1

CHAPTER-1 1.1 INTRODUCTION

Six Sigma is a methodology used to improve any business process by constantly reviewing, updating and re-tuning the existing process. Six Sigma provides the tools to improve the capability of any business process. Six Sigma professionals evaluate a business process and determine ways to improve upon the existing process. Six Sigma improves the process performance, decreases variation and maintains consistent quality of the process output. This leads to defect reduction and improvement in profits, employee morale, product quality and finally customer satisfaction. Six Sigma Strives for perfection. It allows for only 3.4 defects per million opportunities for each product or service transaction. Six Sigma relies heavily on statistical techniques to reduce defects and measure quality. Six Sigma levels and Process The Greek letter for Sigma, , represents one standard deviation from the normal or average. The higher the sigma level the better the quality level.Levels of

Sigma Performance

Motorola developed a five phase approach to the Six Sigma Process called DMAIC which is a continuous process as the diagram shows until the highest level in the Six Sigma is achieved, i.e., 3.4 defects per million.

D: Define Opportunities M: Measure Performance A: Analyze Opportunity

I: Improve Performance C: Control Performance

1.2 INDUSTRY PROFILE Indian Railways abbreviated as IR, refers to a Department of the Government of India, under the Ministry of Railways, tasked with operating the rail network in India. A cabinet rank Railways Minister heads the Ministry, while the Railway Board manages the Department. Although a government agency, Indian Railways, of late, has been trying to adopt a corporate management style. Indian Railways, a total state monopoly on India's rail transport, constitutes one of the largest and busiest rail networks in the world, transporting sixteen million passengers and more than one million metric tons of freight daily.IR stands as the world's largest commercial or utility employer, with more than 1.6 million employees, second only to the Chinese Army in highest number of employees. The railways traverse the length and breadth of the country; the routes cover a total length of 63,140 km (39,233 miles). As of 2002, IR owned a total of 216,717 wagons, 39,263 coaches and 7,739 locomotives and ran a total of 14,444 trains daily, including about 8,702 passenger trains. The British first introduced railways to India in 1853. By 1947, the year of India's independence, forty-two rail systems crossed the country. In 1951 the government nationalized the system as one unit, becoming one of the largest networks in the

world. Indian Railways operates both long distance and suburban rail systems. Although Britain established the Indian railways in the 1850s as a way of exploiting Indian natural resources to fuel the Industrial Revolution in Great Britain, the railways have played a key role in the modernization and democratization of India since independence in 1947.

HISTORY: The British first put a plan for a rail system in India forward first in 1832, but a decade passed without action. In 1844, the Governor-General of India Lord Hardinge allowed private entrepreneurs to set up a rail system in India, creating two new railway companies; they asked the East India Company to assist them. Interest from investors in the UK led to the rapid creation of a rail system over the next few years. The first train in India became operational on 1851-12-22, used for hauling construction material in Roorkee. A year and a half later, on 1853-04-16, the first passenger train service began between BoriBunder, Bombay and Thana. Three locomotives, Sahib, Sindh and Sultan covering the distance of 34 km (21 miles), giving birth of railways in India. The British government encouraged new railway companies backed by private investors under a scheme that would guarantee an annual return of five percent during the initial years of operation. Once established, the company would be transferred to the government, with the original company retaining operational control. The route mileage of this network totaled about 14,500 km (9,000 miles) by 1880, mostly radiating inward from the three major port cities of Bombay, Madras and Calcutta. By 1895, India had started building its own locomotives, and in 1896 sent engineers and locomotives to help build the Uganda Railway.

Soon various independent kingdoms built their own rail systems and the network spread to the regions that became the modern-day states of Assam, Rajasthan and Andhra Pradesh. A Railway Board constituted in 1901, but the Viceroy, Lord Curzon retained decision-making power. The Railway Board operated under aegis of the Department of Commerce and Industry and had three members: a government railway official serving as chairman, a railway manager from England and an agent of one of the company railways. For the first time in its history, the railways began to make a tidy profit. In 1907, the government took over almost all the rail companies. The following year, the first electric locomotive appeared. With the arrival of the First World War, the railways served the needs of the British outside India. By the end of the First World War, the railways had suffered immensely and falling into a poor state. The government took over the management of the Railways and removed the link between the financing of the Railways and other governmental revenues in 1920, a practice that continues to date with a separate railway budget. The Second World War severely crippled the railways as the British diverted trains to the Middle East, and converted the railway workshops into munitions workshops. At the time of independence in 1947, a large portion of the railways passed to the then newly-formed Pakistan. A total of 42 separate railway systems, including 32 lines owned by the former Indian princely states, amalgamated as a single unit, christened as the Indian Railways. The newly-seated India government abandoned the existing rail networks in favor of zones in 1951 and a total of six zones came into being in 1952. By 1985, steam locomotives phased out in favor of diesel and electric locomotives. The entire railway reservation system was streamlined with computerization in 1995. RAILWAY ZONES For administrative purposes, Indian Railways divides into sixteen zones.

