Introduction to 6 Sigma

8/14/2019 Introduction to 6 Sigma

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SIX SIGMA

Welcome to the Working

Seminar on


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Seminar Objectives

3 Introduction to the methodology

of Six Sigma

3 Introduction to the tools of Six

Sigma

3 Sharing of live Six Sigma projects


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What is Six Sigma?

Six Sigma is a highly disciplinedprocess that helps us focus on

developing & delivering near-perfect products and services.

Sigma is a statistical termthat measures how far a given

process deviates from

perfection.


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Why Six Sigma?

Impact on Bottomline

Increased Customer Satisfaction

and Loyalty

Improved business processes

Competition


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99% Quality equates to :

i 20,000 lost articles of mail per hour

i unsafe drinking water for almost 15

minutes per day

i 5,000 incorrect surgical operations per

week

i 2,00,000 wrong drug prescriptions each

year

i no electricity for almost 7 hours per

month


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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 seesand feels

6. Design for Six Sigma (DFSS) : designing to

meet customer needs and process capability


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Where is Six Sigma Applicable?

All facets of business

i Sales and marketing

i Manufacturing

i After Sales Support and Service

i H.R.


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DATED JAN 15, 1987

IMPROVE PRODUCT AND SERVICES

QUALITY Ten times by 1989 and at least 100 fold

by 1991

Achieve SIX SIGMA CAPABILITY by 1992With a deep sense of urgency, spread

dedication to every facet of the

corporation and achieve a culture ofcontinual improvement to ASSURE TOTAL

CUSTOMER SATISFACTION. There is only

one ultimate goal: zero defects - inSigned:MOTOROLA EXECUTIVE COMMITTEE

Management Leadership


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` Quality improvement goals andplans integrated into businessplans.

` Part of everyone's job.

` Employee empowerment andinvolvement.

` Extensive education andtraining support.

`

Recognition and awards.

Why We Have BeenSuccessful...

The Motorola Story


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Employee Involvement Requires

i Awareness

How are we doing?

How are the best in class doing?

i Training

Tools, Methodology, Metrics

i High expectations

Team goal settingi Communication

Progress and recognition


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The Process for Deployment

5 Management Involvement

5 Empowered Teams

5 Trained Black Belts


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Black Belt Training Green Belt

TrainingMin. 2 Projects* per Year

Black Belt Lead the use of Statistical & QualityTechniques

Mentor Green Belts Consulting/Training Min. 4 Projects* per Year

Master Black Belt Mentors Green & Black Belts 80%-100% of TimeConsulting/Mentoring/Training

*Projects = training classes or project consultations


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Belted

Phase 1: Candidate Identification and MentorStructure

Identify candidate

Management sponsorship

Master Black Belt Mentor

Define Black Belt responsibilitiesPhase 2: Skill Development

Black Belt Orientation Class

Personal Skill Development

High Impact Improvement Project

Phase 3: Recognition

Application for recognition

Black Belt RecognitionContinuous Im rovement


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A Black Belt Is . . .

An Individual from Any Discipline

with Advanced Statistical, Quality,and Interpersonal Skills

An Experienced and Proven Leaderin the use Six Sigma Strategies and

Tools


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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


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Use of Six Sigma Black Belts

3 Trained in statistical tools

3 Act as consultants / change agents

3 Skilled in their respective disciplines

3 Strong interpersonal and communicationskills

3 Significant experience with demonstrated

results

3 Continuous learning aptitude


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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


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The Cost/Quality Relationship

Six Sigma has shown that the

Highest Quality Producer

is also the

Lowest Cost Producer


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quality level of "6" corresponds to lethan 3.4 defects per million Opportuniti

NumberofDefectsNumberofUnits

=D.P.U

D.P.Ux

100000

0

NumberofOp

portunit

ies=D

.P.M.Op

.

Sigma and Opportunities

1Opportunity=

D.P.M.Op


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A Universal Measurement Scale ...

3

4

5

6

7

66810

6210

233

3.4

Sigma

DPMOpOn one condition :

Calculate the defects and

estimate the opportunitiesin the same way...


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= A structured approach to continuous improvement

1 - Identify the product or service you provide

2 - Identify the customer & their requirements

3 - Determine your needs & suppliers

4 - Define the process for doing work

5 - Eliminate defect sources / optimize the process

6 - Continuously improve the Sigma level

( or Six steps towards excellence" )

Six Sigma and Continuous Improvement


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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


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Empowered Teams

Its a business-driven process, not ahuman relations program

It starts with senior management -cant be delegated

Employees want to take ownershipand become world class producers

You dont need a crisis to get started

Empowerment affects all functions,not just factories

Done right, its an irreversible

process

Introduction to 6 Sigma

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