Six Sigma aims to reduce defects and variation in processes. It uses a data-driven methodology called DMAIC (Define, Measure, Analyze, Improve, Control) to systematically identify and remove causes of defects and errors. This helps processes meet customer requirements and improve outcomes like quality, customer satisfaction, and profitability. The goal of Six Sigma is to work towards achieving no more than 3.4 defects per million opportunities. This requires understanding customer needs and using tools and techniques to center processes around those needs while minimizing waste and variation.
The document provides an overview of various business excellence methodologies including Lean, Six Sigma, Lean Six Sigma, and Design for Six Sigma. It discusses the history and evolution of these methods, their business impacts and requirements for successful implementation. The document also describes how to select the appropriate methodology and implementation strategy based on a company's goals and maturity level.
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/six-sigma-89
Description:
This is detailed document explaining Six Sigma, include the tools and methodologies used in Six Sigma analysis. This training presentation has been adopted from the ones used at global consulting firms
WFS is a consulting company that helps improve software development processes for medium and large Canadian companies. They assess clients' SDLC practices and prioritize areas for improvement, such as iterative development, continuous integration, and test-driven development. Assessments involve surveys of executives and development teams. The outputs identify strengths and weaknesses, prioritize goals like time to market and quality, and show variances between groups. WFS then provides roadmaps to strengthen practices and better align teams to priority business dimensions to reduce costs and improve ROI of software projects.
Global fpa conference presentation finalNadeem Aziz
Nadeem Aziz has over 24 years of experience in FP&A roles. He discussed Actavis' organizational lifecycle and the impact of planning during different stages. In the growth stage, planning defined IT needs, established reporting, and introduced strategic planning. In the transition stage after an LBO, planning developed integrated systems and driver-based reporting. In the adaptive stage, planning focused on cash flow forecasting, business factors, and contingency planning. Lessons included developing performance understanding, robust forecasting and reporting, leveraging tools, and focusing on commercial initiatives.
Six Sigma is a strategy for achieving world-class performance through process improvement by reducing variability. It aims for 3.4 defects per million opportunities. Many companies have achieved significant annual savings through Six Sigma by reducing costs, errors, rework and improving quality, productivity and profits. Case studies show companies achieving billions in savings through deploying Six Sigma across their organizations.
Provide Authority
Hold people accountable for what they can control
41
Effective Training
• Training is not just a one‐time event
• Training must be ongoing and reinforced
• Training must be relevant to job duties
• Training must be understood and applied
• Assess competency and provide feedback
• Training is an investment, not a cost
"Tell me and I'll forget; show me and I may remember; involve me and I'll
understand." - Chinese Proverb
42
Empowerment
• Empower employees to identify and correct issues
• Create environment where mistakes are opportunities to learn
• Provide tools and resources to solve problems
• Recognize
Guntert Limited provides professional product management and marketing services using Lean Six Sigma methodologies. Lean Six Sigma aims to design out failure and introduce new products or fix problem products quickly through collaborative teamwork and a clear vision. It was introduced to the author through an initial meeting with American engineers in London and focuses on creating the best products consistently through thorough consideration of all factors.
LeanUX (lean user experience) experimentation has mostly focused on "A/B" testing. This presentation reviews how full and half factorial design of experiments might be used in Lean User Experience design.
The document provides an overview of various business excellence methodologies including Lean, Six Sigma, Lean Six Sigma, and Design for Six Sigma. It discusses the history and evolution of these methods, their business impacts and requirements for successful implementation. The document also describes how to select the appropriate methodology and implementation strategy based on a company's goals and maturity level.
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/six-sigma-89
Description:
This is detailed document explaining Six Sigma, include the tools and methodologies used in Six Sigma analysis. This training presentation has been adopted from the ones used at global consulting firms
WFS is a consulting company that helps improve software development processes for medium and large Canadian companies. They assess clients' SDLC practices and prioritize areas for improvement, such as iterative development, continuous integration, and test-driven development. Assessments involve surveys of executives and development teams. The outputs identify strengths and weaknesses, prioritize goals like time to market and quality, and show variances between groups. WFS then provides roadmaps to strengthen practices and better align teams to priority business dimensions to reduce costs and improve ROI of software projects.
