1. Quality Management Six Sigma Objectives of QM

2. Six Sigma System of practices originally developed by Motorola. To systematically improve processes by eliminating defects. Since an original idea, became an element of many TQM initiatives.

3. Six Sigma The process pioneered by Bob Galvin at Motorola in 1986. The initial definitions. Metric for measuring defects Improving quality Methodology to reduce defects below 3.4 (DPMO)

4. Six Sigma Registered Service mark and trade mark of Motorola. Other companies accepted SIX Sigma methodology. Bank Of America Caterpillar Honeywell International Raytheon General Electric

5. Six Sigma - K ey Concepts Critical to quality - Attributes most important to the customer Defect - Failing to deliver what the customer wants. Process Capability - What your process can deliver Varaition - What the customer sees and feels

6. Six Sigma - K ey Concepts Stable Operation Ensuring consistent, predictable processes to improve what the customer sees and feels Design for Six Sigma Designing to meet customer needs and process capability.

7. Six Sigma – Six Sigma Black Belts D Define the goals of the improvement activity. M Measure the existing system. A Analyze the system to identify ways to eliminate the gap between the current and desired goal by statistical approach. I Improve the system. Be creative in finding new ways to do things better, cheaper, or faster. C Control the new system with compensation and incentives.

8. Objectives of Quality Management “Do the right things, right the first time, and every time” Continued Process Improvement Reducing cost, while improving performance achieved through data collection and analysis, flow charts, cause and effect diagrams

9. Objectives of Quality Management Increase customer satisfaction Enhancement of firm efficiency and profitability through process improvement Provide high-quality services to customers by maintaining a constant focus on the customers' viewpoints and needs

10. Objectives of Quality Management Optimize the flow of activities to reduce cycle time, prevent defects, and enable continuous improvement. To improve competitiveness and effectiveness through planning, organizing and understanding activities undertaken by people.

11. References Total Quality Management John Bank - Prentice Hall India Total Quality James R. Evans & James W. Dean, Jr. – South Western Thompson Learning Quality Control & Total Quality Management P L Jain – Tata McGraw Hill Internet

12. What’s next Quality Inspection Quality Assurance Quality Circles Training for Quality