No. Name 1. 2. 3. 4. 5. 6. 7. 8. 9. Northern Railway North Eastern Railway

Abbr. Headquarters NR NER Delhi Gorakhpur

Date established April 14, 1952 1952

Northeast Frontier Railway NFR Eastern Railway South Eastern Railway South Central Railway Southern Railway Central Railway Western Railway ER SER SCR SR CR WR

Maligaon(Guwahati) 1958 Kolkata Kolkata Secunderabad Chennai Mumbai Mumbai April, 1952 1955, October 2, 1966 April 14, 1951 November 5, 1951 November 5, 1951 April 1, 2003 October 1, 2002 April 1, 2003 April 1, 2003 April 1, 2003 April 1, 2003 October 1, 2002 January 26, 1998

10. South Western Railway 11. North Western Railway 12. West Central Railway 13. North Central Railway

SWR Hubli NWR Jaipur WCR Jabalpur NCR Allahabad

14. South East Central Railway SECR Bilaspur, CG 15. East Coast Railway 16. East Central Railway 17. Konkan Railway ECoR Bhubaneswar ECR KR Hajipur Navi Mumbai

Konkan Railway (KR) operates as a separately incorporated railway, with its headquarters at Belapur CBD (Navi Mumbai), operating under the control of the Railway Ministry and the Railway Board. Indian Railways owns and operates the Calcutta Metro, but not a part of any of the zones. Administratively, the railway has the status of a zonal railway. A certain

number of divisions make up each zonal railway, each having a divisional headquarters and a total of sixty-seven divisions. Zonal Railway Northern Railway North Eastern Railway Northeast Frontier Railway Eastern Railway South Eastern Railway South Central Railway Southern Railway Central Railway Western Railway South Western Railway North Western Railway West Central Railway North Central Railway South East Central Railway East Coast Railway East Central Railway Passenger services Divisions Delhi, Ambala, Firozpur, Lucknow, Moradabad Izzatnagar, Lucknow, Varanasi Alipurduar, Katihar, Lumding, Rangia, Tinsukia Howrah, Sealdah, Asansol, Malda Adra, Chakradharpur, Kharagpur, Ranchi Secunderabad, Hyderabad, Guntakal, Guntur, Nanded, Vijayawada Chennai, Madurai, Palghat, Tiruchchirapalli, Trivandrum, Salem Mumbai, Bhusawal, Pune, Solapur, Nagpur Mumbai Central, Baroda, Ratlam, Ahmedabad, Rajkot, Bhavnagar Hubli, Bangalore, Mysore Jaipur, Ajmer, Bikaner, Jodhpur Jabalpur, Bhopal, Kota Allahabad, Agra, Jhansi Bilaspur, Raipur, Nagpur Khurda Road, Sambalpur, Visakhapatnam Danapur, Dhanbad, Mughalsarai, Samastipur, Sonpur

Indian Railways operates 8,702 passenger trains and transports 15 million daily across 25 states and three union territories (Delhi, Puducherry (formerly Pondicherry) and Chandigarh). Sikkim, Arunachal Pradesh and Meghalaya are the only states not connected. The passenger division rates as the most preferred form of long distance transport in most of the country. A standard passenger train consists of 18 coaches, but some popular trains can have up to 24 coaches. Coaches have been designed to accommodate between 18 to 72 passengers, but may actually accommodate many more during the holiday seasons and on busy routes. The railways use vestibule coaches, with some of those dummied on some trains for operational reasons. Freight trains use a large variety of wagons. Each coach has different accommodation class; the most popular being the sleeper class, with typically up to nine of those type coaches coupled. A standard train may have between three and five air-conditioned coaches. Online passenger ticketing, introduced in 2004, may top 100,000 per day by 2008, while ATMs in many stations will be equipped to dispense long-distance tickets by the end of 2007. The management has slated ATMs for installation on board select trains as well. Production Services The Indian Railways manufactures a lot of its rolling stock and heavy engineering components, largely for economic reasons, as important rail technology comes at a high price. The general state of the national engineering industry as matured over the past century and a half. The ministry directly manages Production Units, the manufacturing plants of the Indian Railways. The General Managers of the PUs report to the Railway Board. The Production Units are: Central Organization For Railway Electrification, Allahabad Chittaranjan Locomotive Works, Chittaranjan Diesel Locomotive Works, Varanasi Diesel Locomotive Works, Ponmalaipatty, Tiruchirapalli Diesel-Loco Modernisation Works, Patiala Integral Coach Factory, Chennai Rail Coach Factory, Kapurthala Rail Wheel Factory, Bangalore Rail Spring Karkhana, Gwalior Bharat Earth Movers Limited, Bangalore

BEML, although independent of the railways, manufactures coaches for IR, Metro coaches for DMRC, and cars for Bangalore Metro.

Suburban rail Many cities have their own dedicated suburban networks to cater to commuters. Currently,suburbannetworks operate in Mumbai(Bombay),Chennai(Madras),Kolkata (Calcutta), Delhi, Hyderabad and Pune. Hyderabad and Pune lack dedicated suburban tracks but share the tracks with long distance trains. New Delhi, Chennai and Kolkata have their own metro networks, namely the New Delhi Metro, the Chennai MRTS- Mass Rapid Transport System, same as other local EMU suburban service as in Mumbai and Kolkata etc., but with dedicated tracks mostly laid on a flyover and the Kolkata Metro, respectively. Usually electric multiple units Suburban trains handle commuter traffic. They usually have nine coaches or sometimes twelve to handle rush hour traffic (Hyderabad MMTS; abbreviation for Multi Modal Transport System has mostly six coach train with a single nine coach one). One unit of an EMU train consists of one power car and two general coaches. Thus three units having one power car at each end and one at the middle comprise a nine coach EMU. The rakes in Mumbai run on direct current, while those elsewhere use alternating current . A standard coach accommodates ninety six seated passengers, but the actual number of passengers can easily double or triple with standees during rush hour. The Kolkata metro has the administrative status of a zonal railway, though in another class from the seventeen railway zones. The Suburban trains in Mumbai handle more rush then any other suburban network in India. The network has three lines viz, western, central and harbor. Considered the lifeline on Mumbai Central Lines, the trains start from ChatrapatiShivaji Terminus (CST) (Formerly Victoria Terminus or VT), running for more than 100 km till Kasara and Western Line. Starting from Churchgate, they run again for more than 100 km till Dahanu Road. Combined, that makes for the longest suburban rail in the world, as well as the busiest suburban network in the world, carrying more than five million passengers each day. On July 11, 2006 terrorists set off six bombs on those trains, targeting the general public. ORGANIZATIONAL STRUCTURE: The headquarters of the Indian Railways in Delhi

