Six Sigma is a set of techniques and tools for process improvement that was introduced by Motorola in 1986 and adopted by GE in 1995. It uses statistical methods to identify and remove defects and reduce process variation. The goal of Six Sigma is to achieve nearly flawless process performance, defined as fewer than 3.4 defects per million opportunities. It provides project methodology (DMAIC), defines roles for practitioners, and has driven over $1 billion in savings for early adopters like GE.
In today's media we always here the words Six Sigma when we talk about process improvement. However; we really do not stop to think about what it really means. In some cases today, in 2015, the meaning of Six Sigma, is distorted.
In today's media we always here the words Six Sigma when we talk about process improvement. However; we really do not stop to think about what it really means. In some cases today, in 2015, the meaning of Six Sigma, is distorted.
In dis Doc. I ve covered all the phases of DMAIC methodology with Charts and Figures. And also I ve included a Case Study for easy Understanding.
To get this doc. send me a mail . . . bharath.ispat@gmail.com
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 Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Arthur L. Haubenstock, Senior Counsel at Perkins Coe presented "Energy Supply Challenges & The Value of CSP with Thermal Energy Storage" at the GW Solar Institute's 5th Annual Symposium on April 23, 2013
In dis Doc. I ve covered all the phases of DMAIC methodology with Charts and Figures. And also I ve included a Case Study for easy Understanding.
To get this doc. send me a mail . . . bharath.ispat@gmail.com
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 Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Arthur L. Haubenstock, Senior Counsel at Perkins Coe presented "Energy Supply Challenges & The Value of CSP with Thermal Energy Storage" at the GW Solar Institute's 5th Annual Symposium on April 23, 2013
Recomendado por el proceso ESE para las sesiones de Barbara de Martiis - Curso de extensión sobre Educación sin Escuela, Universidad Nacional de Colombia.
Dynamiczne aspekty procesów biznesowych.Tomasz Gzik
W ostatnich latach w obszarze zarządzania i systemów informatycznych szeroko dyskutowany jest sposób uwzględnienia w nich dynamicznych aspektów procesów biznesowych. Zagadnienie to określane jest m.in. jako Dynamiczne Zarządzanie Procesami Biznesowymi (ang. Dynamic Business Process Management, DBPM) lub BPM 2.0. Jest to rozwinięcie tradycyjnego Zarządzania Procesami Biznesowymi (ang. Business Process Management, BPM) o tzw. aspekt dynamiczny. Dostępne próby definiowania DBPM łączy wspomniany aspekt dynamiczny, który przeważnie sprowadzany jest do jednej z cech procesów biznesowych, tj. przebiegu, z pominięciem pozostałych. W prezentacji zaadresowano zagadnienie dynamicznych procesów biznesowych, wskazano definicje oraz określono kierunki prac rozwojowych zorientowanych na praktyczne zastosowanie przedstawionych zagadnień.
Six sigma originally developed in 1986 by Motorala, the business
management strategy is now used in many different industries in an effort
to improve the quality of products or services produced by the business
through the removal of effects and errors. The strategy involves creating
groups of people within the business or organisation who have expert
status in various methods, and then each product is carried out according
to a set of steps in an effort to reach specific financial milestones. A six
sigma process is defined as one in which 99.99966% of products created
are expected to be statistically free from defects.
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 is a methodology for pursuing continuous improvement in customer satisfaction and profit. It is a management philosophy attempting to improve effectiveness and efficiency.
1. Six Sigma:
Six Sigma is a set of techniques and tools for process improvement. It was introduced
by engineer Bill Smith while working at Motorola in 1986.Jack Welch made it central to
his business strategy at General Electric in 1995.Today, it is used in many industrial
sectors.
Six Sigma seeks to improve the quality of the output of a process by identifying and
removing the causes of defects 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, who are
experts in these methods. Each Six Sigma project carried out within an organization
follows a defined sequence of steps and has specific value targets, fo r example: reduce
process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and
increase profits.
The term Six Sigma originated from terminology 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 per
million opportunities). Motorola set a goal of "six sigma" for all of its manufacturing
operations, and this goal became a by-word for the management and engineering
practices used to achieve it.
The term "six sigma" comes from statistics and is used in statistical quality
control, which evaluates process capability.
2. Doctrine
Six Sigma doctrine asserts:
Continuous efforts to achieve stable and predictable process results (e.g. by
reducing process variation) are of vital importance to business success.
Manufacturing and business processes have characteristics that can be defined,
measured, analyzed, improved, and controlled.
