The document discusses Six Sigma, a data-driven methodology aimed at quality improvement in organizations, initially introduced by Motorola in the 1980s. It outlines various strategies, tools, and methodologies involved in Six Sigma, such as DMAIC and DMADV, as well as its application in software development, addressing the benefits and challenges associated with its implementation. A case study illustrates the integration of Six Sigma principles into a job portal project, highlighting improvements in system performance and user experience.

1. Six Sigma
Khaled Mosharraf.
M.Sc
mosharrafkhaled@gmx.de
A.K.M Bhalul Haque.
M.Sc
b.haque@gmx.de
FH Kiel, Germany
2016

2. Agenda
• Abstract
• Intrudction
• Historical perspective
• Methodology
• Philosophy
• Strategy
• Six Sigma in Software Developemnt
• Software Six Sigma Explained
• Case study
• Analysis
FH kiel, Germany

3. Abstract
• 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.
FH kiel, Germany

4. Introduction
The introduction of Six Sigma into the manufacturing arena in the early
1980s by
Motorola was a step in revolutionizing the scope and use of quality systems
in business today (Mayor, 2003). To define Six Sigma in simple terms is
not possible because it encompasses the methodology of problem solving,
and focuses on optimization and cultural change. Six Sigma accomplishes
this goal by utilizing an extensive set of rigorous tools, uncompromising
use of statistical and advanced mathematical tools, and a well-defined
methodology that produces significant results quickly. The success of this
methodology within an organization has significant momentum that can
only lead to fundamental organizational cultural transformation.
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5. The Six Sigma Evolutionary Timeline
1736: French
mathematician
Abraham de
Moivre publishes
an article
introducing the
normal curve.
1896: Italian sociologist Vilfredo
Alfredo Pareto introduces the 80/20
rule and the Pareto distribution in
Cours d’Economie Politique.
1924: Walter A. Shewhart introduces
the control chart and the distinction of
special vs. common cause variation as
contributors to process problems.
1941: Alex Osborn, head of
BBDO Advertising, fathers a
widely-adopted set of rules for
“brainstorming”.
1949: U. S. DOD issues Military
Procedure MIL-P-1629, Procedures
for Performing a Failure Mode Effects
and Criticality Analysis.
1960: Kaoru Ishikawa
introduces his now famous
cause-and-effect diagram.
1818: Gauss uses the normal curve
to explore the mathematics of error
analysis for measurement, probability
analysis, and hypothesis testing.
1970s: Dr. Noriaki Kano
introduces his two-dimensional
quality model and the three
types of quality.
1986: Bill Smith, a senior
engineer and scientist introduces
the concept of Six Sigma at
Motorola
1994: Larry Bossidy launches
Six Sigma at Allied Signal.
1995: Jack Welch
launches Six Sigma at GE.
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6. WHY SIX SIGMA?
• In order to deal with quality management and related issues various
theories were developed. A very popular one is the Six Sigma Project
which we shall discuss in more detail hereunder. This is a
management strategy that if properly utilized, can bring various
benefits to the business. However it needs to be properly understood
and employed. The aim is to improve the final product by making
sure that any defects and problems that might arise during the
manufacturing process are eliminated.
FH kiel, Germany

