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.

1. Six Sigma
Ahsan Ahmad Baba

2. TOPICS
•SIX SIGMA
•TQM
•QUALITY CIRCLE
•DABAWALA CASE STUDY

3. What is six sigma..????
• 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.

4. History of six sigma
• 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.

5. SIX SIGMA METHODS
DMAIC
DMADV
Define Measure Analyze
Improve Control
Define Measure Analyze
Design Verify

6. DMAIC EXPLANATION
• DEFINE : COMPANY MUST IDENTIFY THE CUSTOMER AND WHICH TYPE OF A
PRODUCT AND HOPE FROM IT. THESE ARE ANALYZE BY USING FLOW
CAUSE/EFFECT DIAGRAMS, CHECK SHEETS, PARETO ANALYSIS.
• MEASURE : COMPANY WILL COLLECT THE BASELINE DATA TO DETERMINE
WHERE THE PROCESS STANDS AS COMPARE TO WHERE IT NEEDS TO BE. AND
ALSO SEE THE CRITICAL TO QUALITY CHARACTERISTICS AN ESTIMATE CURRENT
PROCESS CAPABILITY. THEN FIND OUT THE CURRENT SIGMA LEVEL ACCORDING
TO THOSE IDENTIFIED CHARACTERISTIC THAT ARE MOSTLY IMPORTANT TO THE
CUSTOMER

7. ANALYZE : THIS SHOWS THE AMOUNT OF IMPROVEMENT NECESSARY TO MAKE
THE CRITICAL TO QUALITY CHARACTERISTICS THE BEST IN THE INDUSTRY. FOR
THIS PHASE COMPANY USE SOME DESCRIPTIVE STATISTICAL METHODS LIKE MEAN,
MODE, MEDIAN…ETC.
IMPROVE : IMPLEMENT THE SUGGESTED IMPROVEMENTS IN THIS PHASE ALSO
TEST POSSIBLE SOLUTIONS TO THE PROCESS PROBLEM. COLLECT DATA FROM THE
ALL POSSIBLE SOLUTIONS AND TEST THEM ON A SMALL SCALE AND RUN A
COST/BENEFIT ANALYSIS OF IMPLEMENTING THE SOLUTION. THEN CHOOSE THE
BEST SOLUTION AND CREATE A PLAN FOR IMPLEMENT THE SOLUTION.

8. DMADV EXPLANATION
• THIS METHOD IS ALSO CALLED DFSS (DESIGN FOR SIX SIGMA)
AND HAVE FIVE PHASES,
• DEFINE: DESIGN GOALS THAT ARE CONSISTENT WITH CUSTOMER DEMANDS AND THE
ENTERPRISE STRATEGY.
• MEASURE :AND IDENTIFY CTQS (CHARACTERISTICS THAT
ARE CRITICAL TO QUALITY), PRODUCT CAPABILITIES, PRODUCTION PROCESS
CAPABILITY, AND RISKS.
• ANALYZE :TO DEVELOP AND DESIGN ALTERNATIVES, CREATE A HIGH-LEVEL DESIGN
AND EVALUATE DESIGN CAPABILITY TO SELECT THE BEST DESIGN.

9. • DESIGN :DETAILS, OPTIMIZE THE DESIGN, AND PLAN FOR DESIGN VERIFICATION.
THIS PHASE MAY REQUIRE SIMULATIONS.
• VERIFY: THE DESIGN, SET UP PILOT RUNS, IMPLEMENT THE PRODUCTION
PROCESS AND HAND IT OVER TO THE PROCESS OWNER(S).

10. WHY 6Σ: AN EXAMPLE !!
• CUSTOMERS WANT THEIR PIZZA DELIVERED FAST!
• GUARANTEE = “30 MINUTES OR LESS”
• WHAT IF WE MEASURED PERFORMANCE AND FOUND AN AVERAGE DELIVERY TIME OF 23.5 MINUTES?
– ON-TIME PERFORMANCE IS GREAT, RIGHT?
– OUR CUSTOMERS MUST BE HAPPY WITH US, RIGHT?