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Indian Railways represents a department of the Government, being owned and controlled by the Government of India, via the Ministry of Railways rather than a private company. As of 2007, Laloo Prasad Yadav, the Union Minister for Railways currently headed the Railway Ministry, assisted by two junior Ministers of State for Railways, R. Velu and Naranbhai J. Rathwa. The Railway Board, which has six members and a chairman, administersIndian Railways. General Manager (GM), who reports directly to the Railway Board, heads each of the sixteen zones. The zones further divide into divisions under the control of Divisional Railway Managers (DRM). The divisional officers of engineering, mechanical, electrical, signal & telecommunication, accounts, personnel, operating, commercial and safety branches report to the respective Divisional Manager, responsible for the operation and maintenance of assets. The Station Masters, who control individual stations and the train movement through the track territory under their stations' administration, stand further down the administrative ladder. In addition to the zones, a General Manager (GM), who also reports directly to the Railway Board, heads the six production units (PUs). In addition to that, a General Manager also heads the Central Organization for Railway Electrification (CORE), Metro Railway, Calcutta and construction organization of N F Railway. CORE maintains headquarter offices in Allahabad. Thatorganization undertakes electrification projects of Indian Railway and monitors the progress of various electrification projects all over the country. Apart from these zones and production units, the ministry of railways maintains the administrative control of a number of Public Sector Undertakings (PSU). Those PSU units are: 1. Dedicated Freight Corridor Corporation of India 2. Indian Railways Catering and Tourism Corporation 3. Konkan Railway Corporation 4. Indian Railway Finance Corporation 5. Mumbai Rail Vikas Corporation 6. Railtel Corporation of India Telecommunication Networks

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7. RITES Ltd. Consulting Division of Indian Railways 8. International Ltd. Construction Division 9. Rail Vikas Nigam Limited 10. Container Corporation Limited Centre for Railway Information Systems signifies an autonomous society under Railway IRCON Board, responsible for developing the major software required by Indian Railways for its operations.

1.3 COMPANY PROFILE

The Integral Coach Factory, Perambur, Chennai, was set up in 1951 with the help of M/s Swiss Car and Elevator Manufacturing Corporation Ltd., SchlierenZurich (Switzerland). It was inaugurated by the then Prime Minister of India Pandit Jawaharlal Nehru on 2nd October 1955. Production began in a modest manner in 1955 with the manufacture of seven third class coach shells. Today the coach factory produces more than 1100 coaches of more than 170 varieties. In the year 2007-08, ICF created a milestone by producing 1291 railway passenger coaches, as against its installed capacity of 1000 coaches per annum. It employs about 13,000 persons. Every year they are manufacturing nearly 1335 coaches. Per day they are manufacturing 3 coaches. ICFs primary products are rail coaches. Most of the coaches manufactured are supplied to the Indian Railways, but it has also manufactured coaches for railway companies in other countries, including Thailand, Burma, Taiwan, Zambia, Philippines, Tanzania, Uganda, Vietnam, Nigeria, Mozambique and Bangladesh. The coach factory provides a number of different coaches primarily for the Indian Railways, primarily first and second class coaches, pantry and kitchen cars, luggage and brake vans, self propelled coaches, electric, diesel and mainline electric multiple units (EMU, DMU, MEMU), metro coaches and Diesel Electric Tower Cars (DETC), Accident Relief Medical Vans (ARMV), Inspection Cars (RA), Fuel Test Cars, Track Recording Cars, the latest coaches are for the Deccan

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Odyssey (a luxury train of the Indian Railways), and coaches for MRVC (world class coaches).

STRUCTURE OF THE ORGANIZATION: The Integral Coach Factory consists of two main parts Shell division Furnishing division.

Shell division: The coach manufacturing starts from Shell Division, Where the body shell and Bogie Assemblies are done. The body shell assembly is of all welded integrated design, and it consists of under frame, Sidewall, Roof and Endwell assemblies. A shell is made of one body shell fitted on two Bogies. A Sheet metal shop produces all Sheet metal items required for the manufacture of under frame, Sidewall, Endwell and Roof. A Main Assembly shop assembles the under frame, Sidewall, Endwell and Roof to form a tube like SHELL. Final Assembly, Painting of the Shell and Fitment of Air brake arrangement are done in The Final Assembly shop. Bogies are manufactured by assembling the Bogie Bolster, Wheel sets, Axle Box and springs together. The Body Shells fitted on the bogies are dispatched to Furnishing Division for furnishing work.

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Furnishing division: Aesthetic look, comfort and safety are very much essential for pleasant journey. Furnishing division takes care of the above and furnishing the interior portion of the coaches. Furnishing of coach is done in Ten Stages, viz., Flooring, Wiring, Paneling on Side wall, Window Fixing, Partition Paneling, Plumbing, Floor Molding, Light & Fans and Seats, Berths and Racks Fixing and Buffer height adjustment. Plywood, Limpet asbestos sheets, PVC sheets, Latex Cushions, feather touch vinyl cloth, Stainless steel and FRP Lavatory inlays are used to achieve good interior design, best passenger amenities and long life of the Coach under tough running conditions.