Global fpa conference presentation finalNadeem Aziz
Nadeem Aziz has over 24 years of experience in FP&A roles. He discussed Actavis' organizational lifecycle and the impact of planning during different stages. In the growth stage, planning defined IT needs, established reporting, and introduced strategic planning. In the transition stage after an LBO, planning developed integrated systems and driver-based reporting. In the adaptive stage, planning focused on cash flow forecasting, business factors, and contingency planning. Lessons included developing performance understanding, robust forecasting and reporting, leveraging tools, and focusing on commercial initiatives.
Six Sigma is a strategy for achieving world-class performance through process improvement by reducing variability. It aims for 3.4 defects per million opportunities. Many companies have achieved significant annual savings through Six Sigma by reducing costs, errors, rework and improving quality, productivity and profits. Case studies show companies achieving billions in savings through deploying Six Sigma across their organizations.
Provide Authority
Hold people accountable for what they can control
41
Effective Training
• Training is not just a one‐time event
• Training must be ongoing and reinforced
• Training must be relevant to job duties
• Training must be understood and applied
• Assess competency and provide feedback
• Training is an investment, not a cost
"Tell me and I'll forget; show me and I may remember; involve me and I'll
understand." - Chinese Proverb
42
Empowerment
• Empower employees to identify and correct issues
• Create environment where mistakes are opportunities to learn
• Provide tools and resources to solve problems
• Recognize
Guntert Limited provides professional product management and marketing services using Lean Six Sigma methodologies. Lean Six Sigma aims to design out failure and introduce new products or fix problem products quickly through collaborative teamwork and a clear vision. It was introduced to the author through an initial meeting with American engineers in London and focuses on creating the best products consistently through thorough consideration of all factors.
LeanUX (lean user experience) experimentation has mostly focused on "A/B" testing. This presentation reviews how full and half factorial design of experiments might be used in Lean User Experience design.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
This document discusses the need for businesses to reinvent their business plans in a changing economic environment. It notes that signs of business development stalls can be difficult to detect early on. To overcome obstacles, businesses must closely monitor their results and trends, commit to possible changes, and develop new strategies around supply management, product innovations, customer targeting, and locating new sources of growth. A reinvented business plan should re-vision the business, products/services, target market, competitors, pricing, management team, funding, costs/profits, and exit strategy.
1. Kaizen focuses on continuous improvement through small, incremental changes to processes. It relies on involvement of employees and a systematic approach.
2. Characteristics of bankrupt companies include arrogant management, lack of employee education and business planning, failure to develop new products or technology, and discord among workers.
3. The components of an effective Kaizen management system are customer focus, leadership, involvement of employees, a process-oriented approach, and continual improvement. Statistical analysis can quantify the impacts of small improvements.
This document provides an introduction to Six Sigma concepts and terminology. It discusses that Six Sigma is a data-driven, process-focused philosophy for reducing variation and meeting customer requirements. The document outlines the DMAIC methodology used in Six Sigma, which stands for Define, Measure, Analyze, Improve, and Control. It also discusses the key phases and goals of each step in the DMAIC process.
The document is a guide to the Business Analysis Body of Knowledge (BABOK), which defines the profession of business analysis. It describes the knowledge areas, tasks, skills, and techniques that business analysts use to work with stakeholders and recommend solutions that help organizations achieve their goals. The guide provides an introduction to key business analysis concepts and structures the remainder of the document around knowledge areas, tasks, competencies, and techniques.
The document provides an agenda and overview for an introductory presentation on Agile and Scrum frameworks. It discusses Scrum roles, ceremonies, values and principles. The presentation covers the Scrum framework, roles, planning, estimation, team engagement and simulations. It also discusses Agile and Lean roots and contrasts Scrum with traditional waterfall approaches.
The document outlines the Business Analysis Body of Knowledge (BABOK), which provides best practices for business analysis. It details 36 techniques used in business analysis across 6 knowledge areas: business analysis planning & monitoring, elicitation & facilitation, requirements management & communication, enterprise analysis, requirements analysis, and solution assessment & validation. It also lists 6 underlying competencies needed for business analysis.
This document summarizes a presentation on adopting an agile approach to requirements for complex systems and distributed teams. It discusses using a product backlog, user stories, use cases and scenarios to understand desired outcomes. It also covers exploring solutions through visualization, prototyping, and reviews. The presentation emphasizes using the right level of detail for requirements and a blend of techniques including backlogs, models, prototypes and specifications.
