This document provides an overview of Six Sigma and its methodologies for process improvement. It begins with defining Six Sigma as a quality management system focused on eliminating defects through a data-driven methodology. The document then outlines the DMAIC process for process improvement, which includes the phases of Define, Measure, Analyze, Improve and Control. It provides examples of tools that can be used at each phase, such as process mapping, value stream mapping, stakeholder analysis and process capability analysis. The overall goal of Six Sigma is to minimize errors and reduce costs through systematic process analysis and improvement.

1. Six Sigma
Process Analysis
& Approach
Your Company Name
1
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2. 05
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Agenda
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Agenda04
03
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AgendaAgenda01
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Agenda02
AGENDA
2
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3. Six sigma is a
quality
management
system.
Six sigma is a set
of techniques and
tools for process
improvement.
It is a measure
of quality that
strives for near
perfection.
It is a disciplined ,
data – driven
methodology
focused on
eliminating defects.
It was a
developed by
bill smith at
Motorola in
1986
Today, it is used
in many in
industrial sectors
for minimizing
errors, reduction
of costs and
increase in profit
WHAT IS SIX SIGMA
3
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4. Build Project From
Nonconformance,
Feedback & Audits
Monitor Live
Dashboard
Collect
Measurements
Correct, Design,
Train & Document
Analyze Processes
Online (OLAP)
Analyze
SIX SIGMA ROAD MAP
4
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5. Understand the problem that
impact business performance
Practical
Problem
Identify the problem with data
and facts
Statistical
Problem
Find out a data driven and
reliable solution
Statistical
Solution
Provide a solution to
increase profit reduce
Practical
Solution
Create a system to sustain a
long term solution
Control
Plan
Measure and reap the
benefit of financial success
Result
Recognize Realize
Measure
Analyze
Control
Improve
Define
Voice Customer
&
Voice Of Process
SIX SIGMA PROCESS
5
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6. 01
02
0304
05
06
BENEFITS
OF SIX
SIGMA
CUSTOMER FOCUSED
Improvement Projects Are
Focused On Customer And
Company Strategy
DATA DRIVEN APPROACH
Facts, Data And Statistics
BOTTOM LINE
Improves Bottom Line
Reducing Defects AND
Rework
ENGAGEMENT
Management And
Employee Engagement
TRAINED INDIVIDUALS
Six Sigma Trained
Individuals Working On
Improvement Projects
PROJECT BY PROJECT
Project By Project Focused
And Time Bound
Improvements
WHY SIX SIGMA
6
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ENGAGEMENT
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PROJECT BY PROJECT
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CUSTOMER FOCUSED
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BOTTOM LINE
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TRAINED
INDIVIDUALS
01 02 03 04 05
WHY SIX SIGMA
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8. SIX SIGMA
Defect
Reduction
Cycle Time
Reduction
CFPM
DSSS+
DMAIC
DMADV
DMADOV
Design &
Manufacture
Designing New
Processes
Improving Existing Cross-
functional Processes
Software
Development
Improving Cross-
functional Processes
Cross Function
Process Mapping
Developing Six
Sigma Software
Define Measure
Analyze Design Verify
Define Measure
Analyze Design
Optimize Verify
Define Measure
Analyze Improve
Control
SIX SIGMA METHODOLOGIES
8
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9. Relational Tools/Techniques Acquired
Expected Deliverables at Each Phase
Activities To Be Executed At Each Phase
DEFINE
The opportunities
MEASURE
The Performance
ANALYSE
The Performance
IMPROVE
The Performance
CONTROL
The Performance
Toll Gate ReviewToll Gate Review Toll Gate Review Toll Gate Review
THE DMAIC PROCESS
9
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10. Project initiation document
And project selection
Define The Problem And
What Customer Requires
1. SELECT PROJECT –CTO’S
2. CREATE PROJECT CHARTER
3. DEVELOP HIGH-LEVEL PROCESS MAP
Measure The Defects And
Process Operation
1. IDENTIFY PROJECT OUT PUT METRIC
2. DEVELOP DATA COLLECTION PLAN
3. ESTABLISH PROCESS BASELINEAnalyze The Data And
Discover Causes Of Defects
1. IDENTIFY ROOT CAUSES
2. VALIDATE ROOT CAUSES AND
DETERMINE..VITALFEW’’
3. QUANTIFY THE OPPORTUNITY
Improve The Process To Remove
Causes Of Defects
1. IDENTIFY SOLUTION
2. REFINE AND TEST SOLUTION
3. COST BENEFIT CALCULATION
Control And Monitor
Your Improvement
1. IMPLEMENT PROCESS CONTROL
2. PREPARE ROLL-OUT SOLUTION
3. PROJECT CLOSURE
01
02
03
04
05
DMAIC
THE DMAIC PROCESS
10
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STEP 1: DEFINE
11
