Six Sigma is a set of practices aimed at systematically improving processes to eliminate defects. It originated at Motorola in 1986, inspired by principles of total quality management and zero defects. Six Sigma aims for less than 3.4 defects per million opportunities through defining goals, measuring current performance, analyzing processes, improving processes, and controlling improvements. It uses a structure of executives, champions, master black belts, black belts, and others to implement projects using tools like ANOVA, cost-benefit analysis, and SIPOC maps. While enabling quality improvement and customer satisfaction, some criticize it for arbitrary standards and not being novel.

1. SIX SIGMA THE QUALITY MANTRA BY GEM.P.ABRAHAM

2. BACKGROUND TQM = BUSINESS SUCCESS JAPAN TOLD YOU SO

3. ORIGIN OF SIX SIGMA Motorola adopts in 1986 The Man = Bill Smith Inspiration = TQM & Zero Defects

4. MEANING A set of best practices To systematically improve processes For eliminating defects TARGET = <3.4 DPMO

5. SIX CORE ACTIONS Define =process improvement goals Measure =current capabilities Analyze =compare and develop Improve =processes Control =advance corrections Realize =gains

6. SCALAR CONFIGURATION EXECUTIVES = VISIONARIES CHAMPIONS = IMPLEMENTATION MASTER BB = EXPERT COACHES EXPERTS = ALL ROUNDERS BLACK BELTS = PROJECT EXECUTION GREEN BELTS = ACTIVITY LEVEL YELLOW BELTS = AWARE BUT……….

7. POSITIVES & NEGATIVES QUALITY IMPROVEMENT BEST POSSIBLE CUSTOMER SERVICE ORGANISATIONAL PROSPERITY IMAGE BUILDING NOT NOVEL NEGATIVE EFFECTS ARBITRARY STANDARDS

8. KEY TOOLS USED ANOVA COST BENEFIT ANALYSIS SIPOC MAPS

9. RELATIVES OF SIX SIGMA BUSINESS PROCESS IMPROVEMENT LEAN MANUFACTURING