Quality Management

 Six Sigma
 Objectives of QM
 Six Sigma
 System of practices originally
developed by Motorola.
 To systematically improve
processes by eliminating defects.
 Since an original idea, became an
element of many TQM initiatives.
Six Sigma
 The process pioneered by Bob
Galvin at Motorola in 1986.
 The initial definitions.
 Metric for measuring defects
 Improving quality
 Methodology to reduce defects below
3.4 (DPMO)
Six Sigma
 Registered Service mark and
trade mark of Motorola.
 Other companies accepted SIX
Sigma methodology.
 Bank Of America
 Caterpillar

Honeywell International

Raytheon

General Electric
Six Sigma - Key Concepts
 Critical to quality
- Attributes most important to the customer
 Defect
- Failing to deliver what the customer wants.
 Process Capability
- What your process can deliver
 Varaition
- What the customer sees and feels
Six Sigma - Key Concepts
 Stable Operation

Ensuring consistent, predictable
processes to improve what the
customer sees and feels
 Design for Six Sigma
 Designing to meet customer needs and
process capability.
Six Sigma – Six Sigma Black
Belts
 D Define the goals of the improvement
activity.
 M Measure the existing system.
 A Analyze the system to identify ways to
eliminate the gap between the current and
desired goal by statistical approach.
 I Improve the system. Be creative in
finding new ways to do things better,
cheaper, or faster.
 C Control the new system with
compensation and incentives.
Objectives of Quality
Management
 “Do the right things, right the
first time, and every time”
 Continued Process Improvement
 Reducing cost, while improving
performance achieved through
data collection and analysis, flow
charts, cause and effect diagrams
Objectives of Quality
Management
 Increase customer satisfaction
 Enhancement of firm efficiency
and profitability through process
improvement
 Provide high-quality services to
customers by maintaining a
constant focus on the customers'
viewpoints and needs
Objectives of Quality
Management
 Optimize the flow of activities to
reduce cycle time, prevent
defects, and enable continuous
improvement.

 To improve competitiveness and

effectiveness through planning,
organizing and understanding
activities undertaken by people.
References
 Total Quality Management
 John Bank - Prentice Hall India

 Total Quality
 James R. Evans & James W. Dean, Jr. –
South Western Thompson Learning

 Quality Control & Total Quality

Management
 P L Jain – Tata McGraw Hill


What’s next
 Quality Inspection
 Quality Assurance
 Quality Circles
 Training for Quality