Six sigma is a statistical approach to process improvement originally developed by Motorola in the 1980s. It aims to identify and remove defects in manufacturing and business processes by lowering variation in processes and producing products that meet customer specifications. Key aspects involve defining a project, measuring the current process, analyzing data to determine causes of defects, improving the process based on findings, and controlling to maintain improvements. Six sigma has been implemented by many companies globally and across industries to reduce costs and increase profits through higher quality and customer satisfaction.

1. Presented By:
Priyanka Tiwari

2. 
Six sigma is a business statistical Strategy.

Is to identifying defects and removing them from the
process of products to improve quality.

A defect is defined as any process output that does not
meet customer specifications.

Statistical measure to objectively evaluate processes.

3. 
The Six sigma was founded by Motorola in the 1970s.

Out of senior executive Art Sundry's criticism of
Motorola’s bad quality.

They founded a connection between increases in
quality and decreases in costs of production.

Bill Smith, “Father of six sigma” introduce this quality
improvement Methodology to Motorola.

4. •
Quality management program developed by
Motorola in the 1980s.
•
Management philosophy focused on
business process improvements to:
 Eliminate waste, rework, and mistakes
 Increase customer satisfaction
 Increase profitability and competitiveness

5. 




Generated sustained success.
Project selection tied to organizational strategy
 Customer focused
 Profits
Project outcomes /benefits tied to financial
reporting system.
Full-time Black Belts in project-oriented method.
Recognition and reward system established to
provide motivation.

6. DMAIC
DMADV
• Define
• Define
• Measure
• Measure
• Analyze
• Analyze
• Improve
• Design
• Control
• Verify

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

8. 1. Define design goals that are consistent with customer demands and the
enterprise strategy.
2. Measure and identify CTQs (characteristics that are Critical To
Quality), product capabilities, production process capability, and risks.
3. Analyze to develop and design alternatives, create a high-level design and
evaluate design capability to select the best design.
4. Design details, optimize the design, and plan for design verification. This
phase may require simulations.
5. Verify the design, set up pilot runs, implement the production process and
hand it over to the process owners.
DMADV is also known as DFSS, an abbreviation of "Design For Six
Sigma

9. •Executive Leadership (CEO and other top level managers)
•Champions (act as the leaders of black belts. And also )
•Master Black Belts (chosen by champions, give their full
effort to six sigma. Help to champions and guide the Black
belts and green belts).
•Black belts (working under Master Black Belts, they are
applying six sigma to specific projects).
•Green Belts (Working under the black belts).

10. 
Financial – bank of America, GE Capital,HDFC,HSBC,American
Express

Hospitality- ITC Hotels, GRT Hotels, Apollo Hospitals

ManufacturingGE
Plastic,
Johnson
and
Johnson, Motorola, Nokia, Microsoft, Ford, Wipro, Nestle, Samsun
g,

Telecom- Bharti Cellular, Vodafone, Siemens, Tata

IT- Wipro, Satyam,Accenture, Infosys, TCS, Birla soft

11. Implemented Methodologies
Zero defects
Quality Control
Total Quality
Management

12. Service
Administr
ation
Design
Six
Sigma
Methods
Manage
ment
Producti
on
IT

14. 6 SIGMA AS A
PHILOSOPHY
CHANGE
THE
WORLD
TRANSFORM THE
ORGANIZATION
6 SIGMA AS
A PROCESS
GROWTH
COSTS OUT
6 SIGMA AS A
STATISTICAL TOOL
PAIN, URGENCY, SURVIVAL

16. • www.wikipedia.com
• www.sixsigma.us
• Six Sigma Magazine International
• www.sixsigmaglobal.com