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1. Your Company Name
SIX SIGMA PROCESS
IMPROVEMENT

2. 2
Agenda One
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Agenda Two
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Agenda Three
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Agenda Four
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AGENDA

3. 3
Six sigma is
a set of
techniques
and tools for
process
improvement.
02
It is a
measure of
quality that
strives for
near
perfection.
03
It is a
disciplined ,
data – driven
methodology
focused on
eliminating
defects.
04
It was a
developed
by bill smith
at Motorola
in 1986
05
Today, it is
used in
many in
industrial
sectors for
minimizing
errors,
reduction of
costs and
increase in
profit.
06
Six sigma is
a quality
management
system.
01
WHAT IS SIX SIGMA

4. 4
Build Project From Nonconformance,
Feedback & Audits
Monitor Live
Dashboard
Collect
Measurements
Correct, Design,
Train & Document
Analyze Processes
Online (OLAP)
Define
Measure
Analyze
Improve
/Design
Control
/Verify
SIX SIGMA ROAD MAP

5. 5
Understand the problem
that impact business
performance
Identify the problem with
data and facts
Find out a data driven and
reliable solution
Provide a solution to
increase profit reduce
Create a system to sustain
a long term solution
Measure and reap the
benefit of financial success
Statistical
Problem
Statistical
Solution
Practical
Solution
Result
Practical
Problem
Control
Plan
Voice Customer
&
Voice Of
Process
Control
Improve
Measure
Analyze
Recognize Realize
Define
SIX SIGMA PROCESS

6. 6
02
06
04
BENEFITS OF
SIX SIGMA
CUSTOMER FOCUSED
Improvement Projects Are
Focused On Customer
And Company Strategy
BOTTOM LINE
Improves Bottom Line
Reducing Defects AND
Rework
ENGAGEMENT
Management And
Employee Engagement
TRAINED INDIVIDUALS
Six Sigma Trained
Individuals Working On
Improvement Projects
DATA DRIVEN APPROACH
Facts, Data And Statistics
PROJECT BY PROJECT
Project By Project
Focused And Time
Bound Improvements
01
03
05
WHY SIX SIGMA

7. 7
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PROJECT BY
PROJECT
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02
BOTTOM LINE
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01
ENGAGEMENT
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04
TRAINED
INDIVIDUALS
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05
CUSTOMER
FOCUSED
WHY SIX SIGMA

8. 8
DEFECT
REDUCTION
CYCLE TIME
REDUCTION
SIX SIGMA
➢ Define Measure
Analyse Design
Optimize verify
➢ Design &
Manufacture
DMADOV
➢ Define Measure
Analyse Design
verify
➢ Designing New
Processes
DMADV
➢ Define Measure
Analyze Improve
Control
➢ Improving Existing
Cross-functional
Processes
DMAIC
➢ Developing Six
Sigma Software
➢ Software
Development
DSSS+
➢ Cross Function
Process Mapping
➢ Improving Cross-
functional
Processes
CFPM
SIX SIGMA METHODOLOGIES

9. 9
Activities to be Executed at Each phase
Relational Tools/Techniques Acquired
Expected Deliverables at Each Phase
CONTROL
The
Performance
IMPROVE
The
Performance
ANALYSE
The
Performance
MEASURE
The
Performance
DEFINE
The
opportunities
Toll Gate ReviewToll Gate Review Toll Gate Review Toll Gate Review
THE DMAIC PROCESS

10. 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 baseline
Analyze 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
DMAIC
THE DMAIC PROCESS

11. 11
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STEP 1: DEFINE

12. 12
Verbatim
“I want the pizza that I
ordered”
I want my pizza
when you said it
would be here”
“I want my
delivery person to
be friendly”
I’m not going to
pay a lot for this
pizza”
Need I’m not going to pay a
lot for this pizza”
Pizza delivered on
the on time as
promised to
customer
Pizza delivery
person is polite
Price is equal to
or less Than all
other pizza
providers
Requirement Accuracy Timeliness Complaints Price
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VOICE OF CUSTOMER (VOC)

13. 13
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Voice Of Customer
Need
RequirementVerbatim
VOICE OF CUSTOMER (VOC)

14. 14
01
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02
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03
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VOICE OF CUSTOMER (VOC)

15. 15
Needs
❑ A Nice Café
Experience
Requirements
❑ Waiting Time
❑ Drinks
❑ Food
❑ Healthy
❑ Taste
Drivers
❑ Service Time
❑ Reasonable
Prices
❑ Food Quality
CTQ
❑ <10 minutes
❑ 20 minutes
❑ <$5
❑ <$20
❑ Organic
❑ Not spicy
CUSTOMER CTQS

16. 16
Exciter
Performance
Basic
Customer Needs In The Kano Model
Implementation Level
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KANO ANALYSIS

17. 17
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01
Resources
Team Roles
01
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Project
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02
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03
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Problem
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Goal Statement
04
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Business
Case
05
PROJECT CHARTER

18. 18
0
1
2
3
4
5
6
0 2 4 6 8
LSL USLTarget
Upper
Specification
Limit for ‘Y’,
anything above
this is a defect.
Lower
Specification
Limit for ‘Y’,
anything above
this is a defect.
Ideally the
middle point of
USL & LSL.
USL: Target: LSL:
PROCESS SPECIFICATION LIMITS

