1. WELCOME TO SIX SIGMA
PRESENTATION

2. PRESENTED BY
Sandeep Mane
Ankit
Sonam Thakur
Madhuri Lotankar
Pratik Mane

3. DISSATISFY YOUR CUSTOMER

4. DISSATISFY
• Satisfying the customer through
quality products and services only but
trying maintain long term relationship
through perfection in every thing they
do to be world class

5. DEFECT
• It is better to eliminate defect in our
product & service delivery quality
rather than trying to minimize final
defective out put

6. CUT THROAT COMPETITION
• We need not only satisfy our external
customer but all
employee, shareholder, supplier, etc.
• Need to have quality product &
service at lower possible cost & zero
defect

7. TQM
• Total Quality Management means that
the organization's culture is defined
by and supports the constant
attainment of customer satisfaction
through an integrated system of
tools, techniques, and training. This
involves the continuous improvement
of organizational processes, resulting
in high quality products and services.

8. WHAT IS SIX SIGMA

9. WHAT’S IN A NAME?
• Six sigma is represent a statistical
measure and a management
philosophy
• The Greek letter Sigma, used
mathematically to designate standard
deviation is the measure used to
determine how good or bad the
performance of a process is
• Means how many mistake company
commits while accomplishing task

10. SIX SIGMA = PERFECTION
• 1 Six Sigma = 700,000 Defects/ million
opportunities
• 2 Six Sigma = 3000,000Mistake/ million
opportunities
• 3&4 Six Sigma = 67,000 & 6,000
Mistake / million opportunities
• 3.8 Six SIGMA = 99% right of the time

11. 1% ERROR
• 1% Error can add up lot of mistake
pretty fast
• Getting it right 99% of the time is
equal of 20,000 lost articlesHour
• 5,000 bitched surgical procedure/
Week
• 4 Accidentday at major airport

12. WHAT SO GREAT ABOUT SIX SIGMA?

13. MENTOR
• Six sigma gives employees well
defined roles & clear structures to
their task
• Six sigma project are usually run by
guys in the middle of the organization

14. OPERATE IN MARKET PLACE IN TWO WAY’S
• Make more money by coming up
with great invention, hiring away
some real star
• Buying other companies

15. TWO MISCONCEPTION ABOUT SIX SIGMA

16. 1.QUALITY WITH MISSING THE POINT
• The goal is not simply to improve
quality for the sake of
improvement quality, but to make
customer happier & add more to
the bottom line
• If you are improving quality but
sill upsetting customer or losing
money you are missing the point

17. 2.QUALITY SAVE MONEY
• Most company thinking improving
quality cost money
• Six sigma companies turn that thinking
around
• Quality save money because there
fewer throw-outs, fewer warranty
payouts & fewer refund’s & doing all
that increase profit’s

18. CRUCIAL DIFFERENCES

19. BETTER TO FIX LEG OR GET NEW HORSE
• Some program still focusing on only
on the end product where they spend
all their time trying new way to
identify the bad product you have
already made and make Shure they
get throw out before they get to the
customer

20. FIRST GO FOR BIGGEST PROBLEM
• In six sigma first pick the one
problem to solve at a time as a
project
• First go to the biggest problem
then put some one in the middle
like Black belt
• Black belt has only one job to
complete the project given to
them
• & they also get all help they need
from champion their supervisor &
the Green belt their support staff

21. METHODOLOGY

22. SIX SIGMA METHODOLOGY
• Six Sigma is a process oriented
methodology designed to improve
business performance by improving
specific areas of strategic business
processes.
• Improvements can be of two types:
improving the existing process or
designing a new process altogether.
When we have an existing process and
we want to improve the process we
deploy the DMAIC methodology. While
designing a new process or completely
revamping the existing process the
Design for Six Sigma or IDOV
methodology is deployed.

23. DMAIC v/s DFSS
DMAIC DFSS
Structured and Rigorous approach to
iterative process designing processes
improvement that will exceed
methodology customer
expectations
Focus on defect Focus on defect
reduction prevention

24. DMAIC Methodology
Define Define the problem.
Define the customer(s) and the
requirements.
Define the current capability.
Define the key processes that will
have the greatest impact on
customer.
Measure Identify the statistical measures to
monitor the key process.
Set up the data collection plan.
Measure the process
Analyze Determine the analysis tools and
methods to be used.
Summarize the data measured.
Run the analysis and determine the
root causes, effects, etc.
Improve Improve and Implement.
Focus on developing
process/technology to improve the
root cause.
Test the method on sample
process and validate the
improvement.
Control Standardize and document the
process and implement the plan.
Monitor the process and feedback
the results back to the process for
continuous improvement.

25. DFSS (IDOV) Methodology
Identify Develop a team.
Create team charter.
Gather VOC.
Perform competitive analysis.
Develop CTQs and formally tie
design to VOC.
Design Identify functional requirements.
Develop alternative concepts.
Evaluate alternatives and select a
best-fit concept.
Deploy CTQs and predict sigma
capability.
Optimize Determine process capability.
Develop detailed design elements.
Predict performance.
Optimize design.
Verify Test and validate the design.
Share feedback with manufacturing
and sourcing to improve future
manufacturing and designs.

