Introduction To Six Sigma: By:-Israr K. Raja Islamabad, Pakistan

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Introduction to Six Sigma

By:- Israr K. Raja


Islamabad, Pakistan
Six Sigma
WHAT IS SIX SIGMA?
Six Sigma is a method that provides organizations tools to
improve the capability of their business processes.
This increase in performance and decrease in process
variation lead to defect reduction and improvement in
profits, employee morale, and quality of products or services.
Six Sigma quality is a term generally used to indicate a
process is well controlled (within process limits ±3s from the
centre line in a control chart, and requirements/tolerance
limits ±6s from the centre line).
Different definitions for Six Sigma share some
common threads:
Use of teams that are assigned well-defined projects that
have direct impact on the organization's bottom line.
Training in "statistical thinking" at all levels and providing
key people with extensive training in advanced statistics
and project management. These key people are
designated “Black Belts.” Review the different Six Sigma
belts, levels and roles.
Emphasis on the DMAIC approach to problem solving:
define, measure, analyse, improve, and control.
A management environment that supports these
initiatives as a business strategy.
Differing opinions on the definition of Six
Sigma
Philosophy— The philosophical perspective views all work as processes that can be
defined, measured, analysed, improved and controlled. Processes require inputs (x)
and produce outputs (y). If you control the inputs, you will control the outputs. This is
generally expressed as y = f(x).
Set of tools— The Six Sigma expert uses qualitative and quantitative techniques to
drive process improvement. A few such tools include statistical process control
(SPC), control charts, failure mode and effects analysis, and process mapping. Six
Sigma professionals do not totally agree as to exactly which tools constitute the set.
Methodology— This view of Six Sigma recognizes the underlying and rigorous
approach known as DMAIC (define, measure, analyse, improve and control). DMAIC
defines the steps a Six Sigma practitioner is expected to follow, starting with
identifying the problem and ending with the implementation of long-lasting
solutions. While DMAIC is not the only Six Sigma methodology in use, it is certainly
the most widely adopted and recognized.
Metrics – In simple terms, Six Sigma quality performance means 3.4 defects per
million opportunities (accounting for a 1.5-sigma shift in the mean).
The Difference between Six Sigma and
Lean Six Sigma
Comparing Six Sigma and Lean. Essentially, Six
Sigma and Lean systems have the same goal.
Lean practitioners believe that waste comes from
unnecessary steps in the production process that do
not add value to the finished product, while Six
Sigma proponents assert that waste results from
variation within the process.
History of Six Sigma
The Six Sigma methodologies were formulated by Bill Smith at Motorola
in order to arrest the quality downslide of the company in 1986.
Six Sigma tools are developed by taking inspiration from traditional
Quality Control, TQM, and TPM etc.
Six Sigma was initially targeted to quantify the defects occurred during
manufacturing processes, and to reduce those defects to a very small
level.
Another very popular successful user was GE.
Today Six Sigma is delivering business excellence, higher customer
satisfaction, and superior profits by dramatically improving every
process in an enterprise, whether financial, operational or production.
Six Sigma has become a darling of a wide spectrum of industries,
from health care to insurance to telecommunications to software.
Six Sigma Pioneered at Motorola & GE in
the mid-1980s
Why is Six Sigma called Six Sigma, and
not Four or Five Sigma or Eight Alpha?
Sigma is a Greek symbol represented by "σ".
Sigma is a statistical term that measures process
deviation from the process mean or target.
Mean is also referred to as average in common
language
Why is Six Sigma called Six Sigma, and
not Four or Five Sigma or Eight Alpha?
Look at the figure.
A normally distributed process if mean plus
minus 3σ range of output is between USL and
LSL then around 99.997% (or almost all) of the
output will be non-defective or the process is of
6σ level.
Now, if the USL and LSL of a process are such
that the difference between USL and LSL is less
than 6σ value of the process, then it won’t be a
Six Sigma process. 
To make this process a Six Sigma process you
have to reduce the values of σ. 
The Six Sigma methodology broadly tells
about how to reduce the value of σ and make
it a six-sigma process.
DPMO (Defect Per Million Opportunities) is
used for counting defects in statistical processes.
A Six Sigma process will have 99.997% accuracy
or 3.4 DPMO which is extremely accurate.
SIX SIGMA
Six Sigma is a systematic and data driven approach to
improve process capability. 
Accuracy level of a six sigma process is 3.4 DPMO or
99.997% which is fairly accurate.
Most of the pioneer organizations of Six Sigma users
found that up to the sigma level of six is right trade off
between cost and quality however running a process in
five sigma or seven sigma is individual organizations
personal call on the basis of required accuracy and
cost.
How does 6 Sigma work?
The driving force behind any Six Sigma project comes from its primary focus - "bringing
breakthrough improvements in a systematic manner by managing variation and reducing
defects".
This requires us to ask tougher questions, raise the bar significantly, and force people to
think out of the box and to be innovative.
The objective is to stretch, and stretch mentally not physically.
To make this journey successful there is a methodology(s) to support Six Sigma
implementations.
There are two potential scenarios –
First, there is already an existing process(s) that is working "reasonably" well; and second
there is no process at all.
A bad process is as good as no process.
The first scenario focuses on significant process improvements and requires use of
DMAIC.
The second scenario focuses on process design using Design For Six Sigma (DFSS)
approach. DFSS typically requires IDOV.
DMAIC
DMAIC
DMAIC
DMAIC
DMAIC is a data-driven quality strategy used to
improve processes.
It is an integral part of a Six Sigma initiative, but in
general can be implemented as a standalone quality
improvement procedure or as part of other process
improvement initiatives such as lean.
DMAIC is an acronym for the five phases
that make up the process
Define the problem, improvement activity,
opportunity for improvement, the project goals, and
customer (internal and external) requirements.
Measure process performance.
Analyze the process to determine root causes of
variation, poor performance (defects).
Improve process performance by addressing and
eliminating the root causes.
Control the improved process and future process
performance.
1-Define
The process kicks off with a clear statement of the target
business problem and the scope of the intended
improvements.
The current state is documented in great detail as is the
problem to be solved.
At this point, teams also determine the objectives of
improvement and map out what success looks like.
Some organizations use formal project charters at the
outset of a DMAIC cycle, while others are less formal.
 Ample documentation and detail are essential
nevertheless.
2-Measure
DMAIC is a data-driven approach to improvement.
That means that you need to have baseline
measurements that can be compared to post-
improvement results.
Quantifiable process effectiveness measurements might
include the number of defects, process duration, process
cost, or other relevant metrics.
One or more members of the team should be assigned
the responsibility for measurement and the team should
agree on how frequently the measurement will take place.
3-Analyze
Now that the team is armed with data, a root-cause analysis
is performed to determine the underlying reason(s) for the
business problem.
Many organizations find that the 5 Whys technique is a
helpful way to structure the process.
Process maps are also popular.
It is important to remember that many problems have more
than one root-cause.
Keeping attention on the causes, not the symptoms, helps
make solutions more apparent and reduces the tendency to
become defensive or to blame people, rather than processes.
Determine the Root Cause: 5 Whys
When Is 5 Whys Most Useful
When problems involve human factors or interactions.
In day-to-day business life; can be used within or without a Six Sigma project.

