Six Sigma_a very precise presentation

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2. SIX SIGMA
Made by Jawad
Presented to Mr. Mairaj Jafri
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3. SCHEME OF PRESENTATION
Video
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4. INTODUCTION
 Six Sigma is a set of techniques, and tools for
process improvement. It was developed
by Motorola in 1986.
 Sir Bill Smith, “ the Father of six sigma” introduce
this quality improvement Methodology to Motorola.
 Six Sigma is now an enormous 'brand' in the world
of corporate development.
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5. SIR BILL SMITH
“ THE FATHER OF SIX SIGMA”
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6. WHAT IS SIX SIGMA?
 Six Sigma is a highly disciplined process that helps
us focus on developing and delivering near-perfect
products and services.
 Six Sigma Strives for perfection. It allows for only
3.4 defects per million opportunities for each
product or service transaction.
 Six Sigma relies heavily on statistical techniques to
reduce defects and measure quality.
 The Greek letter for Sigma,  , represents one
standard deviation from the normal or average. The
higher the sigma level the better the quality level.
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7. LEVELS OF SIGMA PERFORMANCE
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8. FEATURES OF SIX SIGMA?
 Six Sigma's aim is to eliminate waste and inefficiency,
thereby increasing customer satisfaction by delivering
what the customer is expecting.
 Six Sigma follows a structured methodology, and has
defined roles for the participants.
 Six Sigma is a data driven methodology, and requires
accurate data collection for the processes being
analyzed.
 Six Sigma is a business-driven, multi-dimensional
structured approach for:
 Improving Processes
 Lowering Defects
 Reducing process variability
 Reducing costs
 Increasing customer satisfaction
 Increased profits
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9. KEY ELEMENTS
There are three key elements of Six Sigma Process
Improvement:
 The Customers
 Customers define quality. This means it is important to
provide what the customers need to gain customer delight.
 The Processes
 Defining processes as well as defining their metrics and
measures is the central aspect of Six Sigma.
 By understanding the transaction lifecycle from the
customer's needs and processes, we can discover what they
are seeing and feeling. This gives a chance to identify weak
areas with in a process and then we can improve them.
 The Employees
 It is important to Six Sigma that all the team members should
have a well-defined role with measurable objectives. 9

10. COMPANIES USING
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Six Sigma is in use in
virtually all industries
around the world. Some
of companies can be
listed as:
 Motorola
 Ericsson
 General Electric
 Sony
 Ford Motor Co.
 CITI bank

11. KEY ROLES FOR SIX SIGMA
Highly structured format is necessary in order to
implement Six Sigma throughout the organization.
There are seven "role areas" in program, which are
as follows.
 Leader
 Sponsor
 Implementation Leader
 Coach
 Team Leader
 Team Member
 Process Owner 11

12. EXTENDED DEFINITIONS OF ROLES BELT
COLORS
The belt names are a tool for defining levels of
expertise and experience. They do not change or
replace the organizational roles in the Six Sigma
process.
 Black Belt
 The person possessing this belt has achieved the
highest skill level expert of various techniques
 Black Belt has completed a thorough internal training
program and has the experience of working on several
projects.
 usually given the role of a team leader, the person who
is responsible for execution and scheduling.
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13. CONTD
 Master Black Belt
 A person who deals with the team or its leadership; but
is not a direct member of the team itself.
 This may be equivalent to the role played by the coach,
or for more technical and complex projects.
 The Master Black Belt is available to answer procedural
questions and to resolve the technical issues that come
up
 Green Belt
 The Green Belt designation can also belong to the team
leader or to a member of the team working directly with
the team leader.
 A Green Belt is less experienced than a Black Belt but is
cast in a key role within the team. 13

14. SIX SIGMA METHODOLOGY
Six Sigma has two key methodologies:
 DMAIC:
 Six Sigma Improvement Methodology
 It refers to a data-driven quality strategy for improving
processes. This methodology is used to improve an existing
business process.
 DMADV:
 Creating new process which will perform at Six Sigma
 It refers to a data-driven quality strategy for designing
products and processes.
 This methodology is used to create new product designs or
process designs in such a way that it results in a more
predictable, mature and defect free performance. 14

15. DMAIC METHODOLOGY
This methodology is logical and structured approach to
problem solving and process improvement focus on
change management style & consists of five steps:
Define --> Measure --> Analyze --> Improve --> Control
 Define: Define the problem or project goal that needs to
be addressed.
 Measure: Measure the problem and process from which
it was produced.
 Analyze: Analyze data and process to determine root
cause of defects and opportunities.
 Improve: Improve the process by finding solutions to fix,
diminish, and prevent future problems.
 Control: Implement, control, and sustain the
improvement solutions to keep the process on the new
course. 15

