The document provides an introduction to Six Sigma, including what it is, why it is used, and how it compares to other management initiatives. It defines Six Sigma as a metric representing 3.4 defects per million opportunities (DPMO) and as a methodology and management system focused on process improvement, defect reduction, and customer requirements. The document also discusses the costs of poor quality at different sigma levels and examples of the impact of Six Sigma implementation at GE.
The document provides an overview and agenda for a presentation on Six Sigma. It discusses key Six Sigma concepts like the strategic and statistical perspectives, deployment structure including Champions, Black Belts and Green Belts, and tools used in Six Sigma. It also addresses how Six Sigma can be applied in small/medium and large enterprises as well as its relationship to other business initiatives. The goal of Six Sigma is to improve processes and reduce defects to increase customer satisfaction and profitability.
Introduction Of Six Sigma for IT & BPO by Vision RavalVision Raval
Six Sigma is a methodology that companies use to reduce defects in processes and improve quality. It involves defining, measuring, analyzing, improving, and controlling processes to achieve a goal of 3.4 defects per million opportunities. Implementing Six Sigma involves establishing leadership commitment, forming a core team, providing training, defining goals and processes, identifying performance gaps, defining improvement projects, and establishing performance measures and incentives. The process flow includes establishing leadership and a core team, training, conducting periodic reviews, defining goals and current performance, identifying gaps, defining improvement projects, and creating an incentive system to drive implementation.
This document provides an overview of Six Sigma, including:
1) Six Sigma aims to reduce defects and improve quality by measuring and reducing process variation. It targets a defect rate of 3.4 defects per million opportunities.
2) Six Sigma was pioneered by Motorola in the 1980s and focuses on being customer-centric, producing major returns on investment, and changing management operations.
3) Implementing Six Sigma involves extensive training and aims to achieve near-perfect quality levels by targeting six sigma, which is a defect rate of 0.0002%
This document provides an introduction to Six Sigma, including an overview of key concepts. Six Sigma is a set of techniques for process improvement introduced by Motorola to reduce defects. It aims for nearly zero defects by identifying and removing causes of variation. Six Sigma projects follow a Define-Measure-Analyze-Improve-Control methodology. The level of sigma indicates the number of defects per million opportunities, with Six Sigma equivalent to 3.4 defects per million. Key roles include Champions, Master Black Belts, Black Belts and Green Belts utilizing tools like cause-and-effect diagrams to achieve quality goals like increased customer satisfaction and profits.
This document provides an overview of Six Sigma, including its history, methodology, and tools. Six Sigma aims to reduce defects and variation through a data-driven approach. It quantifies quality as defects per million opportunities. The DMAIC methodology includes five phases - Define, Measure, Analyze, Improve, and Control - to systematically address customer requirements and eliminate defects. Tools like Voice of the Customer analysis and process mapping are used in the initial Define phase. The evolution and widespread adoption of Six Sigma across industries is also discussed.
Six Sigma is data-driven methodology that's used to eliminate defects in the manufacturing process. Here we'll explore how each level of certification helps to drive Six Sigma success.
Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in the 1980s to reduce defects but aims for near perfect processes. The goal of Six Sigma is to reduce process variation and defects to 3.4 defects per million opportunities. It uses methodologies like DMAIC for improvement and DMADV for new process design. Key benefits include increased profits by eliminating defects and accelerating improvement rates. Common roles include Champions, Master Black Belts, Black Belts, and Green Belts. Tools include control charts, Pareto charts, and design of experiments. Many major companies worldwide have implemented Six Sigma.
This document provides an overview of Six Sigma, including:
- Six Sigma aims to measure and reduce defects to 3.4 defects per million opportunities. It is a methodology and symbol of quality.
- Six Sigma is used to eliminate defects, meet customer specifications, and drive money savings, quality improvements, customer satisfaction, competitive advantage and growth.
- The five phases of a Six Sigma project are Define, Measure, Analyze, Improve, and Control (DMAIC).
- Key Six Sigma roles include the Executive Leader, Champions, Master Black Belts, Black Belts and Green Belts.
- Advantages include implementation across industries, profit motive, and customer satisfaction. Disadvantages include less process
The document provides an overview and agenda for a presentation on Six Sigma. It discusses key Six Sigma concepts like the strategic and statistical perspectives, deployment structure including Champions, Black Belts and Green Belts, and tools used in Six Sigma. It also addresses how Six Sigma can be applied in small/medium and large enterprises as well as its relationship to other business initiatives. The goal of Six Sigma is to improve processes and reduce defects to increase customer satisfaction and profitability.
Introduction Of Six Sigma for IT & BPO by Vision RavalVision Raval
Six Sigma is a methodology that companies use to reduce defects in processes and improve quality. It involves defining, measuring, analyzing, improving, and controlling processes to achieve a goal of 3.4 defects per million opportunities. Implementing Six Sigma involves establishing leadership commitment, forming a core team, providing training, defining goals and processes, identifying performance gaps, defining improvement projects, and establishing performance measures and incentives. The process flow includes establishing leadership and a core team, training, conducting periodic reviews, defining goals and current performance, identifying gaps, defining improvement projects, and creating an incentive system to drive implementation.
This document provides an overview of Six Sigma, including:
1) Six Sigma aims to reduce defects and improve quality by measuring and reducing process variation. It targets a defect rate of 3.4 defects per million opportunities.
2) Six Sigma was pioneered by Motorola in the 1980s and focuses on being customer-centric, producing major returns on investment, and changing management operations.
3) Implementing Six Sigma involves extensive training and aims to achieve near-perfect quality levels by targeting six sigma, which is a defect rate of 0.0002%
This document provides an introduction to Six Sigma, including an overview of key concepts. Six Sigma is a set of techniques for process improvement introduced by Motorola to reduce defects. It aims for nearly zero defects by identifying and removing causes of variation. Six Sigma projects follow a Define-Measure-Analyze-Improve-Control methodology. The level of sigma indicates the number of defects per million opportunities, with Six Sigma equivalent to 3.4 defects per million. Key roles include Champions, Master Black Belts, Black Belts and Green Belts utilizing tools like cause-and-effect diagrams to achieve quality goals like increased customer satisfaction and profits.
This document provides an overview of Six Sigma, including its history, methodology, and tools. Six Sigma aims to reduce defects and variation through a data-driven approach. It quantifies quality as defects per million opportunities. The DMAIC methodology includes five phases - Define, Measure, Analyze, Improve, and Control - to systematically address customer requirements and eliminate defects. Tools like Voice of the Customer analysis and process mapping are used in the initial Define phase. The evolution and widespread adoption of Six Sigma across industries is also discussed.
