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.

1. Safkat Sultana Suchana
PRAN HRM

2. It is a quality
philosophy and
a management
technique.
It is a
methodology for
continuous
improvement
It is a methodology for
creating products
processes that perform
at high standards.
It is a set of
statistical and other
quality tools
arranged in unique
way.
It is a way of
knowing where you
are and where you
could be

3. History of Six Sigma
Bill Smith
Motorola company that invented Six Sigma
 The term “Six Sigma” was coined by Bill Smith, an engineer with
Motorola
 Late 1970s – Motorola started experimenting with problem solving
through statistical analysis
 1987 – Motorola officially launched it’s Six Sigma program
 Motorola saved more than $15 billion in the first 10 years of its Six
Sigma effort

4. Six Sigma at GE
Jack Welch (former CEO of General
Electric) launched six sigma at GE, in
Jan, 1996.
1998-1999 green belt exam
certification became the criteria for
management promotions.
Saved $750 million by the end of 1998
Cut invoice defects and disputes by 98 percent, speeding
payment, and creating better productivity.

5. Definition – Six Sigma
Six Sigma is a rigorous, focused and effective implementation of proven
principles and techniques which aims at virtually error free business
performance. It refers to 3.4 defects per million opportunities.

6. Getting 6 Sigma through eliminating defects
6 sigma process output
= 3.4 Defects per million
opportunities
Process output
(Variation)
Sigma DPMO Yield
1 691,462 30.8538%
2 308,538 69.1462%
3 66,807 93.3193%
4 6,210 99.3790%
5 233 99.976%
6 3.4 99.9997%
DPMO = Defects per million opportunity
Opportunities  Variation / Defects

7. Common Cause of Variation

9. Benefits of Six Sigma

10. What is Lean?
Lean is a structured approach focusing on
simplifying processes by eliminating the tasks
that do not bring value for the end customer.
This approach was mostly derived form the Toyota Production System in the
beginning of the 20th century and identified as “Lean” only in the 1990s.

11. Simplifying and Perfecting

12. Lean Six Sigma

13. Unnecessary movements
Of products and materials
Defects
Making more than is
Immediately required
Over Production
Waiting
Transport Inventory Motion
Over processing Unutilized Skills
Unnecessary movements
By People
Waiting for the previous
Step in the process to
complete
Storing parts, pieces,
Documentation ahead
Of requirements
Performing any activities
That is not necessary
Making mistakes that
Cause products to fail
Customer requirements
Not utilizing human
Talent within the
Workforce
Lean Manufacturing Eliminating the waste - Muda

14. Approaches of Six Sigma
DMAIC APPROACH
This is organizational based
DMADV APPROACH
This is based on customer needs and
satisfactions

15. DMAIC Approach

16. DMAIC Continued….
1. Define: high-level project goals and the current process.
1. Measure: Key aspects of the current process and collect relevant data.
2. Analyze: the data to verify cause and effect relationships. Determine what
the relationships are, and attempt to ensure that all factors have
considered.
3. Improve: optimize the process based upon data analysis using various
tools.
4. Control: to ensure that any deviations from target are corrected before they
result in defects.

17. Lean Six Sigma
DMAIC Methodology
The best way to implement Lean Six Sigma in our organization is to follow
DMAIC methodology :

18. Why Define?

19. Define
Without define, we spin our wheels and waste time and money.
Activities Tools and techniques
1. Identify the vital few
2. Bound the problem
3. Understand customer requirements
4. Prioritize customer requirements
5. Identify project stakeholders
6. Complete project charter.
1. Pareto analysis
2. A process view (SIPOC)
3. KANO model
4. Voice of the customer
5. Affinity diagram
6. Critical to quality path
7. Stakeholders analysis
8. Complete project
charter

20. A Process View
A SIPOC diagram is a tool used by a team to identify all relevant elements of a
process improvement project before work begins.
 Everything is a process.
 The quality of a product or service is directly related to the quality of the process
 As change agents, we must address the process as a whole in order to deliver real change
 We start with SIOPC - a higher level view of the process

