Session 16-20

Quality Awards:
Quality Awards: Deming Award, Malcom Baldrige Criteria for business
performance excellence etc.

Service Quality and its management

Six Sigma Introduction – Fundamentals of DMAIC

Define – customer expectations of the process: Determining the project

CTQ’s, identifying the customers, gathering, organizing, prioritizing VOC’s,
translating VOC to CTQ’s, - project charter, Process mapping and its benefits,
SIPOC model, levels of mapping

SIBM-MBA III -TQM-Session 16-20

MBNQA Awards Malcolm Baldrige National Quality Award Quality awards

MBNQA awards Categories: 7 MBNQA Criteria 2019 awardees of

Categories: MBNQA
• Manufacturing • Leadership
Awardees of 2019 were
• Service Company • Strategy predominantly from
• Small Business • Customers Health care & Non Profit
• Education • Measurement,
• Healthcare analysis & Indian Companies with MBNQA
• Siemens Gamesa Renewable
• Non-profit Knowledge Power Private Ltd Gujarat
• Workforce • JSW Steel Salem works
• L & T Electrical Automation
• Operations IC Division Mumbai
• TVS Motors Chennai
• Results • Elgi Equipment's Ltd CBE

SIBM-MBA III -TQM-Session 16-20

 Service Quality Quality Mgmt

Service Quality Management is the measure of Products and Services

Provided by a company in terms of Consumer expectation including reliability.

SERVQUAL service quality model is widely known, empirically tested, and

generally accepted definition of quality in the service arena.

The components of Service Quality are :

Reliability
Responsiveness
Assurance
Empathy &
Tangibles.
SIBM-MBA III -TQM-Session 16-20
Six Sigma Introduction to Six Sigma

Six Sigma - 6σ is a set of techniques and

tools for process improvement.

It was introduced by American engineer Bill

Smith while working at Motorola in 1980.

Jack Welch made it central to his business

strategy at General Electric in 1995.

Six sigma process is one in which

99.99966% of all opportunities to produce
some feature of a part are statistically
expected to be free of defects.
CU-MBA-IMC-OM-Session 18-22
Six Sigma Introduction to Six Sigma

DPMO-Defects Per Million Opportunity

Defects-Per- Million-Opportunities, which is abbreviated as DPMO.

It is also called as NPMO or Nonconformities per Million Opportunities

It is defined as the ratio of the number of defects in a sample to the total number
of defect opportunities multiplied by 1 million

DPMO = Total Number of Defects found in Sample (d) / Sample Size (n)*
Number of Defects Opportunities per Unit in the Sample(k) * 1000000

= (d / k * n ) * 1,000,000
CU-MBA-IMC-OM-Session 18-22
Six Sigma Introduction to Six Sigma

Six Sigma strategies seek to improve the quality of the output of a process, by
identifying and removing the causes of defects & and
minimizing variability in manufacturing and business processes.

It uses a set of quality management methods, mainly empirical, statistical methods,

and creates a special infrastructure of people within the organization who are
experts in these methods.

CU-MBA-IMC-OM-Session 18-22
Six Sigma Introduction to Six Sigma

Each Six Sigma project carried out within an organization follows a defined sequence of
steps and has specific value targets.

Example: reduce process cycle time, reduce pollution, reduce costs, increase customer
satisfaction, and increase profits etc

CU-MBA-IMC-OM-Session 18-22
Six Sigma Introduction to Six Sigma

CU-MBA-IMC-OM-Session 18-22
Six Sigma Introduction to Six Sigma

3M General Electric
Amazon Inventec
Atos Maersk
Autoliv McKesson Corporation
BAE Systems Motorola
Mumbai Dabbawalas
Bank of America Corporation Northrop Grumman
Becton Dickinson Convergys PolyOne Corp
Bechte Cooper Tyre Raytheon
Boeing Credit Suisse Sears
Caterpillar Inc Damco Shop Direct
Computer Science Eastman Kodak Starwood Hotels
Deere & Company Unipart
Dell USA Arm
Denso
Evonik Industries
Ford Motor Company

CU-MBA-IMC-OM-Session 18-22
Fundamentals DMAIC DMAIC

Define, measure, analyze, improve, and control - DMAIC is one of the well known &
widely practiced a data-driven quality strategy used to improve processes Planning in
light of standards like ISO or any country specific standard's as well..

