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.

1. By-
NIDISH SEBASTIAN - 1021024
PRAVEEN SIDOLA - 1021026

2. Labels on Quality Programs/Systems
Statistical Process Control (SPC)
Total Quality Management (TQM)
Customer-focused Quality
Six Sigma –Motorola
http://www.motorola.com/motoro
launiversity.jsp
Certified Quality Engineer (CQE)
American Society for Quality (ASQ)
http://www.asq.org/
Lean Enterprise -Toyota
Just-in-Time (JIT)
Business Process Re-engineering
Supply Chain Management

3. Labels on Quality Programs/Systems
Statistical Process Control (SPC)
Total Quality Management (TQM)
Customer-focused Quality
Six Sigma –Motorola
http://www.motorola.com/motoro
launiversity.jsp
Certified Quality Engineer (CQE)
American Society for Quality (ASQ)
http://www.asq.org/
Lean Enterprise -Toyota
Just-in-Time (JIT)
Business Process Re-engineering
Supply Chain Management

4. Old view of “Quality Control”
• time, cost, quality--choose any two
• QA function to independently check up on and
"control" production
• remove and rework defective product through
inspection P/F
• cost of quality, optimal inspection and
rejection

5. New Concept of Quality
Management:
Taguchi loss function http://www.mv.com/ipusers/rm/loss.htm
• 99.9% Quality not good enough
• 6-sigma --> less cost of failures
• Cost of failure underestimated
• Cost of Quality not understood
• Increased Quality Eliminates Waste.
• Quality is free

6. 99.9% is not good enough
• 1 hour of unsafe drinking water every month
• 2 unsafe plane landings per day at O’Hare Airport
in Chicago
• 16,000 pieces of mail lost by the U.S. Post Office
every hour.
• 20,000 incorrect prescriptions every year
• 500 incorrect operations each week
• 50 babies dropped at birth every day
• 22,000 checks deducted from the wrong bank
account each hour
• 32,000 missed heart beats per person each year

7. Introducing Six Sigma.
• Business improvement concept that focuses
on meeting the needs of customers and
bottom line benefit to your organization.
• Customer satisfaction and improvement are
the driving forces.
• Six Sigma is seen as the ultimate goal in
achieving near perfect processes through
continual improvement.

8. Cont.
• Sigma is standard
deviation.
• Six Sigma means
that if there were 1
million
opportunities for a
defect to occur,
there would only be
3.4 defects.

9. Sigma Capabilities.
Defects per Million Yield
 Opportunities (no
Capabil (DPMO) defects)
ity
2 308,537 69.1%
3 66,807 93.3%
4 6,210 99.4%
5 233 99.97%
6 3.4 99.99966%

10. Six Sigma Defined .
• The ultimate goal is
to eliminate defects
and errors and the
costs associated with
poor quality.
• Six Sigma
improvement is the
Define-Measure-
Analyze-Improve-
Control (D-M-A-I-C)
cycle.

11. DMAIC Steps.
Define Determines the scope and purpose of the project and includes a
Project Charter, a process map of the problem to be
investigated and an analysis of customers to determine the
Voice of the Customer (VOC), resulting in Critical to Quality
variables, or CTQs (sometimes CTC, Critical to Customer).
Measure The collection of information on the current situation. Baseline
data on defects and possible causes are collected and plotted,
and the sigma capability levels are calculated.
Analyze Determines the root causes of defects and explores and
organizes potential causes.
Improve The development of solutions that are implemented to remove the
root causes and then measured and evaluated for desired
results.
Control Standardizes the improvement process to maintain the gains. The
new standard practices are documented, and performance is
monitored.

12. DMAIC Steps.

13. Six Sigma Training Levels.
• Once committed to Six Sigma methodology,
learning can be organized by degree of
employee involvement:
• Yellow Belt
• Green Belt
• Black Belt
• Master Black Belt
• Champion

14. Benefits of Six Sigma.
• Focus on customers. • Systematic problem
• Improved customer solving.
loyalty. • Employee motivation.
• Reduced cycle time. • Data analysis before
decision making.
• Less waste.
• Faster to market.
• Data based decisions. • Team building.
• Time management. • Improved customer
• Sustained gains and relations.
improvements.

15. The Six Steps To Six Sigma Using.
• STEP 1. Identify the product you create or the
service you provide
• STEP 2. Identify the costumers for your product
or service and identify costumer requirement.
• STEP 3.Identify your need
• STEP 4.Define the process for doing your work.
• STEP 5.Mistake proof ihe process
• STEP 6.Ensure continuous improvement by D-M-
A-I-C.

16. Motorola's Six Sigma Program.
• Six Sigma – Beyond Quality Excellence to Total Business
Excellence.
By – Keki R. Bhote
Founding father of the team the Original Six sigma
process
• In 1988, Motorola Corp. became one of the first
companies to receive the Malcolm Baldrige National
Quality Award.
Reference -
“The Ultimate Six Sigma”
Written By - Mr Keki R. Bhote

17. Motorola Six Sigma Process
• Faith that the 10:1 quality improvement target
could be achieved.
• Total customer satisfaction
• Powerful new tools
• Cycle time Reduction
• Designs for ease of manufacturing
• Manufacturing Innovation
• True partnership with key supplier
• Training for all employees Reference -
“The Ultimate Six Sigma”
Written By - Mr Keki R. Bhote

18. Self- assessment chart & scoring System
• Customer - 125
• Leadership - 125 (Personal Philosophies & value - 60)
• Organization - 75 (revolutionizing the organization Culture -65)
• Employees - 75
• Measurement - 75
• Tools - 75
• Design - 75
• Supply chain Management - 75
• Manufacturing - 75
Reference -
“The Ultimate Six Sigma”
Written By - Mr Keki R. Bhote

19. Indian Example ( TELCO of Pune )
TIME
Tool Implememted period Result
6
1 General months
Cost Of poor quality 35% reduction in COPQ
Profit 33% profit increses
15
2 Design of Expriment months
Number of people trained 1747
Number of DOE project Start - 428 / complited -268
Multiple Environments over 6
3 stress Testing (MEOST) months
Number of Project Start 23 / complited 12
Field Failure Rates reduce 4:1 to 0
Warrenty Cost Reduce 21.6%
Reference -
“The Ultimate Six Sigma”
Written By - Mr Keki R. Bhote

20. Indian Example ( TELCO of Pune ) Cont.
3
4 Supply Management months
Commoditeis 19 commodities
Actual $6 Million / Projected $7.12
Saving Million
1
Month
5 New Product Introduction s Activity in Quality / cost / cycale time
9
Month
6 Variation Reduction s
1254 ( 409 with cPk greater then 2.0,
Number of project 845 with cPk greater then 1.33)
Precontrol Chart 409 (complited 233/ Process 176)
6
Month
7 Poka- Yoke s
Number of project Completed 177

21. Costs & Limitations.
• Institutionalizing Six Sigma into the fabric of a
corporate culture can require significant
investment in training and infrastructure.
• The infrastructure needed to support the Six
Sigma environment varies. Some companies
organize their trained Green/Black Belts into a
central support organization.
• Others deploy Green/Black Belts into
organizations based on project needs and rely
on communities of practice to maintain
cohesion.

22. Costs & Limitations.
• Six Sigma does not include specific integration
of ISO9000 or National Quality Award criteria.
• Six Sigma raises the expectation from 3-sigma
performance to 6-sigma. Yet, it does not
promote "Zero Defects" which many people
dismiss as "impossible."

23. Reference -
“The Ultimate Six Sigma”
Written By - Mr Keki R. Bhote