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
WQD2011 - INNOVATION - Mashreq Bank - Improving the on-boarding experience fo...Dubai Quality Group
Mashreqbank is working to improve the onboarding experience for retail customers. A diagnostic identified opportunities across process efficiency, performance management, customer mindsets/behaviors, and organizational skills. Proposed solutions include reducing on-site onboarding to 30 minutes with one touchpoint, and off-site to next day for Gold and 3 days for others. KPIs will be aligned across units and linked to overall bank performance. Customer surveys found a preference for same-day delivery of debit cards and chequebooks to improve satisfaction.
BC: Improvement of Knowledge Sourcing and Provisionjscheuring
1) The document proposes implementing a business process modeling tool to improve knowledge management processes.
2) Current processes lack transparency, have manual steps, and inconsistent quality.
3) The proposed product would create graphical models to visualize and automate the knowledge sourcing, categorization, annotation, and provision processes.
4) An analysis estimates the investment would pay for itself within 2 years due to efficiency gains and reduced costs.
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
Business Intelligence Dashboard Design Best PracticesMark Ginnebaugh
Microsoft BI expert Dan Bulos spoke on Dashboard Design Best Practices to the Bay Area Microsoft Business Intelligence User Group.
This presentation shows techniques for displaying data in a dashboard for maximum impact. Dan also discusses various tools available in the Microsoft BI stack – Reporting Services, Excel, PerformancePoint and the new entry, Power View.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
The document provides an agenda and overview of an introductory training on Agile and Scrum frameworks. It discusses key concepts like the Agile Manifesto, Scrum values and roles, and the differences between Scrum and traditional Waterfall methodologies. It also covers topics like product vision, role engagement, planning, estimation, and Scrum simulations.
Change management is crucial to the success of any CRM deployment or organizational change effort. It involves addressing the cultural, structural, and people aspects of change. An effective change management plan formalizes the change process, defines the program, establishes management structures, communicates to stakeholders, and involves people to create champions of change. It is important to address awareness of the need for change, build desire for change, provide knowledge of how to change, develop ability to implement changes, and reinforce changes once implemented.
Astute @ Quest Midwest Conference 2011 - At A CrossRoads with PeopleSoftArvind Rajan
This document discusses options for organizations using PeopleSoft at a crossroads. It presents four options: 1) upgrading to PeopleSoft 9.1 or 9.2, 2) adopting Oracle Fusion Applications, 3) adopting a different ERP platform, or 4) doing nothing. Each option lists drivers, challenges, opportunities, and risks. The document also discusses best practices for PeopleSoft upgrades including assessment, cost containment, and addressing risks upfront.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
The document outlines various techniques used in business analysis across different phases including requirements elicitation, requirements management and communication, enterprise analysis, and solution assessment and validation. It provides a comprehensive overview of planning, conducting, and managing business analysis activities from initial stakeholder engagement through validating solutions.
This document outlines the tasks, inputs, and outputs involved in business analysis according to the BABOK guide. It details 6 key business analysis areas: requirements management & communication, solution assessment & validation, planning & monitoring, elicitation, analysis & design, and strategy analysis. Each area contains multiple subordinate tasks that define the essential activities, dependencies, and work products to effectively perform business analysis according to standard practices.
The document discusses key concepts in process management including defining systems and processes. It provides examples of how to map processes using tools like SIPOC diagrams and flowcharts. The document emphasizes that determining customer requirements and designing processes to meet those requirements is important. Process management is about understanding how work gets accomplished and innovating systems and key processes to deliver value to customers.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
This document discusses the need for businesses to reinvent their business plans in a changing economic environment. It notes that signs of business development stalls can be difficult to detect early on. To overcome obstacles, businesses must closely monitor their results and trends, commit to possible changes, and develop new strategies around supply management, product innovations, customer targeting, and locating new sources of growth. A reinvented business plan should re-vision the business, products/services, target market, competitors, pricing, management team, funding, costs/profits, and exit strategy.
1. Kaizen focuses on continuous improvement through small, incremental changes to processes. It relies on involvement of employees and a systematic approach.
2. Characteristics of bankrupt companies include arrogant management, lack of employee education and business planning, failure to develop new products or technology, and discord among workers.
3. The components of an effective Kaizen management system are customer focus, leadership, involvement of employees, a process-oriented approach, and continual improvement. Statistical analysis can quantify the impacts of small improvements.