Six Sigma is data-driven methodology that's used to eliminate defects in the manufacturing process. Here we'll explore how each level of certification helps to drive Six Sigma success.
Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in the 1980s to reduce defects but aims for near perfect processes. The goal of Six Sigma is to reduce process variation and defects to 3.4 defects per million opportunities. It uses methodologies like DMAIC for improvement and DMADV for new process design. Key benefits include increased profits by eliminating defects and accelerating improvement rates. Common roles include Champions, Master Black Belts, Black Belts, and Green Belts. Tools include control charts, Pareto charts, and design of experiments. Many major companies worldwide have implemented Six Sigma.
This document provides an overview of Six Sigma, including:
- Six Sigma aims to measure and reduce defects to 3.4 defects per million opportunities. It is a methodology and symbol of quality.
- Six Sigma is used to eliminate defects, meet customer specifications, and drive money savings, quality improvements, customer satisfaction, competitive advantage and growth.
- The five phases of a Six Sigma project are Define, Measure, Analyze, Improve, and Control (DMAIC).
- Key Six Sigma roles include the Executive Leader, Champions, Master Black Belts, Black Belts and Green Belts.
- Advantages include implementation across industries, profit motive, and customer satisfaction. Disadvantages include less process
The document provides an introduction to Six Sigma, including its history, methodologies, roles and how individuals can use it. Six Sigma aims to reduce variation and defects through statistical analysis and process improvement. It originated in the 1980s and has been widely adopted by many companies. The DMAIC methodology is described, which stands for Define, Measure, Analyze, Improve, and Control project phases. Key tools for each phase like process mapping and control charts are also mentioned.
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
- Six Sigma provides a problem solving methodology that can be applied to any business function, including sales and marketing processes.
- Its application to sales and marketing has been challenging due to the influence of uncontrollable variables and human elements.
- Applying Six Sigma to controllable variables and process steps in sales and marketing can lead to improvements through data analysis and slight efficiency gains at each step, significantly impacting overall results.
Six Sigma is a set of techniques and strategies aimed at process improvement. It uses data and statistical analysis to identify and eliminate defects in manufacturing and business processes. The goal of Six Sigma is to achieve close to zero defects by reducing variation and errors. It aims for no more than 3.4 defects per million opportunities. Six Sigma provides a rigorous methodology for defining, measuring, analyzing, improving, and controlling process performance to drive customer satisfaction and increase profits.
This document provides an introduction to Six Sigma, which is a data-driven methodology for improving business processes. It aims to reduce defects and variability in processes by focusing on customer needs. Key aspects include using a define-measure-analyze-improve-control approach to projects led by Black Belts over 3-5 months. The goal is to drive processes to be defect free over 99.9997% of the time (3.4 defects per million opportunities). Senior leadership commitment is critical to the success of Six Sigma.
This document provides an overview of Six Sigma Yellow Belt training objectives and concepts. The objectives are to understand the need for Six Sigma and explain the DMAIC process. Key Six Sigma concepts covered include: the history and focus on reducing defects, standard deviation and the sigma scale, the DMAIC methodology of Define, Measure, Analyze, Improve, and Control problems, and how Six Sigma can be applied to any business function. An example of applying Six Sigma to improve a pizza delivery service is also provided.
The document discusses quality management programs and systems such as Statistical Process Control (SPC), Total Quality Management (TQM), and Six Sigma. It provides details on the Six Sigma methodology, including the DMAIC process and benefits of Six Sigma in reducing defects and costs. The document also presents examples of Six Sigma implementations at Motorola and an Indian company, and discusses some costs and limitations of the Six Sigma approach.
The document discusses Six Sigma, a methodology used to improve quality and reduce defects. It explains what Six Sigma is, the key methodologies of DMAIC and DMADV, why companies implement it, the different belts within Six Sigma, and why it is preferred over total quality management. It also covers the Altman Z-Score, which uses financial ratios to predict the likelihood of bankruptcy, walking through an example calculation and interpretation. Finally, it briefly introduces the topics of virtuous and vicious business cycles.
Six Sigma is a set of techniques and tools for process improvement that was developed by Motorola in 1986. It aims to reduce defects and variability in processes by measuring defects per million opportunities. There are five phases in the Six Sigma methodology: Define, Measure, Analyze, Improve, and Control. Various statistical tools and software can be used to analyze processes, determine root causes of defects, and ensure future process performance. Many major companies have implemented Six Sigma, claiming it has helped reduce costs and improve customer satisfaction.
Six Sigma is a statistical methodology for process improvement that aims to reduce defects to 3.4 defects per million opportunities. It involves a structured DMAIC approach of defining problems, measuring processes, analyzing root causes, improving processes, and controlling improvements. Six Sigma has helped companies like GE, Motorola, and DuPont achieve over $1 billion in annual savings through projects focused on reducing variation and improving quality. It provides a mechanism for organizations to progress up the steps of quality, delivery, cost, and flexibility competencies needed to become industry leaders.
This document provides a history of Six Sigma from its origins at Motorola in the 1980s to its maturation and evolution through the 2000s. It describes how Bill Smith developed the first algorithm for Sigma calculations in 1987. Six Sigma was officially launched on January 1, 1987 after initial trials in 1986. It then discusses how Six Sigma was implemented through various projects and software development in the late 1980s. It also outlines Six Sigma's expansion through training programs in the 1990s and 2000s and highlights some of Praveen Gupta's contributions to and publications about Six Sigma over the years.
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.
Problem Statement:
Lower than expected billability, also described as Excessive Bench Capacity, results in chargeability variances and negatively impacts services margins by approximately $100,000,000 per year.
Goal Statement:
Improve billability from current 60% to 70% while maintaining planned fee adjustment. Corrective action plan will be prepared by June 200X, implemented by July 200X. Benefits will be evaluated 6 and 12 months following implementation.
Lean six sigma - practical body of knowledgeXuan Tran Phu
This chapter discusses the benefits of Lean Six Sigma in the current economy. Lean Six Sigma is a process improvement methodology based on Six Sigma and Lean Manufacturing principles. It also incorporates other bodies of knowledge such as Total Quality Management, Project Management, and Change Management. Lean Six Sigma emphasizes improving processes to produce better quality goods and services faster and more cost effectively. It also focuses on understanding customer, employee, process and business needs. Large organizations like hospitals and the U.S. Army have adopted Lean Six Sigma to improve outcomes and transform their businesses.
The document outlines the establishment of a quality improvement team at Apex Footwear Ltd. to address high rejection rates of shoe uppers in their sewing line 1. Specifically, the team aims to reduce rejections from the current 12% rate to the industry average of 1%.
