Department of Mechanical Engineering

BIT, Meerut

Seminar Report On

“SIX SIGMA”

Submitted to: Submitted by:

Mr. Ashish Srivastav Ashish Kumar Bharti

Mr. Vivek Jain Mechanical 3rd year,Sec-“A”
Roll No.-0812840014
BIT, Meerut
 CERTIFICATE

This is to certify that the seminar report entitling “SIX SIGMA” was prepared & presented by
ASHISH KUMAR BHARTI (Mechanical III year) of B tech. Mechanical Engineering, BIT
Meerut during the academic year 2010-2011 (Semester Vth)

Date- 13th November 2010

Place- Meerut
 ACKNOWLEDGEMENT

Behind the success of any task, there will be sincere and valuable suggestions and
cooperation of eminent people and I do take immense pleasure to acknowledge them. The
seminar would not have taken shape without the guidance of our respected, Mr.Vivek Jain
and Mr.Ashish Srivastava who all are a constant source of inspiration & rendered valuable
help in channelizing my efforts in right direction. My special thanks to them, their thoughts
and guidance are reflected in every page of my report.
I take this opportunity to express my sincere thanks to my college Bharat Institute of
Technology Meerut, for providing the required facilities.
I thank the Mechanical Engineerig Department, for providing infrastructure, without
which I would not have been able to give this seminar.
I would like to thank all the staff of Mechanical engineering department for their
valuable cooperation in this undertaking.
Last but not the least; I would express my affectionate thanks to my parents, friends
and all those who have directly or indirectly helped me during this course.

Ashish Kr Bharti
Mechanical – III year
Roll no. - 0812840014
 CONTENTS

1. Six Sigma-Introduction

2. Historical Overview

3. Methods of implementing six sigma

4. DMAIC

5. DMADV

6. Calculation of six sigma

7. Six sigma versus three sigma

8. Organisation adopted six sigma

9. Effect of six sigma on ford motors

10.What makes six sigma different?

11. What are the key success of the six sigma?

12.Benefits of six sigma

13.Bibliography
SIX SIGMA

INTRODUCTION:

Six Sigma is a business management strategy originally developed by Motorola, USA in

1981. As of 2010, it is widely used in many sectors of industry, although its use is not
without controversy.

Six Sigma seeks to improve the quality of process outputs by identifying and removing the
causes of defects (errors) and minimizing variability inmanufacturing and business
processes. It uses a set of quality management methods, including statistical methods, and
creates a special infrastructure of people within the organization ("Black Belts", "Green
Belts", etc.) who are experts in these methods. Each Six Sigma project carried out within an
organization follows a defined sequence of steps and has quantified financial targets (cost
reduction or profit increase).

The term six sigma originated from terminology associated with manufacturing, specifically
terms associated with statistical modelling of manufacturing processes. The maturity of a
manufacturing process can be described by a sigma rating indicating its yield, or the
percentage of defect-free products it creates. A six-sigma process is one in which 99.99966%
of the products manufactured are statistically expected to be free of defects (3.4 defects per
million). Motorola set a goal of "six sigmas" for all of its manufacturing operations, and this
goal became a byword for the management and engineering practices used to achieve it.
It is a statistical concept, used to describe the state of zero defects or as close to it as possible.
Sigma is a letter in the Greek alphabet used to denote the standard deviation of a process.
Standard deviation measures the variation of a result from the process average.

A process with Six-Sigma capability implies having twelve standard deviations between the
upper and lower specification limits. Essentially, process variation is reduced to no more than
3.4 parts per million falling outside the specification limits.
The higher the Sigma number, the lesser the defects as the graph indicate.

A performance level of Six-Sigma equates to 3.4 defects per million opportunities - not zero,
but pretty close. A defect is anything that causes customer dissatisfaction. According to
Robert W. Galvin, Chairman of the executive committee of the Motorola Management
Board, Six-Sigma is "near perfection".
Apart from being a statistical concept, Six-Sigma has now evolved into a philosophy, a goal
and a methodology. It is used to drive out waste and improve quality, cost and time
performance of any business.

HISTORICAL OVERVIEW:

Six Sigma originated as a set of practices designed to improve manufacturing processes and
eliminate defects, but its application was subsequently extended to other types of business
processes as well. In Six Sigma, a defect is defined as any process output that does not meet
customer specifications, or that could lead to creating an output that does not meet customer
specifications.