This document provides an introduction to Six Sigma concepts and terminology. It discusses that Six Sigma is a data-driven, process-focused philosophy for reducing variation and meeting customer requirements. The document outlines the DMAIC methodology used in Six Sigma, which stands for Define, Measure, Analyze, Improve, and Control. It also discusses the key phases and goals of each step in the DMAIC process.
The document is a guide to the Business Analysis Body of Knowledge (BABOK), which defines the profession of business analysis. It describes the knowledge areas, tasks, skills, and techniques that business analysts use to work with stakeholders and recommend solutions that help organizations achieve their goals. The guide provides an introduction to key business analysis concepts and structures the remainder of the document around knowledge areas, tasks, competencies, and techniques.
The document provides an agenda and overview for an introductory presentation on Agile and Scrum frameworks. It discusses Scrum roles, ceremonies, values and principles. The presentation covers the Scrum framework, roles, planning, estimation, team engagement and simulations. It also discusses Agile and Lean roots and contrasts Scrum with traditional waterfall approaches.
The document outlines the Business Analysis Body of Knowledge (BABOK), which provides best practices for business analysis. It details 36 techniques used in business analysis across 6 knowledge areas: business analysis planning & monitoring, elicitation & facilitation, requirements management & communication, enterprise analysis, requirements analysis, and solution assessment & validation. It also lists 6 underlying competencies needed for business analysis.
This document summarizes a presentation on adopting an agile approach to requirements for complex systems and distributed teams. It discusses using a product backlog, user stories, use cases and scenarios to understand desired outcomes. It also covers exploring solutions through visualization, prototyping, and reviews. The presentation emphasizes using the right level of detail for requirements and a blend of techniques including backlogs, models, prototypes and specifications.
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
WQD2011 - INNOVATION - Mashreq Bank - Improving the on-boarding experience fo...Dubai Quality Group
Mashreqbank is working to improve the onboarding experience for retail customers. A diagnostic identified opportunities across process efficiency, performance management, customer mindsets/behaviors, and organizational skills. Proposed solutions include reducing on-site onboarding to 30 minutes with one touchpoint, and off-site to next day for Gold and 3 days for others. KPIs will be aligned across units and linked to overall bank performance. Customer surveys found a preference for same-day delivery of debit cards and chequebooks to improve satisfaction.
BC: Improvement of Knowledge Sourcing and Provisionjscheuring
1) The document proposes implementing a business process modeling tool to improve knowledge management processes.
2) Current processes lack transparency, have manual steps, and inconsistent quality.
3) The proposed product would create graphical models to visualize and automate the knowledge sourcing, categorization, annotation, and provision processes.
4) An analysis estimates the investment would pay for itself within 2 years due to efficiency gains and reduced costs.
Business analysis plays a key role in ensuring project success and delivering business value. Effective business analysis includes defining business needs, capturing requirements, and ensuring solution designs meet requirements. Weak business analysis is a leading cause of project failures, as solutions may not satisfy business needs. Throughout a solution's lifecycle, from design to operation, ongoing requirements management by business analysts helps maximize business value.
Business Intelligence Dashboard Design Best PracticesMark Ginnebaugh
Microsoft BI expert Dan Bulos spoke on Dashboard Design Best Practices to the Bay Area Microsoft Business Intelligence User Group.
This presentation shows techniques for displaying data in a dashboard for maximum impact. Dan also discusses various tools available in the Microsoft BI stack – Reporting Services, Excel, PerformancePoint and the new entry, Power View.
The document discusses business analysis and related topics:
- It defines business analysis as the set of tasks used to work with stakeholders to understand an organization's structure, policies, and operations in order to recommend solutions that help the organization achieve its goals.
- Key aspects of business analysis include standardization through frameworks like BABOK, as well as adaptability to different organizational contexts and changes.
- Business analysis plays a role throughout a project life cycle from planning and requirements gathering to solution design, development, and post-project operations and maintenance.
The document provides an agenda and overview of an introductory training on Agile and Scrum frameworks. It discusses key concepts like the Agile Manifesto, Scrum values and roles, and the differences between Scrum and traditional Waterfall methodologies. It also covers topics like product vision, role engagement, planning, estimation, and Scrum simulations.