The charter provides background on the company and production process. It identifies key tasks for the team, including analyzing past rejection data, identifying causes of rejections, and developing and implementing solutions. Metrics include designing solutions to address root causes and reducing rejections to meet goals.
This document provides an overview of Six Sigma. It discusses the history of Six Sigma, areas of implementation including manufacturing, finance and IT. It outlines the different levels of implementation such as Champions, Green Belts and Black Belts. The key elements and DMAIC/DMADV methodologies of Six Sigma are presented. Features like improving processes, reducing defects and costs, and increasing customer satisfaction are highlighted. The conclusion emphasizes understanding customer requirements and goals for a Six Sigma design project.
This document provides an overview of the book "Six Sigma for Quality and Productivity Promotion" by Sung H. Park. The book aims to introduce Six Sigma concepts, methodologies, and tools to managers and engineers in Asia. It is divided into three main parts: an introduction to Six Sigma, the Six Sigma framework, and experiences; explanations of Six Sigma tools and how Six Sigma relates to other initiatives; and discussions of practical implementation questions and case studies. The book can be used as a textbook for Six Sigma training programs.
Six Sigma is a data-driven methodology for improving processes by reducing variability, waste, and defects. It aims to achieve near-perfect process efficiency, accuracy, and quality. Key aspects of Six Sigma include defining and measuring quality in terms of defects per million opportunities, setting ambitious quality goals such as 3.4 defects per million, training Green and Black Belts to lead improvement projects, and delivering substantial financial returns and customer satisfaction gains. Implementing Six Sigma requires executive support, thorough training programs, establishing roles and responsibilities, identifying high-impact projects, and continuously measuring outcomes.
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
The document provides an overview of Six Sigma, which is a data-driven methodology used to improve business processes and eliminate defects. It aims for near perfection with less than 3.4 defects per million opportunities. Key concepts include designing processes to meet customer needs, reducing variation, and improving process capability. Tools like DMAIC (Define, Measure, Analyze, Improve, Control) and DFSS (Design for Six Sigma) are used to achieve Six Sigma quality levels.
ISO 9000 is a standard for how organizations conduct business that consists of 5 parts and is applied generically. It aims to meet customer needs and wants. Over 70,000 organizations are currently registered for ISO 9000 certification, though implementing it involves both benefits and costs that vary depending on an organization's size and functions.
The document provides an introduction to Six Sigma, including its history, methodologies, roles and how individuals can use it. Six Sigma aims to reduce variation and defects through statistical analysis and process improvement. It originated in the 1980s and has been widely adopted by many companies. The DMAIC methodology is described, which stands for Define, Measure, Analyze, Improve, and Control project phases. Key tools for each phase like process mapping and control charts are also mentioned.
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
- Six Sigma provides a problem solving methodology that can be applied to any business function, including sales and marketing processes.
- Its application to sales and marketing has been challenging due to the influence of uncontrollable variables and human elements.
- Applying Six Sigma to controllable variables and process steps in sales and marketing can lead to improvements through data analysis and slight efficiency gains at each step, significantly impacting overall results.
Six Sigma is a set of techniques and strategies aimed at process improvement. It uses data and statistical analysis to identify and eliminate defects in manufacturing and business processes. The goal of Six Sigma is to achieve close to zero defects by reducing variation and errors. It aims for no more than 3.4 defects per million opportunities. Six Sigma provides a rigorous methodology for defining, measuring, analyzing, improving, and controlling process performance to drive customer satisfaction and increase profits.
This document provides an introduction to Six Sigma, which is a data-driven methodology for improving business processes. It aims to reduce defects and variability in processes by focusing on customer needs. Key aspects include using a define-measure-analyze-improve-control approach to projects led by Black Belts over 3-5 months. The goal is to drive processes to be defect free over 99.9997% of the time (3.4 defects per million opportunities). Senior leadership commitment is critical to the success of Six Sigma.
This document provides an overview of Six Sigma Yellow Belt training objectives and concepts. The objectives are to understand the need for Six Sigma and explain the DMAIC process. Key Six Sigma concepts covered include: the history and focus on reducing defects, standard deviation and the sigma scale, the DMAIC methodology of Define, Measure, Analyze, Improve, and Control problems, and how Six Sigma can be applied to any business function. An example of applying Six Sigma to improve a pizza delivery service is also provided.
The document discusses quality management programs and systems such as Statistical Process Control (SPC), Total Quality Management (TQM), and Six Sigma. It provides details on the Six Sigma methodology, including the DMAIC process and benefits of Six Sigma in reducing defects and costs. The document also presents examples of Six Sigma implementations at Motorola and an Indian company, and discusses some costs and limitations of the Six Sigma approach.
The document discusses Six Sigma, a methodology used to improve quality and reduce defects. It explains what Six Sigma is, the key methodologies of DMAIC and DMADV, why companies implement it, the different belts within Six Sigma, and why it is preferred over total quality management. It also covers the Altman Z-Score, which uses financial ratios to predict the likelihood of bankruptcy, walking through an example calculation and interpretation. Finally, it briefly introduces the topics of virtuous and vicious business cycles.
Six Sigma is a set of techniques and tools for process improvement that was developed by Motorola in 1986. It aims to reduce defects and variability in processes by measuring defects per million opportunities. There are five phases in the Six Sigma methodology: Define, Measure, Analyze, Improve, and Control. Various statistical tools and software can be used to analyze processes, determine root causes of defects, and ensure future process performance. Many major companies have implemented Six Sigma, claiming it has helped reduce costs and improve customer satisfaction.
Six Sigma is a statistical methodology for process improvement that aims to reduce defects to 3.4 defects per million opportunities. It involves a structured DMAIC approach of defining problems, measuring processes, analyzing root causes, improving processes, and controlling improvements. Six Sigma has helped companies like GE, Motorola, and DuPont achieve over $1 billion in annual savings through projects focused on reducing variation and improving quality. It provides a mechanism for organizations to progress up the steps of quality, delivery, cost, and flexibility competencies needed to become industry leaders.
This document provides a history of Six Sigma from its origins at Motorola in the 1980s to its maturation and evolution through the 2000s. It describes how Bill Smith developed the first algorithm for Sigma calculations in 1987. Six Sigma was officially launched on January 1, 1987 after initial trials in 1986. It then discusses how Six Sigma was implemented through various projects and software development in the late 1980s. It also outlines Six Sigma's expansion through training programs in the 1990s and 2000s and highlights some of Praveen Gupta's contributions to and publications about Six Sigma over the years.
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.
Problem Statement:
Lower than expected billability, also described as Excessive Bench Capacity, results in chargeability variances and negatively impacts services margins by approximately $100,000,000 per year.