DMAIC is an integral part of a Six Sigma process,

DMAIC can be implemented on a standalone quality improvement procedure as well or

together with other process improvement initiatives such as lean.

SIBM-MBA III -TQM-Session 16-20

Fundamentals DMAIC DMAIC

DMAIC is an effective technique for structured change management.

The emphasis on measurement and analysis helps ensure that opportunities for
improvement are executed in a way that ensures the most positive impact.

together with other process improvement initiatives such as lean including the tools to
use to complete the phases of DMAIC.

SIBM-MBA III -TQM-Session 16-20

Fundamentals DMAIC DMAIC

What is the relation between Lean Six Sigma and DMAIC ?

Lean Six Sigma is a process for solving a Issue related to manufacturing or

Inspection, it consists of 5 basic Phases: Define, Measure, Analyze, Improve,
and Control.

SIBM-MBA III -TQM-Session 16-20

Artikle Review Artikle Review

Artikle Review: DMAIC See thru TQM by Ai-MI

SIBM-MBA III -TQM-Session 16-20

VOC’s – Voice of Customer VOC

Voice of the Customer - VoC is the

customer's feedback about their
experiences with and expectations for
your products or services.

VOC focuses on:

Customer needs
Expectations
Understandings
Product improvement.

SIBM-MBA III -TQM-Session 16-20

VOC’s – Voice of Customer TQNM - VOC

VoC can be captured as follows: • Price buyers – Who wish to

buy products and services at
Written & verbal feedback the lowest possible price
One to One discussion or interviews
Surveys • Relationship buyers
Focus groups
Customer specifications • Value buyers
Observation
Warranty data • Poker player buyers Poker
Field reports players are value or
Complaint logs relationship buyers in
Escalations etc. price buyer disguise.

SIBM-MBA III -TQM-Session 16-20

Identifying Customer Cust Expectations

Primary steep in Identifying the Customer is to identify needs of the Customer &
Wants of the Customer.

Followed by asking right & relevant questions simultaneously listen to the customer
as well.

After identifying needs, step ahead beyond battery limits of your product like
Orientation
Mounting
Location w.r.t X & Y axis
Look for additional requirements in scope

Domain knowledge of the product & application will be handy in identifying the right
customer.
SIBM-MBA III -TQM-Session 16-20
Identifying Customer Cust Expectations

SIBM-MBA III -TQM-Session 16-20

Identifying Customer Needs Cust Expectations

The Dos & Don'ts of the product from Customer perspective is the basic ingredient
in identifying the Customer needs.

Customer Needs Identification is the process of determining what and how

a customer wants a product to perform.

Customer Needs might be Technical or non-technical, and they reflect

the customers' perception of the product,

It may not be matching the Design-Specifications-Performance of your Product , but

bringing in the clarity in those areas is required while identifying the Customer
needs.

SIBM-MBA III -TQM-Session 16-20

CTQ’s – from Customer needs Needs of TQM
Fast Food – Pizza Model
Definition for Critical to Quality - CTQ:

These are the parameters which finds

place in QAP – Quality assurance Plan.

This can be applicable during stage

Inspection or final Inspection.

The internal critical quality parameters

that are critical for the performance of
the product.

CTCs are those parameters which are

important to both Customer &
Manufacturer.
SIBM-MBA III -TQM-Session 16-20
Considerations and Drivers Used to Identify CTQs TQM-Customer Needs

SIBM-MBA III -TQM-Session 16-20

Levels of Mapping TQM - Mapping

SIBM-MBA III -TQM-Session 16-20

Levels of Mapping – VSM – Value Stream mapping TQM - Mapping

SIBM-MBA III -TQM-Session 16-20

Project Charter TQM - Project

A project charter is a Mini - short document

that describes the project in its entirety.
Summary of the Project-Product Mile
stones & Deliverables.

It includes:
What the objectives are ?
How it will be carried out
Who the stakeholders are.

It is a crucial ingredient in planning out

the project because it is used throughout
the project lifecycle.

SIBM-MBA III -TQM-Session 16-20

 Thank You
End of Session 20

SIBM-MBA III -TQM-Session 16-20