Change management is crucial to the success of any CRM deployment or organizational change effort. It involves addressing the cultural, structural, and people aspects of change. An effective change management plan formalizes the change process, defines the program, establishes management structures, communicates to stakeholders, and involves people to create champions of change. It is important to address awareness of the need for change, build desire for change, provide knowledge of how to change, develop ability to implement changes, and reinforce changes once implemented.
Astute @ Quest Midwest Conference 2011 - At A CrossRoads with PeopleSoftArvind Rajan
This document discusses options for organizations using PeopleSoft at a crossroads. It presents four options: 1) upgrading to PeopleSoft 9.1 or 9.2, 2) adopting Oracle Fusion Applications, 3) adopting a different ERP platform, or 4) doing nothing. Each option lists drivers, challenges, opportunities, and risks. The document also discusses best practices for PeopleSoft upgrades including assessment, cost containment, and addressing risks upfront.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
The document outlines various techniques used in business analysis across different phases including requirements elicitation, requirements management and communication, enterprise analysis, and solution assessment and validation. It provides a comprehensive overview of planning, conducting, and managing business analysis activities from initial stakeholder engagement through validating solutions.
This document outlines the tasks, inputs, and outputs involved in business analysis according to the BABOK guide. It details 6 key business analysis areas: requirements management & communication, solution assessment & validation, planning & monitoring, elicitation, analysis & design, and strategy analysis. Each area contains multiple subordinate tasks that define the essential activities, dependencies, and work products to effectively perform business analysis according to standard practices.
The document discusses key concepts in process management including defining systems and processes. It provides examples of how to map processes using tools like SIPOC diagrams and flowcharts. The document emphasizes that determining customer requirements and designing processes to meet those requirements is important. Process management is about understanding how work gets accomplished and innovating systems and key processes to deliver value to customers.
This document discusses quick changeover techniques to improve process efficiency. It begins by outlining an 8-step process improvement methodology. It then defines changeover times and differentiates between traditional and continuous process improvement thinking regarding changeovers. The document explains that quick changeovers can decrease downtime and waste, allowing for increased flexibility through smaller batch sizes. It provides steps to identify internal and external changeover activities, convert internal activities to external to reduce downtime, and further reduce all remaining activities through techniques like parallel operations and automation.
This document provides an overview of process mapping using a SIPOC (Supplier, Input, Process, Output, Customer) chart. It discusses how to create a high-level SIPOC that defines the key steps in a process, identifies important inputs and suppliers, and lists the major outputs and customers. The SIPOC is presented as the first step in process mapping to help visualize the current process and identify areas for potential improvement. Examples of completed SIPOCs are also included to demonstrate how they can be used to identify metrics and scope a process improvement project.
A SIPOC diagram identifies all elements of a process improvement project before work begins. It helps define the scope of a complex project by answering questions about where the process starts and ends, its major steps, inputs and outputs, key customers and suppliers, and customer requirements. The diagram provides a deep understanding of the current process. It typically includes suppliers, inputs, process steps, outputs, and customers. Metrics may also be included to define quality, time, and cost of inputs, processes, and outputs. The diagram helps scope and plan a process improvement project.
The document explains how to create a SIPOC (Suppliers, Inputs, Process, Outputs, Customers) diagram by using making a dinner party as an example process. It outlines the steps to identify the suppliers that provide inputs to the process, the specific process of preparing, cooking, and serving the meal, and the outputs and customers of the process. The completed SIPOC diagram visually maps out all of the elements to help understand the context and stakeholders involved in the process.
The document provides an overview of Six Sigma, which is a philosophy and methodology for process improvement. It aims to reduce defects and variability in processes by measuring defects, focusing on areas for improvement, and setting a target of 3.4 defects per million opportunities. Six Sigma has helped companies like GE, Motorola, HP and American Express achieve significant cost savings and quality improvements through systematic efforts to measure processes, identify sources of defects, and continuously improve performance. The principles of Six Sigma can also be seen in small organizations like the Mumbai Tiffinmens Association, which delivers lunches with only one defect per 17.5 million opportunities through cultural emphasis on quality, measurement and continuous improvement.
Lean Six Sigma is a combination of Lean methodology for waste reduction and process improvement with Six Sigma methodology for variability reduction and defect prevention. The presentation provides an overview of Lean Six Sigma, including comparing Lean and Six Sigma approaches, defining value-added activities, and outlining the DMAIC process in Six Sigma and principles of Lean such as identifying the seven wastes. Next steps proposed include identifying Lean Six Sigma projects, documenting current processes, and building a roadmap with milestones.