Goal Statement:
Improve billability from current 60% to 70% while maintaining planned fee adjustment. Corrective action plan will be prepared by June 200X, implemented by July 200X. Benefits will be evaluated 6 and 12 months following implementation.
Lean six sigma - practical body of knowledgeXuan Tran Phu
This chapter discusses the benefits of Lean Six Sigma in the current economy. Lean Six Sigma is a process improvement methodology based on Six Sigma and Lean Manufacturing principles. It also incorporates other bodies of knowledge such as Total Quality Management, Project Management, and Change Management. Lean Six Sigma emphasizes improving processes to produce better quality goods and services faster and more cost effectively. It also focuses on understanding customer, employee, process and business needs. Large organizations like hospitals and the U.S. Army have adopted Lean Six Sigma to improve outcomes and transform their businesses.
The document outlines the establishment of a quality improvement team at Apex Footwear Ltd. to address high rejection rates of shoe uppers in their sewing line 1. Specifically, the team aims to reduce rejections from the current 12% rate to the industry average of 1%.
The charter provides background on the company and production process. It identifies key tasks for the team, including analyzing past rejection data, identifying causes of rejections, and developing and implementing solutions. Metrics include designing solutions to address root causes and reducing rejections to meet goals.
This document provides an overview of Six Sigma. It discusses the history of Six Sigma, areas of implementation including manufacturing, finance and IT. It outlines the different levels of implementation such as Champions, Green Belts and Black Belts. The key elements and DMAIC/DMADV methodologies of Six Sigma are presented. Features like improving processes, reducing defects and costs, and increasing customer satisfaction are highlighted. The conclusion emphasizes understanding customer requirements and goals for a Six Sigma design project.
This document provides an overview of the book "Six Sigma for Quality and Productivity Promotion" by Sung H. Park. The book aims to introduce Six Sigma concepts, methodologies, and tools to managers and engineers in Asia. It is divided into three main parts: an introduction to Six Sigma, the Six Sigma framework, and experiences; explanations of Six Sigma tools and how Six Sigma relates to other initiatives; and discussions of practical implementation questions and case studies. The book can be used as a textbook for Six Sigma training programs.
Six Sigma is a data-driven methodology for improving processes by reducing variability, waste, and defects. It aims to achieve near-perfect process efficiency, accuracy, and quality. Key aspects of Six Sigma include defining and measuring quality in terms of defects per million opportunities, setting ambitious quality goals such as 3.4 defects per million, training Green and Black Belts to lead improvement projects, and delivering substantial financial returns and customer satisfaction gains. Implementing Six Sigma requires executive support, thorough training programs, establishing roles and responsibilities, identifying high-impact projects, and continuously measuring outcomes.
This document discusses Six Sigma, which aims to reduce variability in business processes. It defines Six Sigma as a statistical term representing 3.4 defects per million opportunities. The document outlines the benefits of Six Sigma, such as generating sustained success, enhancing customer value, and accelerating improvement. It also describes the DMAIC methodology, which is a five-step approach for process improvement involving Define, Measure, Analyze, Improve, and Control phases.
The document provides an overview of Six Sigma, which is a data-driven methodology used to improve business processes and eliminate defects. It aims for near perfection with less than 3.4 defects per million opportunities. Key concepts include designing processes to meet customer needs, reducing variation, and improving process capability. Tools like DMAIC (Define, Measure, Analyze, Improve, Control) and DFSS (Design for Six Sigma) are used to achieve Six Sigma quality levels.
ISO 9000 is a standard for how organizations conduct business that consists of 5 parts and is applied generically. It aims to meet customer needs and wants. Over 70,000 organizations are currently registered for ISO 9000 certification, though implementing it involves both benefits and costs that vary depending on an organization's size and functions.
This document provides an overview of the DMAIC model used in Six Sigma. It first defines Six Sigma as a business process aimed at minimizing waste and increasing customer satisfaction. It then outlines the five phases of the DMAIC cycle: Define, Measure, Analyze, Improve, and Control. The document also provides background on the evolution of Six Sigma and its use in case studies to select processes, define defects, gather data, and calculate yields to improve processes and achieve higher sigma levels. The conclusion states that constant effort is required to improve the sigma level and use of quality tools is essential to attain Six Sigma limits and compete globally.
Este documento describe la aplicación de métricas de Six Sigma para analizar defectos en un proceso de ensamble de placas electrónicas en una empresa. Se ensamblaron 2000 placas y se perdieron 2 tornillos. Usando las métricas de Six Sigma, el proceso tiene un nivel de sigma de 5, lo que equivale a 200 defectos por millón. Esto significa que el proceso cumple pero no alcanza el nivel deseado de 6 sigma.
Six Sigma is a data-driven approach to process improvement that aims for near perfect product quality. It uses statistical methods to identify and remove defects in manufacturing and business processes. The goal of Six Sigma is to achieve no more than 3.4 defects per million opportunities. Projects follow the DMAIC cycle of Define, Measure, Analyze, Improve, and Control to close gaps between current and target performance. Six Sigma was pioneered by companies like Motorola and GE and helped significantly reduce costs and increase profits through quality improvement.
The document summarizes a Six Sigma project to redesign the order fulfillment process of a professional services company. The project aimed to increase revenue by meeting fill rate targets of 75-80% through improving the fulfillment process. Key findings were a lack of process standardization and visibility. Improvement highlights included separating order fulfillment into two processes, reducing steps, implementing a process dashboard for accountability, and standardizing processes with SOPs and artifacts. Results showed a fill rate increase from 58% to 66% and a 28% reduction in cycle time.
This document provides an introduction to Six Sigma, including an overview of what it is, why it's used, key concepts like defects per million opportunities (DPMO) at different sigma levels, and the DMAIC methodology involving define, measure, analyze, improve, and control phases. It also outlines some common Six Sigma tools and roles like Green Belts, Black Belts, Master Black Belts, Champions, and executive leadership. The goal of Six Sigma is to improve quality, reduce defects and variation in processes, and increase customer satisfaction.
Six Sigma is
the powerpoint presentaion that i make during my 3rd yr. The format of
this presentation is truly professional. You can adopt this format for
your future presentations. You too can modify these. Alright.
So just keep going.
Live in flow
~rise and shine~
The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
The document discusses supplier risk assessment and provides a framework for assessing and managing risk from suppliers. It defines supplier risk, outlines risk considerations and criteria, discusses developing supplier access profiles and a risk classification model. It then describes the supplier risk assessment process, which includes assessing suppliers' data lifecycles, policies and procedures. The framework also includes regular supplier review processes to ensure ongoing risk management. The goal is to take a methodical approach to examining supplier risk and mitigating issues through a consistent, baseline process.
