PRESENTED BY

NAME ROLL No
Jitto George 68
Prateek Pathak 89
Nazneen Patel 88
Suvidh Rele 91
Anees Rehman
Sushant Shetty 102
Priti Singhavi 105
Anurag Singh 104
 CONTENTS
• What is Quality?
• Know Six Sigma
• Six Sigma Process
• Introduction to Six Sigma as
methodology
• Six Sigma Applications
• Six Sigma @ WIPRO
 EVOLUTION OF QUALITY

Reactive Quality
Quality Checks (QC) - Taking the Proactive Quality (QA)
defectives out of what is “Create process that will
produced produce less or no defects”

Historically Contemporary

© TreMyn 2004
WHY HAVE “SIGMA”AS A QUALITY MEASURE

• Sigma allows comparison of products and services

of varying complexity.

• Also, it provides a common basis for benchmarking

(competitors and non-competitors).

• The higher the sigma level, the better your operation

is performing.

• Sigma measures how well you’re doing in getting

to zero defects.
SIX SIGMA - Definition

“Six sigma is a problem-solving

Technology that uses human
Assets, data, measurements and
Statistics to identify the vital few
Factors to decrease waste and defects
While increasing customer
Satisfaction, profit and shareholder
Value.”
What is Six Sigma?

 It is a methodology for continuous improvement

 It is a methodology for creating products/ processes that
perform at high standards
 It is a set of statistical and other quality tools arranged in
unique way
 It is a way of knowing where you are and where you could be!
 It is a Quality Philosophy and a management technique

SIX SIGMA IS NOT:

 A standard
 A certification
 Another metric like percentage
 What has attracted these Global and Indian majors to a
funny sounding jargon called Six Sigma ?

 Powerful, reliable and result oriented methodology

which has generated sustained success and enhanced
Customer & Shareholder value
 Charged the entire organization to a common goals of
unprecedented quality , lowest cost, faster deliveries
and speed of new product introduction
 Set performance targets for all-from design, to
manufacturing, to marketing , to the entire organization.
 ‘Killer instinct’, stretch mindset and Culture of 10X
improvements every 2 years.
 Smart strategy for image and brand building
 Origin of Six Sigma

Motorola
Motorola
the company that invented Six Sigma
• The term “Sixthe company that invented Six Sigma
Sigma” was coined by Bill Smith, an engineer with Motorola

• Late 1970s - Motorola started experimenting with problem solving through

statistical analysis

• 1987 - Motorola officially launched it’s Six Sigma program

© TreMyn 2004
Six Steps to Six Sigma
 Step1: Identify the product you create or the service you provide.

 Step2: Identify the Customer(s) for your product or service and

determine what they consider important.

 Step3: Identify your needs (to provide product/service so that it

satisfies the Customer).

 Step4: Define the process for doing the work.

 Step5: Mistake-proof the process and eliminate wasted effort.

 Step6: Ensure continuous improvement by measuring, analyzing,

and controlling the improved process.
Path to Six Sigma

6 Sigma 3.4 Defects

Sigma levels and

Defects per million
opportunities
(DPMO)
5 Sigma 233 Defects

4 Sigma 6,210 Defects

3 Sigma 66,807 Defects

2 Sigma 308,537 Defects

© TreMyn 2004
What is Six Sigma?
Defects
Defectsper
per
Million
Million
Sigma
Sigma opportunities
opportunities

2 308,537
3 66,807
4 6,210
5 233
6 3.4 .

3s to 6s - 20,000 Times Improvement... A True Quantum

Page 12 Leap
6 SIGMA PROCESS
0.3

0.25

0.2

0.15
Key
0.1 Mean = 0
Std. Dev = 10/6 =1.67
0.05
UCL = 10 %
0 LCL = 10 %
-25.00 -20.00 -15.00 -10.00 -5.00 0.00 5.00 10.00 15.00 20.00 25.00

-0.05

Process Risk Calculation

Left Tail = 0.000000001
Right Tail = 0.000000001
Process Risk = Left Tail Area +Right Tail Area
in Fraction = 0.000000002
in Percentage = 1.98024E-07
in PPM = 0.001980244

L.M.T.S.O.M 13
Two Methodologies of Six Sigma

DMAIC
DMAIC
Six
SixSigma
SigmaImprovement
ImprovementMethodology
Methodology

DMADV
DMADV
Creating
Creatingnew
newprocess
processwhich
whichwill
willperform
perform@
@Six
SixSigma
Sigma

© TreMyn 2004
 Six Sigma: A Powerful Methodology (DMAIC)

what is important the process: the process gains:

to the customer: Analyze Data Ensure Solution is
Project Selection Identify Root Causes Sustained
Team Formation
Establish Goal

the process performance measures:

how well we are doing: Prioritize root causes
Collect Data Innovate pilot solutions
Construct Process Flow Validate the improvement
Validate Measurement System
 DMAIC
DMAIC
Six
Six Sigma
Sigma Improvement
Improvement Methodology
Methodology