The document is an announcement for a 5-day Lean Six Sigma Green Belt certification program offered by Lean India Consulting Group. [1] It provides an overview of Lean Six Sigma concepts and their benefits, highlighting improvements to processes, quality, efficiency and business results. [2] The agenda outlines the five days covering the DMAIC process (Define, Measure, Analyze, Improve, Control), tools including SPC, DOE and control charts, and participants will receive certification upon successfully passing an exam. [3] Interested participants are instructed to send payment by a specified deadline to secure their seat in the July 2010 program.
This document discusses applying Six Sigma methodology to improve global sales processes. It provides an introduction to Six Sigma and outlines some of the key challenges in implementing Six Sigma initiatives within sales organizations. These include sales processes being less defined and data being more fragmented compared to manufacturing. The document also lists some companies that have successfully applied Six Sigma to improve specific sales processes and increase profits.
The document provides an overview of Six Sigma at Bank of America. It describes Six Sigma as a method originally developed by Motorola to improve manufacturing process quality that has since been applied to business processes. The basic premise is that all processes have variation, which is the enemy, and Six Sigma aims to reduce defects. It explains why Bank of America adopted Six Sigma to enable breakthrough improvements in customer satisfaction and shareholder value.
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 approach to process improvement originally developed by Motorola to reduce defects. It aims to minimize process variation and improve quality by identifying and removing causes of defects. Projects use DMAIC or DMADV methodologies and follow the Define, Measure, Analyze, Improve, Control problem-solving strategy. Key aspects include a focus on quantifiable returns, strong leadership, and staff roles like Black Belts trained in Six Sigma techniques. The methodology helps organizations understand relationships between process inputs and outputs to control outputs through optimizing vital inputs.
Lean Management, 5S, Six Sigma, DMAIC, DMADVIbrahim Tareq
What is Lean?
Objectives of Lean management.
Principles of Lean Manufacturing
Benefits of lean manufacturing
What is 5S???
The 5S’s
What is Six Sigma???
What is DMAIC?
What is DMADV?
When should six sigma be used?
Benefits of six sigma
Where can Six sigma be applied?
Six Sigma is a highly disciplined process improvement methodology that aims to deliver near perfect products and services. It uses data-driven techniques and statistical methods to reduce defects and variation in manufacturing and business processes. The goal of Six Sigma is to improve processes by removing defects and minimizing variation, with the target of achieving no more than 3.4 defects per million opportunities. It employs two main problem-solving methodologies: DMAIC (Define, Measure, Analyze, Improve, Control) for improving existing processes that are already in place, and DMADV (Define, Measure, Analyze, Design, Verify) for developing new processes or products. Six Sigma has been widely adopted by many leading companies and delivered significant financial returns
Lean Six Sigma is a methodology that NASA is adopting to improve processes and realize efficiencies. It combines Lean principles focused on eliminating waste with Six Sigma methods for reducing variation and defects. NASA aims to tailor Lean Six Sigma to its culture and goals in order to improve quality, reduce costs and ensure on-time delivery for customers. Key roles oversee the implementation and evolution of Lean Six Sigma across the agency.
The document provides information about a Lean Six Sigma Yellow Belt Certification conference to be held on July 13-15, 2009 in Washington DC. The conference will teach participants about Lean Six Sigma concepts and tools to improve organizational processes using the DMAIC methodology. It will include presentations, exercises and a certification exam. An optional post-conference workshop on July 15th will provide guidance on deploying Lean Six Sigma in an organization.
This document provides an overview of Six Sigma, including: an introduction to what Six Sigma is and its origins at Motorola in the 1970s; definitions of Sigma and the Six Sigma methodology which aims for nearly perfect processes; the DMAIC and DMADV improvement approaches; key roles like Champions, Black Belts and Green Belts; and tools like 7QC that are used. It also discusses benefits, when Six Sigma should be used, and provides a high-level layout of the topics that will be covered.
Six Sigma is a methodology that aims for near perfection by striving for no more than 3.4 defects per million opportunities. It was developed by Motorola in 1986 and focuses on eliminating defects through statistical analysis. The DMAIC methodology includes five steps: define, measure, analyze, improve, and control. Companies like Motorola, General Electric, and Honeywell have saved billions of dollars through Six Sigma projects that streamline processes and reduce defects.