21. SIPOC Diagram
Looking
for new
customer
Find
customer
needs
Identify
critical
needs
Develop
prototype
Test prototype
& go to
Production
Suppliers Inputs Process Outputs Customers Requirements
• Raw materials
• Sources
• Manufacturers
• Suppliers
• Manpower
• Resources
• Equipment
• Product
• Timely delivery
• Increased
quality
• Young people
• Students
• Service holders
• Customer satisfaction
• Expected quality
• Reduced backlog

23. Voice Of Customer (VOC)
The voice of the customer is a Six Sigma strategy used to capture requirements and feedback from the customer
and to meet their requirements.
There are two approaches we gather Voice of Customer
• Looks at historical data to determine issues,
unmet needs, problems and interests of
former customers.
 Customer complaints
 Customer service calls
 Product return information
 Warranty claims
 Web page activity
Verify conclusions of reactive research.
• Determine interests and unmet needs of future
customers
 Surveys
 Interviews
 Market research
 Benchmarking
 Observe customer
Reactive Approach Proactive Approach

24. VOC Technique

25. Critical to Quality (CTQ)
A Critical to quality is a specific measurable characteristic of a
product or service that fulfils the expressed requirement of the
customer. CTQ performance must exceed specifications to satisfy the
customer.
Taste
Rich 1.1<TDS>1.3
Not acidic Extractions> 18%
Not bitter Extractions<22%
Customer wants
"Good Coffee
Temperature
Optimum Drinking
Temperature
>140 *F
<176*F
Cost
Price tk.120
We need to Translate VOC to CTQs
Hard to Measure
Need
Drivers Easy to
Measure
Specific
ation
CTQ

26. Project Charter
In the Define phases of DMAIC we need to have all the team members are agreed
to the project and the approval and sponsor from the top management.
We do put all the
details of the project
and planning for the
project in the
project charter
which shows the
overall activities at a
glance.
Project Charter is a good executive communication tool

27. Measure
The goal of the measure phase of a Six Sigma DMAIC project is to get as much information as
possible on the current process so as to fully Understand both how it works and how well it works.
This entails three key tasks: creating a detailed process map, gathering baseline data and
summarizing and analyzing the date .
Activities
1 Ensure Good Measurement System
2 Measure Current Performance
3 Map the process and identify all variables
that can effect performance
4 Prioritize process inputs
5 Basic Statistics
6 Determine current process capability
Tools and Techniques
1 Process Map
2 Value Stream Map
3 Defect per million opportunity
4 Interrelation Diagram
5 Activity network diagram
6 Matrix Diagram
7 Tree Diagram
8 DPU, DPMO, PPM and RYT

29. Process Mapping
What is process mapping ?
Graphical illustration of the work process.
What does process map do ?
1. Listing activities in sequential order.
2. Assigning activities to people in the company.
What are benefits of process mapping?
 Identify major tasks
 Identify sequence of tasks
 Identify accountability of task
 Identify process inputs that affect process output
SIPOC
Flow
chart
Process
map

30. Value Stream Mapping

31. Flow Chart Symbols

32. Flow Chart Examples
List + Sequence of Actions, Delays, Decisions and Movement

33. Value Stream Mapping
(Important part of Lean six sigma let’s study it)
 Value Stream Mapping (VSM) is a tool used to examine a
PROCESS for the presence of unnecessary and wasteful activities.
 It provides visibility of Material Flow & Information Flow in a
process.
 On one diagram the team can visualize the EIGHT forms of waste
(i.e., Defects, Overproduction, Waiting, Non-utilized Talent,
Transportation, Inventory, Motion, Extra Processing)
 A Value Stream Map is all about learning to see the WASTE in a
process.

34. Analyzing
In the analyze phase, data collected during the measure phase is reviewed.
Both the data and the process are analyzed , in a n effort to narrow down and
verify the root causes of waste and defects.
Activities
1. Define performance objectives
2. Identify value/non-value added
process steps
3. Identify source of variation
4. Determine root causes
5. Identify significant process
inputs.
Tools and techniques
1. Histogram
2. Root cause analysis (fishbone
diagram )
3. 5 whys
4. 5w’s and H method
5. Regression analysis
6. Hypothesis analysis
7. Run chart
8. ANOVA analysis
9. Fault tree diagram

35. Root Cause Analysis
Root cause analysis is a useful process for understanding and solving a problem,. Figure
out what negative events are occurring. Then, look at the complex systems around those
problems, and identify key points of failure. Finally, determine solution to address
those key points, or root causes.

