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Six Sigma - Past, Present and Future: Author: Dr. G. Karuppusami
Six Sigma - Past, Present and Future: Author: Dr. G. Karuppusami
Standards in Action
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Six Sigma – past, present and future
Standards in Action
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Six Sigma – past, present and future
Standards in Action
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Six Sigma – past, present and future
30%
20%
10%
0%
3 4 5 6 7
Sigma Level
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Six Sigma – past, present and future
Standards in Action
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Six Sigma – past, present and future
Standards in Action
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Six Sigma – past, present and future
Standards in Action
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Six Sigma – past, present and future
Standards in Action
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Six Sigma – past, present and future
Project Champions
Green Belts
Black Belts
Master Black
• Full time Belts
• Train and coach • Devote 50% - 100% of time to Black Belt activities
Black and Green Belts • Facilitate and practice problem solving
• Statistical problem solving experts • Train and coach Green Belts and project teams
Standards in Action
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Six Sigma – past, present and future
Measure
Control
Analyse
Improve
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Six Sigma – past, present and future
DMAIC Steps
1. Define
1. Define 2. Measure 3. Analyze 4. Improve 5. Control
Standards in Action
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Six Sigma – past, present and future
DMAIC Steps
2. Measure 5.0
Control
Standards in Action
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Six Sigma – past, present and future
DMAIC Steps
3. Analyse
1. Define 2. Measure 3. Analyse 4. Improve 5. Control
Standards in Action
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Six Sigma – past, present and future
DMAIC Steps
4. Improve
1. Define 2. Measure 3. Analyse 4. Improve 5. Control
Standards in Action
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Six Sigma – past, present and future
DMAIC Steps
5. Control
1. Define 2. Measure 3. Analyse 4. Improve 5. Control
Standards in Action
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Six Sigma – past, present and future
Standards in Action
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Six Sigma – past, present and future
Standards in Action
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Six Sigma – past, present and future
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Six Sigma – past, present and future
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 (Dedhia, 2005).
• 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 (Lucas, 2002).
• 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.
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Six Sigma – past, present and future
References
1 Dedhia, N.S. (2005), “Six Sigma Basics”, Total Quality Management,
Vol.16, No.5, pp. 567-574
2 GE website http://www.ge.com (accessed on 20/Feb/2007)
3 Harry, M., and Crawford. D. (2005), “Six Sigma – The next generation”,
Machine Design, February Issue, pp. 126-132
4 Lucas, J.M. (2002), “The essential Six-Sigma”, Quality Progress,
January, pp. 27-31
5 Motorola website http://www.motorola.com (accessed on 20/Feb/2007)
6 Snee, R. D. and Hoerl, R.W. (2003), Leading Six Sigma: A Step by
Step Guide Based on Experience at GE and Other Six Sigma
Companies, Prentice-Hall, New Jersey
7 Thawani, S. (2004), “Six Sigma – Strategy for organizational
excellence”, Total Quality Management, Vol.15 No.5-6, pp. 655-664
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Six Sigma – past, present and future
Thank You!
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