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1.4 PRODUCT PROFILE

1. SELF PROPELLED COACHES Electric Multiple Units for suburban services in Metropolitan cities; Diesel Rail Cars; Metro Coaches for Kolkata Metro Railways; Diesel Electric Multiple Units & Diesel Hydraulic Multiple Units for nonelectrified routes and Mainline Electric Multiple Units for long distance inter-city commutership. Accident Relief Trains / Medical Vans OHE Inspection Cars

2. AIR-CONDITIONED & NON-AIRCONDITIONED PASSENGER COACHES Air-conditioned Sleeper Coaches of first & second class; Air-conditioned Chair Cars of first and second class; Double Decker Coaches with seating capacity for 148 passengers as against the conventional 90 passengers. 3. SPECIAL COACHES Air-conditioned & Non-air-conditioned Pantry Cars High Capacity Power Cars for Shatabdi & Rajdhani Express Trains Air-conditioned Military Ward and Saloon Cars for Indian Army. Air-conditioned Saloon Cars, Dining Cars, Bar & Restaurant Cars, luxury suites for luxury tourist trains like Palace on Wheels (WR), Deccan Odyssey (CR), The Golden Chariot (SWR), Royal Rajasthan on Wheels (NWR) and Maharajas? Express of IRCTC Lifeline Express for operation of hospital on wheels

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Jet Deflector Crane Cars, Inter Communication Coaches for DRDO

1.5 STATEMENT OF THE PROBLEM

There are several problems associated with the management of manufacturing company business operations. Those problems are mainly associated with product quality and organizations quality. Most of the manufactured products were rejected due to poor quality and high defect identification in the product. These problems can be overcome through applying six sigma operations in manufacturing.

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1.6 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE: To study about the effectiveness of Six Sigma operations at ICF. SECONDARY OBJECTIVES: To study whether the employees have knowledge about six sigma. To explain the benefits of implementation of six sigma. To study about the level of customer satisfaction due to six sigma.

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1.7 SCOPE OF THE STUDY

The significance of the study is to analyze about the six sigma operation in ICF, this study helps to find out the benefits outcome through application of six sigma operations in certain departments of ICF. The current problem is that the many departments in ICF are not implementing the six sigma operation. The result of the study will help the other departments in ICF, to known about the benefits of six sigma operation in ICF. This study led to implement the six sigma operation in future

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1.8LIMITATIONS
Very few researches are done in the invested topic. The knowledge about the topic is not superior level. This study is having time constraints. The respondents may not answer to all questions.

CHAPTER-II LITERATURE SURVEY 2.1 REVIEW OF LITERATURE:

According to El-Haik (2005), quality can be defined as .the degree to which the design vulnerabilities do not adversely affect product performance. It is important to note that this definition is universally applicable to not simply products and product

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design, but also service and service process design. Also, the design vulnerabilities of a product or service can either be inherit in the type of product or services being created, or perhaps established by improper conceptual design. Regardless of which type of vulnerability may exist, the quality of a product or service is only decreased when it affects either the process that creates it by increasing costs, time, and constraints, or by affecting the end product or service that a customer uses. This implies that quality is not merely achieving the perfection of a product or service, but rather, high quality is achieving perfection of product or service performance, or getting as close to it as possible. According to Harry and Schroeder (2000), .Six Sigma is not merely a management concept, but a business process that allows companies to greatly improve their minimal performance criteria by designing and monitoring everyday business activities in ways that minimize waste and resources while increasing customer satisfaction.. This notion of everyday improvement is beyond the scope of concepts and strategies of the total quality management. Six Sigma was originally a quality concept created to minimize the defects of a production process to a certain variation, called six sigma. This concept developed into an organizational ideology and philosophy that incorporates all management, customer, and business related activities as potential contributions to defects in a system.

According to Harry and Schroeder (2000), .the difference between previous total quality approaches and the Six Sigma concept was a matter of focus. Total quality management (TQM) programs focus on improvements in individual operations with unrelated processes. The consequences is that with many quality programs, regardless of how comprehensive they are, it takes many years before all the operations within a given processes are improved. According to Tom Davenport, As approaches to business process improvement and management go, it always had some glaring shortcomings. First, there was all the statistical mumbo-jumbo it implied -- but seldom delivered on in most companies' implementations. Second, it didn't incorporate information technology -- arguably the

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most powerful force available for improving (or screwing up) processes -- in any way. Third, it was overly elitist. Instead of relying on Six Sigma expert "black belts" do the process analysis and design, every employee should be a process improver, as I argued last week. Fourth, it really only enabled incremental improvement, not radical breakthroughs. Fifth and last, it wasn't a good fit for innovation-oriented work.

CHAPTER III RESEARCH METHODOLOGY

The methodology followed for conducting the study includes the specification of research design, sample design, questionnaire design, data collection and statistical tools used for analyzing the collected data. 3.1 RESEARCH DESIGN The research design used for this study is of the descriptive type. Descriptive research studies are those studies which are concerned with describing the characteristics of a particular individual or a group. 3.2 SAMPLE SIZE All the items consideration in any field of inquiry constitutes a universe of population. In this research only a few items can be selected form the population for our study purpose. The items selected constitute what is technically called a sample. Here our sample size is 200 employees from the total population.

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3.3 DATA COLLECTION The primary data was collected by using questionnaires. The questionnaire has 18 questions. Secondary data was collected by using online database and journals. 3.4 SAMPLING TECHNIQUE Convenience sampling is also known as grab, opportunity, accidental or haphazard sampling. With this method, the researcher uses subjects that are easy to reach. As the name describes, the researcher chooses subjects because of convenience. Some examples of convenience sampling are when students use their classmates in a research study or a television reporter interviews people on the street. Convenience sampling is a non probability method. This means that subjects are chosen in a nonrandom manner, and some members of the population have no chance of being included. With non probability sampling, researchers have no way of calculating how well their sample represents the population as a whole. In general, probability sampling is considered to be more stringent and accurate than non probability sampling, but it is not always feasible. 3.5 TOOLS FOR ANALYSIS Simple Percentage Analysis Here the simple percentage analysis is used for calculating the percentage of satisfaction level in the total respondents. Weighted Average Method An average in which each quantity to be averaged is assigned a weight. These weightings determine the relative importance of each quantity on the average. Weightings are the equivalent of having that many like items with the same value involved in the average. Chi-Square Test Chi-square test is applied to test the goodness of fit, to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and expected frequencies; Karl Pearsons has

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developed a method to test the difference between the theoretical (hypothesis) & the observed value.