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12. Verbatim Need Requirement
“I want the pizza that I
ordered”
I’m not going to pay a lot for
this pizza”
Accuracy
I want my pizza when you
said it would be here”
Pizza delivered on the on
time as promised to customer
Timeliness
“I want my delivery person to
be friendly”
Pizza delivery person is
polite
Complaints
I’m not going to pay a lot for
this pizza”
Price is equal to or less Than
all other pizza providers
Price
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VOICE OF CUSTOMER (VOC)
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13. Voice Of Customer
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Need
RequirementVerbatim
01
02
03
04
05
VOICE OF CUSTOMER (VOC)
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14. 02 0301
TextHere
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VOICE OF CUSTOMER (VOC)
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15. REQUIREMENTS
CTQ
DRIVERS
NEEDSA Nice Café
Experience
Healthy TasteDrinks Food
Waiting Time
Organic Not Spicy<20 Minutes<10 Minutes <$5 <$20
Food
Quality
Service
Time
Reasonable
Prices
CUSTOMER CTQs
15
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KANO ANALYSIS
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Exciter
Performance
Basic
Customer Needs In The Kano
Model
Implementation
Level
KANO ANALYSIS
16
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17. Resources
Team Roles
Project
Milestone
Project Scope
Problem
Statement
Goal Statement
Business
Case
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PROJECT CHARTER
17
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18. 0
1
2
3
4
5
6
0 1 2 3 4 5 6 7
LSL USLTarget
USL:
Upper
Specification
Limit for ‘Y’,
anything above
this is a defect.
Target:
Lower
Specification
Limit for ‘Y’,
anything above
this is a defect..
LSL:
Ideally the middle
point of USL &
LSL.
PROCESS SPECIFICATION LIMITS
18
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19. Start
Finish
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O OUTPUT
P PROCESS
I INPUT
S SUPPLIERS
PROCESS MAPPING SIPOC
19
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20. SUPPLIERS
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Process
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Customers
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Output
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Input
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PROCESS MAPPING SIPOC
20
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21. Text Here Text Here Text Here Text Here Text Here
End Text Here Text HereText Here
Start
Text Here Text HereText Here
PROCESS MAPPING FLOW CHARTING
21
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STEP 2: MEASURE
22
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23. People Or Groups
Level Of Commitment Text Here Text Here Text Here Text Here Text Here
Enthusiastic Support
Help It Work
Compliant
Hesitant
Indifferent
Uncooperative
Opposed
Hostile
STAKEHOLDER ANALYSIS
23
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24. 2014
2016
2018
2020
2022
Your Text Here
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.
Your Text Here
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Put Text Here
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Your Text Here
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VALUE STREAM MAP
24
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25. Text Here
Text Here
Text Here
Text Here
Text Here
100hrs8hrs
Text HereText Here
160hrs
Text Here
8hrs
Text Here
0.5hrs
Text Here
8hrs
Text Here
120hrs
Text Here
2hrs
Text Here
280hrs
Text Here
240hrs
80hrs
80hrs320hrs80hrs320hrs
260hrs 80hrs 80hrs 80hrs
VALUE STREAM MAPPING
25
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26. Defect Types/ Event
Occurrence
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
SUN
MON
TUE
WED
THU
FRI
SAT
CHECK SHEET
26
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27. Spaghetti diagram- also used to described movement of
people in a factory or office (motion is waste)
TEXT
HERE
TEXT
HERE
TEXT
HERE
SPAGHETTI CHART
27
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28. Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
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SPAGHETTI CHART
28
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29. STRAIGHTEN
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SORT
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SHINE
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SUSTAIN
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STANDARDISE
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WORKPLACE
ORGANIZATION
5S ANALYSIS
29
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Sustain Straighten
ShineStandardize
0
5
10
15
20
STEP 1: Sort
STEP 2
STEP 3STEP 4
STEP 5
RADAR CHART
5S SCORING RESULT
30
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31. Great!
