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What is Six sigma? How does it work? Pros & cons of Six sigma Six sigma in various sectors Cases where Six sigma failed Six sigma vs. other quality management systems Making the most out of Six sigma
Six Sigma is about helping the organization make more money by improving customer value and efficiency. Six Sigma focuses on customer requirements, defect prevention, cycle time reduction, and cost savings. Thus, the benefits from Six Sigma go straight to the bottom line. Unlike mindless cost-cutting programs which also reduce value and quality, Six Sigma identifies and eliminates costs which provide no value to customers (waste cost). The Six Sigma Handbook by Thomas Pyzdek
Define- aim or goals for a particular project, problems one could face, customer requirements, the metrics with their baseline and entitlement levels. Measure- Customer feedbacks>> ensure quantifiability>> measure them; Determine defects>> gather preliminary data to gauge the current performance. Analyze- Analyze the preliminary data to document current performance (baseline process capability), Identify root causes of defects and their impact, and act accordingly. Improve- Intervention in processes to eliminate or significantly reduce the defect levels. Several rounds of improvements may be required. Control- Once the desired improvements have been made, put the system into place to ensure the improvements are sustained.
Design for Six sigma Phases are not universal; most organizations define them differently. A popular DFSS methodology is DMADV: Define the project goals and customer requirements. Measure customer needs and specifications; benchmark competitors. 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. Some other methodologies in DFSS DMADOV: Define, Measure, Analyze, Design, Optimize and Verify. DMEDI: Define, Measure, Explore, Develop and Implement. IDOV: Identify, Design, Optimize and Validate. DCCDI: Define, Customer, Concept, Design and Implement.
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3. Master Black Belt (The Six Sigma Coach): Trained in the Six Sigma methodology and act as the organization-wide Six Sigma rogram manager. They oversee Black Belts and process improvement projects and provide guidance to Black Belts as required. A Master Black Belt teaches other Six Sigma students and hel s them achieve Green Belt and Black Belt status. 4. Cham ion: A Six Sigma Champion is usually a to executive or senior manager who can demonstrate a good knowledge of Six Sigma. They are the catalyst and driving force behind the organization s Six Sigma im lementation. They have good relationshi s and involvement with executive management and serve as mentors to the Black Belts
Understanding that alongside continuous improvement, aligning business operations with customer needs was important, led Wipro to concentrate more on Quality, and eventually implement Six Sigma. The six sigma program spreads right across verticals and impacts multiple areas such as project management, market development and resource utilization.
"We're committed to following the Lean roadmap we've established reducing variation and increasing quality and embedding quality into our production system," said Steve Westby, VP of Manufacturing for Airplane Programs, Boeing Since 1999, Boeing Commercial Airplanes has participated in numerous pilot projects using Six Sigma principles. Currently there are dozens of projects in work across Commercial Airplanes, with more than 300 trained as green belts and nearly 60 trained as black belts.
Division of Deutsche Post Founded in 1969 by Adrian Dalsey, Larry Hillblom & Robert Lynn An environment-friendly company
United States Army United States Marine Corps United States avy UnitedHealth Group Vodafone Volt Information Sciences Whirlpool Xchanging Xerox
Bibliogra hy:
Avoiding Six sigma sickness (Article) Six sigma- Concepts and applications (Presentation by Prof. itika Rana of IAM, avi Mumbai) Process Quality Associations Inc. s official website Changing playfield (a paper by Manisha Sharma, Kapil Pandla and Prof. Prashanth Gupta of JIM, oida)