1. UNDERSTANDING SIX SIGMA: AN OVERVIEW
Submitted By
Mr. VINOD NARAYAN PUND
HPGD/JL14/1232
SPECIALIZATION: OPERATIONS MANAGEMENT
PRIN. L. N. WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT & RESEARCH
YEAR OF SUBMISSION: JUNE 2016
11/18/2018

2. …A means to stretch our thinking with respect to quality
What Is Six Sigma?
•A term (Greek) used in statistics to represent standard deviation from mean value, an indicator of standard deviation from mean value, an indicator of the degree of variation in a set of a process.
•Sigma measures how far a given process deviates from perfection. Higher sigma capability, better performance
Measure of Quality
Process For Continuous Improvement
Enabler for Culture Change
…A means to stretch our thinking
with respect to quality
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3. The Definition of Six Sigma:
"A systematic and disciplined
approach to achieve excellence in all current and new processes with improved customer satisfaction and profitable growth for as main drivers".
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4. TQM/QIT vs. Six Sigma TQM/QIT Six Sigma Open project selection process
Specific project selection process
Generic projects
Projects linked to the strategic goals
F-A-D-E improvement cycle
focus - analyse - develop - execute
D-M-A-I-C improvement cycle
define - measure - analyse - improve - control
Tool box – Tools not mandatory
Tool box bigger – Tools mandatory
QIT facilitators supporting teams
facilitator profile - part time
Black Belts leading teams high potentials - specified assignment, full time
Result oriented
Generic improvements
Result oriented – Data driven
Customer satisfaction / Process
improvements
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5. Sometimes 99% is just not good enough!
Measure of Quality
Process Capability needs to be Better than you think !
For every 300,000 letters delivered:
With 99% With Six
3,000 misdeliveries misdelivery
In the game of Cricket:
A Three Sigma Batsman ( strike rate of 93.3%) will have atleast 66,800
unscored balls out of every 10,00,000 balls played
AND
A Six Sigma batsman(strike rate of %) will have atleast 3.4
unscored balls out of every 10,00,000 balls played.
Sometimes 99% is just not good enough!
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6. Quality expressed as DPMO ( Defects per Million Opportunities)
Measure of Quality
Manufacturing Example – Ring Face Width
Lower
Specification
Limit
Upper
Specification
Limit 6s
6 Sigma Lingo
Unit : Each Measurement
Defect : Measurement out of Spec
Spec Standard Sigma DPMO % Width Deviation Level In Spec
Defect Opportunities per Unit : 1 ,
Quality expressed as DPMO
( Defects per Million Opportunities) , ,
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7. Harvesting the Fruits of Six Sigma
World Class; 6 Sigma Wall
Can’t be harvested by known methods
Design for Six Sigma
Sophisticated systematic
approach required
5 Sigma Wall
”DMAIC” model,
Full time Black Belts
Some systematic
approach required
4 Sigma Wall
FADE / QIT tools /
Value Management
Det bör här påpekas att olika organisationer har olika strukture för sitt förbättringsarbete.
Ju längre upp i trädet man kommer ju mer krävs det av kompetens och struktur i form av projektorganisation.
Man skall inte heller glömma de externa resurser som kan behövas för att nå optimalt resultat.
Easy to pick
3 Sigma Wall
Day to day improvements
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8. MEASURE
Measure
LSL
USL T
Where Are We Today ?
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9. What Goes Into This Process ?
Analyze M
Analyze
LSL
USL T
What Goes Into This Process ?
What Are The X’s and How Do They Relate To The Y’s ?
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10. How Can I Change The Process?
Improve M
Improve
LSL
USL A T
How Can I Change The Process?
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11. How Can I Make Sure It Stays Improved?
Control M I
LSL
USL A
Control
How Can I Make Sure It Stays Improved?
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12. Roles in Six Sigma Black/Green Belts,
Leading teams in getting results through Six Sigma projects.
Black Belts are full-time committed and Green Belts part-time
Project Sponsor,
supports the project leader and
is the customer and resource
provider to the project.
Follow-up the Six Sigma project
and leverage the gains
Six Sigma Steering group,
i.e Management team, responsible for running the Six Sigma programme within the organisation scope.
Master Black Belt,
Is a specially trained and very
experienced Black Belt
Provides Black/Green Belt and
Champion training and coaches
the Belts in the projects.
May lead own projects
Six Sigma Champion,
Group, Division and BU-level
Deployment responsibility
and the programme process owner within the organisation.
Controller,
Initial evaluator of the project to define the potential economical gains. Monitor and confirm project results.
Process Owner,
Is responsible for the design of the common process and decides on any changes of that process.
Project Team Members,
cross functional, with good business process knowledge.
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13. TOOLS & TECHNIQUES 7QC tools
Check Sheets (collect data to make improvements)
Pareto Charts( define problem and frequency)
Cause and effect diagram (Identify possible causes Cause and effect diagram (Identify possible causes to solve problem)
Histogram (Bar charts of accumulated data to evaluate distribution of data)
Scatter diagram (plots many data points and pattern between two variables)
Flow Chart (Identify unwanted steps)
Control charts (Control limits around mean value)
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14. BENEFITS OF SIX SIGMA Generates sustained success
Sets performance goal for everyone
Enhances value for customers
Accelerates rate of improvement
Promotes learning across boundaries
Executes strategic change
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15. CONCLUSION Six Sigma is methodology used for:
Aligning key business processes to achieve those requirements.
Utilizing rigorous data analysis to minimize data variation in those processes.
Driving rapid and sustainable improvement to business processes.
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16. THANK YOU !
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