Chi square test (X2) = (O E) 2 / E Degrees Of Freedom = V = (R 1) (C -1) Were, O = Observed Frequency E = Expected Frequency R = Number of Rows C = Number of Columns For all the chi-square test the table value has taken @ 5% level of significance.

CHAPTER IV DATA ANALYSIS AND INTERPRETATION

4.1PERCENTAGE ANALYSIS

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TABLE 4.1.1: Age S.No PARTICULARS NUMBER OF RESPONDENTS 1 2 3 4 5 Total CHART 4.1.1: AGE INFERENCE 8% of the employees are having age between below 22years, 35% of the employees are having age between 22-26years, 31% of the employees are having age between 26-30years, 19% of the employees are having age between 30-34years and 7% of the employees are greater than 34years. TABLE 4.1.2: Gender S.No PARTICULARS NUMBER OF RESPONDENTS 1 2 Total CHART 4.1.2: GENDER Male Female 192 8 200 PERCENTAGE OF THE RESPONDENTS 96 4 100 Below 22 22-26 26-30 30-34 Above 34 16 70 62 38 14 200 PERCENTAGE OF THE RESPONDENTS 8 35 31 19 7 100

INFERENCE

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it is found that 96% of the employees are male and 4% of the employees are female.

TABLE 4.1.3: Qualification S.No PARTICULARS NUMBER OF RESPONDENTS 1 2 3 4 5 6 7 Total S.S.L.C H.Sc Diploma ITI B.E./B.Tech M.E./M.Tech Others 6 8 90 40 36 16 4 200 PERCENTAGE OF THE RESPONDENTS 3 4 45 20 18 8 2 100

CHART 4.1.3: QualificationINFERENCE it is found that 3% of the employees have completed SSLC, 4% of the employees have Completed HSC, 45% of the employees have completed Diploma, 20% of the Employees have completed ITI, 18% of the employees have B.E./B.Tech, 8% of the Employees have M.E./M.Tech and 2% of the employees are others. TABLE 4.1.4: Experience S.No PARTICULARS NUMBER OF RESPONDENTS 1 2 3 below 2 years 2 years - 4years 4 years-6years 14 24 40 PERCENTAGE OF THE RESPONDENTS 7 12 20

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4 5 Total

6 years-8years 8 years -10years

54 68 200

27 34 100

CHART 4.1.4: Experience

INFERENCE it is found that 7% of the employees are below 2years experienced, 12% of the employees are between 2-4years experienced, 20% of the employees are between 46years experienced, 27% of the employees are between 6-8years experienced and 37% of the employees are between 8-10years experienced. TABLE 4.1.5: Six sigma is needful for the organization S.No PARTICULARS NUMBER OF RESPONDENTS 58 118 16 6 2 200 PERCENTAGE OF THE RESPONDENTS 29 59 8 3 1 100

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

CHART 4.1.5: Sixsigma is needful for the organization INFERENCE 29% of the employees strongly agree, 59% of the employees agree, 8% of the employees Neither agree nor disagree, 3% of the employees disagree and 1% of the employees strongly disagree.

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TABLE 4.1.6: six sigma is effectively carried out in your organization S.No PARTICULARS NUMBER OF RESPONDENTS 20 108 36 26 10 200 PERCENTAGE OF THE RESPONDENTS 10 54 18 13 5 100

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

CHART 4.1.6: six sigma is effectively carried out in your organization

INFERENCE 10% of the employees strongly agree, 54% of the employees agree, 18% of the employees neither agree nor disagree, 13% of the employees disagree and 5% of the employees strongly disagree. TABLE 4.1.7: importance given to the Six Sigma operation in ICF S.No PARTICULARS NUMBER OF RESPONDENTS 6 60 68 54 12 PERCENTAGE OF THE RESPONDENTS 3 30 34 27 6

1 2 3 4 5

No importance Low importance Medium importance High importance Very high

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importance Total 200 100

CHART 4.1.7: importance given to the Six Sigma operation in ICF

INFERENCE 3% of the employees said no importance, 30% of the employees said low importance, 34% of the employees said medium importance, 27% of the employees said high importance and 6% of the employees said very high importance. TABLE 4.1.8: learned about Six-Sigma from your organization S.No PARTICULARS NUMBER OF RESPONDENTS 8 50 74 48 20 200 PERCENTAGE OF THE RESPONDENTS 4 25 37 24 10 100

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

CHART 4.1.8 learned about Six-Sigma from your organization INFERENCE 4% of the employees strongly agree, 25% of the employees agree, 37% of the employees Neither agree nor disagree, 24% of the employees disagree and 10% of the employees strongly disagree.