© TreMyn 2004
Methodology
Define
D Identify and state the practical problem

Measure
M Validate the practical problem by collecting data

Analyze
A Convert the practical problem to a statistical one, define
statistical goal and identify potential statistical solution
Improve
Confirm and test the statistical solution
I

Control
Convert the statistical solution to a practical solution
C
 Analyze – Identify Drivers of Variation
Root Cause Analysis (fish bone)

• A brainstorming tool that helps define and display major causes, sub causes and
root causes that influence a process

• Visualize the potential relationship between causes which may be creating

problems or defects

Primary Cause

A
Secondary Cause

Backbone Problem

Root Cause
 Control – Sustenance Plan

Control Plan

• Have the new operating procedures and standards been documented ?

• What Statistical Process Control (SPC) tools will be used to monitor the
process performance ?

• Who will review the performance of the output variable and significant factors
on closure of the project and how frequently ?

• What is the corrective action or reaction plan if any of the factors were to be
out of control ?
DMADV
• DMADV methodology is geared towards the
creation of new products and business practices
• DMADV methodology in an innovation effort,
steps are taken to create products that meet the
customers needs
 DMADV
Define
D  Define the project goals and customer
Measure (internal and external) deliverables 
M  Measure and determine customer needs
and specifications 
 Analyze the process options to meet the
Analyze
A
customer needs
Design   Design (detailed) the process to meet the
D customer needs
 Verify the design performance and ability
to meet customer needs
Verify
V
The 3 Sigma Company: The 6 Sigma Company:

 Spends 5%15-25%
of sales
of sales
dollars
dollars
on cost
on cost
of failure•
of failure
 Produces 3.4
66,807
defects
defects
per per
million
million
opportunities
opportunities
 Relies on capable
inspection
processes
to find defects
that don’t produce defects
 Believesthat
Knows high
thequality
high quality
is expensive
producer IS the low cost producer
 Does Measure,
Uses not have aAnalyze,
disciplined
Improve,
approach
Control
to gather and analyze data
 Benchmarks themselves against the theirbest
competition
in the world•
 Believes 99% is unacceptable
good enough
THE 6-SIGMA GOALS

DEFECTQUALITY
REDUCTION

YIELD IMPROVEMENT

COST
IMPROVEMENT CLIENT

SATISFACTION
SCHEDULE

MAXIMIZATION OF PROFITS
Differences of DMAIC and DMADV
Define the project goals and
customer (internal and
external) deliverables
Measure the process to
determine current performance
Analyze and determine the
root cause(s) of the defects
Improve the process by
eliminating defects
Control future process
performance
Define the project goals and
customer (internal and
external) deliverables
Measure and determine
customer needs and
specifications
Analyze the process options to
meet the customer needs
Design (detailed) the process
to meet the customer needs
Verify the design performance
and ability to meet customer
needs
 When To Use DMADV

The DMADV methodology, instead of the

DMAIC methodology, should be used when:
 A product or process is not in existence at your
company and one needs to be developed
 The existing product or process exists and has been
optimized (using either DMAIC or not) and still doesn't
meet the level of customer specification or six sigma
level
PERCENT OUT-OF-SPEC
Performance and Capability Analysis

Quality Defects per Defects per 1

Level 1,000 units million units

1 sigma 317 3,17,310

2 sigma 45 45,500

3 sigma 2.7 2,700

3.5 sigma 0.465 465

4 sigma 0.063 63

4.5 sigma 0.0068 6.8

5 sigma 0.00057 0.57

6 sigma 0.000002 0.002

SIX SIGMA APLICATIONS
 Human Resources: reduce the number of requisitions
unfilled after 30 days.
 Customer Service: measure the number of calls
answered on the first ring.
 Engineering Support: reduce the number of
schematics returned because of drafting errors
 Order Fulfillment: eliminate Customer returns
because of incorrect parts or product being shipped.
 Finance: reduce the instances of accounts being paid
after a specified time limit has elapsed.
 Executiv Includes CEO and other key top management team members.
e They are responsible for setting up a vision for Six Sigma
Leadersh implementation
ip

Champio Middle or Senior level Executive who

ns 1. Sponsors a specific project and is responsible for the Six sigma
implementation across the organization in an integrated manner
2. Ensures resources are available and issues are solved
3. Are mentors to Black Belts
Key
Players
Identified by champions they
Master 1. Are highly experienced and successful Black belt professionals who have managed several
Black projects and is an expert in Six sigma Methods and tools
Belts 2. Responsible for coaching, mentoring and Training Black Belts and act as in-house expert coach for
the organization
3. Devote 100% of their time to Six Sigma.