How to Complete the 5 Whys


1-Write down the specific problem. Writing the issue helps you formalize the
problem and describe it completely. It also helps a team focus on the same
problem.
2-Ask Why the problem happens and write the answer down below the problem.
3-If the answer you just provided doesn’t identify the root cause of the problem
that you wrote down in Step 1, ask Why again and write that answer down.
4-Loop back to step 3 until the team is in agreement that the problem’s root cause
is identified. Again, this may take fewer or more times than five Whys.
4-Improve
It is essential to fight the urge to leap to the Improve stage.
Proposed improvements should be implemented only
after careful measurement and thoughtful analysis.
There is an element of experimentation in DMAIC, but it
should be tempered with good data and sound logic.
Any risks associated with the improvement should be
identified and communicated, along with the steps taken
to mitigate those risks.
Everyone should be on the lookout for unintended
consequences so that action can be taken swiftly.
5-Control
The final step in a DMAIC cycle is Control.
It is an essential piece of the equation that is often missing
when improvement work occurs without structure.
Control is about making sure that successful improvements
don’t degrade over time.
At this point teams, verify measurable improvement and
determine if the improvements as implemented have
achieved the project goals.
They also update Standard Work documentation and look
for other ways to integrate the lessons that have been
learned.
How is DMAIC deployed?
There are two approaches to implementing DMAIC:-
The first is the team approach in which individuals
who are skilled in the tools and method, such as
quality or process improvement experts, lead a team.
The team members work on the project part-time
while caring for their everyday responsibilities.
The quality or process improvement expert might be
assigned to several projects. These are long-duration
projects taking months to complete.
How is DMAIC deployed?
The second tactic involves the kaizen event method, an intense
progression through the DMAIC process typically done in about a
week.
Prep work is completed by the quality or process improvement expert,
and is cantered on the define and measure phases.
The rest of the phases are done by a team of individuals who have been
pulled from their regular duties for the duration of the kaizen event.
In most cases, the changes are piloted during the event, and full-scale
implementation is completed after the event.
It is crucial the impact of these changes—whether they are wanted or
not—are monitored.
The advantage of this approach is the ability to make rapid change. 
When Should DMAIC be Used?
When improving a current process, if the problem is complex or the
risks are high, DMAIC should be the go-to method.
Its discipline discourages a team from skipping crucial steps and
increases the chances of a successful project, making DMAIC a process
most projects should follow.
If the risks are low and there is an obvious solution, some of the DMAIC
steps could be skipped, but only if:
Trustworthy data show this is the best solution for your problem.
Possible unintended outcomes have been identified and mitigation
plans have been developed.
There is buy-in from the process owner.
If the obvious solution can’t be proven with trustworthy data, a DMAIC
project should be launched.
Tools are Used for DMAIC
D-Define Phase Tools Used
 Define Customers and Project Charter
Requirements (CTQs) Process Flowchart
 Develop Problem Statement,
SIPOC Diagram
Goals and Benefits
 Identify Champion, Process Stakeholder Analysis
Owner and Team DMAIC Work Breakdown
 Define Resources Structure
 Evaluate Key Organizational CTQ Definitions
Support
Voice of the Customer
 Develop Project Plan and
Milestones Gathering
 Develop High Level Process Map
Tools are Used for DMAIC
M – Measure Phase Tools Used