Bill Smith first formulated the particulars of the methodology at Motorola in 1986. Six Sigma
was heavily inspired by six preceding decades of quality improvement methodologies such
as quality control, TQM, and Zero Defects, based on the work of pioneers such
as Shewhart, Deming, Juran, Ishikawa, Taguchi and others.

Like its predecessors, Six Sigma doctrine asserts that:

 Continuous efforts to achieve stable and predictable process results (i.e., reduce
process variation) are of vital importance to business success.
  Manufacturing and business processes have characteristics that can be measured,
analyzed, improved and controlled.
 Achieving sustained quality improvement requires commitment from the entire
organization, particularly from top-level management.

Features that set Six Sigma apart from previous quality improvement initiatives include:

 A clear focus on achieving measurable and quantifiable financial returns from any Six
Sigma project.
 An increased emphasis on strong and passionate management leadership and support.
 A special infrastructure of "Champions," "Master Black Belts," "Black Belts," "Green
Belts", etc. to lead and implement the Six Sigma approach.
 A clear commitment to making decisions on the basis of verifiable data, rather than
assumptions and guesswork.

The term "Six Sigma" comes from a field of statistics known as process capability studies.
Originally, it referred to the ability of manufacturing processes to produce a very high
proportion of output within specification. Processes that operate with "six sigma quality" over
the short term are assumed to produce long-term defect levels below 3.4 defects per million
opportunities (DPMO). Six Sigma's implicit goal is to improve all processes to that level of
quality or better.

Six Sigma is a registered service mark and trademark of Motorola Inc. As of 2006 Motorola
reported over US$17 billion in savings from Six Sigma.

Other early adopters of Six Sigma who achieved well-publicized success

include Honeywell (previously known as AlliedSignal) and General Electric, where Jack
Welch introduced the method. By the late 1990s, about two-thirds of the Fortune
500 organizations had begun Six Sigma initiatives with the aim of reducing costs and
improving quality.

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

Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-Check-
Act Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC
and DMADV.

 DMAIC is used for projects aimed at improving an existing business process. DMAIC
is pronounced as "duh-may-ick".
 DMADV is used for projects aimed at creating new product or process
designs. DMADV is pronounced as "duh-mad-vee".

DMAIC

The DMAIC project methodology has five phases:

 Define the problem, the voice of the customer, and the project goals, specifically.
 Measure key aspects of the current process and collect relevant data.
 Analyze the data to investigate and verify cause-and-effect relationships. Determine
what the relationships are, and attempt to ensure that all factors have been considered.
Seek out root cause of the defect under investigation.
 Improve or optimize the current process based upon data analysis using techniques
such as design of experiments, poka yoke or mistake proofing, and standard work to
create a new, future state process. Set up pilot runs to establish process capability.
  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, and visual workplaces, and continuously monitor the process.

DEFINE
The define phase involves clearly laying down project goals, apart from specifying and listing
deliverables to internal and external customers.
The key steps in this phase are:
· Define customers and their Critical To Quality requirements.
· Evolve problem fact sheet, goals and final benefits.
· Identify Champion, process owner and project team.
· List out the resources.
· Assess important organisational support.
· Work out a project plan and its milestones.
· Develop a detailed process chart.
Various tools are used in this phase. Some important tools are
· Project Charter.
· Process Flowchart .
· SIPOC Diagram .

MEASURE
The measure phase involves the assessment of the current level of process performance and
quantifying the problem. The key steps in this phase are:
· Define defect, opportunity, unit and metrics for measurement.
· Draw up a process map of relevant areas.
· Draw up a detailed data collection plan.
· Validate the measurement system.
· Initiate data collection.
· Start developing y=f (x) relationship.
· Evaluate capability of the current process and current sigma level.
Various tools are used in this phase. Some important tools are:
· Process Flowchart .
 · Data Collection Plan.
· Benchmarking.
· Measurement System Analysis.
· Process Sigma Calculation.

ANALYSIS
This Phase involves the systematic analysis of all causes to arrive at the root cause of the
defects.
The key steps in this phase are:
· Define the proposed performance objectives.
· List out non-value added and value added processes.
· Pinpoint sources of variation.
· Find out the root cause(s).
· Determine the vital few versus many relationships.
Some tools used in this phase are:
· Histogram .
· Pareto Chart .
· Time Series/ Run Chart .
· Scatter Chart .
· Regression Analysis.
· Cause and Effect Diagram .
· 5 whys.
· Process Map Review And Analysis.
· Statistical Analysis.

