodology. It can be integrated with project management processes and tools to help define requirements, manage risks and optimize processes.
Six Sigma is a methodology that aims to reduce defects and variation in processes. It uses a data-driven, five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to optimize processes. Six Sigma defines quality as 3.4 defects per million opportunities. It uses statistical tools and aims for near-zero defect rates through the elimination of defects from processes. Projects are led by Belts (Black, Green, etc.) who are trained in Six Sigma tools and methods.
A business methodology for quality improvement that measures how many defects there are in a current process and seeks to systematically eliminate
The key sigma principles are the following:
Customer focus
Use data
Improve continuously
Involve people
Be thorough
Six Sigma Methodologies and its Application in Manufacturing FirmsDr. Amarjeet Singh
Six Sigma is a methodology for process improvement as well as a statistical concept that looks for to determine the variation intrinsic in any process. Six Sigma represents process, that is having 3.4 defects per million opportunities. i.e. 99.99966 % of the products from a Six Sigma process are perfect. Firms can impact their sigma level by combining main principles from the Six Sigma methodology into leadership styles, process management, and improvement activities. Main principle of the technique is a focus on the customer. There are many challenges in the implementation of Six Sigma. A well-run manufacturing team can make the entire firm more successful through cost-saving measures, increased quality and a larger inventory of products that the company can market. The Six Sigma objective is to make sure the process has minimum defects(3.4 defects per million chances). Every aspect of the process must be carefully planned and documented in detail in order for manufacturing to go efficiently. The main aspect of Six Sigma for enhancement in the manufacturing industry is to maximize the financial returns.
The document provides an overview of Six Sigma, a quality management methodology. It discusses that Six Sigma was introduced by Bill Smith at Motorola in 1986 and later adopted by Jack Welch at GE. Six Sigma aims to improve quality by identifying and removing defects. It uses statistical methods and creates a infrastructure of experts within organizations. A six sigma process produces no more than 3.4 defects per million opportunities. The document outlines the Six Sigma project methodologies DMAIC and DMADV and roles like Champions, Master Black Belts, Black Belts and Green Belts. It provides an example of how Ford implemented Six Sigma, saving $300 million through projects following the DMAIC cycle.
How does Six Sigma Help in Better Decision Making in Business.pdfMr. Business Magazine
Six sigma is a set of tools or techniques to improve the business process. One methodology that has proven instrumental in this pursuit is Six sigma, a data-driven approach aimed at minimizing defects and variations in processes.
Six Sigma is a data-driven approach to process improvement originally developed by Motorola. It aims to reduce defects to 3.4 defects per million opportunities. There are two main methods - DMAIC which improves existing processes and DMADV which designs new processes. Key roles include Champions, Master Black Belts, Black Belts and Green Belts who lead projects. Statistical tools like control charts are used to analyze processes, identify issues, and implement solutions to reduce variations and defects. Widespread adoption of Six Sigma has helped many companies significantly cut costs and improve quality, including Motorola who saved over $17 billion from its Six Sigma program.
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.
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 set of practices used to improve business processes and eliminate defects. It aims to improve quality by identifying and removing causes of defects. Six Sigma seeks a process that produces no more than 3.4 defects per million opportunities. Projects use quality management methods and have financial targets. Six Sigma originated from manufacturing but expanded to other industries. It establishes experts within companies to lead projects through phases like Define, Measure, Analyze, Improve, and Control or Design, Measure, Analyze, Design, and Verify.
IRJET- Application of Lean Six Sigma PrinciplesIRJET Journal
This document summarizes the application of Lean Six Sigma principles to improve the dip-spin anti-rust coating process at Aum Dacro Pvt. Ltd. The author conducted the project using the DMAIC (Define, Measure, Analyze, Improve, Control) approach. In the Define phase, the problem and objectives were defined. In the Measure phase, comprehensive process data was collected. In the Analyze phase, possible causes for defects were identified using a cause-and-effect diagram and the most significant causes were analyzed. In the Improve phase, solutions to address the key causes were developed. The Control phase of ongoing monitoring was outside the scope of this project. Design-Expert statistical software was used
This document provides an overview of Six Sigma, including:
- What Six Sigma is and how it originated at Motorola and GE
- The DMAIC methodology for process improvement and DMADOV for creating new processes
- How Six Sigma aims to reduce defects through statistical analysis and achieving 6 sigma capability
- Key roles in a Six Sigma organization such as Black Belts, Green Belts, and Master Black Belts
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.