36. Cause and Effect Diagram
A cause effect diagram is a graphical tool for displaying a list of
causes associated with a specific effect. It is also known as a
fishbone diagram or an Ishikawa diagram(created by Dr. Kaoru
Ishikawa, an influential quality management innovator).
Man Machine Material
Method Measurement
Mother
Nature
Causes Effect
Causes are usually grouped into major categories to identify these
sources of variation. The categories typically include:
1. Man 2. Machine 3. Material
4. Method 5. Measurement 6. Mother Nature

37. Fishbone Diagram
From the example we can
see that ,
There are many reasons
for missing the bus we did
the fishbone analysis to
find out the possible
reasons behind the effects
and we know the causes of
missing bus.
This is how we can find
out the reasons behind the
effects.

38. Fishbone Analysis
13.20%
Productivity
loss in
manufacturing
Method
Machine
Man
Operators
are not
following
work
instruction
Shortage of
Raw
material
Worn-out
parts of
capping
machine
Inaccurate
visual
detection of
vision
camera
sensor
Example

39. Pareto Analysis
•Villferdo Pareto was an Italian engineer,
sociologist, economist and philosopher.
•Observed that 80% of the land in ITALY was owned
by 20% of the population.
1858-1923
Focus on the vital few
The vital few
The Trivial Many

40. Pareto Chart Analysis
Pareto chart helps to find out the 20% factors that cause 80% problems. Through the Pareto chart we can
focus on that 20% factors and can improve the process.

41. 5 Whys Analysis
To solve a problem effectively , we need to drill down to identify
the underline cause so Sakichi Toyoda 5 why’s techniques is the
simple but very powerful tool for quickly uncovering the root of
a problem.
Sakichi Toyoda, one of the fathers of the Japanese
industrial revolution, developed the technique in
the 1930s. He was an industrialist, inventor and
founder of Toyota Industries. His technique
became popular in the 1970s and Toyota still
uses it to solve problems today.
Sakichi Toyoda

42. 5 Why’s Example
To use it we start with the problem we are facing then keep
asking why until we discover the root cause .
Why ?
Forget to
replace
them

43. Improve Phase
The goal of the DMAIC improve Phase is to indentify a solution
to the problem that the project aims to address. In this phase we
will be trying to look for solution of the problem that was
identified in the analysis phase.
Activities
1. Consolidate our analysis.
2. Generate solutions
3. Create an implementation plan.
4. Implement the solutions.
Tools and Techniques
1. Brainstorming
2. Kaizen
3. 5s
4. Mistake proving Poke Yoke
5. Failure mood and effects
analysis (FEME).

44. Brainstorming
Brainstorming is group creativity technique by which
efforts are made to find a conclusion for a specific
problem by gathering a list of ideas spontaneously
contributed by its members.
Effective Brainstorming includes
• Collect as many ideas as possible.
• All ideas are welcome no matter how silly it is.
• No Discussion during Brainstorming.
• Do not criticize or judge. Do not even groan, frown, or laugh.
• Do “Piggyback” or build on other ideas.
• Go for quantity over quality- the ore creative ideas the better.

45. 5S Improvement System
5s is the name of a workplace organization method that uses a list of
five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke.
Better visual management
Improved safety
Improved quality
Improved Productivity
Boosted Morale
Improved Company Image

46. 5S Explanation
It is a system to reduce waste and optimize productivity through maintaining
an orderly workplace and using visual cues to achieve more consistent
operational results.
Sort Straighten Shine Standardize Sustain
Eliminate
Unnecess
ary
Items
from the
workplace
Arrange
items so
that they
are easy
to use,
find and
put away
Keep the
items and
work area
neat and
clean
Create a
consistent
approach
to tasks
and
procedures
Make a
habit of
maintainin
g the
correct
procedures