IMPROVE
This phase involves enhancing the process by eliminating all defects.
The key steps in this phase are:
· Carry out DOE.
· Evolve potential solutions.
· Define the tolerance levels of the potential system.
· Check out potential improvement by pilot scale tests.
Tools used in this phase include:
 · Brainstorming .
· Mistake Proofing .
· Design of Experiments .
· Pugh Matrix.
· House of Quality.
· FMEA .
· Simulation Software .

CONTROL
This phase involves ascertaining future control of performance.
The key steps in this phase are:
· Define and validate control procedures and monitoring methods.
· Evolve clear cut procedures and lay down standards.
· Use SPC effectively.
· Assess process capability.
· Evolve a transfer plan to the client.
Various tools are used in this phase. Some important tools are:
· Process Sigma Calculation.
· Control Charts .
· Cost Savings Calculations.
· Control Plan.

DMADV or DFSS

The DMADV project methodology, also known as DFSS ("Design For Six Sigma"), features
five phases:

 Define design goals that are consistent with customer demands and the enterprise
strategy.
 Measure and identify CTQs (characteristics that are Critical To Quality), product
capabilities, production process capability, and risks.
 Analyze to develop and design alternatives, create a high-level design and evaluate
design capability to select the best design.
  Design details, optimize the design, and plan for design verification. This phase may
require simulations.
 Verify the design, set up pilot runs, implement the production process and hand it
over to the process owner(s).

CALCULATION OF SIX SIGMA

Most companies are in awe of the idea of Six-Sigma and the perfection it stands for. They
have always been inquisitive
about the sigma levels their processes operate upon. The following is a simple illustration for
calculating sigma levels of a
process in a power company.

1. Define what a process opportunity means:

Many processes and activities in a power company combined together help bring power to
the customer. Hence, there are bound to be various kinds of defects and opportunities.
However, for ease of understanding let us consider an opportunity for the power company as
One Minute Of Continuous Power Supplied.
2. Define what a process defect means:
Ideally a defect is something that a customer notices as influencing the process performance.
Companies can identify such defects through expert group surveys, operators' surveys, and
Voice Of the Customer. For a power company a defect is assumed as Every one minute for
which power was down.
3. Quantify The Process:
The next step is to measure and quantify the number of opportunities in the process within a
stipulated time.
Quantifying opportunities and defects may require standard statistical data collection
methods. In the case of the power company in the year 2002:
Opportunities measured were : 650,500 minutes
Defects measured were : 600 minute
4. Compute The Yield:
The formula to calculate the process yield is
5. Calculate Process Sigma:
Once the yield is calculated the process sigma can be determined by referring to the Six-
Sigma table. Another means to calculate the process sigma is the use of the sigma calculator.
The process sigma for the power company was found to be 4.61.
While calculating Six-Sigma certain statistical assumptions like sigma shift are made
depending on the data collected. This can be changed in the sigma calculator for appropriate
readings.
CALCULATOR SHEET
SIX SIGMA VERSUS THREE SIGMA

The traditional quality model of process capability differed from Six Sigma in two
fundamental respects:

1. It was applied only to manufacturing processes, while Six Sigma is applied to all
important business processes.
2. It stipulated that a "capable" process was one that had a process standard deviation of
no more than one-sixth of the total allowable spread, where Six Sigma requires the
process standard deviation be no more than one-twelfth of the total allowable spread.

These differences are far more profound than one might realize. By addressing all business
processes, Six Sigma not only treats manufacturing as part of a larger system, it removes the
narrow, inward focus of the traditional approach. Customers care about more than just how
well a product is manufactured. Price, service, financing terms, style, availability, frequency
of updates and enhancements, technical support, and a host of other items are also important.
Also, Six Sigma benefits others besides customers. When operations become more cost-
effective and the product design cycle shortens, owners or investors benefit too. When
employees become more productive their pay can be increased. Six Sigma's broad scope
means that it provides benefits to all stakeholders in the organization.

The second point also has implications that are not obvious. Six Sigma is, basically, a process
quality goal, where sigma is a statistical measure of variability in a process (see Chapter 7).
As such it falls into the category of a process capability technique. The traditional quality
paradigm defined a process as capable if the process natural spread, plus and minus Three
Sigma, was less than the engineering tolerance. Under the assumption of normality, this
Three Sigma quality level translates to a process yield of 99.73%. A later refinement
considered the process location as well as its spread and tightened the minimum acceptance
criterion so that the process mean was at least four sigma from the nearest engineering
requirement. Six Sigma requires that processes operate such that the nearest engineering
requirement is at least Six Sigma from the process mean.