26. REQUISITE FOR SUCCESSFUL
IMPLEMENTATION

27. …………………
• LEADERSHIP/TOP MANAGEMENT COMMITMENT IS ESSENTIAL
• ALL LEADERS SHOULD BE TRAINED AS SIX SIGMA CHAMPIONS
• INCLUDING SIX SIGMA PLANNING WITHIN THE BUSSINESS OPERATING PLAN
• SELECT THE RIGHT CONSULTANT TO TRAIN YOUR BELTS
• ENSURE THAT RETURN ON TRAINING INVESTMENT IS AT LEAST 20 TIMES
• GET THE MOVMENT GOING AT THE SHOP FLOOR LEVEL
• CREATE A CERTIFICATION PROCESS
• DEVELOP A MENTORING PROCESS
• ENSURE FINANCIAL VALIDATION OF PROJECT S
• NEVER ALLOW SIX SIGMA TO BE CLASSIFIED AS A QUALITY MANAGER’S JOB

28. REWARDS OF SIX SIGMA

29. ……….
• IMPROVED RELIABILITY & PREDUCTABILITY OF SOFTWARE PRODUCTS AND
SERVICES
• INCRESED VALUE TO THE CUSTOMER AND SHAREHOLDERS
• IMPROVEMENTS IN ORGANIZATIONAL MORALE
• INCREASE MARKET VISIBILITY
• ORGANIZATIONAL RECOGNITION
• SIGNIFICANT REDUCTION IN DEFECT
• INSTITUTIONALIZATION OF A “PROCESS” MINDSET

30. CHALLENGES AND CRITICISM

31. ……….
• IT IS NOT QUICK FIX OR RECIPE FOR SUCCESS
• IT REQUIRES TRAINING AT ALL MANAGERIAL LEVELS
• IT REQUIRES CULTURE CHANGE IN THE WHOLE ORGANIZATION
• IMPLEMENTATION TEND TO BE UNEVEN AND LAPES OCCURE FREQUENTLY
• PEOPLE MUST NOT FEAR GIVING “BAD NEWS”
• DESIGN IS CRITICAL & YET MANY it ORGANIZATION CNTINUE TO GO STRAIGHT
FROM POOR REUIREMENTS INTO CODING WITHOUT THE BENEFITS OF EVEN ONE
DESIGN REVIEW

32. MUMBAI DABBAWALAS REDEFINE SIX
SIGMA THEORY

33. WHAT IS NMTBSA?
(Nutan Mumbai Tiffin Box Suppliers Association)
 History : Started in 1880
 Charitable trust : Registered in 1956
 Avg. Literacy Rate : 8th Grade Schooling
 Total area coverage : 60 Kms
 Employee Strength : 5000
 Number of Tiffin's : 2,00,000 Tiffin Boxes
i.e 4,00,000 transactions every day.
 Time taken : 3 hrs

34. WORKING OF NMTBSA
Error Rate : 1 in 16 million transactions
•Six Sigma performance (99.999999)
•Technological Backup : Nil.
•Cost of service -Rs. 300/month ($ 6.00/month)
•Standard price for all (Weight, Distance, Space)
•Rs. 36 Cr. Turnover approx. [6000*12*5000=360000000 i.e Rs. 36 crore p.a.]
•“No strike” record as each one a share holder •Earnings -5000 to 6000 p.m.
•Diwali bonus: one month’s from customers.

35. • Zero % fuel Zero % investment
• Zero % modern technology Zero % Disputes
• 99.9999% performance100 % Customer Satisfaction

36. CODING SYSTEM
 Initial Coding System used colored threads to mark 7 Islands
 Then Utilized thrown away cotton waste from tailors
 Now using color markers:
E :: Code for Dabbawala Street
at residential station
VLP :: Residential Station Ville Parle
3 :: Code for Destination station.
E.G :: Church gate
9 :: Code for Dabbawala at Destination.
Ex :: Express towers ( Building name)
12 :: Floor no. in the building.

37. JOURNEY OF DABBAWALA
9:30 A.M- 10:30 A.M 10:34- 11:20 A.M 11:20- 12:30 P:M
Pick up Dabba from
Unloading and
Residence/Caterer *Journey in Local
Sorting at
and bring it to Train*
Destination Station.
Andheri Station.
2:48- 3:30P:M 1:15- 2:30 P.M 12:30 - 1:00 P.M
Delivery to
Sorting at Collection of Empty
respective
Destinations station. Dabba.
customers.
Returning Dabba to
Residence/Caterer.
3:30- 4:40 P.M

38. SIX SIGMA CERTIFICATION
 In 1998, Forbes Global magazine conducted
a quality assurance study on the Dabbawalas'
operations
 Gave Rating of 99.999999
 Dabbawalas made one error in six million
transactions.
 Stood High along with MNC’s like
Motorola, GE etc…
 Dabbawalas got ISO 9001- 2000 for
Excellence in service

39. ACHIEVEMENTS
 Documentaries made by :
• BBC ,UTV, MTV, ZEE TV, AAJ TAK, TV
TODAY, SAHARA SAMAY, STAR TV, CNBC TV
18, CNN, SONY TV, TV TOKYO, NDTV.
 CASE STUDY made by :
• ICFAI Press Hyderabad & Bangalore
• Richard Ivey School of Business – Canada
• Also, Included in a subject in Graduate School of
Journalism University of California, Berkeley
 Invitations from :
• CII for conference held in Bangalore, IIML, IIMA, CII
Cochin, CII Delhi, Dr. Reddy’s Lab Foundation
Hyderabad, SCMHRD Pune, SCMHRD Nasik, Sadahana
– Pune, Rotary Club – Bangalore, NIQR at Chennai

40. ACHIEVEMENTS
• World record in Best Time management.
• Name in “GUINESS BOOK of World
Records”.
• Registered with Ripley's “ believe it or not”.
• Invited for marriage of Hon. Prince Charles
of England on 9th April, 2005
• Documentary called
“Dabbawalas, Mumbai's unique lunch
service”
• by two Dutch filmmakers in 1998.

41. LETTER FROM
PRINCE CHARLES