47. Kaizen (Continuous Improvement)
Kaizen is a Japanese philosophy that focuses on continual improvement
throughout all aspects of life. Kaizen aims to eliminate waste in all systems
of an organization through improving standardized activities and
processes.
The continuous cycle of Kaizen activities has seven phases
1. Identify an opportunity
2. Analyze the process
3. Develop an optimal
solution
4. Implement the solution
5. Study the results
6. Standardize the solution
7. Plan for the future

48. 14 Rules of Kaizen
1. Keep an open mind to change
2. Maintain a positive attitude
3. Create a blameless environment
4. Encourage non judgmental thinking
5. Be aware of multiple alternatives
6. Treat other as you would want to be treated
7. Respect and involve all team members
8. One person, one vote
9. Create a team environment
10.No such thing as a dumb question
11. Create a bias for action
12. Creativity before capital
13. Never leave in silent agreement
14. Have fun doing it

49. Zero Defect Policy
The goal is to understand like concept and practice of zero
defects and how to develop Poke – Yoke to eliminate these
defects .
Typically defect rates are tracked by
1. The point at which defect is discovered
2. The point at which defect occurred.
Attitude toward defects should be
1. I do not accept defects
2. I do not make defects
3. I do not pass on defects.

50. Poka-yoke Technique
Poka-yoke is a technique for avoiding simple human error in the workplace. It is also know
as mistake-proofing and fail-safe work methods. Poka-yoke helps preventing errors
obviously improves quality, but it also plays a major role in improving productivity with no
rework, and easier production, cycle times and lead times both become much shorter. And,
of course, faster production with fewer defects means lower cost.
Potential Benefits for using Poka-yoke
1. Elimination of set-up errors and improved quality
2. Simplified and improved housekeeping
3. Increased safety
4. Lower costs
5. Lower skill requirements
6. Increased production flexibility
7. Improved operator attitudes

51. Example of Poka-yoke

52. Failure Modes and Effects Analysis (FMEA)
Goals :
1. Reduce risk of failure
2. Ensure failures are detectible
3. Prevent failure from happing
Failure Mode and Effects Analysis (FMEA) is a structured approach to
discovering potential failures that may exist within the design of a product or
process. Failure Mode and Effects Analysis is designed to identify, prioritize
and limit these failure modes.
Why?
Keep track of potential failure and
countermeasures to reduce the risk

53. Failure Mood and Effect Analysis Process

54. Failure Mood and Effect Analysis Process
Item /
Function
Potential
Failure Mode(s)
Potential
Effect(s) of
Failure
Potential Cause(s)/
Mechanism(s) of
Failure
Probabi
lity
Sever
ity
Detecta
bility
RPN
(Packing
Recovery
Note)
Recommended Action(s)
Electric
bend
Flush Problem
Rejection Parameter setting 8 6 4 192
Validation of Parameter
(Pressure, Speed, Cycle Time)
Rejection Mould Problem 8 8 2 128
Mould send for repairing to
TOOLROOM
Customer
Complain
Operator
Problem
9 8 5 360 Awareness training
RPN Calculation
Suggestion:
For flush problem operator problem will be given first priority for high RPN. Then need to work with parameter setting,
finally mold problem will be given last priority for lower RPN.For removing bad effects all the problems must be solved,
RPN determine only priorities of work sequence.

55. Occurance Rank Severity Rank Detection Rank
10 – 100 per 1,000
9 – 50 per 1,000
8 – 20 per 1,000
7 – 10 per 1,000
6 – 5 per 1,000
5 – 2 per 1,000
4 – 1 per 1,000
3 – 0.5 per 1,000
2 – 0.1 per 1,000
1 – 0.01 per 1,000
10 – Hazardous, without warning
9 – Hazardous, with warning
8 – Very High
7 – High
6 – Moderate
5 – Low
4 – Very Low
3 – Minor
2 – Very Minor
1 – None
10 – Absolutely Impossible
9 – Very Difficult
8 – Difficult
7 – Somewhat difficult
6 – Little difficult
5 – Somewhat easy
4 – Easy
3 – Very Easy
2 – Very very easy
1 – Absolutely Easy