7. Six Sigma can be Beneficial
Effective Supply chain management
Knowledge of Competition & Competitors.
Develop Leadership skill.
Breakdown barriers between departments and functions.
Management training.
Improve presentation skills.
Integration of products ,services and distribution.
Use of standard operating procedures.
Better decision making.
Improving Projects Planning kills.
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8. Methodology....
Adaptive set of methodologies
• DMAIC
• DMADV
• DFSS
• DCCDI
• IDOV
• DMEDI
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9. DMAIC
• It refers to a data-driven quality strategy for improving processes. This
methodology is used to improve an existing business process.
• Applicable to the manufacturing or production side of a product or service
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10. DMAIC
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11. DMAIC
• Define - address the identification of specific processes to be
examined
• Measure - record data and use metrics to track effectiveness and
evaluate efficiencies
• Analyze - utilize critical thinking skills to review data and clarify
goals
• Improve - create changes in business processes geared toward
improvement and better alignment with corporate goals
• Control - build a system of checks and adjustments for ongoing
improvement in production processes
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12. DMADV
• applicable to examining and improving the customer relations side of a
company
• data-driven quality strategy for designing products & processes.
• used to create new product designs or process designs in such a way that it
results in a more predictable, mature and defect free performance.
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13. DMADV
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14. DMADV
• Define - address customer needs in relation to a product or service
• Measure - involve the use of electronic data collection to measure
customer needs, response to product, or review of services
• Analyze - utilize metrics to evaluate areas where product or service can be
better aligned to customer goals and needs
• Design - overlap the improvement of business processes that streamline
corporate goals to best meet client and customer needs
• Verify - build a system of tests and models to check that customer
specifications are being met through on-going improvements
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15. DFSS
• Separate and Emerging discipline related to Six Sigma quality processes
• A systematic methodology utilizing tools, training, and measurements to enable
to design products and processes that meet customer expectations and can be
produced at Six Sigma Quality levels.
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16. DFSS
• This methodology can have the following five steps
• This methodology can have the following five steps
• Define: Define what the customers want, or what they do not want.
• Identify: Identify the customer and the project.
• Design: Design a process that meets customers needs.
• Optimize: Determine process capability and optimize the design.
• Verify: Test, verify, and validate the design.
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17. DFSS Process
• Define: Define what the customers want, or what they do not want.
• Identify: Identify the customer and the project.
• Design: Design a process that meets customers needs.
• Optimize: Determine process capability and optimize the design.
• Verify: Test, verify, and validate the design.
FH kiel, Germany

18. DMAIC DFSS
• Used to fix and improve an
existing process
• Phases/steps are well-defined
and widely recognized
• Data-driven, analytical, and
highly structured
• Goal Sigma level 6.0 or higher
• Single methodology with little or
no variation
• Used to design or re-design a
process from scratch
• Phases/steps can vary widely,
depending on the company,
consultant, or training group
• Data-driven, analytical, and
highly structured
• Goal Sigma level 4.5 or higher
• Several methodologies to
choose from, based on the
needs of the business or
industry
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19. DCCDI
• DCCDI is being popularized by Geoff Tennant and is defined as Define,
Customer Concept, Design and Implement. You can see that there are many
similarities between these phases and the DMADV phases.
Define the project goals.
Customer analysis is completed.
Concept ideas are developed, reviewed and selected.
Design is performed to meet the customer and business specifications.
Implementation is completed to develop and commercialize the
product/service.
FH kiel, Germany

20. IDOV
• IDOV is a well known design methodology, especially in the manufacturing
world. The IDOV acronym is defined as Identify, Design, Optimize and
Validate.
Identify the customer and specifications (CTQs).
Design translates the customer CTQs into functional requirements and into
solution alternatives. A selection process whittles down the list of solutions to
the “best” solution.
Optimize uses advanced statistical tools and modeling to predict and optimize
the design and performance.
Validate makes sure that the design you’ve developed will meet the customer
CTQs.
FH kiel, Germany