Six Sigma is a quality-control methodology developed by Motorola in 1986 that uses a data-driven approach to limit defects and reduce cycle times. It aims for near perfect production and service delivery by targeting no more than 3.4 defects per million opportunities. The Six Sigma methodology involves defining, measuring, analyzing, improving, and controlling processes and outcomes through statistical methods. It can be applied across various business functions and industries using two main approaches - DMAIC for improving existing processes and DMADV for designing new processes.
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.
This document provides an overview of Six Sigma, including its history, implementation, methods, and criticism. It discusses how Six Sigma was developed at Motorola in the 1980s to reduce defects and variation. It also describes the two main methods used in Six Sigma - DMAIC which aims to improve existing processes, and DMADV which focuses on designing new processes and products to meet customer needs. The document outlines the roles involved in Six Sigma projects and provides high-level steps for each method. It notes some criticism of Six Sigma but ultimately concludes it is a metric for measuring process performance and customer satisfaction.
Six Sigma is a data-driven approach to process improvement that focuses on reducing defects. It aims for near perfect processes by minimizing variability. Six Sigma follows the DMAIC model - Define, Measure, Analyze, Improve, Control - to systematically improve processes. Belts are internal experts who assist teams, including Green Belts who spend part-time on projects and Black Belts who lead projects full-time, mentored by Master Black Belts. Six Sigma has helped many companies significantly improve performance and quality.
Impact of E-Banking Service Quality on Customers' Behavior Intentions Mediati...sadia butt
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2. Total Quality
Management
Assignment No. 1
Presented To: Mr. Abdul Sattar
Presented By: 140327398 – Nazish Inam
140327355 – Sadia Butt
140327376 – Amna Khan
140327348 – Wajeeha Mahmood
1403273** – Afshan Amin
Submission Date: April 09, 2015
Program: MS – TQM (Evening)
Section: “B”
Subject: Total Quality Management
University Of The Punjab
Institute Of Quality & Technology Management
3. Page 1
Six Sigma
Six Sigma is a set of techniques and tools for process improvement. It was developed
by Motorola in 1986. Today, it is used in many industrial sectors.
Why Six Sigma:
Six Sigma seeks to improve the quality of process outputs by identifying and removing the
causes of defects (errors) and minimizing variability in manufacturing and business processes. It
uses a set of quality management methods, mainly empirical, statistical methods, and creates a
special infrastructure of people within the organization.
The Current business environment now demands and rewards innovation more than ever
before due to:
Customer Expectations
Technological Change
Global Competition
Market Fragmentation
Six Sigma project carried out within an organization follows a defined sequence of steps and
has quantified value targets, for example: reduce process cycle time, reduce pollution, reduce
costs, increase customer satisfaction, and increase profits.
4. Page 2
The term Six Sigma originated from terminology associated with manufacturing, specifically
terms associated with statistical modeling of manufacturing processes. The maturity of a
manufacturing process can be described by a sigma rating indicating its yield or the percentage
of defect-free products it creates. A six sigma process is one in which 99.99966% of all
opportunities to produce some feature of a part are statistically expected to be free of defects
(3.4 defective features / million opportunities).
Six Sigma Levels:
There are different six sigma levels with percentage and tested quantity.
Six Sigma – Expert Level or Key Role:
Six Sigma professionals exist at every level – each with a different role to play. While
implementations and roles may vary, here is a basic guide to who does what.
Master Black Belt:
Trains and coaches Black Belts and Green Belts. Functions more at the Six
Sigma program level by developing key metrics and the strategic direction. Acts as an
organization’s Six Sigma technologist and internal consultant.
Black Belt:
Leads problem-solving projects. Trains and coaches project teams.
Green Belt:
Assists with data collection and analysis for Black Belt projects. Leads Green Belt
projects or teams.
5. Page 3
Orange Belt:
Participates as a project team member. Reviews process improvements that support the
project.
Yellow Belt:
Can work on local problem-solving teams that support overall projects, but may not be
part of a Six Sigma project team. Understands basic Six Sigma concepts from an
awareness perspective.