Six Sigma also applies to attribute data, such as counts of things gone wrong. This is
accomplished by converting the Six Sigma requirement to equivalent conformance levels, as
illustrated in Figure 3.3.
Figure 3.3. Sigma levels and equivalent conformance rates.

One of Motorola's most significant contributions was to change the discussion of quality from
one where quality levels were measured in percent (parts-per-hundred), to a discussion of
parts-per-million or even parts-per-billion. Motorola correctly pointed out that modern
technology was so complex that old ideas about "acceptable quality levels" could no longer
be tolerated. Modern business requires near perfect quality levels.

One puzzling aspect of the "official" Six Sigma literature is that it states that a process
operating at Six Sigma will produce 3.4 parts-per-million (PPM) non-conformances.
However, if a special normal distribution table is consulted (very few go out to Six Sigma)
one finds that the expected non-conformances are 0.002 PPM (2 parts-per-billion, or PPB).
The difference occurs because Motorola presumes that the process mean can drift 1.5 sigma
in either direction. The area of a normal distribution beyond 4.5 sigma from the mean is
indeed 3.4 PPM. Since control charts will easily detect any process shift of this magnitude in
a single sample, the 3.4 PPM represents a very conservative upper bound on the non-
conformance rate. See Appendix Table 18.

In contrast to Six Sigma quality, the old Three Sigma quality standard of 99.73% translates to
2,700 PPM failures, even if we assume zero drift. For processes with a series of steps, the
overall yield is the product of the yields of the different steps. For example, if we had a
simple two step process where step #1 had a yield of 80% and step #2 had a yield of 90%,
then the overall yield would be 0.8 x 0.9 = 0.72 = 72%. Note that the overall yield from
processes involving a series of steps is always less than the yield of the step with the lowest
yield. If Three Sigma quality levels (99.97% yield) are obtained from every step in a ten step
process, the quality level at the end of the process will contain 26,674 defects per million!
Considering that the complexity of modern processes is usually far greater than ten steps, it is
 easy to see that Six Sigma quality isn't optional; it's required if the organization is to remain
viable.

The requirement of extremely high quality is not limited to multiple-stage manufacturing

processes. Consider what Three Sigma quality would mean if applied to other processes:

• Virtually no modern computer would function.

• 10,800,000 healthcare claims would be mishandled each year.
• 18,900 US Savings bonds would be lost every month.
• 54,000 checks would be lost each night by a single large bank.
• 4,050 invoices would be sent out incorrectly each month by a modest-sized
telecommunications company.
• 540,000 erroneous call details would be recorded each day from a regional
telecommunications company.
• 270,000,000 (270 million) erroneous credit card transactions would be recorded each
year in the United States.

With numbers like these, it's easy to see that the modern world demands extremely high
levels of error free performance. Six Sigma arose in response to this realization.

Large organizations that have adopted six sigma

These are some the large US corporations referenced by Motorola Inc that have used Six
Sigma. There are thousands more all over the world.

3M
AB Dick
Campbell Soup Kraft General Foods Seagate
Adolph Coors
Chevron Lear Astronics Sony
Advanced Micro
Citicorp Lockheed martin Star Quality
Devices
Clorox McDonnell Douglas Texaco
Allied Signal
Danon Microsoft Texas Instruments
Alcoa
Dow Motorola TRW
Aeropspace Corp
Fidelity NASA US Army
Abbotts Labs
Intel Northrop Corp US Air Force
Apple Computer
Ford Pentagon United Technologies
Bank of USA
General Dynmics Parkview Hospital UPS
Beatrice Foods
GE Rockwell Int Xerox
Bell Helicopter
HP Rohm and Haas
Boeing
Honeywell
Bristol Myers Squibb
Kaiser Aluminium
City of Dallas

Effect of six sigma on ford motors

The Ford Motor Company (NYSE: F) is an American multinational corporation based
in Dearborn, Michigan, a suburb of Detroit. The automaker was founded by Henry Ford and
incorporated on June 16, 1903. In addition to the Ford, Lincoln, and Mercury brands, Ford
also owns a small stake in Mazda in Japan and Aston Martin in the UK. Ford's former UK
subsidiaries Jaguar and Land Rover were sold to Tata Motors of India in March 2008. In
2010 Ford sold Volvo to Geely Automobile. Ford will discontinue the Mercury brand at the
end of 2010.