Six Sigma is a statistical methodology for improving business processes. It aims to reduce defects and variation in manufacturing and business processes. The goal of Six Sigma is to reduce defects to 3.4 defects per million opportunities. This can be measured using a metric called sigma, with 6 sigma representing a process operating with almost no defects. Key aspects of Six Sigma include defining critical customer requirements, using data and statistical analysis to determine sources of defects, implementing solutions to processes, and measuring their effectiveness.
Six Sigma is a highly disciplined process that helps companies focus on developing and delivering near-perfect products and services. It is a statistical term that measures how far a given process deviates from perfection, with the goal of striving for as close to zero defects as possible. Major companies that implemented Six Sigma like Motorola, General Electric, and Honeywell saw significant financial benefits through increased profits and cost savings of 15-40% of sales by reducing process variability. Six Sigma provides a framework called DMAIC (Define, Measure, Analyze, Improve, Control) to help companies redesign processes in a rigorous way to drive out defects.
Six Sigma is a highly disciplined process that helps companies focus on developing and delivering near-perfect products and services. It aims to measure and reduce defects and variation in processes by using statistical methods. The central idea is that if you can measure defects in a process, you can systematically figure out how to eliminate them and get as close to zero defects as possible. Motorola first developed Six Sigma in the 1980s and it has since been adopted by many other companies to significantly improve customer satisfaction and increase profits by reducing variability.
This document provides an overview of Six Sigma, a quality improvement program. It defines Six Sigma as a statistical measure that aims for 3.4 defects per million opportunities. The document outlines the DMAIC methodology used in Six Sigma, which stands for Define, Measure, Analyze, Improve, and Control. It is used to improve existing business processes. The DMADV methodology is also introduced, which is used for new product or process design. In conclusion, Six Sigma is a data-driven approach that systematically works to reduce defects and variability, improving quality and profitability through removing the causes of defects in processes.
The document discusses Six Sigma, a data-driven approach to process improvement originally developed by Motorola in 1986. It aims to reduce defects in products and services by identifying and removing sources of errors and minimizing variability. The key aspects covered are:
- Six Sigma aims for 3.4 or fewer defects per million opportunities by driving processes to operate within 6 standard deviations of the mean.
- It uses methodologies like DMAIC (Define, Measure, Analyze, Improve, Control) to improve existing processes and DMADV (Define, Measure, Analyze, Design, Verify) for new processes.
- When implemented as a management system, Six Sigma helps align improvement efforts with business strategy to accelerate
FMEA (Failure Mode and Effects Analysis) is a systematic process for evaluating potential problems and failures within a design, manufacturing or production process. It helps identify the effects of risks and introduce control measures to eliminate them. FMEA was first developed in the aerospace industry in the 1960s and has since been applied in various industries for risk management. It involves identifying potential failure modes in a system, assessing their severity, occurrence and detection, and determining how to reduce risk. FMEA supports continuous quality improvement efforts.
Basic overview six sigma, Six Sigma is a production philosophy that uses data, processes, and tools to nearly eliminate defects and bring performance close to perfection. Specifically, achieving Six Sigma means that no more than 3.4 defects occur per one million “opportunities” to create an acceptable output
The document discusses the origins and concepts of Six Sigma. It began at Motorola in 1987 and was later adopted by other companies like GE. Six Sigma aims to reduce defects to 3.4 per million opportunities by driving processes to operate with as little variability as possible. It uses statistical methods and process improvement tools to help companies lower costs, increase customer satisfaction and profits.
Six Sigma is a data-driven methodology for improving processes by eliminating defects. It involves the following key aspects:
- A structured DMAIC methodology of Define, Measure, Analyze, Improve, and Control phases to systematically solve problems.
- A focus on processes capable of producing no more than 3.4 defects per million opportunities. This is derived from operating processes with no more than six standard deviations from the mean.
- Use of statistical tools during the Analyze phase to determine root causes of defects and during the Improve phase to develop and test solutions.
- An emphasis on controlling performance through statistical process controls after improvements are made to maintain results.
Six Sigma is a data-driven methodology for process improvement originally developed by Motorola in 1986. It aims to reduce defects to 3.4 per million opportunities. General Electric adopted Six Sigma in the 1990s and achieved significant cost savings. The third generation combines Lean techniques with Six Sigma. Companies use the DMAIC framework involving Define, Measure, Analyze, Improve and Control phases. Six Sigma projects have helped many companies realize hundreds of millions of dollars in savings through eliminating waste and reducing defects.
The document provides an overview of Six Sigma, including its meaning, methodology, origins, growth, key roles, benefits, and certification. Six Sigma is a data-driven methodology for eliminating defects in any process, with the goal of achieving nearly flawless quality. It was developed by Motorola in the 1980s and later adopted by other companies like GE. The DMAIC and DMADV methodologies are used to define, measure, analyze, improve, and control processes. Key roles include Master Black Belts, Black Belts, and Green Belts. Companies report significant financial benefits and cost savings from Six Sigma implementation.
Six Sigma is a data-driven methodology for process improvement that focuses on reducing defects. It aims for near perfection by striving for no more than 3.4 defects per million opportunities. The document discusses the key principles and tools of Six Sigma including defining critical customer requirements, measuring processes and quality, analyzing data to identify sources of variation, improving processes by addressing key causes of defects, and controlling processes to sustain improvements. It also explains the DMAIC methodology for improving existing processes and DMADV for designing new processes.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It involves defining problems, measuring processes, analyzing causes of defects, improving processes, and controlling improvements. The goal is to take small steps forward to meet customer requirements. Key players include Champions, Black Belts, Green Belts and Project Sponsors. Six Sigma has been successfully applied across industries like automotive, healthcare, financial services and retail to reduce costs and improve customer satisfaction.
Six Sigma is a data-driven approach to process improvement originally developed by Motorola. It aims to reduce defects to 3.4 defects per million opportunities. There are two main methods - DMAIC which improves existing processes and DMADV which designs new processes. Key roles include Champions, Master Black Belts, Black Belts and Green Belts who lead projects. Statistical tools like control charts are used to analyze processes, identify issues, and implement solutions to reduce variations and defects. Widespread adoption of Six Sigma has helped many companies significantly cut costs and improve quality, including Motorola who saved over $17 billion from its Six Sigma program.
Six Sigma is defined in three ways: as a metric, methodology, and management system. As a metric, Six Sigma refers to 3.4 defects per million opportunities. As a methodology, Six Sigma uses the DMAIC model of define, measure, analyze, improve, and control to minimize process variation. As a management system, Six Sigma aligns business strategy and processes to improve key metrics and drive sustainable results. PT Mattel implemented Six Sigma to achieve objectives like increasing efficiency and reducing defects by linking Lean Six Sigma projects to its supply chain processes using the COPIS model and DMAIC approach.