Companies Using Six Sigma:
Six Sigma is in use in virtually all industries around the world. Some of companies can be listed
as:
Motorola
Ericsson
General Electric
Sony
Ford Motor Co.
CITI bank
Six Sigma – Methodologies:
Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-Check-Act
Cycle. These methodologies composed of five phases.
1. DMAIC (DMAIC is used for projects aimed at improving an existing business process.)
2. DMADV (DMADV is used for projects aimed at creating new product or process designs.)
6. Page 4
DMAIC:
The DMAIC project methodology has five phases:
Define the system, the voice of the customer and their requirements, and the project
goals, specifically.
Measure key aspects of the current process and collect relevant data; calculate the 'as-
is' Process Capability.
Analyze the data to investigate and verify cause-and-effect relationships. Determine
what the relationships are, and attempt to ensure that all factors have been considered.
Seek out root cause of the defect under investigation.
Improve or optimize the current process based upon data analysis using techniques
such as design of experiments, mistake proofing, and standard work to create a new,
future state process. Set up pilot runs to establish process capability.
Control the future state process to ensure that any deviations from the target are
corrected before they result in defects. Implement control systems such as statistical
process control, production boards, visual workplaces, and continuously monitor the
process.
DMADV:
The DMADV project methodology has five phases: The DMADV project methodology, known as
DFSS ("Design For Six Sigma"), features five phases:
7. Page 5
Define design goals that are consistent with customer demands and the enterprise
strategy.
Measure and identify CTQs (characteristics that are Critical To Quality), Measure
product capabilities, production process capability, and measure risks.
Analyze to develop and design alternatives
Design an improved alternative, best suited per analysis in the previous step.
Verify the design, set up pilot runs, implement the production process and hand it over
to the process owner(s).
Quality Management Tools & Methods:
Within the individual phases of a DMAIC or DMADV project, Six Sigma utilizes many established
quality-management tools that are also used outside Six Sigma. The following table shows an
overview of the main methods used.
Sr. No. Methods Diagrams
1. 5 Whys
2. Statistical and fitting
tools
2.1. Analysis of variance
11. Page 9
When Should Six Sigma Used?
“If there are processes that generate a lot of negative customer feedback, whether that
customer is internal or external, the components of Six Sigma should be considered as a means
to study and rectify the problem.”
Benefits Of Six Sigma:
Generates sustained success
Sets performance goal for everyone
Enhances value for customers
Accelerates rate of improvement
Promotes learning across boundaries
Executes strategic change
Six Sigma – Applications:
Six Sigma mostly finds application in large organizations. Six Sigma however contains a large
number of tools and techniques that work well in small to mid-size organizations. The fact that
an organization is not big enough to be able to afford Black Belts does not diminish its abilities
to make improvements using this set of tools and techniques.
12. Page 10
The infrastructure described as necessary to support Six Sigma is a result of the size of the
organization rather than a requirement of Six Sigma itself.
Reproach:
Lack of originality
Role of consultant
Potential negative effects
Lack of systematic documentation
13. Page 11
Analytical Approach & Fact Based Decision
Making
The philosophy of the ISO9001:2008 Management System Standard is based on 8 Quality
Principles of which the seventh is Factual Approach to Decision-Making.
Principle 7 - Factual Approach to Decision Making:
"Effective decisions are based on the analysis of data and information."
When it comes to decision making, the factual approach plays an important role within quality
management. The ability to make effective & appropriate decisions is essential to ensure
customer satisfaction, employee management and overall increased operations within the
organization. This ensures that effective decisions are determined by analysis of data rather
than by pure intuition. The factual approach should be applied for decisions that necessitate
corrective action after nonconformity as well as preventive actions when a potential
nonconformity may arise.
Steps in application of Factual Approach to Decision Making:
Each step of the factual approach to decision making is part of one of the most important
principles of quality management, and aid organizations to implement the best strategies for
decision making across the board. These steps include:
1.Data Collection 2.Data Accuracy &
Reliability
3.Data Analysis
4.Usining
Statistical
Techniques
5.Take Decisions
based on Logical
Analysis
14. Page 12
1. Data Collection: Take measurements and collect data and facts that are applicable to
the specific objective in order to begin the decision making process.