 Define Defect, Opportunity, Unit Process Flowchart
and Metrics Data Collection
 Detailed Process Map of
Plan/Example
Appropriate Areas
 Develop Data Collection Plan Benchmarking
 Validate the Measurement System Measurement System
 Collect the Data Analysis/Gage R&R
 Begin Developing Y=f(x) Voice of the Customer
Relationship Gathering
 Determine Process Capability and Process Sigma Calculation
Sigma Baseline
Tools are Used for DMAIC
A – Analyze Phase:
Tools Used
 Define Performance  Histogram
 Pareto Chart
Objectives
 Time Series/Run Chart
 Identify Value/Non-Value  Scatter Plot
Added Process Steps  Regression Analysis
 Identify Sources of Variation  Cause and Effect/Fishbone Diagram
 Determine Root Cause(s)  5 Whys
 Process Map Review and Analysis
 Determine Vital Few x’s,  Statistical Analysis
Y=f(x) Relationship  Hypothesis Testing(Continuous and
Discrete)
 Non-Normal Data Analysis
Tools are Used for DMAIC
I – Improve Phase Tools Used
 Perform Design of Brainstorming
Experiments Mistake Proofing
 Develop Potential Solutions Design of Experiments
 Define Operating Tolerances of Pugh Matrix
Potential System
QFD/House of Quality
 Assess Failure Modes of
Failure Modes and Effects
Potential Solutions
 Validate Potential Analysis (FMEA)
Simulation Software
Improvement by Pilot Studies
 Correct/Re-Evaluate Potential
Solution
Tools are Used for DMAIC
C – Control Phase: Tools Used
 Define and Validate Monitoring and Process Sigma Calculation
Control System
Control Charts(Variable and
 Develop Standards and Procedures
 Implement Statistical Process Control Attribute)
 Determine Process Capability Cost Savings Calculations
 Develop Transfer Plan, Handoff to Control Plan
Process Owner
 Verify Benefits, Cost
Savings/Avoidance, Profit Growth
 Close Project, Finalize
Documentation
 Communicate to Business, Celebrate
Design For Six Sigma (DFSS) Approach
The second focuses on process design using Design For Six
Sigma (DFSS) approach. DFSS typically requires IDOV:
Identify process goals in terms of critical parameters,
industry & competitor benchmarks
Design involves enumeration of potential solutions and
selection of the best
Optimize performance by using advanced statistical
modeling and simulation techniques and design
refinements
Validate that design works in accordance to the process
goals
Design For Six Sigma (DFSS) Approach
Sometimes a DMAIC project may turn into a DFSS
project because the process in question requires
complete re-design to bring about the desired degree
of improvement.
Such a discovery usually occurs during improvement
phase of DMAIC.
Six Sigma
It is extremely important to remember that Six Sigma
is not just about product quality where only three
products in a million are defective.
It is about what is important or critical to the
customer, whether internal or external.
It is focuses on value in context of the customer
and the market.
Steps to Six Sigma Implementation
Create a Burning Platform
Put Resources in Place
Teach the Methodology
Prioritize Activities
Establish Ownership
Take the Right Measurements
Govern the Program
Recognize Contributions
References
http://asq.org/learn-about-quality/six-
sigma/overview/overview.html
http://www.discover6sigma.org/post/2005/10/introdu
ction-to-six-sigma/
https://www.brighthubpm.com/six-sigma/34950-why
-six-sigma-and-not-seven-or-five-sigma/#imgn_0
http://asq.org/learn-about-quality/six-sigma/overvie
w/dmaic.html
https://blog.kainexus.com/improvement-disciplines/s
ix-sigma/dmaic/the-complete-beginners-guide-to-dm
aic
https://www.isixsigma.com/tools-templates/cause-
References
https://www.isixsigma.com/implementation/success-
factors/8-steps-successful-lean-six-sigma-implementa
tion/
https://www.isixsigma.com/new-to-six-sigma/dmaic/
six-sigma-dmaic-roadmap/
http://asq.org/quality-progress/2012/11/back-to-
basics/to-dmaic-or-not-to-dmaic.html
For feed Back
raja_israr@hotmail.com

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