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17. DMADV METHODOLOGY
The methodology aimed at reducing the errors in a product
line by looking at all the processes contributing to the
completion and delivery of an item or service.
Define --> Measure --> Analyze --> Design -->Verify
 Define: Define the Problem or Project Goal that needs
to be addressed.
 Measure: Measure and determine customers’ needs
and specifications.
 Analyze: Analyze the process to meet the customer
needs.
 Design: Design a process that will meet customers’
needs.
 Verify: Verify the design performance and ability to meet
customer needs.
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19. TOOLS & TECHNIQUES
10 major technical tools that project team members use
during the time they are on a Six Sigma team. These are
not the only tools a Six Sigma team may use but the most
common ones.
 The Critical to Quality (CTQ) Tree
 The Process Map
 The Histogram
 The Pareto Chart
 The Process Summary Worksheet
 The Cause-Effect Diagram
 The Scatter Diagram
 The Affinity Diagram
 The Run Chart
 The Control Chart 19

20. CERTIFICATIONS INVOLVES
Six Sigma certification confirms a level of training, practice, and
capability with respect to specific competencies.
 Six Sigma Green Belts
 two weeks of training on the Six Sigma road map
 statistical methodologies supporting Six Sigma projects.
 Green Belts allocate up to 50% of their time on Six Sigma
projects
 Black Belts assist them with projects as needed.
 Six Sigma Black Belts
 are technical leaders, received four weeks of training extensive
statistical methodologies.
 Black Belts normally dedicate up to 75% of their time to Six
Sigma projects, and they assist Green Belts as needed.
 Green Belt certification is required for Black Belt certification
eligibility.
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21. CERTIFICATIONS INVOLVES
 Six Sigma Master Black Belts
 represent the highest level of technical and organizational
proficiency.
 They have received six weeks of training on the Six Sigma
methodology, and
 can teach Six Sigma philosophies and implement Six Sigma
within an organization.
 Master Black Belts lead all levels of Six Sigma projects
 they help Black Belts apply methodology when necessary.
 Their jobs are completely devoted to Six Sigma.
 Black Belt certification is necessary for Master Black Belt
certification eligibility.
Steps to certify (can be made by company on its own)
 Learning the subject matter
 Passing the proficiency exam
 Displaying competency in a hands on projects
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22. LIST OF SIX SIGMA CERTIFICATION
ORGANIZATIONS
 For-profit training organizations
 Juran Institute
 Motorola Solutions
 Professional associations
 Council for Six Sigma Certification
 American Society for Quality
 Institute of Industrial Engineers
 Chartered Quality Institute
 International Society of Six Sigma Professionals
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23. SUMMARY
We can summarize the following points:
 Six Sigma is a philosophy of quality improvement.
 Six Sigma is 3.4 defects in one million opportunities (DPMO).
 Components of Six Sigma are Customer, Process, and
Employees.
 Six Sigma implementation requires the following roles:
 Business Leader
 Sponsor
 Black Belt
 Master Black Belt
 Green Belt
 The generic cycle of Six Sigma includes the following phases:
Define, Measure, Analyze, Improve, and Control.
 Six Sigma is dedicated to ‘Customer Focus’. 23

24. UNIVERSITY CERTIFICATION PROGRAMS
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 Arizona State University
 Brigham Young University - Hawaii
 Boston University
 Cal State Fullerton
 Case Western Reserve University
 Cornell University
 Dartmouth College
 Emory University
 Franklin University
 George Washington University
 Georgia Institute of Technology
 James Madison University[14]
 Kent State University
 Louisiana Tech University
 North Carolina State University
 The Ohio State University
 Purdue University
 Rutgers University[
 Rochester Institute of Technology
 San Jose State University
 The United States Military Academy
 University at Buffalo, The State
University of New York
 University of Colorado - Boulder
 University of Dayton
 University of Houston
 University of Michigan
 University of South Carolina
 University of Texas
 University of Utah
 Utah Valley University
 Villanova University
 The Hong Kong University of Science
and Technology
 Indian Statistical Institute

25. REFERENCES:
 http://www.isixsigma.com
 http://www.sixsigmaonline.org/index.html
 http://www.businessballs.com/sixsigma.htm
 http://www.ge.com/en/company/companyinfo/qualit
y/whatis.htm
 http://www.slideshare.net/Sixsigmacentral/10-six-
sigmappt
 http://mypptsearch.allpopular.info/search-
ppt/six+sigma+ppt/
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26. ANY QUESTION?
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