2. Data Accuracy & Reliability: Make sure that the data and facts are correct, reliable and
accessible to all parties concerned in the decision making process.
3. Data Analysis: Analyze the data and information using valid methods.
4. Using Statistical Techniques: Understand the value of appropriate statistical techniques.
5. Take Decision Based on Logical Analysis: Make decisions and take action based on the
results of logical analysis balanced with experience and intuition.
Approaches /Models of Decision Making:
Two generally applied approaches of decision making are:
a. Intuitive Approach: Image Theory: This model says we make decisions intuitively, by
going through a two-step process.
• Step 1 is the compatibility test. Does the alternative feel right?
• Step 2 is profitability tests - Which of the alternatives that feel right is best?
b. Rational-Economic Model: A model in which decision makers consider all possible
solutions before selecting the optimal one. Presumes
• We are entirely rational and logical
• We have complete and perfect information
• We can process all this information
Analytical Model of Decision Making:
Conception of decision making as a series of analytical steps. The model focuses on two
aspects:
• Identifying the problem
• Implementing the solution
15. Page 13
Steps in the Analytical Model:
1. Define the problem:
The first step in the decision-making process is to define the real problem. Consider critical or
limiting factors in defining the problem. These factors are, in fact, obstacles in the way of
finding proper solution.
2. Gather Facts:
After defining the problem, the next important step is a systematic analysis of the available
data. Sound decisions are based on proper collection, classification and analysis of facts and
figures.
There are three principles relating to the analysis and classification as explained below:
The futurity of the decision. This means to what length of time, the decision will be
applicable to a course of action.
The impact of decision on other functions and areas of the business.
The qualitative considerations which come into the picture.
3. Generate Alternatives:
After defining and analyzing the problem, the next step is to develop alternative solutions. The
main aim of developing alternative solutions is to have the best possible decision out of the
available alternative courses of action.
4. Selecting the best type of alternative:
After developing various alternatives, select the best alternative. It is not an easy task.
The following are the four important points to be kept in mind in selecting the best from
various alternatives:
Risk element involved in each course of action against the expected gain.
Economy of effort involved in each alternative, i.e. securing desired results with the
least efforts.
Proper timing of the decision and action.
16. Page 14
Final selection of decision is also affected by the limited resources available at our
disposal.
5. Implementation of the decision:
For proper and effective execution of the decision, three things are very important i.e.
Proper and effective communication of decisions to the subordinates.
Acceptance of decision by the subordinates is important.
Correct timing in the execution of decision minimizes the resistance to change.
6. Follow up:
A follow up system ensures the achievement of the objectives. It is exercised through control.
Simply stated it is concerned with the process of checking the proper implementation of
decision.
7. Monitoring/Assessment & feedback:
Feedback provides the means of determining the effectiveness of the implemented decision. If
possible, a mechanism should be built which would give periodic reports on the success of the
implementation.
17. Page 15
Benefits of Factual Approach to Decision Making:
• You have a very solid ground, in forms of facts, figures, data supporting your decisions
• It develops trust among the employees working at different levels.
• It gives an increased ability to review, challenge, change opinions and decisions.
• Enhanced ability to prove the efficiency of previous decisions through reference to
factual records.
Differences in Western & Japanese Approach:
Western Japanese
1. Finding the Answer. 1. Defining the Question.
2.Adhere to Group Think 2.Consensus-Encourage Dissenting Opinions
3.Struggle for the Right Answer 3.Focus on Alternatives
4.Have to Sell Decision 4.Process Delegates Authority
5.Always in a Hurry to Decide Quickly 5.Take Longer Time to Decide
6.Plans Run into Problem 6.Execute with Speed
18. Page 16
(SIOPC)
Supplier, Input, Process, Output, Customer
SIPOC (suppliers, inputs, process, outputs, and customers) is a visual tool for documenting
a business process from beginning to end. SIPOC (pronounced sigh-pock) diagrams are also
referred to as high level process maps because they do not contain much detail. Visually
communicates the scope of the project.
How SIPOC can be used?
A SIPOC diagram is a tool used by a team to identify all relevant elements of a process
improvement project before work begins. It helps define a complex project that may not be
well scoped, and is typically employed at the Measure phase of the Six Sigma DMAIC (Define,
Measure, Analyze, Improve, and Control) methodology. It is similar and related to process
mapping and ‘in/out of scope’ tools, but provides additional detail.