TABLE 4.1.9: done with Six-Sigma operation in your organization

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S.No

PARTICULARS

NUMBER OF RESPONDENTS 20 48 30 86 16 200

PERCENTAGE OF THE RESPONDENTS 10 24 15 43 8 100

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

CHART 4.1.9 done with Six-Sigma operation in your organization

INFERENCE 10% of the employees strongly agree, 24% of the employees agree, 15% of the employees neither agree nor disagree, 43% of the employees disagree and 8% of the employees strongly disagree. TABLE 4.1.10: Six-Sigma has significantly improved organization's profitability

S.No

PARTICULARS

NUMBER OF RESPONDENTS 30 150 20 200

PERCENTAGE OF THE RESPONDENTS 15 75 10 100

1 2 3 Total

High (100%-60%) Medium (60%-10%) Low (Below 10%)

CHART 4.1.10: Six-Sigma has significantly improved organization's profitability

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INFERENCE 15% of the employees said High (100%-60%), 75% of the employees said Medium(60%-10%) and 10% of the employees said Low (Below 10%)

TABLE 4.1.11: Six-Sigma has significantly improved processes of work at organization? S.No PARTICULARS NUMBER OF RESPONDENTS 40 138 22 200 PERCENTAGE OF THE RESPONDENTS 20 69 11 100

1 2 3 Total

High (100%-60%) Medium(60%-10%) Low (Below 10%)

CHART 4.1.11: Six-Sigma has significantly improved processes of work at organization?

INFERENCE 20% of the employees said High (100%-60%), 69% of the employees said Medium(60%-10%) and 11% of the employees said Low (Below 10%)

TABLE 4.1.12: Six-Sigma process has improved design process at your organization?

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S.No

PARTICULARS

NUMBER OF RESPONDENTS 34 98 24 30 14 200

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

PERCENTAGE OF THE RESPONDENTS 17 49 12 15 7 100

CHART 4.1.12 Six-Sigma process has improved design process at your organization?

INFERENCE 17% of the employees strongly agree, 49% of the employees agree, 12% of the employees Neither agree nor disagree, 15% of the employees disagree and 7% of the employees strongly disagree. TABLE 4.1.13: Six-Sigma could interrupt your creative work at your organization? S.No PARTICULARS NUMBER OF RESPONDENTS 84 54 16 30 16 200 PERCENTAGE OF THE RESPONDENTS 42 27 8 15 8 100

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

CHART 4.1.13: Six-Sigma could interrupt your creative work at your organization?

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INFERENCE 42% of the employees strongly agree, 27% of the employees agree, 8% of the employees Neither agree nor disagree, 15% of the employees disagree and 8% of the employees strongly disagree. TABLE 4.1.14: it is necessary for customer satisfaction through your work S.No PARTICULARS NUMBER OF RESPONDENTS 114 68 10 4 4 200 PERCENTAGE OF THE RESPONDENTS 57 34 5 2 2 100

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

CHART 4.1.14: it is necessary for customer satisfaction through your work

INFERENCE 57% of the employees strongly agree, 34% of the employees agree, 5% of the employees neither agree nor disagree, 2% of the employees disagree and 2% of the employees strongly disagree. TABLE 4.1.15: The extent Six-Sigma has significantly improved customer satisfaction S.No PARTICULARS NUMBER OF RESPONDENTS 144 40 16 PERCENTAGE OF THE RESPONDENTS 72 20 8

1 2 3

High (100%-60%) Medium (60%-10%) Low (Below 10%)

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Total

200

100

CHART 4.1.15: The extent Six-Sigma has significantly improved customer satisfaction

INFERENCE 72% of the employees said High (100%-60%) 20% of the employees said Medium (60%-10%) and 8% of the employees said Low (Below 10%) TABLE 4.1.16: Six-Sigma uses too many tools? S.No PARTICULARS NUMBER OF RESPONDENTS 56 78 46 14 6 200 PERCENTAGE OF THE RESPONDENTS 28 39 23 7 3 100

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

CHART 4.1.16: Six-Sigma uses too many tools? INFERENCE 28% of the employees strongly agree, 39% of the employees agree, 23% of the employees Neither agree nor disagree, 7% of the employees disagree and 3% of the employees strongly disagree. TABLE 4.1.17: complexity of the Six Sigma methodologies varies with the complexity of the project?

33

S.No

PARTICULARS

NUMBER OF RESPONDENTS 114 62 14 6 4 200

PERCENTAGE OF THE RESPONDENTS 57 31 7 3 2 100

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

CHART 4.1.17: complexity of the Six Sigma methodologies varies with the complexity of the project? INFERENCE: 57% of the employees strongly agree, 31% of the employees agree, 7% of the employees Neither agree nor disagree, 3% of the employees disagree and 2% of the employees strongly disagree. TABLE 4.1.18: impact of six sigma operation in ICF S.No PARTICULARS NUMBER OF RESPONDENTS 14 20 38 68 60 200 PERCENTAGE OF THE RESPONDENTS 7 10 19 34 30 100

1 2 3 4 5 Total

No impact Low impact Medium Impact High impact Very high impact

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CHART 4.1.18: impact of six sigma operation in ICF

INFERENCE 7% of the employees said no impact, 10% of the employees said Low impact, 19% of the employees said Medium Impact, 34% of the employees said High impact and 30% of the employees said very high impact. TABLE 4.1.19: The six sigma in Current operations are clearly defined in ICF S.No PARTICULARS NUMBER OF RESPONDENTS 44 68 30 30 24 200 PERCENTAGE OF THE RESPONDENTS 24 34 15 15 12 100

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

CHART 4.1.19: The six sigma in Current operations are clearly defined in ICF

INFERENCE 24% of the employees strongly agree, 34% of the employees agree, 15% of the employees Neither agree nor disagree, 15% of the employees disagree and 12% of the strongly disagree. TABLE 4.1.20: Six sigma operations maximizes the speed and accuracy S.No PARTICULARS NUMBER OF RESPONDENTS 54 80 26 PERCENTAGE OF THE RESPONDENTS 27 40 13

1 2 3

Strongly agree Agree Neither agree nor

35

4 5 Total

disagree Disagree Strongly disagree

28 12 200

14 6 100

CHART 4.1.20: Six sigma operations maximizes the speed and accuracy

INFERENCE 27% of the employees strongly agree, 40% of the employees agree, 13% of the employees Neither agree nor disagree, 14% of the employees disagree and 6% of the employees strongly disagree.