Ford introduced methods for large-scale manufacturing of cars and large-scale management
of an industrial workforce using elaborately engineered manufacturing sequences typified by
moving assembly lines. Henry Ford's methods came to be known around the world
asFordism by 1914.

Ford is currently the second largest automaker in the U.S. and the fourth-largest in the world
based on number of vehicles sold annually, directly behind Volkswagen Group. In 2007, Ford
fell from second to third in US annual vehicle sales for the first time in 56 years, behind
only General Motors and Toyota. However, Ford occasionally outsells Toyota in shorter
periods (most recently, during the summer months of 2009). By the end of 2009, Ford was
the third largest automaker in Europe (behind Volkswagen and PSA Peugeot Citroën). Ford is
the seventh-ranked overall American-based company in the 2008 Fortune 500 list, based on
global revenues in 2008 of $146.3 billion. In 2008, Ford produced 5.532 million
automobiles and employed about 213,000 employees at around 90 plants and facilities
worldwide. During the automotive crisis, Ford's worldwide unit volume dropped to 4.817
million in 2009. Despite the adverse conditions, Ford ended 2009 with a net profit of $2.7
billion. Starting in 2007, Ford received more initial quality survey awards from J. D. Power
and Associates than any other automaker. Five of Ford's vehicles ranked at the top of their
categories] and fourteen vehicles ranked in the top three.

HISTORY

Henry Ford

The Ford Motor Company was launched in a converted factory in 1903 with $28,000 in cash
from twelve investors, most notably John and Horace Dodge (who would later found their
own car company). Henry's first attempt under his name was the Henry Ford Company on
November 3, 1901, which became the Cadillac Motor Company on August 22, 1902. During
its early years, the company produced just a few cars a day at its factory on Mack Avenue
in Detroit, Michigan. Groups of two or three men worked on each car from components made
to order by other companies. Henry Ford was 40 years old when he founded the Ford Motor
Company, which would go on to become one of the world's largest and most profitable
companies, as well as being one to survive the Great Depression. As one of the largest
family-controlled companies in the world, the Ford Motor Company has been in continuous
family control for over 100 years.

Why six sigma chosen

Nasser(Ford CEO) knows that improving customer satisfaction translates directly into
improvements in the bottom line. "Our data show that customers who are highly satisfied
remain loyal," says Louise Goeser, Ford's vice president of quality. "In fact, one and a
half points of customer satisfaction drive about one point more loyalty. In North America
 alone, this translates into more than $2 billion in incremental revenue and roughly $100
million in profit.

To achieve Nasser's vision of becoming a consumer products company and gain the
coveted increase in customer satisfaction, Ford turned to Six Sigma. The program,
pioneered by Motorola and made famous by Jack Welch's General Electric, utilizes
many of the same tools as TQM, QS-9000 and other quality initiatives. Its name
derives from its goal: to enable processes to produce results with no more than 3.4
defects per million.

DEFINE

Many Ford Mustang owners expressed dissatisfaction with the amount of effort it took to
close the hoods on their vehicles.

"They like to get under the hood," says Mike Stock, a Ford Master Black Belt. "But
in some cases, they had to drop the hood from as high as 20 inches in order to get it to latch.“

Throughout the production assembly of any vehicle component, issues that arise are
frequently treated on the spot or through rework after assembly. Although this approach can
treat symptoms and provide a quick fix, Ford's Consumer Driven 6-Sigma provides the tools
to find the right solution and a lasting cure.

"Consumer Driven 6-Sigma allowed us to look at the interactions between all of the
components to find the true root cause," explains Stock. "The data it produced allowed us to
identify all of the key contributors, and how much each truly impacted the overall issue."

MEASURE AND ANALYSE

The Consumer Driven 6-Sigma team assigned to the problem relied on three main tools to
identify the areas that were making the hoods hard to close.

 The team used design of experiments to simulate how parts could be changed
and what their effects would be.
 For example, the team altered the height of the hood latch bumper, or changed the
angle and position of the latch relative to the hood-mounted striker, and dropped the hood to
study the effect.

 The team also used a component search analysis, which included changing and
studying the locations of components on the actual vehicle assembly line.
Such "line trials" identified other areas where variations in product occur.
 Process mapping enabled the team to walk the entire manufacturing process to
see where any variance occurred and where components were not matching
specifications.

Much of the testing was done on a "coordination fixture," a representation of the

vehicle that was used to measure the suspected gaps, margins and fits. The coordination
fixture showed where each component is located in relationship to another. The team
measured hood-drop heights with a gage that showed the effects of closing from various
distances.