The tool name prompts the team to consider the suppliers (the ‘s’ in SIPOC) of your process, the
inputs (the ‘i’) to the process, the process (the ‘p’) your team is improving, the outputs (the ‘o’)
of the process, and the customers (the ‘c’) that receive the process outputs. In some cases,
requirements of the customers can be appended to the end of the SIPOC for further detail.
19. Page 17
The SIPOC tool is particularly useful when it is not clear:
Who supplies inputs to the process?
What specifications are placed on the inputs?
Who are the true customers of the process?
What are the requirements of the customers?
SIPOC diagrams are useful for focusing a discussion and helping team members agree upon a
common language and understanding of a process for continuous improvement. In Six Sigma,
SIPOC is often used during the “define” phase of the DMAIC improvement steps.
Steps to Complete the SIPOC Diagram
SIPOC diagrams are very easy to complete. Here are the steps you should follow:
1. Create an area that will allow the team to post additions to the SIPOC diagram. This
could be a transparency (to be projected by an overhead) made of the provided
template, flip charts with headings (S-I-P-O-C) written on each, or headings written on
post-it notes posted to a wall.
2. Begin with the process. Map it in four to five high level steps.
3. Identify the outputs of this process.
4. Identify the customers that will receive the outputs of this process.
5. Identify the inputs required for the process to function properly.
6. Identify the suppliers of the inputs that are required by the process.
7. Optional: Identify the preliminary requirements of the customers. This will be verified
during a later step of the Six Sigma measurement phase.
8. Discuss with project sponsor, Champion and other involved stakeholders for verification.
Diagram
Each column is labeled, from
left to right, with the letters
SIPOC or the words suppliers,
inputs, processes, outputs and
customers.
20. Page 18
During a brainstorming session, team members often fill in SIPOC charts by starting with the
center column, process. The process column is kept simple; ideally it lists no more than five
steps and each step consists of an action and a subject (verb/noun).
Once the team agrees upon how the process has been documented, they move on to list the
outcomes and customers of the process. Then they work backwards from the center of the
diagram to identify the input and suppliers. Because SIPOC diagrams are often completed in
this manner, they are sometimes referred to as POCIS (process, output, customers, inputs,
suppliers) diagrams.
The inputs and outputs can be tangible (raw material or finished product) or intangible
(information e.g. computerized drawing or specifications). All process has a supplier and a
customer. These suppliers and customers may be internal processes or external to your
organization.
Example:
Other examples that could be used as illustrations:
Delivering newspapers = Prepare papers for delivery -> Deliver papers -> Collect payments
Taking Wedding photos = Prepare location -> Take photographs -> Develop photographs ->
Deliver photographs
Changing motor oil & parts = Receive incoming vehicles -> Drain oil & remove old filter -> Install
new filter & refill oil -> Complete transaction & return vehicle
21. Page 19
Process Approach
The process approach is a management strategy. When managers use a process approach, it
means that they manage and control the processes that make up their organizations, the
interactions between these processes, and the inputs and outputs that tie these processes
together. It also means that they manage these process interactions as a system.
When this approach is applied to quality management, it means that they manage processes
and process interactions as a coherent Process Based Quality Management System.
The process approach is more than an auditing technique: It’s a philosophy. It means shifting
focus away from basic compliance to embrace an “improvement” mindset. When already-
established activities and related resources are managed as a process, there’s no need to
“invent” unnecessary paperwork just to show compliance.
Any paperwork required for an audit is documentation necessary for quality management
anyway; it’s simply documentation of processes currently employed to produce the desired
output.
Process Definition:
“A process is a set of activities that are interrelated or that interact with one another. Processes
use resources to transform inputs into outputs.”
“A process is commonly defined as a number of reproducible, interacting activities that
together convert an input into an output.”
They are interconnected because the output from one process often becomes the input
for another process. Since all of this is rather abstract, we’ll try to make it more concrete
with examples.
An input is something that drives or starts the process, such as people, resources, or
materials. Multiple inputs can, and usually do, exist.
An output is a deliverable resulting from the process, addressing the expectation of a
customer (either external or internal). Typically an output is a product, a service, or the
input into another process.
