Presented by- Archit Kaushik, Ashmit Kaur, Atishay Jain, Diivit Kumar

Six sigma is a business statistical Strategy.

Involves identifying defects and removing them from
the process of products to improve quality.
A defect is defined as any process output that does
not meet customer specifications.
Statistical measure to objectively evaluate
processes.

 Six sigma was founded by Motorola in the 1970s.

Out of senior executive Art Sundry's criticism of
Motorolas bad quality.
They founded a connection between increases in
quality and decreases in costs of production.
Bill Smith, Father of six sigma introduce this
quality improvement Methodology to Motorola.

 Six sigma is the measure of quality that strives for

near perfection.
It is a disciplined, data-driven methodology focused
on eliminating defects.
A six sigma defect is defined as anything that falls
outside of a customers specification.
3.4 defects per every million opportunities.

 Know whats important to the customer (CTQ)

Reduce defects (DPMO)
Centre around target (mean)
Reduce variation (standard deviation)

 CTQ characteristics for the process or service

Measure of what is important to the customer
6 sigma projects are designed to improve CTQ
Examples Waiting time in clinic
Spelling mistake in letter

 A non-conforming unit is a defective unit

Defect is a non-conformance on one of many
possible quality characteristics of a unit that causes
customer dissatisfaction.
A defect does not necessarily make a unit defective
For example
A scratch on a bottle (defect)
If the customer wants a scratch-free bottle (defective unit)

 Circumstances in which CTQ can fail to meet.

Number of defect opportunities relate to complexity of
the unit.
Complex unit have greater opportunities of defect than
simpler units.
Example- A unit has 5 parts, and in each part are 3
opportunities to defect. Thus total defect opportunities
are 5*3=15

 Number of defects divided by number of defect opportunities.

Example In previous case (15 defect opportunities), if 10 units have 2
defects Defects per unit- 2/10=0.2
DPO=2/(15*10)= 0.0133333333

DPMO= DPO multiplied by one million.

DPMO= 0.013333333 * 1,000,000= 13,333

Six Sigma performance is 3.4 DPMO

Between -1 and +1 Standard

Deviation

68.3% (about two thirds)

Between -2 and +2 Standard

Deviation

95.5% (about 95%)

Between -3 and +3 Standard

Deviation

99.7%

Define
Measure
Analyze
Improve
Control

Define
Measure
Analyze
Design
Verify

 A logical and structured approach to problem

solving and process improvement.
An iterative process (continuous improvement)

A quality tool with focus on change management.

Effectiveness = Quality X Acceptance

 Define : company must identify the customer and

which type of a product and hope from it. These are
analyse by using flow cause/effect diagrams, check
sheets, pareto analysis.
Measure : company will collect the baseline data to
determine where the process stands as compare to
where it needs to be. And also see the critical to
quality characteristics an estimate current process
capability. Then find out the current sigma level
according to those identified characteristic that are
mostly important to the customer

 Analyse : this shows the amount of improvement

necessary to make the Critical to quality characteristics
the best in the industry. For this phase company use
some descriptive statistical methods like mean, mode,
medianetc.
Improve : Implement the suggested improvements in this
phase And also test possible solutions to the process
problem. Collect data from the all possible solutions and
test them on a small scale and run a cost/benefit
analysis of implementing the solution. Then choose the
best solution and create a plan for implement the
solution.

 PDCA cycle

Plan
Act

Do

Check

 Control : measures are implemented to ensure

improvements are maintained. To monitor the
process improvements, basically use tools like
statistically process control charts. These charts
have three limits, the centre line for the average.
Monitor the process to ensure that the process is in
the control limits.

This method is also called DFSS (Design For Six Sigma)

And has five phases,
Define- design goals that are consistent with customer
demands and the enterprise strategy.
Measure - identify CTQs (characteristics that
are Critical To Quality), product capabilities, production
process capability, and risks.
Analyze - to develop and design alternatives, create a
high-level design and evaluate design capability to select
the best design.

 Design details, optimize the design, and plan for

design verification. This phase may require
simulations.
Verify the design, set up pilot runs, implement the
production process and hand it over to the process
owner(s).

 Define a business process.

Define customer needs

Measure current process

Measure customer needs and

specifications

Identify root cause of recurring

problems

Analyse options to meet

customer satisfaction

Improvements made to reduce

defects

Model is designed to meet

customer needs

Keep check on future

performance

Model put through simulation

tests for verification.

White Belt:
Can work on local problem-solving teams that support overall projects, but
may not be part of a Six Sigma project team. Understands basic Six Sigma
concepts from an awareness perspective.

Yellow Belt:
Participates as a project team member. Reviews process improvements that
support the project.

Green Belt:
Assists with data collection and analysis for Black Belt projects. Leads
Green Belt projects or teams. .

Black Belt:
Leads problem-solving projects. Trains and coaches project teams.

Master Black Belt:

Trains and coaches Black Belts and Green Belts. Functions more at the Six
Sigma program level by developing key metrics and the strategic direction.
Acts as an organizations Six Sigma technologist and internal consultant..

Champions:
Translate the companys vision, mission, goals and metrics to create an
organizational deployment plan and identify individual projects. Identify
resources and remove roadblocks.

Executives:
Provide overall alignment by establishing the strategic focus of the Six
Sigma program within the context of the organizations culture and vision.

 Accelerating fast breakthrough performance

Significant financial results in 4-8 months
Ensuring Six Sigma is an extension of the
Corporate culture, not the program of the
month

Results first, then culture change!

 There is nothing new. It only proves defects and defectives

counts offer tangible, measurable results.

It is corrective action system rather than taking a preventive

and proactive approach to problems.
It is merely about appraisal system and that appraisal
programs arent useful. In realty, appraisals are great tools for
identifying and tracking improvements, which is critical to any
project.

Critics have suggested that Six Sigma did not bring quality
improvement in all the organizations where it was
implemented.
It depends on the tools and authorizations.

Management philosophy of quality

Statistical target of six sigma or 3.4
defects in one million opportunities
Components of Six Sigma are people
power and process power
Executive Leader, Champion, Master
Black Belt, Black Belt, and Green Belt
Define, Measure, Analyze, Improve,
Control

Criticisms

Summary