This document provides an introduction to Six Sigma, including:
1. It defines Six Sigma as both a metric for quality (3.4 defects per million opportunities) and a methodology for process improvement using DMAIC (Define, Measure, Analyze, Improve, Control).
2. It explains the three levels of Six Sigma as a metric, methodology, and management system and how it is used to drive business strategy execution and continuous improvement.
3. It outlines PT Mattel's implementation of Six Sigma to achieve objectives like increasing efficiency and reducing defects through defining key processes and suppliers, measuring performance, and conducting Lean Six Sigma projects using the DMAIC approach.
This document provides an introduction to Six Sigma, including:
1. It defines Six Sigma as both a metric for quality (3.4 defects per million opportunities) and a methodology for process improvement using DMAIC (Define, Measure, Analyze, Improve, Control).
2. It explains the three levels of Six Sigma as a metric, methodology, and management system and how it is used to drive business strategy execution and continuous improvement.
3. It outlines PT Mattel's implementation of Six Sigma to achieve objectives like increasing efficiency and reducing defects through defining key processes and suppliers, measuring performance, and conducting Lean Six Sigma projects using the DMAIC approach.
Six Sigma is defined in three ways: as a metric, methodology, and management system. As a metric, Six Sigma refers to 3.4 defects per million opportunities. As a methodology, Six Sigma uses the DMAIC model of define, measure, analyze, improve, and control to minimize process variation. As a management system, Six Sigma aligns business strategy and processes to improve key metrics and drive sustainable results. PT Mattel implemented Six Sigma to achieve objectives like increasing efficiency and reducing defects by linking Lean Six Sigma projects to its supply chain processes using the COPIS model and DMAIC approach.
1. Information United System Consulting Group
(Member of Tariq Alghanim Holding)
Six Sigma – An Introduction
Program : 6th September 2007
By: Ravi Kalimuthu
Specially Designed for Tamilnadu Engineers Forum
Venue: Caesars Restaurant. Fahaheel
copyrights- IC Group 2007
2. About the Tutor.
Business Development Manager &
Management Consultant
20 Years experience in Industrial &
Management Sector
Certified Si Si
C tifi d Six Sigma Green belt & ISO
G b lt
9001:2000 Lead Auditor
Conducted More than 40 Training Ravi K li th
R i Kalimuthu
Programs in Several titles in
Management & Technical
3. About Information United System Consulting
Group. (IUSC Group)
(A Member of Tariq Al Ghanim Holdings)
Provides Management Consultancy
Services
One stop solution for any business
needs
Consultancy provided >40 clients
5. Certification related services
ISO 9001:2000 – Quality Management System
ISO 14001:2004 – Environmental Management
System
OHSAS 18001:2002 – Safety Management
System
ISO 22000:2005 – Food Safety Management
System
ISO 27001:2005 – Information Security
Management System
and more……
d
6. Value added services
Training & Implementation of Six Sigma
Establishing KPIs Performance
KPIs,
measurement system & Balanced
Scorecard
Development of vision & values
Business Plan
l
Business Process Re-engineering
7. Value added services
Support services for effective
implementation of ISO systems
p y
Implementing total quality management
Implementing cost management
concepts like activity based costing and
quality costing etc.,
Implementing 5 ‘S’
Consultancy on CE marking
8. Training services
Support for sustaining International
standards certification
Tailor made in-house programs
Knowledge reach to 175 topics specially
g p p y
designed for improving business
9. Before we start !!!
Your participation is key to success…
If any doubts, stop & clarify…
Share your thoughts…
Get involved…
Switch off / Silent your mobile phones…
Participate, and
Contribute to make this program successful
11. Contents
What is Six Sigma?
Why Six Sigma?
Comparison of various management initiatives
Overview of six sigma and lean principles
Role of Green Belt
Project Management Idea
Process Mapping & Process Management
Team Dynamics and Techniques
y q
Appreciating the use of QFD
12. What is Sigma (σ)
The
Th term ‘Si ‘Sigma’ taken f
’ k from the G k alphabet, i
h Greek l h b is
used to designate the distribution or spread about the
mean (average) of any parameter of product, process or
( g ) y p p , p
procedure. Six Sigma is a system of practices originally
developed by Motorola to systematically improve
processes by eliminating defects The process was
defects.
pioneered by Bill Smith at Motorola in 1986 and was
originally defined as a metric for measuring defects and
improving quality, and a methodology t reduce d f t
i i lit d th d l to d defect
levels below 3.4 defects per one million opportunities
(
(DPMO). )
13. What is Six Sigma (6σ)
Level of process performance equivalent to
producing only 3.4 parts per million defects or
has a yield of 99.9997%.
14. What is Six Sigma (6σ)
Six Sigma is a long-term, forward-thinking initiative
designed to fundamentally change the way corporations
do business.
It is first and foremost "a business process that enables
companies to increase profits dramatically by streamlining
operations, improving quality, and eliminating defects or
mistakes in everything a company does.
While traditional quality programs have focused on
detecting and correcting defects, Six Sigma encompasses
something broader: It provides specific methods to re re-
create the process itself so that defects are never
produced in the first place."
15. What is Six Sigma (6σ)
Six Sigma has evolved over the last two
decades and so has its definition. Six
definition
Sigma has literal, conceptual, and practical
definitions.
definitions Six Sigma can be taken at three
different levels:
As a metric
As a methodology
As a management system
Essentially, Six Sigma is all three at the
same time.
16. Six Sigma as a Metric
The term "Sigma" is often used as a scale
for levels of "goodness" or quality. Using
this scale, "Six Sigma" equates to 3 4
scale 3.4
defects per one million opportunities
(DPMO). Therefore
(DPMO) Therefore, Six Sigma started as a
defect reduction effort in manufacturing
and was then applied to other business
processes for the same purpose.
