A PRESENTATION ON

SIX SIGMA
SUBMITTED BY:
VIVEK CHAND
EXECUTIVE TRAINEE (CIVIL)
EMPLOYEE NO. 10462
 Contents
• Why Six Sigma?
• What is Six Sigma?
• Six Sigma Phases
• Tools for Six Sigma
• Key Roles for Six Sigma Implementation
• Conclusion
 Why Six Sigma
With 99 % With Six Sigma
Quality Quality
For every 300000 3,000 misdeliveries 1 misdelivery
letters delivered
For every week of TV 1.68 hours of dead air 1.8 seconds of dead air
broadcasting per
channel
Out of every 500,000 4100 crashes Less than 2 crashes
computer restarts

3
Why Six Sigma?

• At GE, Six Sigma added more than $ 2 billion to the

bottom line in 1999 alone
• Motorola saved more than $ 15 billion in the first 10 years
of its Six Sigma effort
• AlliedSignal reports saving $ 1,5 billion through Six Sigma.
 What is Six Sigma?

A statistical concept that measures a process in

terms of defects – at the six sigma level, there
3.4 defects per
Six million opportunities
Sigma
A philosophy and a goal : as perfect as
practically possible

A methodology and a symbol of quality

 Sigma Level

Sigma Level Defects per Million

(Process Opportunities
Capability)
2 308,537
3 66,807
4 6,210
5 233
6 3.4
Cost of Poor Quality
•What is cost of excessive
cycle times and delays?
•What is cost of business lost
because customers are
dissatisfied with your
products or services?
•What is cost of opportunities
lost because you didn’t have
time or the resources to take
advantage of them?
Critical-to-Quality (CTQ)
Elements of a process that
significantly affect the output of
that process. Identifying these
elements is figuring out how to
make improvements that can
dramatically reduce costs and
enhance quality.
 Six Sigma Phases

DMAIC

Define Measure Analyze Improve Control

DMADV

Define Measure Analyze Design Verify

 DMAIC

Define ●
● Define the project goals and customer (internal and external

Measure ●
● Measure the process to determine current performa

Analyze ●
● Analyze and determine the root cause(s) of the def

Improve ●
Improve the process by eliminating defe

Control ●
Control future process performance
 DMADV
Design for Six Sigma(DFSS)

Define Design goals that are consistent with customer demands and the en
●
●

strategy.

Measure Measure and identify CTQs, product capabilities, production proce

●
●

and risks.

Analyze Analyze to develop and design alternatives, create a high-level des

●
●

evaluate design capability to select the best design.

Design Design details, optimize the design, and plan for design verificatio
●
●

may require simulations.

Verify Verify the design, set up pilot runs, implement the production proc
●
●

over to the process owner(s).

 Tools for Six Sigma

XY Matrix

Measurement Process Hypothesis

System Analysis Capability Tool Testing

Failure Mode
Control Plan
Effect Analysis
 CREATING FLOWCHARTS OF THE STEP IN A PROCESS –
Process Mapping OPERATIONS, DECISION POINTS, DELAYS, MOVEMENTS,
HANDOFFS, REWORK, LOOPS, AND CONTROLS OR INSPECTIONS.
A PROCESS MAP IS ILLUSTRATED DESCRIPTION OF HOW A
PROCESS WORK.

Design of DOE IS A STRUCTURED, ORGANIZED METHOD FOR

Experiments DETERMINING THE RELATIONSHIP BETWEEN FACTORS
(XS) AFFECTING A PROCESS AND THE OUTPUT OF THAT
PROCESS (Y).

XY Matrix THE PURPOSE OF USING XY MATRIX IS TO STUDY AND

UNDERSTAND THE RELATIONSHIP BETWEEN WHAT YOU
ARE PUTTING INTO A PROCESS AND WHAT YOUR
CUSTOMER IS GETTING OUT OF IT.
THE XY MATRIX ALLOWS THE TEAM TO IDENTIFY GAPS,
AREAS FOR IMPROVEMENT
ENSURES THAT THE MEASUREMENT SYSTEM IS BOTH
Measurement ACCURATE AND PRECISE EVERY TIME IT IS USED.
System Analysis IT DETERMINES THE REPRODUCIBILITY AND
REPEATABILITY OF A CERTAIN MEASUREMENT TAKEN
BY DIFFERENT PEOPLE.
 PROCESS CAPABILITY TOOL IS THE MEASURE OF A PROCESS
Process Capability Tool BEING ABLE TO MEET SPECIFICATION REQUIREMENTS AND
FULFILL CUSTOMER CTQ NEEDS ON A LONG TERM BASIS.

Hypothesis Testing INVESTIGATES A THEORY ABOUT THE SUSPECTED CAUSE

OF EFFECT IN A PROCESS TP DETERMINE IF IT IS CORRECT.
IT POINTS DIRECTLY TO THE VITAL FACTORS EFFECTING A
PROCESS.

Failure Mode Effect THE MANNER IN WHICH A PART OR PROCESS CAN FAIL TO
MEET A SPECIFICATION, CREATING A DEFECT OR NON-
Analysis CONFORMANCE, AND THE IMPACT ON THE CUSTOMER IF
THAT FAILURE MODE IS NOT PREVENTED OR CORRECTED

Control Plan A DETAILED ASSESSMENT OF ALL THE POSITIVE CHANGES

MADE.
ENSURES THAT THE ANANLYSIS AND EFFORTS STAY IN
EFFECT AND THAT INFORMATION IS AT DISPOSAL TO
PREVENT RETURN TO LESS THAN OPTIMAL STANDARDS.
Key Roles for Six Sigma
Executive INCLUDES CEO AND OTHER KEY TOP MANAGEMENT TEAM
MEMBERS. THEY ARE RESPONSIBLE FOR SETTING UP A VISION FOR
Leadership
SIX SIGMA IMPLEMENTATION.

ARE RESPONSIBLE FOR THE SIX SIGMA IMPLEMENTATION

Champions
ACROSS THE ORGANIZATION IN AN INTEGRATED MANNER.
CHAMPIONS ALSO ACT AS MENTOR TO BLACK BELTS.

IDENTIFIED BY CHAMPIONS, ACT AS IN-HOUSE EXPERT COACH FOR

Master Black
THE ORGANIZATION ON SIX SIGMA. THEY DEVOTE 100% OF THEIR
Belts TIME TO SIX SIGMA.

OPERATE UNDER MASTER BLACK BELTS TO APPLY SIX SIGMA

Black Belts
METHODOLOGY TO SPECIFIC PROJECTS. THEY PRIMARILY FOCUS
ON SIX SIGMA PROJECT EXECUTION.

ARE THE EMPLOYEES WHO TAKE UP SIX SIGMA IMPLEMENTATION

Green Belts
ALONG WITH THEIR OTHER JOB RESPONSIBILITIES. THEY OPERATE
UNDER THE GUIDANCE OF BLACK BELTS AND SUPPORT THEM IN
ACHIEVING THE OVERALL RESULTS.

Yellow Belts ARE TRAINED IN THE BASIC APPLICATION OF SIX SIGMA

MANAGEMENT TOOLS, WORK WITH THE BLACK BELT
THROUGHOUT THE PROJECT STAGES AND ARE OFTEN THE CLOSEST
TO THE WORK.
 Conclusion
Six Sigma incorporates the basic principles and techniques used in business,
Statistics and Engineering

Improves
• Process Performance
• Decreases Variation
• Consistent Quality

Six Sigma requires some fundamental commitments to

• Leadership
• Resources
• Time
• Cultural Change
Thank
You