The document provides an overview of Six Sigma, which is a methodology that organizations use to improve processes and minimize defects. It aims for near perfection by reducing process variation. The summary explains that Six Sigma uses a define, measure, analyze, improve, control (DMAIC) approach and statistical tools to identify and eliminate sources of defects. It also outlines the typical roles and certifications involved in a Six Sigma implementation.
New Horizons Computer Learning Centers of Southern California Instructor Borhan Musleh covers Lean Six Sigma at the White Belt level in this webinar, originally broadcast on March 6, 2014.
Six Sigma is a methodology that aims to improve business processes and minimize defects. It uses a data-driven approach to identify and remove sources of errors and variation in manufacturing and business processes. The methodology involves five phases: Define, Measure, Analyze, Improve, and Control. Key roles in Six Sigma implementation include Champions, Master Black Belts, Black Belts and Green Belts. Tools used include statistical techniques like control charts as well as problem-solving tools like cause-and-effect diagrams. Certification in Six Sigma Green Belt and Black Belt is available to those wanting to improve skills in the methodology.
2. Objective
In This Module We Will….
• Understand the objective of Six Sigma
• Understand the Six Sigma measurement
• Gain an understanding of the Six Sigma
terminology
• Introduce the DMAIC process/methodology
• Understand the objective of each of the 5 phases
(DMAIC) of Six Sigma methodology
• Discuss the differences between Six Sigma and
other corporate initiatives.
Six Sigma Overview
2
4. 99% Accuracy
Practical Meaning of “99% Good”
• 20,000 lost articles of mail per hour
• Unsafe drinking water almost 15 minutes each day
• 5,000 incorrect surgical operations per week
• 2 short or long landings at most major airports each
day
• 200,000 wrong drug prescriptions each year
• No electricity for almost 7 hours each month
99% Is NOT Good Enough Anymore
Six Sigma Overview
4
5. 6 σ – The Measurement
99.0% = 3.85 σ
99.9996% = 6 σ
Is there really a big difference
between 99.0% & 99.9996%?
Six Sigma Overview
5
6. Facts
• All work is a process
• All processes have variation and waste
• Variation causes defects waste causes
loss
• Processes can be improved by
understanding the nature of the variation
and waste
Six Sigma Overview
6
7. Methodologies
ISO
Lean DFSS
Waste Elimination Design For
Growth
Six Sigma
Variation Elimination
Six Sigma Overview
7
8. Lean Philosophy
Anything the customer will not
pay for is Non-Value Added
80% of Non-Value Added is waste
Six Sigma Overview
8
9. Six Sigma
Culture
6σ Methodology
Process Project
Focus
Common
Language DMAIC
Department Link DFSS (IDOV or DMADV)
Change Tool Kit
Roles and Defect Elimination
Commitment
Variation Reduction
Six Sigma Overview
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10. Change Management
• New Way of Looking at
Problems
Culture
6σ Methodology
• Fact Based Decision Making
Common Language DMAIC
Department Link Tool Kit
• Not Relying on “Gut Feel”
Change
Change
Roles and Commitment
Defect Elimination
Variation Reduction
• Change Management
Six Sigma Incorporates Change Management
Six Sigma Overview
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11. Six Sigma Methodology is
Change
Six Sigma Is… “Six Sigma Is Not…
• Structured Problem • Gut Feel
Solving
• Reliance On “Best”
• Fact Based Decision Customer
Making
• That Won’t Work
• Rigorous Here”
Methodology
• Opinion
• Management By Fact
• “We’ve Tried That”
• Statistically Based
• Firefighting
• Team Driven
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12. The Methodology
• Scalable to the depth
Culture
6σ Methodology
Methodology and breadth of the
organization
• Applicable to all
Common Language DMAIC
Tool Kit
business regardless
Department Link
Change Defect Elimination
of size or industry
Roles and Commitment Variation Reduction • Project focused
depending upon the
strategic direction of
the organization
Six Sigma Overview
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13. Getting to Six Sigma
How far can insp ection get us?
Six Sigma Overview
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15. The MacFeenie Company was founded by Fannie
MacFeenie of Fredericksburg, Florida. The
MacFeenie Company finds first the finest freshest
fish for feeding hungry people. The MacFeenie
Company can compete with Florida’s finest fish
foundries because Fannie MacFeeneie who is the
founder of the company deployed Six Sigma five
years ago. Now The MacFeenie Company finds
defects caused by variation and removes them from
processes. This helps the MacFeenie Company
satisfy their customers first, thereby facilitating
valuable market share from fierce fish foundry
competition.