11. HOW OFTEN ARE WE DELIVERING ON TIME?
ANSWER: LOOK AT THE VARIATION!
• Managing by the average doesn’t tell the whole story. The average and the
variation together show what’s happening.
s
x
30 min. or less
0 10 20 30 40 50

13. SIX SIGMA: ADVANTAGE
Sigma level Defects Per Million Opportunities Rate of Improvement
1  690,000
2  308,000 2 times
3  66,800 5 times
4  6,210 11 times
5  230 27 times
6  3.4 68 times

15. WHAT IS TOTAL QUALITY
MANAGEMENT ?
•TQM IS AN APPROACH TO IMPROVING THE EFFECTIVENESS AND
FLEXIBILITIES OF BUSINESS AS A WHOLE. IT IS ESSENTIALLY A WAY
OF ORGANIZING AND INVOLVING THE WHOLE ORGANIZATION,
EVERY DEPARTMENT, EVERY ACTIVITY AND EVERY SINGLE PERSON
AT EVERY LEVEL. TQM ENSURES THAT THE MANAGEMENT ADOPTS
A STRATEGIC OVERVIEW OF THE QUALITY AND FOCUSES ON
PREVENTION RATHER THAN INSPECTION.

16. OBJECTIVES OF TQM
• MEETING THE CUSTOMER'S REQUIREMENTS IS THE PRIMARY OBJECTIVE AND THE
KEY TO ORGANIZATIONAL SURVIVALAND GROWTH.
• THE SECOND OBJECTIVE OF TQM IS CONTINUOUS IMPROVEMENT OF QUALITY.
THE MANAGEMENT SHOULD STIMULATE THE EMPLOYEES IN BECOMING
INCREASINGLY COMPETENT AND CREATIVE.
• THIRD, TQM AIMS AT DEVELOPING THE RELATIONSHIP OF OPENNESS AND TRUST
AMONG THE EMPLOYEES AT ALL LEVELS IN THE ORGANISATION.

17. SIGNIFICANCE OF TQM
• THE IMPORTANCE OF TQM LIES IN THE FACT THAT IT ENCOURAGES INNOVATION,
MAKES THE ORGANIZATION ADAPTABLE TO CHANGE, MOTIVATES PEOPLE FOR
BETTER QUALITY, AND INTEGRATES THE BUSINESS ARISING OUT OF A COMMON
PURPOSE AND ALL THESE PROVIDE THE ORGANIZATION WITH A VALUABLE AND
DISTINCTIVE COMPETITIVE EDGE.

18. ELEMENTS OF TQM
• BE CUSTOMER FOCUSED
IT REQUIRES THE COMPANY TO CHECK CUSTOMERS' ATTITUDES REGULARLY
AND INCLUDES THE IDEA OF INTERNAL CUSTOMERS AS WELL AS EXTERNAL
ONES.
• DO IT RIGHT THE FIRST TIME
THIS MEANS AVOIDING REWORK, I.E., CUTTING THE AMOUNT OF DEFECTIVE
WORK.

19. • CONSTANTLY IMPROVE
CONTINUOUS IMPROVEMENT ALLOWS THE COMPANY GRADUALLY TO GET
BETTER.
• QUALITY IS AN ATTITUDE
EVERY ONE HAS TO BE COMMITTED TO QUALITY. THAT MEANS CHANGING
THE ATTITUDE OF THE ENTIRE WORKFORCE, AND ALTERING THE WAY THE
COMPANY OPERATES.
• TELLING STAFF WHAT IS GOING ON
THIS INVOLVES IMPROVED COMMUNICATION. TYPICALLY, IT INCLUDES TEAM
BRIEFING.