19. 19
O
C
P
I
S
CUSTOMER
OUTPUT
PROCESS
INPUT
SUPPLIERS
Start
Finish
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PROCESS MAPPING SIPOC

20. 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

21. 21
Text Here
Text Here
Start
End
Text Here
Text Here
Text Here
Text
Here
Text Here
PROCESS MAPPING FLOW CHARTING

22. 22
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STEP2: MEASURE

23. 23
Level Of Commitment Text Here Text Here Text Here Text Here Text Here
Enthusiastic Support
Help It Work
Compliant
Hesitant
Indifferent
Uncooperative
Opposed
Hostile People Or Groups
STAKEHOLDER ANALYSIS

24. 24
2017 2018 2019 2020
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VALUE STREAM MAP

25. 25
Text Here
Text Here
Text Here
Text Here
80hrs
Text Here
100hrs
Text Here
8hrs
Text Here 80hrsText Here
160hrs
320hrsText Here
8hrs
80hrsText Here
0.5hrs
Text Here
8hrs
Text Here
120hrs
260hrs Text Here
2hrs
80hrs Text Here
280hrs
80hrs Text Here
240hrs
80hrs
320hrs
VALUE STREAM MAPPING

26. 26
Defect Types/ Event
Occurrence Text Here
SUN
MON
TUE
WED
THU
FRI
SAT
CHECK SHEET

27. 27
Spaghetti diagram- also used to described movement of
people in a factory or office (motion is waste)
TEXT
HERE
TEXT
HERE
TEXT
HERE
TEXT
HERE
SPAGHETTI CHART

28. 28
Text
Here
Text
Here
Text
Here
Text
Here Text
Here
Text
Here
Text
Here
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SPAGHETTI CHART

29. 29
SORT
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SUSTAIN
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STRAIGHTEN
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STANDARDISE
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SHINE
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01
02
03
04
05
WORKPLACE
ORGANIZATION
5S ANALYSIS

30. 30
0
5
10
15
20
STEP 1: Sort
STEP 2
STEP 3STEP 4
STEP 5
Radar Chart
Sustain Straighten
ShineStandardize
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5S SCORING RESULT

31. 31
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Good
Specification
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Specification
Too Much Variation
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Great!
Specification
PROCESS CAPABILITY MEASUREMENT

32. 32
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TargetLSL USL
1.5
2.5
3.9
5.8
9.5
6.4
5
2.8
1.9
Category 1
0.19
0.36
0.69
0.99 0.99
0.69
0.36
0.19
PROCESS CAPABILITY MEASUREMENT

33. 33
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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

34. 34
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STEP3: ANALYSIS

35. 35
ROOT CAUSE ANALYSIS

36. 36
01 02 03 04 05
Effects (Y’s) Outputs
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 Text Here Text Here Text Here Text Here
Weight (1 to 5)
Causes (x’s) Inputs
01 02 03
Association Table
(1=weak,5 = medium, or 9= strong)
Rank %Rank
CONTROL IMPACT MATRIX

37. 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

38. 38
80%
Reasons
20%
Complaints
80%
Reasons
20%
Complaints
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PARETO ANALYSIS

39. 39
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

40. 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

41. 41
Issue Order
Cancel Order
Process Order
Requested
Deposit
Refund Order
Requested-
Submit Order
Complete
Order
Re- Submit
Order
Deposit
Deliver
Goods
PROCESS MAP ANALYSIS

42. 42
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STEP 4: IMPROVE

43. 43
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Adapt
Put To Other
Uses
Magnify
Combine
Substitute
Rearrange
Eliminate
SCAMPER
SCAMPER TECHNIQUE

44. 44
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Adapt
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Eliminate
Scamper
Technique
SCAMPER TECHNIQUE

45. 45
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01
02
03
04
POSSIBLE SOLUTIONS

46. 46
02
01
03
04
05
06 07 08 09
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POSSIBLE SOLUTIONS

47. 47
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COST BENEFIT ANALYSIS

48. 48
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COST BENEFIT ANALYSIS

49. 49
Severity
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Occurrence
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Detectability
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Ranking
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FAILURE MODE EFFECT ANALYSIS

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STEP 5 CONTROL

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STATISTICAL PROCESS CONTROL
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

52. 52
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01
02
0304
05
THE DMADV METHOD

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Define Measure Analyze Improve Control
Summary
Statistic
Mesa
Critical To Quality
Tree
Solution Analysis
And Selection
Solution
Implementation
Risk Assessment
Project
Charter
Voice Of The
Customer, voice Of
The Business
Process Mao
Pareto Chart
Cause & Effect
Diagram
Sustainability &
Benefits
Project
Handoff
Statistical Process
Control
THE IMPROVEMENT (PDCA) CYCLE

54. 54
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VISION MISSION
OUR VISION

55. 55
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OUR TEAM

56. 56
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TARGET WITH ARROW

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15%
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35%
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55%
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85%
SEGEMENTATION

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85%
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95%
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65%
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45%
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35%
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NEW MARKET LOCATION

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2015
01
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2016
02
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2017
03
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2018
04
TIMELINE

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THANK YOU
for listening
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