Specification
Specification
Too Much Variation
Good
Specification
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PROCESS CAPABILITY MEASUREMENT
31
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TargetLSL USL
1.5
2.5
3.9
5.8
9.5
6.4
5
2.8
1.9
0.19
0.36
0.69
0.99 0.99
0.69
0.36
0.19
PROCESS CAPABILITY MEASUREMENT
32
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SUBTITLE
Option 01
LCL
UCL
2.1
3.5
2.5
4.2
2.9
4 3.9
4.8
3.5
5.7 5.9
6.7
7.5
6.4
7.2
5.2
6.1
9
0
2
4
6
8
10
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
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SUBTITLE
Option 02
LCL
UCL
3.1
4.6
1.5
3.5 3.1
4.8
3.9
5.4 5.9
5.1
5.9
7.5 7.8
6.8
7.5
5.2
6.1
7.6
0
2
4
6
8
10
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
XBAR AND R-CHART
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STEP 3: ANALYSIS
34
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35. Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here Text Here
Text Here
Text Here
Text Here
01
01
02
02
03
03
04
04
Text
Here
TEXT HERE
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ROOT CAUSE ANALYSIS
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36. 1 2 3 4 5
Effects (Y’s) Outputs
Weight (1 to 5)
Causes (x’s) Inputs
Association Table
(1=weak,5 = medium, or 9= strong)
Rank %Rank
1
2
3
CONTROL IMPACT MATRIX
36
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37. High Impact
Medium
Impact
Low Impact
Vital“X”Control
In Control TEXT HERE TEXT HERE TEXT HERE
Out Of Control TEXT HERE TEXT HERE TEXT HERE
Vital “X” Impact
CONTROL IMPACT MATRIX
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38. PARETO ANALYSIS
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80%
Reasons
20%
Complaints
80%
Reasons
20%
Complaints
PARETO ANALYSIS
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PARETO CHART
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Reason01
Reason02
Reason03
Reason04
Reason05
Reason06
Reason07
Reason08
0
5
10
15
20
25
30
35
40
45
50
PARETO CHART
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40. • TOTAL COMPLATIONTS :
1188
• 67.18% COMPLAINTS:
Pricing & Service
• PRICING & SERVICE : 11%
• Analysis: Bring down
complaints 67.18% by working
on 11% of the causes.
RESTAURANT
COMPLAINTS
52
78
83
87
87
91
95
97 99
100
0
1
2
3
4
5
6
Category 1 Category 2 Category 3 Category 4 Category 5 Category 6 Category 7 Category 8 Category 9 Category 10
PARETO ANALYSIS
40
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41. Issue order
Cancel order
Deliver Goods
Process order
Refund order
Requested-
submit order
Requested
Deposit
Complete
order
Re- submit
order
Deposit
PROCESS MAP ANALYSIS
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STEP 4: IMPROVE
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43. Text Here
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Substitute
Combine
Adapt
Magnify
Rearrange
Eliminate
Put To Other
Uses
SCAMPER
SCAMPER TECHNIQUE
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44. Scamper
Technique
Reverse
Eliminate
Put To Another
Use
Modify
Adapt
Combine
Substitute
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SCAMPER TECHNIQUE
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45. 01
02
03
04
05
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POSSIBLE SOLUTIONS
45
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46. 01 02 03 04
09 08
07
0605
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POSSIBLE SOLUTIONS
46
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47. This slide is 100% editable.
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COST BENEFIT ANALYSIS
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48. Text Here
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COST BENEFIT ANALYSIS
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49. Ranking
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Severity
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Occurrence
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Detectability
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FAILURE MODE EFFECT ANALYSIS
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STEP 5: CONTROL
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Upper Control Limit (UCL)
Lower Control Limit (UCL)
Processoutput
10%
20%
40%
60%
80%
100%
120%
140%
160%
180%
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18
STATISTICAL PROCESS CONTROL
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Your Text
Here
THE DMADV METHOD
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53. Pareto Chart
Cause & Effect
Diagram
Analyze
Solution Analysis
And Selection
Solution
Implementation
Risk Assessment
Improve
Sustainability &
Benefits
Project
Handoff
Statistical Process
Control
Control
Summary Statistic
Mesa
Critical To Quality
Tree
Measure
Project
Charter
Voice Of The
Customer, voice Of
The Business
Process Mao
Define
THE IMPROVEMENT (PDCA) CYCLE
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Carol Smith
JOB TITLE HERE
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Jass Smith
JOB TITLE HERE
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John Smith
JOB TITLE HERE
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Harry Smith
JOB TITLE HERE
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Anita Smith
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TEXT HERE TEXT HERE TEXT HERE TEXT HERE
OUR VISION
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ANITA SMITH
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CAROL SMITH
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MARY SMITH
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JOHN SMITH
OUR TEAM
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TARGET WITH ARROW
56
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57. 26%38%77%55%
$185,000
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$326,000
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$954,000
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$1,656,000
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SEGEMENTATION
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45%FEMALE
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55% MALE
NEW MARKET LOCATION
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59. 2016 2017 2018 2019 2020
TEXT HERE
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TIMELINE
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60. THANK YOU
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60
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