56. Control Phase
The control phase is the final phase of lean six sigma. The team focuses on how to sustain
newly achieved improvements by passing it onto other employees .
Activities Tools and techniques
• Process control plan
• Monitoring and response plan
• Documentation and story board.
• Integrate and manage solutions in
daily work processes
• Integrate lessons learned
• Control chart
• Standard operating procedures
• Visual process control
• Total productive management
• Lean accounting

57. Standard Operating procedures (SOP)
A standard operating procedure is a set of writing instructions that document a
routine activity that is to be followed by member of an organization. Standard
operating procedures are essential parts of good quality systems .
For example :
SOPs for
washing Hands
Inadequate SOP
1. Wet hand and forearms.
2. Thoroughly apply the soap
3. Lather the hands and forearms
4. Continue to lather and scrub
5. thoroughly rinse forearms and hands
6. Dry hands and forearms thoroughly

58. Better SOPs
1. Wet hands and forearms whit warm, running water (temperature should be 100
F)
2. Thoroughly apply the soap from the forearms to the hands
3. Lather the hands and forearms. Be sure to get soap under fingernails and between
fingers.
4. Continue to lather and scrub for at lease 10 seconds.
5. Thoroughly rinse forearms and hands with clean water. No remaining soap
should be visible on the forearms, hands or under nails .
6. Dry hands and forearms thoroughly with single-use paper towels
7. Use the paper towel to turn off the water and use the same paper towel to open
the door as you exits the restroom
This SOP provides more specification.

59. Single Minute Exchange of Die (SMED)
 SMED : Single Minute Exchange of Dies
 Meaning: No set-up should last for more than nine minutes
 Achieve SMED by “Working Smarter”, not by increased investment or
automation
 SMED is a systematic approach that reduces disturbances and problem
 SMED needs teamwork and creativity

60. SMED
Single-Minute Exchange of Die (SMED) is used to reduce changeover or setup time, which
is the time needed between the completion of one procedure and the start of the next
procedure.
•1960s SMED starts to develop
•1970 Dr. Shingeo Shingo cut the set up time for a 3000-ton sheet metal stamping
press form 4 hours to three minutes
•1983 Dr. Shingo wrote “ A revolution in manufacturing: the SMED system”
It consists of three main subcomponents
Dr. Shingeo Shingo
Shutdown
Cleaning
Startup

61. Categorized activities
Internal activities
Changeover activities that must be completed when the machine is down
for the safety of the operator, equipment, or product. These are activities
that happen inside the danger zone of the machine.
External Activities
Changeover activities that can be completed while the machine is in a run
state without causing harm to the operator, equipment or products.
Typical Setup Process
Set up Process % of Set up
Time
Gathering necessary items 25%
Exchanging parts 10%
Positioning parts 20%
Making adjustments 45%
The biggest opportunity for improvement is in
reducing the look time for gathering items and
eliminating the need to make adjustments.

62. Gemb
a
Go See
Ask Why?
Show
Respect
Wal
k

63. Benefits of Gemba Walk
Do it right
• Chance to observe the process and learn how it is working
• It is not an opportunity to deal with problems or to record complaints from workers
Look closer
• Give project teams a chance to observe the process in action
• Quite and attentive observation helps to understand the process better
• It breeds new and innovative ideas
Not MBWA
• MBWA (Management By Walking Around means randomly wandering the factory floor and be able
to solve the problems.
• The Gemba Walk is different is different it starts with purpose and team members know why they
are observing and what they are trying to learn.

64. DMADV is a Six Sigma framework that focuses primarily on the development
of a new service, product or process as opposed to improving a previously
existing one. This approach – Define, Measure, Analyze, Design, Verify – is
especially useful when implementing new strategies and initiatives because
of its basis in data, early identification of success and thorough analysis.
 The DMADV Methodology should be applied:
 when a non-existent product or process needs to be developed at a
company and…
 when an existing process or product already exists but still needs to meet a
Six Sigma Level or customer specification
DMADV Approach

65. DMADV Approach