Welcome to the Working

Seminar on

SIX SIGMA
 Seminar Objectives
✦ Introduction to the methodology
of Six Sigma
✦ Introduction to the tools of Six
Sigma
✦ Sharing of live Six Sigma projects
 What is Six Sigma?
Six Sigma is a highly disciplined
process that helps us focus on
developing & delivering near-
perfect products and services.
“Sigma” is a statistical term
that measures how far a given
process deviates from
perfection.
 Why Six Sigma?
✡ Impact on Bottomline
✡ Increased Customer Satisfaction
and Loyalty
✡ Improved business processes
✡ Competition
99% Quality equates to :
❊ 20,000 lost articles of mail per hour
❊ unsafe drinking water for almost 15
minutes per day
❊ 5,000 incorrect surgical operations per
week
❊ 2,00,000 wrong drug prescriptions each
year
❊ no electricity for almost 7 hours per
month
 Key Terms of Six Sigma
1. Critical to quality - attributes important to
customers
2. Defect - failing to deliver what the customer
wants
3. Process capability - what the process can
deliver
4. Variation - what the customer experiences/gets
5. Stable operations - ensuring consistent,
predictable processes which the customer sees
and feels
6. Design for Six Sigma (DFSS) : designing to
meet customer needs and process capability
 Where is Six Sigma Applicable?
All facets of business
❊ Sales and marketing
❊ Manufacturing
❊ After Sales Support and Service
❊ H.R.
DATED JANManagement
15, 1987 Leadership
IMPROVE PRODUCT AND SERVICES
QUALITY • • • • 
Ten times by 1989 and at least 100 fold
by 1991
Achieve SIX SIGMA CAPABILITY by 1992
With a deep sense of urgency, spread
dedication to every facet of the
corporation and achieve a culture of
continual improvement to ASSURE TOTAL
CUSTOMER SATISFACTION. There is only
one ultimate goal: zero defects
Signed: MOTOROLA EXECUTIVE-COMMITTEE
in
 Why We Have Been
Successful...
❁ The improvement
Quality Motorola Story
goals and
plans integrated into business
plans.
❁ Part of everyone's job.
❁ Employee empowerment and
involvement.
❁ Extensive education and
training support.
❁ Recognition and awards.
 Employee Involvement Requires
❊ Awareness
How are we doing?
How are the best in class doing?
❊ Training
Tools, Methodology, Metrics
❊ High expectations
Team goal setting
❊ Communication
Progress and recognition
The Process for Deployment
★ Management Involvement

★ Empowered Teams

★ Trained “Black Belts”

 Black Belt Training
• Green Belt
– Training
– Min. 2 Projects* per Year
• Black Belt
– Lead the use of Statistical & Quality
Techniques
– Mentor Green Belts
– Consulting/Training
– Min. 4 Projects* per Year
• Master Black Belt
– Mentors Green & Black Belts
– 80%-100% of Time
Consulting/Mentoring/Training
*Projects = training classes or project consultations
 How does one become
‘Belted’
Phase 1: Candidate Identification and Mentor
Structure
Identify candidate
Management sponsorship
Master Black Belt Mentor
Define Black Belt responsibilities
Phase 2: Skill Development
Black Belt Orientation Class
Personal Skill Development
High Impact Improvement Project
Phase 3: Recognition
Application for recognition
Black Belt Recognition
Continuous Improvement
 A Black Belt Is . . .

✔An Individual from Any Discipline

with Advanced Statistical, Quality,
and Interpersonal Skills

✔An Experienced and Proven Leader

in the use Six Sigma Strategies and
Tools
 A Black Belt Will . . .
✔ Drive the Effective Use of Statistical
Methods through Leadership, Training ,
and Consultation

✔ Identify, Develop, and Communicate Six

Sigma Strategies and Tools

✔ Actively Identify and Mentor Future

Black Belts
 Use of Six Sigma Black Belts
✦ Trained in statistical tools
✦ Act as consultants / change agents
✦ Skilled in their respective disciplines
✦ Strong interpersonal and communication
skills
✦ Significant experience with demonstrated
results
✦ Continuous learning aptitude
Expectations of Six Sigma Black
Belts
• Problem solving leadership
• Improvement change agents
• Drive use of statistical methods
• Network for solution reuse
• Mentor future Belts
• Continue personal development
The Cost/Quality Relationship

Six Sigma has shown that the

Highest Quality Producer

is also the

Lowest Cost Producer

 Sigma and Opportunities
p
.O
.M
Num P
ber of D.
Num Defe
ber o cts
= .
f Un
its D.P.U . M.Op
0 0 00= D.P
x 100 ni ties
U
D.P
.
pp ortu
r o fO
1 Opportunity = be
Num

A quality level of "6σ" corresponds to les

than 3.4 defects per million Opportuniti
 A Universal Measurement Scale ...
Sigma

7
6
5
4
ε DPMOp
On one condition : 3
3.4
Calculate the defects and
estimate the opportunities 233
in the same way... 6210

66810
 Six Sigma and Continuous Improvement

= A structured approach to continuous improvement

( or ”Six steps towards excellence" )

1 - Identify the product or service you provide 4 - Define the process for doing work

2 - Identify the customer & their requirements 5 - Eliminate defect sources / optimize the process

3 - Determine your needs & suppliers 6 - Continuously improve the Sigma level
Advantages of This Type of Approach

• Have a common language

• Sensitize the organization in the use of statistical tools
• Develop the internal supplier/customer relationship
• Benchmarking
• Work on the most significant objectives
• Promote working in teams

Culture
of
Excellence
 Empowered Teams
• It’s a business-driven process, not a
human relations program
• It starts with senior management -
can’t be delegated
• Employees want to take ownership
and become world class producers
• You don’t need a crisis to get started
• Empowerment affects all functions,
not just factories
• Done right, it’s an irreversible
process