17. Six Sigma as a Methodology
As Six Sigma has evolved, there has been less
emphasis on the literal definition of 3.4 DPMO, or
counting defects in products and processes. Six
Sigma is a business improvement methodology
that focuses an organization on:
Understanding and managing customer
requirements
Aligning key business processes to achieve those
requirements
Utilizing rigorous data analysis to minimize
variation in those processes
Driving rapid and sustainable improvement to
business processes
18. Six Sigma as a Methodology 2
At the heart of the methodology is the DMAIC
model f process i
d l for improvement. DMAIC i is
commonly used by Six Sigma project teams
and is an acronym for:
y
-Define opportunity
-Measure performance
-Analyze opportunity
A l t it
-Improve p
p performance
-Control performance
19. Six Sigma Management
When practiced as a management system, Six
Sigma is a high performance system for executing
business strategy Six Sigma is a top down solution
strategy. top-down
to help organizations:
•Align their business strategy to critical improvement efforts
•Mobilize teams to attack high impact projects
•Accelerate improved business results
•Govern efforts to ensure improvements are sustained
The Six Sigma Management System drives clarity
around the business strategy and the metrics that
most reflect success with that strategy. It provides
the framework to prioritize resources f projects
h f k for
that will improve the metrics, and it leverages
leaders who will manage the efforts for rapid,
g p ,
sustainable, and improved business results.
20. Determining Sigma Level
g g
Determining sigma levels of processes (1 sigma, 6 Sigma etc)
allows process performance to compared throughout the
organization. Sigma is a statistical term that measures how
i ti Si i t ti ti l t th t h
much a process varies from perfection, based on the
number of defects per million units.
p
1 Sigma = 690,000 DPMO = 30.9% Final yield
2 Sigma = 308,000 DPMO = 69.2%
3 Sigma = 66,800 DPMO = 93.3%
4 Sigma = 6,210 DPMO = 99.4%
5 Sigma = 320
Si DPMO = 99.8%
99 8%
6 Sigma = 3.4 DPMO = 99.9997
21. The Cost of Quality
Sigma level DPMO Cost of Quality
2 308,507(non
, ( NA
competitive
companies)
3 66,807 25 – 40% of
Sales
4 6,210 (Industry 15 -25% of
Average) Sales
5 233 5 – 15 % of
sales
6 3.4 (
3 4 (world class)
ld l ) <1% of sales
1% f l
Each sigma shift provides a 10% net income improvement.
22. Impact of six sigma implementation at GE
(results achieved over first 2 years 1996-1998)
( lt hi d fi t 1996 1998)
- R
Revenues have risen to $100 billion, up 11%
h i t billi
- Earnings have increased to $9.3 billion, up
13%
- Earnings per share have grown to $2.80, up
14%
- Operating margin has risen to a record 16.7%
- Working capital turns have risen sharply to
9.2%, up from 1997's record of 7.4
23. Why Six Sigma? Is it necessary to go for zero defects?
Why isn’t 99.9% defect-free good enough? Here are some examples of
what life would be like if 99.9% were "good enough:"
-1 HOUR OF UNSAFE DRINKING WATER EVERY MONTH
- 2 LONG OR SHORT LANDINGS AT EVERY AMERICAN
AIRPORTS EACH DAY
- 400 LETTERS PER HOUR WHICH NEVER ARRIVE AT
THEIR DESTINATION
- 500 INCORRECT SURGICAL OPERATIONS EACH WEEK
- 3,000 NEWBORNS ACCIDENTALLY FALLING FROM
THE HANDS OF NURSES OR DOCTORS EACH YEAR
- 4,000 INCORRECT DRUG PRESCRIPTIONS PER YEAR
- 22,000 CHECKS DEDUCTED FROM THE WRONG BANK
ACCOUNT EACH HOUR
- 32,000 MISSED HEARTBEATS PER PERSON PER YEAR
24. Why Six Sigma? Is it necessary to go for zero defects?
Here are some examples of what life would be like at
Six Sigma
-13 WRONG DRUG PRESCRIPTIONS PER YEAR
13
-10 NEWBORNS ACCIDENTALLY FALLING FROM THE
HANDS OF NURSES OR DOCTORS EACH YEAR
- 1 LOST ARTICLE OF MAIL PER HOUR
30. Various Management
Initiatives
CAN ONE INITIATIVE WORK WITHOUT THE OTHER
1. For Losses (TPM), Measurements
1 F L (TPM) M t
(Six Sigma) are essential
2. For Measurement (Six Sigma),
Systems (QMS) are essential
3. For Systems (QMS), People
(TQM) are essential
31. Summary
y
All the initiatives are complementary to each other. .The
continued focus is the key factor. It is prudent to integrate
each initiative with the fundamental QMS like ISO
9001:2000 The ff
9001 2000 Th effort should b to take the people along
h ld be k h l l
the process
32. Five Pillars of TQM
Q
PRODUCT
EFFECTIVENESS WASTE ELIMINATION
PROCESS
SYSTEM RE-ENGINEERING
PEOPLE
SUITABILITY CULTURE & MATURITY
LEADERSHIP
33. Six Sigma
Process standard Vs Performance Standard
Six Sigma Vs ISO 9001
Is
I process and performance related
d f l t d
What is important in business
Performance should consider both internal and
external needs
Measurement is the key.
Measure what is important or what is needed
M h ti i t t h ti d d
Measurement without a target is meaning less
Deviation from target is defect
Defect is more important to customer than reject
34. DPMO Vs PPM
Six Sigma demands 3.4 Defects per
Million Opportunity
35. Why the name “Green Belts”?
The name Green belts comes from the sport of
Karate. Both Karate and Six Sigma depend on
mental discipline and systematic, intensive training.
Just as black belts in Karate depend on power, speed
and decisiveness, Six Sigma green belts should also
depend on the same qualities. Six Sigma Green belts
also must be able to reposition themselves as they
move from one project to another.
36. Characteristics of Six Sigma Green Belt
Proper understanding of Deliverable & CTQ.
Proper Understanding of DMAIC steps
Speaks the language of money time organizational
money, time,
objectives.
Understands Project Charter and base line performance
An expert in SPC and continuous improvement tools.
Capable of i l
C bl f implementing standardization methods
ti t d di ti th d
Drives change by challenging conventional wisdom.
Anticipates and confronts problems proactively and solves
them.
38. Define phase
This h
Thi phase d fi
defines th project. It id tifi critical
the j t identifies iti l
customer requirements and links them to business
needs. It also defines a project charter and the
business processes to be undertaken for Six Sigma.
Note: This phase is extensively covered in a
separate chapter “Define phase”.
39. Measurement phase
This phase involves selecting product characteristic
characteristic,
mapping respective process, making necessary
measurements and recording the results of the
process. This is essentially a data collection phase.
Note: This phase is extensively covered in a
separate chapter “Measurement phase”.
40. Analysis phase
In this phase an action plan is created to close the
p p
“gap” between how things currently work and how the
organization would like them to work in order to meet
the goals for a particular product or service This phase
service.
also requires organizations to estimate their short term
and long term process capabilities.
Note: This phase is extensively covered in a
separate chapter “Analysis phase .
Analysis phase”
41. Improvement phase
This phase involves improving processes/product
p p g p /p
performance characteristics for achieving desired results
and goals. This phase involves application of scientific tools
and techniques for making tangible improvements in
profitability and customer satisfaction.
