Six Sigma is a data-driven methodology for process improvement. It aims to reduce defects and variation in processes by focusing on customer needs and using statistical methods. The DMAIC methodology involves five phases - Define, Measure, Analyze, Improve, and Control. The Define phase identifies the problem and goals. Measure involves collecting data on process metrics. Analyze determines the root causes of defects. Improve develops and tests solutions. Control sustains the improvements through standard processes and controls. Six Sigma has helped companies like Motorola and Ford save billions by reducing costs through quality improvement.

1. Six Sigma
An Introduction

3. If Quality is not delivered. . . .
There will be 20,000 wrong prescriptions each year
500 wrong surgical operations per week
2000 lost pieces of mail each hour

4. Quality Perspectives
• Quality from design perspective
• Quality from customer perspective
• Quality from operations perspective

5. Ultimate Quality
“is meeting or exceeding
customer satisfaction”

6. What is Six Sigma?
A six sigma quality level corresponds to a process
variation equal to half the design tolerance while
allowing the mean to shift as much as 1.5 standard
deviations from the target.

7. Six Sigma
Quality
Productivity
Cost
Profitability
Better meet
customer
expectations

8. 6σ Focus
•A focus on customer
•Participation and teamwork by everyone in the
organization
•A process focus supported by continuous
improvement and learning

9. Our presentation
1. DMAIC methodology
2. Difference between DMADV and DMAIC
3. Implementing Six sigma
4. Define
5. Measure
6. Analyze
7. Improve
8. Control
9. Advantages and limitations

11. Define
•Project
team
•Pareto
analysis
Measure
•Six sigma
Focus
•Techniques
Analyze
•Statistical
Methods
•Tools for
analysis
Improve
•Improveme
nt focus
•Tools
Control
• SOPs
• SPC
Implementing Six Sigma

13. DMADV vs. DMAIC
DMAIC DMADV
 It is used when the
product or process is in the
respective industry
 It is used for development
of new products or for
products that are non existent
in the industry
Define
Measure
Analyze
Improve
Control
Define
Measure
Analyze
Design
Verify

15. The “Define” phase
What is defining the problem?
It entails:
• Selecting the problem to address
• Clearly defining the improvement opportunity
• Building commitment among all stakeholders and
• Understanding the process and customer
• Requirements from a high-level perspective.

16. Project Team
Champion
Sponsor
Team leader
Facilitator
Timekeeper
Scribe
Team member

17. Common Problems
 Conformance problem
 Unstructured performance problems
 Efficiency problems
 Product design problems
 Process design problems

18. Choosing the best problem
 Impact on customers and organizational
effectiveness
 Probability of success
 Impact on employees
 Fit to strategy and competitive advantage
 Financial return

19. Choosing the best problem
Pareto analysis
Most common sources of defects
Frequency
Defects

21. The “Measure” phase
What is Measuring?
“Measurement is the act of quantifying the
performance dimensions of products, services,
processes and other business activities.”

22. The “Measure” phase
What is Measuring?
It focuses on:
• Understanding the current performance
• Collecting any necessary data needed for analysis
• Assessment of the measurement system to ensure
validity

23. The “Measure” phase
Selecting process metrics
Identify all customers of the system
Define the work process that provides the product
Define the value-adding activities that compose the
process
Develop specific performance measures
Evaluate the performance to ensure their
usefulness

24. The “Measure” phase
Data Collection techniques
Check Sheets
Sampling
Histograms
Control charts
Process capabilities

25. Check Sheets

26. The “Measure” phase
Data Collection techniques
Check Sheets
Sampling
Histograms
Control charts
Process capabilities

27. Histogram

28. The “Measure” phase
Data Collection techniques
Check Sheets
Sampling
Histograms
Control charts
Process capabilities

30. The “Analyze” phase
What is Process Analysis?
“Analysis refers to an examination of processes,
facts, and data to gain an understanding of why
problems occur and where opportunities for
improvement exist.”

31. Statistical Techniques
 Statistical inference
Regression and Correlation
Scatter Diagrams
The “Analyze” phase

32. Tools for process analysis
Cause-and-Effect Diagrams
Flowcharts
The “Analyze” phase

33. Tools for process analysis
The “Analyze” phase

34. Tools for process analysis
Cause-and-Effect Diagrams
Flowcharts
The “Analyze” phase

35. Flowchart
Operation
Transportation
Inspection
WIP
Storage

37. The “Improvement” phase
What is Process Improvement?
“It is the apex of the DMAIC methodology and
defines the step in which the processes are to be
improved to deliver the requirements to the
respective customers.”

38. Its focuses
 Flexibility
Cycle times
Agility
 Breakthrough improvements
The “Improvement” phase

39. Lean Six Sigma
Lean Six Sigma
Six
Sigma
TPM
Lean

40. Tools for process improvement
Flowcharts
Kaizen Blitz
Poke-yoke
 5S
 SMED
 TPM
The “Improvement” phase

41. Lean Six Sigma
Kaizen blitz
 Kaizen is “improvement for good”
 Blitz team
 Rapid Improvements

42. Tools for process improvement
Flowcharts
Kaizen Blitz
Poke-yoke
Lean Six Sigma

43. Tools for process improvement
Flowcharts
Kaizen Blitz
Poke-yoke
 5S
 SMED
The “Improvement” phase

44. Tools for process improvement
5S
The “Improvement” phase
 Sort
Set in order
Shine
Standardize
Sustain

45. Tools for process improvement
Flowcharts
Kaizen Blitz
Poke-yoke
 5S
 Single Minute of Exchange of Dies (SMED)
The “Improvement” phase

46. Quick changeovers (SMED)
The “Improvement” phase

48. The “Control” phase
What is Process Control?
“It is the activity of ensuring that project
improvements will be sustained by tracking key
performance measures and CTQs.”

49. The “Control” phase
Components of Process Control
 A standard goal
 A means of measuring accomplishments
Comparison of actual results with standard,
along with feedback to form the basis for
corrective action

50. The “Control” phase
Sustaining the developed processes
 Inspection
Corrective measures
Short term
Long term
 Audits
 Standard Operating Procedures
SPC

51. The “Control” phase
Statistical process control (SPC))

53. Prerequisites of six sigma
What is needed?
 Committed leadership from top management
Integration with existing initiatives
Disciplined customer and market intelligence
gathering
 A bottom-line orientation
 Training
Continuous reinforcement

54. Advantages of six sigma
Fruits that six sigma yields
Began in 1920s as manufacturer of car radios
In 1970s it changed its focus from products to
customers
In 1987 it announced its goal of “six sigma”
Six sigma saved Motorola a total of $17 billion in
the years between 1986 and 2008

55. Advantages of six sigma
Fruits that six sigma yields
Ford started to work on six sigma in 1999
 Six sigma team comprised of top 350 people in
2000 for six sigma training
$6 million were invested to purchase
 Results in $300 million savings

56. Limitations of six sigma
Difficulties
 The challenge of having quality data
The right selection and prioritization of the projects
 The Cost of Poor Quality (COPQ) and sigma quality
level needs more justification