SIX SIGMA AND ITS
METHODOLOGY
Presented By:
Shreya Raman Sawhney C- 60
SIX SIGMA DEFINED
Quality management program developed by
Motorola in the 1980s.
Management philosophy focused on business
process improvements to:
Eliminate waste, rework, and mistakes
Increase customer satisfaction
Increase profitability and competitiveness
Statistical measure to objectively evaluate
processes.
WHY SIX SIGMA
Intense competitive pressures – especially from rapid
globalization.
Greater consumer demand for high quality products and
services, little tolerance for failures of any type.
Top management (and stockholder) recognition of the
high costs of poor quality.
The availability and accessibility of large data bases and
the increasing ability to explore, understand, and use the
data.
SIGMA CONVERSION TABLE
If your yield is: Your DPMO is: Your Sigma is:
30.9% 690,000 1.0
62.9% 308,000 2.0
93.3 66,800 3.0
99.4 6,210 4.0
99.98 320 5.0
99.9997 3.4 6.0
SIX SIGMA METHODOLOGY
(DMAIC)
Define Measure Analyze Improve Control
Define Measure Analyze Improve Control
what is important the process: the process gains:
the process: the process gains:
towhat is important
the customer: Analyze Data Ensure Solution is
to the customer: Analyze Data Ensure Solution is
Project Selection Identify Root Causes Sustained
Project Selection Identify Root Causes Sustained
Team Formation
Team Formation
Establish Goal
Establish Goal
how well we are doing: the process performance measures:
how well we are doing: the process performance measures:
Collect Data Prioritize root causes
Collect Data Prioritize root causes
Construct Process Flow Innovate pilot solutions
Construct Process Flow Innovate pilot solutions
Validate Measurement System Validate the improvement
Validate Measurement System Validate the improvement
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Identify projects that are measurable
Define projects including the demands of the customer and
the content of the internal process.
Develop team charter
Define process map
2. Measure 3. Analyze 4. Improve 5. Control
1. Define
Define performance standards
Measure current level of quality into Sigma. It precisely
pinpoints the area causing problems.
Identify all potential causes for such problems.
4. Improve 5. Control
1. Define 2. Measure 3. Analyse
Establish process capability
Define performance objectives
Identify variation sources
Tools for analysis
Process Mapping
Failure Mode & Effect Analysis
Statistical Tests
Design of Experiments
Control charts
Quality Function Deployment (QFD)
5. Control
1. Define 2. Measure 3. Analyse 4. Improve
Screen potential causes
Discover variable relationships among causes and effects
Establish operating tolerances
Pursue a method to resolve and ultimately eliminate problems. It is also a phase
to explore the solution how to change, fix and modify the process.
Carryout a trial run for a planned period of time to ensure the revisions and
improvements implemented in the process result in achieving the targeted values.
1. Define 2. Measure 3. Analyse 4. Improve
5. Control
Monitor the improved process continuously to ensure long
term sustainability of the new developments.
Share the lessons learnt
Document the results and accomplishments of all the
improvement activities for future reference.
CONCLUSION
A gauge of quality and efficiency, Six Sigma is also a measure
of excellence. Embarking on a Six Sigma program means
delivering top-quality service and products while virtually
eliminating all internal inefficiencies.
A true Six Sigma organization produces not only excellent
product but also maintains highly efficient production and
administrative systems that work effectively with the
company's other service processes.
The primary factor in the successful implementation of a six
sigma project is to have the necessary resources, the support
and leadership of top management.