Note: This phase is extensively covered in a
separate chapter “Improvement phase”.
42. Control phase
This phase requires the process conditions to be properly
documented and monitored through statistical
process control methods. After a “settling in” period, the
process capability should be reassessed. Depending
upon the results of such a follow-up analysis, it may be
sometimes necessary to revisit one or more of the
preceding phases
phases.
Note: This phase is extensively covered in a
separate chapter “Control phase”.
43. Key steps of the define phase
A.
A Identify project which are critical to
customers.
B.
B Develop team charter / action plan.
plan
C. Define process map.
Each t
E h step is discussed i detail in the following
i di d in d t il i th f ll i
slide.
44. Deliverable & CTQ
Department/ Function : Accounts 1
S.no Deliverables CTQ Measurement method Acceptable criteria Remarks
Agreement with
1 Customer reconcilations Correct statement of accounts customer book
Timely updation Every month
Respective date for
various submission as
2 Fili of various returns
Filing f i s t s Timely s b issi
Ti l submission per matrix
i
Accuracy
y No penalty Late fees
p y
Interest to the company
Branch and profit-centre wise
3 profitability
fit bilit Timely submission of statements By 25th of every month
Accuracy of report
45. Deliverable & CTQ
S.no Deliverables CTQ Measurement method Acceptable criteria Remarks
Delivery challan
1 Receipt of material Correct inwarding of quantity Zero Variance
30% reduction from
Visual
Reduction in unloading time present condition
Documentation flow to
SAP
2 excise department Timely issue of documents 1 Day
SAP
Accuracy of information
y Zero Variance
warranty claim
3 Cost Optimization 1.Re use warranty material To be decided
2. Reduction of cost through material 30% reduction in
Visual
handling equipments present situation
Improve 50% floor
Store Layout
3. Use of floor space space
VSM
4. Recycling of cotton waste 10% cost savings
SAP
5.
5 Reduction of non moving material
non-moving To b d id d
T be decided
46. Operations related :- Marketing
1. Accuracy of forecast assumptions.
2. Number of incorrect order entries.
3. O
3 Overstocked field supplies.
t k d fi ld li
4. Contract errors.
5. Late deliveries.
6.
6 Customer complaints.
complaints
7. Warranty cost as a percentage of sales.
47. Operations related :- Purchase
1. Premium freight cost/ demurrage charges.
2. Down - time because of parts shortages.
3. Number of Off specification parts used to keep line
going.
4. Cycle time from start of purchase request until
items in house.
5. Excess inventory.
6. Percentage of purchased material rejected on
receipt.
48. Operations related :-
Manufacturing
1. Yield per ton of raw materials.
2. Percentage of parts scrapped.
3. Percentage of parts reworked.
4. Percentage of parts accepted on concession.
5. Percentage of final p
g product g
graded as
seconds.
6. Production per man / machine.
p
49. Operations related :- Product engineering
1. Number of engineering changes per document.
2. Number of errors found during design review.
3. N
3 Number of errors found in design evaluation test.
b f f di d i l ti t t
4. Percentage of time over- run compared to
planned ti
l d time for development.
f d l t
5. Percentage of cost over - run over estimated cost
of d
f development.
l t
6. Number of tooling redesign after trial production.
50. Operations related :- Quality Assurance
1. Percentage of lots rejected due to errors.
2. Percentage of products having defects detected
by customers.
3. Number of engineering changes that should have
been detected in design review.
4. Errors in inspection / test reports.
5. Cycle time t get corrective actions.
5 C l ti to t ti ti
6. Percentage of appraisal cost compared to
production cost.
d ti t
51. Operations related :- Product reliability
Mean time to failure.
Failure rate
rate.
Probability of failure occurrence during given
time interval.
interval
Probability of failure non-occurrence during
given time interval.
i e ti e i te l
Mean life time.
Mean time to first generate overhaul.
Mean time to repair.
repair
52. Ope at o s e ated
Operations related :- Accounting
ccou t g
1. Percentage of late payments.
2. Time to respond to customer request for
information.
3. Billing errors.
4. Incorrect accounting entries.
5. Payroll errors.
6. E
6 Errors in cost estimates.
i t ti t
53. Customer related
Market share
Market penetration
New markets identified
Overall customer satisfaction
Customer complaints
Customer retention
R&D expenditure as a percentage of sales
New products and services introduced
p
Sales per employee
54. Six Sigma – Tools and Techniques
Quality
Q li Functioni Analysis f
A l i of variance
i
Deployment Correlation and Regression
Design of experiments Chi-Square
q
7 QC tools Control charts
New 7 tools Control plans
Measurement system Robust design
analysis Cost of quality
Process mapping Reliability Engineering
Project Management Quality
Q lit systems
t
FMEA Fault tree analysis
SPC
T–T t
Test
55. Certification of Six Sigma
Option I – Certification as Six Sigma Green Belt
Becoming certified as a Six Sigma Green Belt confirms your commitment to quality and the positive impact it
will have on your organization. The Six Sigma Green Belt operates in support of or under the supervision of a
Six Sigma Black Belt, analyzes and solves quality problems and is involved in quality improvement projects.
Option II – Certification as Six Sigma Black Belt
Becoming certified Six Sigma Black Belt leads the quality or core process team involve in the data analysis. The
Six Sigma Black belt guides the green belt in taking the decisions with respect to quality problems and direct
quality improvement projects
Certification procedure:
ASQ (American Society for Quality) offers the certification programmes in various field of discipline. In today’s
world, where competition is a fact of life and the need for a work force proficient in the principles and practices
of quality is a central concern of many companies, certification is a mark of excellence. It demonstrates that the
q y y p ,
certified individual has the knowledge to ensure the quality of products and services. Certification is an
investment in your career and in the future of your employer.
Training procedure:
The Information United System Consulting Group offers extensive training for management staffs in order to
achieve the certification for Six Sigma black belt and Six Sigma green belt. The training avenues could be as
follows:
•In-house training can be conducted within the premises of any Company
•External training
60. Our Training Programs
*October 3rd Week 2007 – Six Sigma Green Belt Certification
Program
( A 3 Day Program)
*November 3rd Week 2007 – ISO 9001:2000 Lead Auditor
Certification Course
(A 5 Day program)
Please enroll in our training programs to attain career
development and call us for any of your training &
Management consultancy needs…
needs
* Tentative Schedule
61. Thank you for your Time & Involvement
If need any clarifications or for assistance, please
feel f
f l free to conduct me on M bil +965 9529846
t d t Mobile:
or write to me in email: Ravi.km@usa.net