22. Page 20
The process approach is a review of the sequence and interaction of processes and their inputs
and outputs. It looks at the management system not just as a document, but also an active
system of processes that addresses business risk and customer requirements.
Examples:
Since the process approach is now central to ISO 9001, we've tried to identify the processes
that could make up a process-based QMS. Some of these are listed below.
Planning process
Assembly process
Evaluation process
Production & Delivery process
Leadership process
Verification & Maintenance process
Development process
Improvement process
Manufacturing process
Service delivery process
Market research process
Customer needs assessment process
Process Based Audit:
It would ask questions such as,
“Who is the process owner?”
“What are your customer requirements?”
“How do you demonstrate improvement?”
The Turtle Diagram:
A turtle diagram is just one of the auditing techniques that can be used to evaluate a process.
Asking with what, with whom, how, and how many results in evidence of effectiveness,
measurement to goal, evaluation of internal and external customers, and a focus on
deliverables.
23. Page 21
Explanation:
With what names the tools, equipment, and resources needed to perform an activity. This
could include software, hardware, and support from other departments.
With whom defines the human resources required for performing a task. This includes a
definition of competency requirements such as skills, education, experience, and training.
How identifies all the supporting documentation that may exist to support this process.
How many is process monitoring—i.e., identifying the measurements needed to assess the
effectiveness of the process in support of the business plan. There should be evidence of
continuous improvement and corrective action in the process.
24. Page 22
Process analysis with the turtle diagram can encompass many elements, including:
Activities
Resources and inks
Methods and tools
Measurements
Regulatory requirements applicable to the process
Risks associated with the process
Effectiveness and efficiency
Customer requirements, both external and internal
Result:
The results of the turtle diagram yield many benefits to the business. First and foremost, it
provides process measurements that can be linked directly to the organization’s strategic plan.
It provides a means to assess both external and internal customer expectations, as
well as any business risks associated with the process.
It allows for use of the plan, do, check, act (PDCA) cycle as it applies to the process.
And finally, it allows for an important deliverable to the management team: a
SWOT analysis.
PDCA Model:
PDCA stands for Plan-Do-Check-Act. ISO used the PDCA model to organize the new ISO 9001
standard in the following way:
Plan
Do
Check
Act
ISO 9001 also recommends that you use the PDCA model to establish your organizations. It
suggests that you:
Plan each process
Operate each process
Evaluate each process
Improve each process
25. Page 23
It also suggests that you use the PDCA approach to establish your organization's process-based
QMS. It suggests that you:
Plan your process-based QMS
Operate your process-based QMS
Evaluate your process-based QMS
Improve your process-based QMS
SWOT Analysis:
SWOT is a business tool that translates “ISO language” into a format that senior management
can more easily understand. A SWOT analysis provides feedback on the organization’s
strengths, weaknesses, opportunities, and threats to the organization. This approach is widely
used to assess risks, benchmark competitive differentiators, and determine new business
strategy. A SWOT analysis looks at:
Strengths, present view. Best practices and benchmarks; learn from these and apply them to
other processes.
Weaknesses, present view. Areas that comply but are not fully effective, and therefore require
correction.
Opportunities, future view. Areas of improvement to consider.
Threats, future view. Areas of high risk and noncompliance.
The results of this analysis can be summarized in a SWOT diagram, such as this one:
26. Page 24
Process Based QMS:
A process-based QMS is a network of interrelated and interconnected processes.
A process-based quality management system uses a process approach to manage
and control how its quality policy is implemented and how its quality objectives
are achieved.
Each process uses resources to transform inputs into outputs. Since the output of
one process becomes the input of another process, processes interact and are
interrelated by means of such input-output relationships.
These process interactions create a single integrated process-based QMS.
ISO 9001 asks you to identify the processes that your QMS needs, to identify their
sequence and interaction, to identify required inputs and expected outputs for
each process, to identify process risks and opportunities, and to assign
responsibilities and authorities for each process.
It also expects you to identify the methods needed to manage, monitor, measure,
evaluate, and control each process and to provide the resources that each process
needs. Once you've done all of this you've defined your process-based QMS.
But that's not enough. It also asks you to address the risks and opportunities that
could influence your organization's process-based QMS or disrupt its operation
and to consider how its context and its interested parties could affect the results it
intends to achieve.