1. Full time professionals who operate under Master Black Belts and are team leaders and focus on Six
Black Sigma project execution
Belts 2. Trained 4-5 weeks of class room , live project in methods, statistical tools and team skills

Green 1. Part time professionals employees who take up Six Sigma implementation
along with their job responsibilities.
Belts 2. Operate under the guidance of Black Belts and support them in achieving
Overall Results
3. Trained 2-3 weeks of class room , live project in methods, statistical tools and
team skills

Team Professionals who have general awareness of Six Sigma ( no formal

Members training ) who bring relevant experience and expertise to a
particular Project.
Six Sigma – Career Option!
• Basic - Six Sigma Awareness
• Green Belt Projects
Green Belt (GB) • Participate in Black Belt Projects
• Assist business functions with day to day
activities
• Mentor/Train Green Belts
• Black Belt Projects
Black Belt (BB) • Change Agents
• Work along with the business owners

• Mentor/ Train Black Belts

• Run Strategic projects
Master Black Belt (MBB) • More Strategic than tactical role

Highly paid!
Work like a Consultant!
Huge demand in the industry!

Overall…A high flying Career!!

Informatio
Risk Event Internal
n and Monitoring Control Risk Assessme Identificati Objective Environme
Communic Activities Response Setting
nt on nt
ation
SIX SIGMA IN RISK MANAGEMENT
Internal environment

 Equal attention must be focused on the

people side of change, as well as the tactical
tools of process change.
 Six Sigma change management tools can aid
in creating this type of culture that looks on
process improvement in a positive light. 
Objective Setting

 Operational objectives 
 Relationship between the output indicators,
those that the market may use to compare
an organization to its competitors, to the
process indicators
 Organization’s ability to monitor and measure
the upstream activities that contribute to the
variability of its products or services can
differentiate it from its competitors,
Reporting objectives 
 Employees are often rewarded for their contributions
toward the financial success of their business unit.

 Six Sigma tools coupled with stakeholder adoption

and change management can shift the focus to the
VOC and the voice of the process (VOP).
Event Identification
 Provide insight into sources of potential failure
events.
 Help determine opportunities to gather metrics that
serve as both leading and lagging indicators.
 Apply statistical techniques to determine process
capabilities that help establish escalation or
threshold triggers.
 Highlight constraints that restrict the organization’s
ability to meet production demand.
 Identify quality or service deficiencies.
Risk Assessment
• critical steps in a process and the presence,
Cause-and-effect or absence, of controls that prevent,
matrix  mitigate or monitor adverse events

• enterprise’s ability to recognize sources of

risk and its willingness and abilities to
Risk matrix  manage those risks

Failure mode and • evaluate the risk associated with steps in a

process or with the steps in the
effects analysis implementation plan of any project.
(FMEA) 
Risk Response
 RPN has been calculated, the FMEA requires that an
action plan
 RPN and the risk tolerance established by the
organization, business decisions can be made to
avoid or prevent the risk
 Once the action plan has been completed, a
recalculation of the RPN is performed to determine if
the activity now falls within the risk tolerance or if
additional actions are needed
Control Activities
 Once processes have been improved, new
processes created or potential risk levels decreased,
these gains must be sustained
 This process owner is responsible for the constant
monitoring of the output, process and input metrics
to ensure the process does not return to its formal
statements
Monitoring
 Critical core processes that once crossed multiple
functional areas, but lacked both ownership and
accountability, are now monitored and managed by
process owners
 Six Sigma consolidates multiple process control
systems into a framework so process owners can
constantly monitor and report key output, input and
process metrics that more accurately reflect the
enterprise’s performance.
Information and Communication
 Tools-such as balanced scorecards or risk
dashboards
 communicate a clear and concise message to all
employees
 Achieving objectives and managing risk are equally
important.
WIPRO
 ESTD 1945

 In 1980 Diversified into

IT

First Indian company to

adopt six sigma
Key Challenges

 Reduce the data transfer time

 Reduce the risk
 Avoid interruption due to LAN/WAN
downtime.
 Parallel availability of the switch for the other
administrative tasks during the same period.
Evolution of Six Sigma at Wipro

 91% of the projects are completed on

schedule.
At Wipro, it means:
(i) Have products and services meet global
benchmarks
(ii) Ensure robust processes within the organization
(iii) Consistently meet and exceed customer
expectations
(iv) Make Quality a culture within.
Difficulties encountered by Wipro and
learning from them:

 Build the Culture

 Project selection:
 Training
 Resource
Six Sigma methodologies at Wipro

 For developing new processes:

 For Improving Existing Processes
 For Reengineering

Six Sigma projects at Wipro are:

(i) Driven by business heads, also called
Champions for the projects.
(ii) Led by Green Belts (GB)
(iii) Assisted by Black Belts (BB
Tools for implementation @ Wipro

 Ideation
 Definition
 Selection
 Tracking
 Reporting