Six Sigma Overview
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16. The MacFeenie Company was founded by Fannie
MacFeenie of Fredericksburg, Florida. The
MacFeenie Company finds first the finest freshest
fish for feeding hungry people. The MacFeenie
Company can compete with Florida’s finest fish
foundries because Fannie MacFeenie who is the
founder of the company deployed Six Sigma five
years ago. Now The MacFeenie Company finds
defects caused by variation and removes them from
processes. This helps the MacFeenie Company
satisfy their customers first, thereby facilitating
valuable market share from fierce fish foundry
competition.
Six Sigma Overview
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17. F Exercise Sigma Level
Number Missed DPMO Sigma Value* Yield(%)
1 27027 3.4 97.3%
3 81081 2.9 91.9%
5 135135 2.6 86.5%
8 216216 2.3 78.4%
10 270270 2.1 73.0%
12 324324 1.95 67.6%
15 405405 1.75 59.5%
Total # F (f): 37, Opportunity: 1 slide
DPMO Calculations = (# missed/Total # F) * 1,000,000/# Opportunities
Sigma Calculation: Normal Distribution Z Table with 1.5 sigma shift
Yield (%) = # Correct / Total # F
NOTE: Sigma Level and Yield above are approximate short term calculations
Six Sigma Overview
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18. The Goals Of Six Sigma
Defect Reduction
Yield Improvement
Improved Customer Satisfaction
Higher Net Income
Six Sigma Overview
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19. Six Sigma – The Methodology
Six Sigma Overview
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20. Process Vs. Customer
LSL USL
Defects Acceptable Defects
Customer Requirement
Process Performance
Process Performance And Customer Requirement Often Do Not Match
Six Sigma Overview
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21. 6 Sigma – The Basic Process
1. Understand the Customer Requirements
2. Reduce Variation Waste Within The Process To Reduce the
Defects
3. Center the Process Around The Customer Requirements
4. Control The Process
Six Sigma Overview
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22. DMAIC - 5 Phase
Approach
Define
Measure
Analyze
Improve
Control
The Six Sigma Projects Are Completed By Following A 5 Phase Approach
Six Sigma Overview
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23. Define Phase Objectives
Define
• Identify customer requirements
• Identify corresponding process
Measure
• Determine relationship between process
and customer
Analyze
• Scope project
• Identify problem statement
Improve
• Identify team
• Develop project contract
Control
Six Sigma Overview
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24. Measure Phase Objectives
Define
• Identify process input and output variables
Measure
• Identify steps in process
• Remove waste from process
Analyze
Improve Tools
Process Mapping
Control
Six Sigma Overview
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25. Analyze Phase Objective
Define
• Identify sources of variation
Measure
• Identify sources of waste
• Identify key variables
Analyze
Improve Tools
C&E Fishbone
Control
Six Sigma Overview
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26. Improve Phase Objective
Define
• Optimize process by making
Measure improvements
Analyze
Improve
Tools
Brainstorming
Control
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27. Control Phase Objective
Define
Measure
• Control the optimized process
Analyze
Improve Tools
Standard Operating Procedure
Control
Mistake Proofing
Six Sigma Overview
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28. Six Sigma Tool Box
Define Measure Analyze Improve Control
Benchmarking Value Stream Fishbone Modeling SPC Charts
Map Diagrams
Process Flow Cause & Effect FMEA Tolerance Performance
Mapping Control Metrics
Flow charts Defect Metrics Root Cause Defect Control Multiple
Analysis Regression
Project Charter Statistical ANOVA Design Train
as a Team Analysis Changes
Set Up a Plan Data Collection Cause & Effect Piloting
& Guidelines Diagram
for Team Run Charts,
Time Series
Chars, Time
Value Charts,
Pareto Charts
Review Sampling Scatter Plots Best Practices
Existing Data
SIPOC
Six Sigma Overview
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30. Enterprise Wide Six Sigma Roles
Executives
Project
Team Senior
Members Champion
All departments have
processes
6σ
Green All processes can be improved Project
Belts All departments should Champion
implement Six Sigma
Most “low hanging fruit” can
be found outside of
manufacturing
Black Belts Finance
Champion
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