IMPROVE AND CONTROL

One of the major trouble spots in the Mustang hood-closing system involved the angle at
which the latch and striker met. The team found the solution by changing the geometry of a
support bracket to allow for expected variations.

Process mapping and assembly evaluation also showed variation in the way hood
latches were installed. The hood latch was changed so that it will only fit one way, making it
impossible to install the latch improperly.

"One of the objects of Consumer Driven 6-Sigma is understanding precisely what the
process is and the material flow through the plant," explains Stock. "That's when you can see
hidden sources of variation that you might have overlooked before. Then you can begin
cutting costs by reducing the variations, and you improve the quality of the product at the
same time."
SIX SIGMA RESULT ON FORD MOTORS

Although Ford is still calculating final customer satisfaction figures on the adjusted hood-
closing system, the team expects a 97-percent drop in related reported vehicle concerns.

Ford stands to save $283,000 a year in reduced scrap, rework and “non value-added
activity” caused by the hood issue and vehicle-warranty work. Additionally, customer
satisfaction with the Mustang gets a boost.

"Consumer Driven 6-Sigma lets us separately identify each of the elements, as well as
the interaction of the elements, to achieve a result that addresses the entire issue," notes
Stock. "That leads to better processes, better products and greater customer satisfaction."

WHAT MAKES SIX SIGMA DIFFERENT

 Versatile
 Breakthrough improvements
 Financial results focus
 Process focus
 Structured & disciplined problem solving methodology using scientific tools and
techniques
 Customer centered
 Involvement of leadership is mandatory.
 Training is mandatory;
 Action learning (25% class room, 75 % application)
 Creating a dedicated organisation for problem solving (85/50 Rule).
WHAT ARE THE KEY SUCCESS TO THE SIX SIGMA

 (1) Get the top managers involved.

 Until senior managers of the corporation or business unit.

 really accept Six Sigma as part of their jobs and as the company’s
 management strategy, the true importance of the initiative
 will be in doubt and the energy behind it will be weakened.

 (2) Keep the message simple and clear, and request the participation
of all employees.

 Since Six Sigma is a new management strategy, the core

of the system and your company’s vision for Six Sigma

should be simple, clear, meaningful and accessible to everyone.

 While new vocabulary and skills are obviously part of the Six Sigma discipline,
beware of the possibility of alienating some people by the strange terms and jargon
that could create “classes” in a Six Sigma environment.
 Participation of all employees in the Six Sigma efforts is essential for a Six Sigma
success.

 (3) Focus on short-term results and long-term growth.

It is very stimulating to have initial achievements in the first four to six months.
Hence, focusing on short-term results at the beginning is a good strategy. However, it
is also important to balance the push for short-term results with the recognition that
those gains must lay the foundation for the real power of Six Sigma. Creation of a
 more responsive, customer-focused, and successful company for the long-term is the
major source of Six Sigma success.

 (4) Publicize and award results, and admit setbacks.

Recognize and celebrate successes, but pay equal attention to challenges and
disappointments. Don’t expect that Six Sigma will work perfectly in your company.
Be ready to continuously improve and even redesign your Six Sigma processes as you
progress.

 (5) Develop your own style toward Six Sigma.

Your themes, priorities, projects, training, structure – all should be decided based on
what works best for you. Develop your own style toward Six Sigma based on your
company’s culture and habits, if there are any. Setting up a “Six Sigma Day” each
month to evaluate the progress of Six Sigma, and to publicize and reward results is a
good idea, if your company’s culture suits this.

 (6) Link customers and your processes.

Customer satisfaction is one of the core elements of the Six Sigma approach. To
ensure customer satisfaction, there must be a way to link customers and your
processes efficiently to build an excellent Six Sigma system.

 (7) Make learning an ongoing activity, and make an investment to

make it happen.

A few months of training, however intensive, won’t cement all the new knowledge
and skills needed to sustain Six Sigma. Making learning a continuous and ongoing
activity is necessary.Without time, support and money, the habits and existing
 processes in your business won’t change much. You have to make an investment to
make it happen.

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.

BIBLIOGRAPHY

1. Wikipedia, the free encyclopedia/six sigma.html

2. http://www.qualitydigest.com/sept01/html/ford.html

3. Scribd.com/Six sigma.html

4. Case study on six sigma.

5. Total Quality management by H.LAL

6. Design for Six Sigma by C.M Creveling,J.L. Slutsky