Six Sigma by- Deepika Shekhawat

1. By-
Deepika Shekhawat
M.Tech Manufacturing Engineering and Technology

2.  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 a
unique way.
 It is a disciplined process focused on delivering near perfect
products and services.
 It is a quality philosophy and a management technique.
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3.  Initiated in 1979 by Art
Sundry, an executive at
Motorola.
 The term “Six Sigma” was
coined by Sir Bill Smith, an
engineer with Motorola.
 In late 1970s – Motorola
started experimenting with
problem solving through
statistical analysis.
 In 1987 – Motorola officially
launched its Six Sigma
program.
 Motorola saved $17 billion
from 1986 to 2004.
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4.  In 1991 Motorola certified its first “Black Belt’’ Six Sigma
experts.
 In 1996, Six Sigma became well known after Mr. Jack Welch
made it a central focus of his business strategy at General
Electric(GE).
 GE had Six Sigma related savings of $750 million in 1998, $2
billion in 1999 and annual savings till 2000 was estimated at
$6.6 billion.
 By the year 2000, Six Sigma was effectively established as an
industry in its own right, involving training, consultancy an
implementation methodologies.
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5.  Overall Business Improvement
 Remedy Defects/Variability
 Reduce Costs
 Improve Cycle Time
 Increase Customer Satisfaction
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6. Before Shift After Shift
Six Sigma
Level
% Accuracy DPMO
± 1σ 68.27 317300
± 2σ 95.45 45500
± 3σ 99.73 2700
± 4σ 99.9937 63
± 5σ 99.99994
3
0.57
± 6σ 99.99999
98
0.002
Six Sigma
Level
%
Accuracy
DPMO
± 1σ 30.23 667700
± 2σ 69.13 308700
± 3σ 93.32 66807
± 4σ 99.379 6210
± 5σ 99.9767 233
± 6σ 99.99966 3.4
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Customers
Green Belts
Black Belts
Master Black Belts
Champions
Executive
Leadership

10.  DMAIC APPROACH
This is organizational based, used for
projects aimed at improving an existing
business process.
 DMADV APPROACH
This is based on customer needs and
satisfactions and is used for projects aimed at
creating new product or process designs.
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11. Define
Measure
AnalyzeImprove
Control
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Define the problem
Measure the
current
performance
and capability
Analyze to
identify root
causes
Improve by
implementin
g potential
solutions
Control by
standardizing
solution and
monitoring
performance

12. Define
Measure
Analyze
Design
Verify
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the goals in
relation to
customer
requirements
the customer
requirements
to develop and
design alternatives
An
improved
alternative
best suited
per
analysis
Verify the
design, set
up pilot runs

13. DMAIC
 Defines a business process
 Measures the current process
 Identify the root cause of the
recurring problems
 Improvements made to
reduce defects
 Keep check on future
performance
DMADV
 Define customer needs
 Measure customer needs and
specification
 Analyze options to meet
customer satisfaction
 Model is designed to meet
customer needs
 Model put through
simulation tests for
verification
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14.  Catalent Pharma Solutions is a leader in developing solutions for the
pharmaceutical, veterinary, biological and consumer health
industries. The company was faced with high numbers of defects
after producing millions of units. The process flow was slow because
of the time required to analyze the samples. Six Sigma processes
were applied to address these issues.
 The company specifically required a solution for their proprietary
product known as Zydis. The company needed new systems that
would help to predict the process variation. The improvements are
also supposed to help operators understand statistical analyses.
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15.  The project team devised a database to collect information. Control
charts were also completed successfully. The efficiency was
improved by making these changes. After two weeks of
implementing Six Sigma processes, the company prevented the loss
of two batches of product, which was worth 50,000 pounds.
 This case study demonstrates how companies can improve
processes to meet Six Sigma standards, prevent loses and save
money.
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16.  Over-reliance on reducing variation rather than developing
robustness in the first place.
 It is a reactive approach to problems rather than being
proactive.
 Overselling of Six Sigma by many consulting firms.
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17.  Six Sigma – a strategic bridge between the quality philosophy
and the statistical tools available.
 Sigma value - a comparative figure to determine whether a
process is improving, deteriorating, stagnant or non-
competitive with others in the same business.
 Six Sigma ensures fast breakthrough performance.
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