Effects Of Process Approach:
Any organization seeking to certify its management system must still meet the
requirements that are presented in the appropriate standard. But the standard by
itself doesn’t necessarily add value to the organization, or bring benefit to senior
management. By assessing the effectiveness of operational processes in achieving
overall company goals and objectives, the concept of risk is now being considered.
What’s more, it results in solid feedback that’s presented in a language that the
management team can understand.
A process-based management system isn’t an administrative burden. In fact it’s a
necessity for a truly competitive business. It’s a critical tool that provides
continuity throughout operations, forming the link between policy, requirements,
performance, objectives, and targets.
27. Page 25
Customer Approach
Personalization and mobilization are just two of the global megatrends identified recently by
the CSIRO as impacting every organization over the next decade. These two trends will drive
fundamental changes in behavior, tipping the scales for customers to be even more discerning,
educated and demanding than they are today. We predict organizations will experience even
greater challenges in the quest to build brand loyalty and sustainable customer relationships.
In such a dynamic marketplace, customer centric businesses will thrive. While others struggle,
they will retain and grow customers by delivering on-target solutions that satisfy their
customers’ expectations every time.
It is a fact that many
businesses believe they
are delighting customers
when their culture and
systems are designed to
disappoint them. It is
necessary for small to
medium businesses to
focus on customer
experience to help close
the gap.
Checklist for a customer centric organization:
Map customer journey and lifecycle
Refine operating model to enable customer centricity
Align technologies and processes to support and drive customer engagement
Engage executives and leaders
Focus development around target areas and behavior change
Integrate disparate business unit cultures
Transform culture top to bottom
Measure change using key metrics
Incorporate customer feedback into processes and behaviors
28. Page 26
Supplier Approach
Supplier Relation Management:
Supplier relationship management (SRM) consists of managing and planning constructive
interactions with the third-party vendors that supply your business with goods and materials.
This is an important part of both supply chain management (SCM) and effective small business
management.
When you communicate effectively with your suppliers, the entire supply chain process,
including managing inventory and acquiring goods, will run smoother and be more efficient.
Although buying SRM software is a good place to start, there are four other steps you can take
to build relationships and partnerships with your suppliers to measure and increase
performance.
1. Invest In Supplier Relationship Management:
2. Demonstrate To Your Supplier That You Are A Good Customer
3. Considering Your Number of Vendor
4. Keep Lines of Communication Open
Supplier Selection Process:
Evaluating and selecting the right supplier today has become much more critical and complex.
Selecting the right supplier may seem like an onerous process for your supply
chain. While having a more simplistic supplier selection process may be helpful for
some smaller supply chains, a more involved process of selecting the right
suppliers can help many companies meet or exceed regulatory standards, drive
customer demand and build a strong brand reputation of quality products.
Quality and safety of our ingredients, products and packaging are paramount to
success, so choosing a good supplier is a critical business decision.
Selecting the suppliers who can meet your consumers’ demand for higher-quality
ingredients may bring some initial costs, but it will pay off over time through
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consistent, high-grade materials. However, the process to find the ideal supplier is
often not easy and requires discipline and hard work.
1. Identifying Supplier
2. Measuring Supply Performance
3. Gaining Supplier Feedback
4. Achieving Certification
5. Developing Partnerships
6. Ensuring Quality for Consumers
Conclusion:
Selecting the right supplier can help you meet the consumer demand for higher-quality
ingredients—while also meeting high regulatory standards. When selecting the right supplier,
manufacturers should remember to:
Include all key internal stakeholders in the process to agree on important criteria
that the supplier should meet.
Require strong communication between the manufacturer and the supplier. Good
communication might not necessarily confirm a successful relationship, but poor
communication can almost guarantee a failed relationship.
Perform audits for the selected supplier, and work with them to address any
deficiencies. If the deficiencies are too great, move on to another supplier.
Implement adequate monitoring to drive improvement in supplier performance.
Assess performance through useful metrics and provide the necessary feedback to
the supplier.
Establish an effective certification program and utilize it when the supplier has met
its standards.
Motivate your suppliers to develop strategic partnerships to ensure the greatest
opportunity for success for both parties.
Invest sufficient time, effort and energy early in the relationship to set up for
success.