1. 6 Sigma Hazırlayanlar : Emine Yılmaz Cansın Eminoğlu

2. Six Sigma is a business management strategy originally developed by Motorola, USA in 1986. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. Six Sigma is a business management strategy originally developed by Motorola, USA in 1986. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.variabilitymanufacturingbusiness processesvariabilitymanufacturingbusiness processes

3. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization (green belts, black belts) who are experts in these methods It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization (green belts, black belts) who are experts in these methodsquality managementstatistical methodsquality managementstatistical methods

4. TPS-Lean Six Sigma Let us take a look at the four fundamental elements of TPS-Lean Six Sigma Cycle: Let us take a look at the four fundamental elements of TPS-Lean Six Sigma Cycle: Formulating ; This phase involves the formulation of the Organizational, Project, and Personal Balanced Scorecard with regards to the examination of the four perspectives; Financial, External, Internal, and Developing and Learning. Formulating ; This phase involves the formulation of the Organizational, Project, and Personal Balanced Scorecard with regards to the examination of the four perspectives; Financial, External, Internal, and Developing and Learning. Resource : http://www.emqus.com/ http://www.emqus.com/

5. TPS-Lean Six Sigma Deploying ; Here, all stakeholders participate in the business strategy by communicating and cascading the corporate scorecard to the scorecards of all the underlying business units and teams, and finally linking the team scorecard to the individual performance plan of the employees. Deploying ; Here, all stakeholders participate in the business strategy by communicating and cascading the corporate scorecard to the scorecards of all the underlying business units and teams, and finally linking the team scorecard to the individual performance plan of the employees. Resource : http://www.emqus.com/ http://www.emqus.com/

6. TPS-Lean Six Sigma Improving ; This means continuously improving both the business system processes, and the talent. The focus here is on correcting mistakes, improving existing capabilities, doing things right the first time, and acquiring new skills and capabilities through gradual improvement. Improving ; This means continuously improving both the business system processes, and the talent. The focus here is on correcting mistakes, improving existing capabilities, doing things right the first time, and acquiring new skills and capabilities through gradual improvement. Resource : http://www.emqus.com/ http://www.emqus.com/

7. TPS-Lean Six Sigma Developing and Learning ; Here, the emphasis is on job-related talent management, business process learning, and to manage and use the talents within the organization effectively. Developing and Learning ; Here, the emphasis is on job-related talent management, business process learning, and to manage and use the talents within the organization effectively. Resource : http://www.emqus.com/ http://www.emqus.com/

8. Lean Six Sigma In recent years, some practitioners have combined Six Sigma ideas with lean manufacturing to create a methodology named Lean Six Sigma. In recent years, some practitioners have combined Six Sigma ideas with lean manufacturing to create a methodology named Lean Six Sigma.lean manufacturinglean manufacturing

9. Define Define the Customer, their Critical to Quality (CTQ) issues, and the Core Business Process involved. Define the Customer, their Critical to Quality (CTQ) issues, and the Core Business Process involved. Define who customers are, what their requirements are for products and services, and what their expectations are Define who customers are, what their requirements are for products and services, and what their expectations are Define project boundaries ­ the stop and start of the process Define project boundaries ­ the stop and start of the process Define the process to be improved by mapping the process flow Define the process to be improved by mapping the process flow From GE's DMAIC Approach, http://www.ge.com/capital/vendor/dmaic.htm

10. Measure Measure the performance of the Core Business Process involved. Measure the performance of the Core Business Process involved. Develop a data collection plan for the process Develop a data collection plan for the process Collect data from many sources to determine types of defects and metrics Collect data from many sources to determine types of defects and metrics Compare to customer survey results to determine shortf Compare to customer survey results to determine shortf From GE's DMAIC Approach, http://www.ge.com/capital/vendor/dmaic.htm

11. Analyze Analyze the data collected and process map to determine root causes of defects and opportunities for improvement. Analyze the data collected and process map to determine root causes of defects and opportunities for improvement. Identify gaps between current performance and goal performance Identify gaps between current performance and goal performance Prioritize opportunities to improve Prioritize opportunities to improve Identify sources of variation Identify sources of variation From GE's DMAIC Approach, http://www.ge.com/capital/vendor/dmaic.htm

12. Improve Improve the target process by designing creative solutions to fix and prevent problems. Improve the target process by designing creative solutions to fix and prevent problems. Create innovate solutions using technology and discipline Create innovate solutions using technology and discipline Develop and deploy implementation plan Develop and deploy implementation plan From GE's DMAIC Approach, http://www.ge.com/capital/vendor/dmaic.htm

13. Control Control the improvements to keep the process on the new course. Control the improvements to keep the process on the new course. Prevent reverting back to the "old way" Prevent reverting back to the "old way" Require the development, documentation and implementation of an ongoing monitoring plan Require the development, documentation and implementation of an ongoing monitoring plan Institutionalize the improvements through the modification of systems and structures (staffing, training, incentives) Institutionalize the improvements through the modification of systems and structures (staffing, training, incentives) From GE's DMAIC Approach, http://www.ge.com/capital/vendor/dmaic.htm

14. Design For Six Sigma Design for Six Sigma (DFSS) is a separate and emerging business- process management methodology related to traditional Six Sigma. Design for Six Sigma (DFSS) is a separate and emerging business- process management methodology related to traditional Six Sigma.Six SigmaSix Sigma DMADV, Define – Measure – Analyze – Design – Verify, is sometimes synonymously referred to as DFSS. DMADV, Define – Measure – Analyze – Design – Verify, is sometimes synonymously referred to as DFSS. DMADV http://en.wikipedia.org/

15. Define You will define the goals of the project and that of the customers (both internal and external) You will define the goals of the project and that of the customers (both internal and external) http://www.sixsigmaonline.org

16. Measure Here you will quantify the customer needs as well as the goals of the management Here you will quantify the customer needs as well as the goals of the management http://www.sixsigmaonline.org

17. Analyze Analyze the options, existing process to determine the cause of error origination and evaluate corrective measures Analyze the options, existing process to determine the cause of error origination and evaluate corrective measures http://www.sixsigmaonline.org

18. Design Design a new process or a corrective step to the existing one to eliminate the error origination that meets the target specification Design a new process or a corrective step to the existing one to eliminate the error origination that meets the target specification http://www.sixsigmaonline.org

19. Verify Verify, by simulation or otherwise, the performance of thus developed design and its ability to meet the target needs Verify, by simulation or otherwise, the performance of thus developed design and its ability to meet the target needs http://www.sixsigmaonline.org

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