Achieving sustained quality improvement requires commitment from the entire
organization, particularly from top-level management.
Features that set Six Sigma apart from previous quality-improvement initiatives include:
A clear focus on achieving measurable and quantifiable financial returns from any
Six Sigma project.
An increased emphasis on strong and passionate management leadership and
support.
A clear commitment to making decisions on the basis of verifiable data and
statistical methods, rather than assumptions and guesswork.
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.
3. 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, poka yoke or 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 or DFSS
The five steps of DMADV
DFSS
The DMADV project methodology, known as DFSS ("Design For Six Sigma"),[9] features 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), 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).
4. Implementation roles
Six Sigma identifiesseveral key roles for its successfulimplementation.
ExecutiveLeadership includes theCEO and othermembersof top management.They areresponsible
forsetting up a vision for Six Sigma implementation.They also empowerthe otherrole holderswith
the freedomand resourcesto explorenew ideasforbreakthrough improvementsby transcending
departmentalbarriersand overcoming inherentresistanceto change.[15]
Champions takeresponsibilityforSix Sigma implementation acrosstheorganization in an integrated
manner.TheExecutive Leadership drawsthemfromuppermanagement.Championsalso actas
mentorsto Black Belts.
MasterBlack Belts, identified by Champions,actasin-housecoacheson Six Sigma.They devote
100% of their time to Six Sigma.They assistChampionsand guideBlackBelts and Green Belts. Apart
fromstatistical tasks,they spend theirtime on ensuring consistentapplication of Six Sigma across
variousfunctionsand departments.
Black Belts operateunderMasterBlack Belts to apply Six Sigma methodology to specificprojects.
They devote100% of their valued time to Six Sigma.They primarily focuson Six Sigma project
execution and special leadership with special tasks, whereasChampionsand MasterBlackBelts
focuson identifying projects/functionsforSix Sigma.
Green Belts are the employeeswho takeup Six Sigma implementation along with their otherjob
responsibilities,operating undertheguidanceof Black Belts.
Special training is needed for all of thesepractitionersto ensurethatthey follow the methodology and
use thedata-driven approach correctly.Thistraining is very important
Someorganizationsuseadditionalbeltcolours,such as Yellow Belts,for employeesthathavebasic
training in Six Sigma toolsand generally participatein projectsand "White belts" forthoselocally trained
in the conceptsbutdo notparticipatein the projectteam."Orangebelts"are also mentioned to be used
forspecial cases.
5. Application:
Six Sigma mostly finds application in large organizations. An important factor
in the spread of Six Sigma was GE's 1998 announcement of $350 million in
savings thanks to Six Sigma, a figure that later grew to more than $1
billion.[25]
According to industry consultants like Thomas Pyzdek and John
Kullmann, companies with fewer than 500 employees are less suited to Six
Sigma implementation or need to adapt the standard approach to make it
work for them. 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. 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.
Sigma Level:
6. A control chart depicting a process that experienced a 1.5 sigma drift in the process mean toward the upper
specification limit starting at midnight. Control charts are used to maintain 6 sigma quality by signaling when
quality professionals should investigate a process to find and eliminate special-cause variation.
The table below gives long-term DPMO values corresponding to various short-term sigma levels.[23][24]
These figures assume that the process mean will shift by 1.5 sigma toward the side with the critical
specification limit. In other words, they assume that after the initial study determining the short-term
sigma level, the long-term Cpk value will turn out to be 0.5 less than the short-term Cpk value. So, for
example, the DPMO figure given for 1 sigma assumes that the long-term process mean will be 0.5
sigma beyond the specification limit (Cpk = –0.17), rather than 1 sigma within it, as it was in the short-
term study (Cpk = 0.33). Note that the defect percentages indicate only defects exceeding the
specification limit to which the process mean is nearest. Defects beyond the far specification limit are
not included in the percentages.
Sigma
level
Sigma (with
1.5σ shift)
DPMO
Percent
defective
Percentage
yield
Short-
term Cpk
Long-
term Cpk
1 −0.5 691,462 69% 31% 0.33 −0.17
2 0.5 308,538 31% 69% 0.67 0.17
3 1.5 66,807 6.7% 93.3% 1.00 0.5
4 2.5 6,210 0.62% 99.38% 1.33 0.83
5 3.5 233 0.023% 99.977% 1.67 1.17
7. 6 4.5 3.4 0.00034% 99.99966% 2.00 1.5
7 5.5 0.019 0.0000019% 99.9999981% 2.33 1.83
- Abu Zafar Ansari Bin Kayes Akik