21. DMEDI
• DMEDI is being taught by PricewaterhouseCoopers and stands for Define,
Measure, Explore, Develop and Implement. I’m sure you won’t have much
trouble identifying the main objectives in each of these phases based on the title
of each phase.
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22. Six Sigma Strategy
• Strategy of improvements through Six Sigma can be summed up as
• SHIFT
• SHRINK
• Stabilise
• Its called 3S Strategy
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23. Six Sigma Strategy
• Strategy of improvements through Six Sigma can be summed up as
• SHIFT: If the central tendency of the process is outside the specification limits
and spread is well within these limits, we need to Shift the process within these
limits.
• SHRINK: If the central tendency of the process is within the limits but the
spread of the process is beyond the limits, Shrink the process within the limits
• Stabilise: If both central tendency and spread are as desired, stabilise the
process by monitoring, standardizing and documenting the process.
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24. Six Sigma in Software Developement
• Referred to as Software Six Sigma
• Changes the process within its design
• Implemented with extra caution
• fully implement Six Sigma programs to design software with the DMPO of 3.4
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25. Software Six Sigma Barriers
• These barriers include:
• Projects are not a very useful or integral aspect of developmental problem
solving.
• Training and certification can be a lengthy and time consuming process.
• Standard processes do not fully relate to the process of software
development.
• Poor sponsorship opportunities and complex allocation of responsibilities
does not help the product development and process improvement aspects.
There are far too many competing programs in effect such as ISO 9000,
Total Quality Management and Capability Maturity Model.
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26. Why Six Sigma Toolkit......
• Common Six Sigma can not be implemented
• Earlier implemntation has shown contradiory results
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27. Advantages........
• Speed up the test and integration aspects of product development
• Used to improve, accelerate and sustain the process of making
programs.
• Allows the delivery of high quality products to consumers
• Improves the predictability and repeatability of the development
process
• Six Sigma Toolkit helps to improve design correctly
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28. Toolkit......
• DFSS(Design For Six Sigma)
• SDLC(Software Development Lifecycle)
• Reaching the six sigma standards required designers to create seven
stages of software development---
Requirements
Architecture
Design
Implementation
Integration
Verification
Validation.
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29. Steps Explained.....
• During the Requirements stage, the clients’ needs are evaluated
• During the Architecture stage the engineer decides the language and platform
• The Design stage is when the engineer actually designs the interface
• Implementation occurs when the program is introduced to the business
processes
• Integration follows once everyone understands how the software works and
they are prepared to use it
• Verification and Validation round out the process with testing and ensuring the
software runs smoothly and without defects
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30. Case Study
• Online Job Portal
• Provides Information about Jobs and Companies
• Provides a Suitable Means to Apply
FH kiel, Germany

31. Integration
• Requirement -collected the data from our targeted customers.defined functional and
non functioanlrequirements and prioriized them.
• Architecture-for database we decided MongoDB, For Fron-end we used Jvascript,
HTML, CSS. I this part we have described the platform and laguage that we have
used according to the current requirements
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32. Design
In this part the user interface is designed. Every section of our system, both in
mobile platforms and web platforms was desgned accroding to the client
requirements. It was also done because, it will be easier for the nex steps to
integrate it with the business process.
FH kiel, Germany

33. Implementation & Systems Integration
• The system and subsystem used to operate this project are connected together
physically and logically as a single entity.
• People working in the same company can work together efficiently through this
system.
• provides faster communication and conversion over the network.
• The stakeholders related o this project can have access to the critical raw
information and take suitable decision effective and immediately.
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34. Conceptual Diagram
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35. Verification and Validation
• In this step the software is ready and sent to the testing department where
Quality Analysts test it thoroughly for different errors by forming various test
cases.
• Once our testing department and Quality Analyst makes sure that the software
is error-free.
• All the user interfaces of the web version works perfectly fine. every page of
our web portal is responsive.
• The registration and authentication works perfectly fine.
• There is a very little room for hacking or data loss
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36. Analysis
• The system improved at an expected level and also it will be levelled at the as six
sigma standard.
• The goal of six sigma is to improve the process and performance of the system.
• Here, through the system, we have included several new feature like customer
support (both face to face and chat), different management teams for concerned
scenarios, prioritized the authorities of different stakeholders, improved the payment
methods and monitoring system.
• The system here has gone through several steps of monitoring and checking. For
this reason it is a much improved system now and customers are going to have a
nice and smooth experience while using it.
• This will improve the performance of the system and also the performance of the
company itself.
The system runs smoothly in every platform both in mobile and web version.
FH kiel, Germany

37. Conclution
Six Sigma is a widely used techniques and tools for process
improvement. Its functionality to find defects and minimized the
same in a system has facilitated a vast number of companies
towards their success. Basically it is for management improvement,
but software development is a non-industrial method. So integrating
into this has been a long and daunting task, as different customer
issues and coding is involved here. Through this new process the
designing of software is done and it has taken the software design to
a whole new level of meeting the customer requirement and also
improving the performance. In future it will also improve to some
extent, but he base that has started now has shown a light of hope
to the designers, developers and above all the IT companies
throughout the world.
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38. FH kiel, Germany