This document provides an overview of Six Sigma, including its history and key aspects. It began in the late 1970s at Motorola to improve quality control processes. Six Sigma aims to identify and remove defects in processes by achieving near zero defect levels. There are five phases (DMAIC or DMADV) involving defining goals, measuring processes, analyzing data, improving processes, and controlling improvements. Belts include Yellow, Green, Black and Master Black to denote expertise levels. Many companies across industries have implemented Six Sigma to reduce costs and improve efficiency.

1. Six sigma
Presented by
Vignesh . S
Dept of pharmaceutics
Guide by
Mr . R. Arun
Jss college of pharmacy,ooty

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 Introduction
 History
 Six sigma at Motorola
 Definition
 Levels of six sigma
 Methodologies
 Belts in six sigma
 Who all are implementing six sigma
 Cause study
 Six sigma requirements
 Free online training
 Reference
Content

3. Introduction:
A methodology to improve a business process by
constantly revising, updating and retuning the
existing process.
“ SIR BILL SMITH” the father of six sigma introduce
this quality improvement methodology to Motorola.
Six sigma is now an enormous “brand” in the
world of corporate development.
Six Sigma is a letter in the Greek alphabet used
to “denote the standard deviation of a process”.
Six Sigma is a business management strategy to
identifying “defects” and removing them from the
process of production to improve quality.

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DEFINITION:
 Six sigma seeks to improve the
quality of process outputs by
identifying and removing the causes
of defects.
 A six sigma process is one in which
99.9999966% of the products,
manufactured are statistically
expected to be free of defects (3.4
defects per million)
 A six sigma is a very clever way of
branding and packaging many
aspects of total quality

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 History:
 In late 1970 Motorola started experimenting
with problem solving through statistical analysis
 It was introduced by American engineer “BILL
SMITH” while working at motorolo in 1880.
 1987 Motorola officially launched it six sigma
program.
 In 1991 motolola certified its first “black belt”
six sigma experts.
 By the year 2000, six sigma was effectively
established as an industry in its own right,
involving the training, consultancy and
implementation of six sigma methodology.

6. Six sigma at Motorola
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Motorola saved $ 147 billion from 1986 to 2004, reflecting hundreds
of individual successes in all Motorola business areas including:
 Sales and marketing
 Product design
 Manufacturing
 Customer service
 Supply chain management
 Transactional processes

7. Levels of six sigma
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Six sigma
level
% Accuracy DPMO
6 99.9997 3.4
5 99.98% 233
4 99.4% 6210
3.5 97.7% 22.700
3 93.3% 66.807
2 69.1% 308.537

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9. Six sigma projects follow two project
methodologies:
Methodologies
1.DMAIC
Its used for projects
aimed at improving
an existing business
process

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1.DEFINE
Define the system, the voice of the customer
and their requirements and the project goals,
specifically
2.MEASURE
Measure key aspects of the current process and
collect relevant data.
3.ANALYSIS
Analysis the data to investigate and verify
cause and effect relationship . determine what
the relationships are and attempt to ensure that
all factors have been considered. Seek out root
cause of the defect under investigation.

11. 4. IMPROVE
Analysis or optimize the current process based
upon data analysis using techniques such as
design of experiments, proofing ,and standard
work to create a new ,future state process.
5.CONTROL
CONTROL the future state process to ensure
that any deviations from target are corrected
before they result in defects implement control
systems such as statistical process control,
production boards , visual workplaces, and
continuously monitor the process.
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2. DMADV
Its used for project aimed
at creating new product
or process designs

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1.DEFINE
Define design goals that are consistent with customer demands and
enterprise strategy.
2.MEASURE
Measure and identify (characteristics that are critical to quality), product
capabilities, production process capability, and risks.
3.ANALYSIS
Analyze , to develop and design alternatives.
4.DESIGN
best suited per analysis in the previous step.
5.VERIFY
Verify the design, set up pilot runs, implement the production , process
and hand it over to the process owner(s).

14. Belts in six sigma
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There are 4 levels of six sigma training and each belt defines the
expertise in that particular level.
The levels in their respective order of expertise are:
YELOW BELT: The person trained at this level holds the responsibility of
smaller process improvement and has the basic knowledge of six sigma
processes.
GREEN BELT: A person trained at this level gets to head and lead a
project. Operating under the guidance of black belts.
BLACK BELT: operate under master black belts to apply six sigma
methodology to specific project.
MASTER BLACK BELT: Expert is the mentor of black belts. He is the trainer,
teacher and the person responsible for implementation of six sigma
processes at all levels.

16. WHO ARE IMPLEMENTING SIX SIGMA
Financial – bank of America, ge capital, hsbc,
American express.
Hospitality – itc hotels, grt hotels, appolo hospitals.
Manufacturing – ge plastic, Johnson and Johnson,
Motorola, nokia, Microsoft, ford, wipro, nestle,
samsung.
Telecom – bharti cellular, Vodafone, tata .
It – wipro, satyam , acenture, Infosys, tcs , birla soft
In pharmaceutical industry – cipla, Novartis
Switzerland, icri, strides arcolab ltd, novozymes
Denmark, catalent pharma solution. 16

17. case study
 Catalent pharma solution, is a leader in
developing solutions for the
pharmaceutical, veterinary, biological
and consumer health industries. The
company was faced with high number of
defects after producing millions of units.
 The process flow was slow because of
the time required to analyse the
samples.
 Six sigma processes were applied to
address these issues.
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18.  The company specifically required a solution for their proprietary
product known as ZYDIS. The company needed new systems that
would help to predict the process variation.
 The project team devised a database to collect information.
 The programming language used for automation was flexible and
easy to replicate.
 The efficiency was improved by making these changes.
 After two weeks of implementing six sigma processes the company
prevented the loss of two batches of product, which was worth 50.000
pounds, which is “five million one hundred one thousand five hundred”
 This case study demonstrates how companies can improve processes to
meet six sigma standards, prevent loses and save the money.
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Six sigma
requirements

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Free online training @ goleansixsigma.com

21. Reference
Six sigma paper back/// by sibi k. soloma
(kilakku pathippagam)
Goleansixsigma.com
Moresteam.com
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