TABLE 4.1.21: Did the management provide any special training in six sigma? S.No PARTICULARS NUMBER OF RESPONDENTS 10 58 96 24 12 200 PERCENTAGE OF THE RESPONDENTS 5 29 48 12 6 100

1 2 3 4 5 Total

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

CHART 4.1.21: Did the management provide any special training in six sigma?

INFERENCE

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5% of the employees strongly agree, 29% of the employees agree, 48% of the employees Neither agree nor disagree, 12% of the employees disagree and 6% of the employees strongly disagree.

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4.2 WEIGHTED AVERAGE METHOD:

TABLE 4.2: Mention the level of satisfaction about the benefits of six sigma Highly satisfied quantify its quality programs Reduced Cost Of Poor Quality (COPQ) misdirected problem solving Reduced customer complaints Reduced number of non-value added steps faster delivery of service
46 37 9 7 1 37 48 7 5 3 40 46 8 5 1 36 45 11 6 2 51 38 7 4 0 39 44

satisfied

Neither satisfied nor dissatisfied

6

dissatisfied

Highly satisfied
8 3

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Highly satisfied (5)

Satisfied (4)

Neither satisfied nor dissatisfied (3)

Dissatisfied (2)

Highly satisfied (1) XiWi XiWi/15 27.2 RANK 5

quantify its quality programs Reduced Cost Of Poor Quality (COPQ) misdirected problem solving Reduced customer complaints Reduced number of non-value added steps faster delivery of service 185 192 21 10 3 411 27.4 4 255 152 21 8 0 436 29.06667 1 195 176 18 16 3 408

180

180

33

12

407

27.13333

200

184

24

10

419

27.93333

230

148

27

14

420

28

39

W= Xi * Wi Wi Wi=5+4+3+2+1=15
INTERFERENCE
This method reveals that the in ICF, the application of six sigma has reduce the Cost of Poor Quality.

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4.3 CHI SQUARE ANALYSES BETWEEN EXPERIENCE AND EFFECTIVENESS

TABLE 4.3.1: OBSERVED FREQUENCY:

Solution The solution to this problem takes four steps: (1) state the hypotheses, (2) formulate an analysis plan, (3) analyze sample data, and (4) interpret results. We work through
Experienc e/ Effectiven ess Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 8-10 6-8 4-6 2-4 <2

8 41 9

5 34 7

3 22 8

2 6 9

2 5 3

20 108 36

7 3 68

6 2 54

5 2 40

5 2 24

3 1 14

26 10 200

those steps below:

State the hypotheses. The first step is to state the null hypothesis and an alternative hypothesis. H0: experience and opinion about effectiveness of six sigma operation in ICF are independent. Ha: experience and opinion about effectiveness of six sigma operation in ICF are not independent.

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Formulate an analysis plan. For this analysis, the significance level is 0.05. Using sample data, we will conduct a chi-square test for independence.

Analyze sample data. Applying the chi-square test for independence to sample data, we compute the degrees of freedom, the expected frequency counts, and the chi-square test statistic. Based on the chi-square statistic and the degrees of freedom, we determine the P-value.

DF = (r - 1) * (c - 1) = (5 - 1) * (5 - 1) = 16

TABLE 4.3.2: EXPECTED FREQUENCY:

Experienc e/ Effectiven ess Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 8-10 6-8 4-6 2-4 <2

6.8 36.7 12.24

5.4 29.16 9.72

4 21.6 7.2

2.4 12.96 4.3

1.4 7.56 2.52

8.84 3.4

7.07 2.7

5.2 2

3.12 1.2

1.82 0.7

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TABLE 4.3.3: CHI SQUARE CALCULATION:

O 8 5 3 2 2 41 34 22 6 5 9 7 8 9 3 7 6 5 5 3 3 2 2 2 1 E 6.8 5.4 4 2.4 1.4 36.7 29.16 21.6 12.96 7.56 12.24 9.72 7.2 4.3 2.52 8.84 7.02 5.2 3.12 1.82 3.4 2.7 2 1.2 0.7 (O-E) 1.2 0.4 -1 -0.4 0.6 4.3 4.84 0.4 -6.96 -2.56 -3.24 -2.72 -0.8 4.7 0.48 -1.84 -1.02 -0.2 1.88 1.18 0.4 -0.7 0 0.8 0.3 (O-E)2 1.44 0.16 1 0.16 0.36 18.49 23.43 0.16 48.44 6.55 10.5 7.4 0.64 22.09 0.23 3.39 1.04 0.04 3.53 1.39 0.16 0.49 0 0.64 0.09 TOTAL (O-E)2/E 0.21 0.03 0.25 0.07 0.26 0.5 0.80 0.0074 3.74 0.87 0.86 0.76 0.09 5.14 0.09 0.38 0.15 0.0077 1.13 0.76 0.05 0.18 0 0.53 0.13 17.00

Tabulated value for degrees of freedom (16)@5% level of significance=26.296 Calculated value < tabulated value. Therefore H0 is accepted.

INFERENCE:
It is found that there is no relationship between experience and opinion about effectiveness of six sigma operation at ICF.