20. • EDUCATE AND TRAIN PEOPLE
AN UNSKILLED WORKFORCE MAKES MISTAKES. GIVING MORE SKILLS TO
WORKERS MEANS THEY CAN DO A WIDER RANGE OF JOBS, AND DO THEM
BETTER. IT ALSO MEANS EDUCATING STAFF IN THE PRINCIPLES OF TQM, WHICH
IS A WHOLE NEW STYLE OF WORKING.
• MEASURE THE WORK.
MEASUREMENT ALLOWS THE COMPANY TO MAKE DECISIONS BASED ON FACTS,
NOT OPINION. IT HELPS TO MAINTAIN STANDARDS AND KEEP PROCESSES WITHIN
THE AGREED TOLERANCES.
• TOP MANAGEMENT MUST BE INVOLVED
IF SENIOR MANAGEMENT IS NOT INVOLVED, THE PROGRAMME WILL FAIL.

21. REASONS FOR FAILURE
• TOP MANAGEMENT SEES NO REASON FOR CHANGE.
• TOP MANAGEMENT IS NOT CONCERNED FOR ITS STAFF.
• TOP MANAGEMENT IS NOT COMMITTED TO THE TQM PROGRAMME.
• THE COMPANY LOSES INTEREST IN THE PROGRAMME AFTER SIX MONTHS.

22. DABBA WALA CASE STUDY

23. WHAT IS NMTBSA?
(NUTAN MUMBAI TIFFIN BOX SUPPLIERS ASSOCIATION)
 HISTORY : STARTED IN 1880
 CHARITABLE TRUST : REGISTERED IN 1956
 AVG. LITERACY RATE : 8TH GRADE SCHOOLING
 TOTAL AREA COVERAGE : 60 KMS
 EMPLOYEE STRENGTH :5000
 NUMBER OF TIFFIN'S : 2,00,000 TIFFIN BOXES I.E 4,00,000
TRANSACTIONS EVERY DAY.
 TIME TAKEN : 3 HRS

24. WORKING OF NMTBSA
ERROR RATE : 1 IN 16 MILLION TRANSACTIONS
•SIX SIGMA PERFORMANCE (99.999999)
•TECHNOLOGICAL BACKUP : NIL.
•COST OF SERVICE -RS. 300/MONTH ($ 6.00/MONTH)
•STANDARD PRICE FOR ALL (WEIGHT, DISTANCE, SPACE)
•RS. 36 CR. TURNOVER APPROX. [6000*12*5000=360000000 I.E RS. 36 CRORE P.A.]
•“NO STRIKE” RECORD AS EACH ONE A SHARE HOLDER •EARNINGS -5000 TO 6000
P.M.
•DIWALI BONUS: ONE MONTH’S FROM CUSTOMERS.

25. • ZERO % FUEL ZERO % INVESTMENT
• ZERO % MODERN TECHNOLOGY ZERO % DISPUTES
• 99.9999% PERFORMANCE100 % CUSTOMER SATISFACTION

26. CODING SYSTEM INITIAL CODING SYSTEM USED COLORED THREADS TO
MARK 7 ISLANDS
 THEN UTILIZED THROWN AWAY COTTON WASTE FROM
TAILORS
 NOW USING COLOR MARKERS:
E :: CODE FOR DABBAWALA STREET
AT RESIDENTIAL STATION
VLP :: RESIDENTIAL STATION VILLE PARLE
3 :: CODE FOR DESTINATION STATION.
E.G :: CHURCH GATE
9 :: CODE FOR DABBAWALAAT DESTINATION.
EX :: EXPRESS TOWERS ( BUILDING NAME)
12 :: FLOOR NO. IN THE BUILDING.

27. ACHIEVEMENTS
•WORLD RECORD IN BEST TIME MANAGEMENT.
•NAME IN “GUINESS BOOK OF WORLD RECORDS”.
•REGISTERED WITH RIPLEY'S “ BELIEVE IT OR NOT”.
•INVITED FOR MARRIAGE OF HON. PRINCE CHARLES OF
ENGLAND ON 9TH APRIL, 2005
•DOCUMENTARY CALLED “DABBAWALAS, MUMBAI'S UNIQUE
LUNCH SERVICE”
• BY TWO DUTCH FILMMAKERS IN 1998.

28. THANK YOU