CHAPTER V

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FINDINGS AND CONCLUSION 5.1 SUMMARY OF FINDINGS:

1. 8% of the employees are having age between 18-22years, 35% of the

employees are having age between 22-26years, 31% of the employees are having age between 26-30years, 19% of the employees are having age between 30-34years and 7% of the employees are greater than 34years.
2. 96% of the employees are Male and 4% of the employees are female. 3. 3% of the employees completed SSLC, 4% of the employees completed

HSC, 45% of the employees completed Diploma, 20% of the employees completed ITI, 18% of the employees B.E./ B.Tech, 8% of the employees M.E./M.Tech and 2% of the employees Others.
4. 7% of the employees are below 2years experienced, 12% of the employees

are between 2-4years experienced, 20% of the employees are between 46years experienced, 27% of the employees are between 6-8years experienced and 37% of the employees are between 8-10years experienced.
5. Response about the need for Six Sigma operation , 29% of the employees

strongly agree, 59% of the employees agree, 8% of the employees Neither agree nor disagree, 3% of the employees disagree and 1% of the employees strongly disagree.
6. Response about effectiveness of Six Sigma operation, 10% of the

employees strongly agree, 54% of the employees agree, 18% of the employees Neither agree nor disagree, 13% of the employees disagree and 5% of the employees strongly disagree.
7. Response about Importance in ICF, 3% of the employees said no

importance, 30% of the employees said low importance, 34% of

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employees said medium importance, 27% of the employees said high importance and 6% of the employees said very high importance
8. Response about learning knowledge about Six Sigma, 4% of the

employees strongly agree, 25% of the employees agree, 37% of the employees Neither agree nor disagree, 24% of the employees disagree and 10% of the employees strongly disagree.
9. Response about work with Six Sigma, 10% of the employees strongly

agree, 24% of the employees agree, 15% of the employees Neither agree nor disagree, 43% of the employees disagree and 8% of the employees strongly disagree.
10. Response

for Six-Sigma has significantly improved organization

profitability, 15% of the employees said High (100%-60%), 75% of the employees said Medium (60%-10%) and 10% of the employees said Low (Below 10%)
11. Response for Six-Sigma has significantly improved processes of work at

organization, 20% of the employees said High (100%-60%), 69% of the employees said Medium (60%-10%) and 11% of the employees said Low (Below 10%)
12. Response about Six-Sigma process has improved design process, 17% of

the employees strongly agree, 49% of the employees agree, 12% of the employees Neither agree nor disagree, 15% of the employees disagree and 7% of the employees strongly disagree.

13. Response about Six-Sigma could be interrupted employee creativity, 42%

of the employees strongly agree, 27% of the employees agree, 8% of the employees Neither agree nor disagree, 15% of the employees disagree and 8% of the employees strongly disagree.

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14. Response necessary to get for customer satisfaction, 57% of the employees

strongly agree, 34% of the employees agree, 5% of the employees Neither agree nor disagree, 2% of the employees disagree and 2% of the employees strongly disagree.
15. Six-sigma has significantly improved customer satisfaction, 72% of the

employees said High (100%-60%) 20% of the employees said Medium (60%-10%) and 8% of the employees said Low (Below 10%)
16. Response about Six-Sigma uses too many tools, 28% of the employees

strongly agree, 39% of the employees agree, 23% of the employees Neither agree nor disagree, 7% of the employees disagree and 3% of the employees strongly disagree.
17. Response about complexity of the Six Sigma methodologies varies with

the complexity of the project, 57% of the employees strongly agree, 31% of the employees agree, 7% of the employees Neither agree nor disagree, 3% of the employees disagree and 2% of the employees strongly disagree.
18. Response about impact of six sigma operation in ICF, 7% of the

employees said no impact, 10% of the employees said Low impact, 19% of the employees said Medium Impact, 34% of the employees said High impact and 30% of the employees said very high impact.
19. Response about Current operations are clearly defined in ICF, 24% of the

employees strongly agree, 34% of the employees agree, 15% of the employees Neither agree nor disagree, 15% of the employees disagree and 12% of the employees strongly disagree.
20. Response about Six sigma operations maximizes the speed and accuracy

with which inventory and materials are supplied, 27% of the employees strongly agree, 40% of the employees agree, 13% of the employees Neither agree nor disagree, 14% of the employees disagree and 6% of the employees strongly disagree.

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21. Response about management provide any special training in six sigma, 5%

of the employees strongly agree, 29% of the employees agree, 48% of the employees Neither agree nor disagree, 12% of the employees disagree and 6% of the employees strongly disagree.

5.2 SUGGESTIONS AND RECOMMENDATIONS

The awareness about the effectiveness and requirement of six sigma operations in ICF employees should be increased in future.
The six sigma operation is carried out only in certain department of ICF.

The current effectiveness of six sigma operation in ICF is up to the

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expected level. In future the six sigma operations should be implemented in all the departments of ICF.
The importance given to six sigma in certain departments should be

increased in future to get the maximized benefits.

The employees knowledge in six sigma concepts is very poor. The ICF

higher authorities should take certain actions to increase the employee knowledge about six sigma operations.
The employees work level with six sigma is also need to be increased

The organization increases the profitability, processes of work and design process through six sigma operations. The management should implement six sigma in entire department The six sigma training to the employees should be increased as the complexity of six sigma operation is varying with the type of the project. The management should clearly mention about the current six sigma operation to their employees. The management should provide special training in six sigma to their employees The employee feedback should be considered

5.3 CONCLUSION

From the study, it is clear that in ICF, Chennai, the six sigma operations are carried out in certain department. The departments implemented the six sigma techniques are highly benefited. The Six-Sigma has significantly improved organization profitability, improved processes of work at organization, improved

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design process and improved customer satisfaction. In overall, awareness about the need for six sigma operations is not up to the level. The employees are not fully aware of effectiveness of six sigma operations. As six sigma is not implemented in all the departments, all the employees are not have an opportunity to work with six sigma. The Six-Sigma uses too many tools, it is important for the management to trained the employees. It is found that the six sigma operation creates high impact on ICF. It is need to clearly defined the current operations of six sigma in ICF. The Six sigma operations maximize the speed and accuracy with which inventory and materials are supplied. The employees need some changes in current six sigma operations. If it is necessary the management has to consider about the issue and to take some needful actions in future.