GROUP NO.

1: SIX SIGMA QUALITY

Topic: Six Sigma Quality

Group no.1

Name of leader: Mark Ronnel Mallari

Name of the members:

 Raquel Jala Calunsag

 Ruby Gliane Diaz

 Netalie Diaz

 Marivic Menchavez

 Danica Malinao

 Shiela Mae Marabut

BSHM 2A
 TABLE OF CONTENTS

Tile Page……………………………………………………………………………………………..

Table of Contents……………………………………………………………………………………

Information about the Members……………………………………………………………………

Total Quality Management…………………………………………………………………………..

Quality specifications and quality costs…………………………………………………………….

Developing quality specifications…………………………………………………………………….

Cost of Quality…………………………………………………………………………………………

Six Sigma Quality………………………………………………………………………………………

Analytical tools for six sigma………………………………………………………………………….

Six sigma roles and

responsibilities…………………………………………………………………..
 Information about the Members

MARK RONNEL MALLARI was born in TOCLONG IMUS,

CAVITE on FEBUARY 28, 2000. He is the youngest child

among the two children of (MARYLYN AND ROLANDO

MALLARI).

He took his primary education at GOV. D. M. CAMERINO

ELEMENTARY SCHOOL and his secondary education at

GENERAL EMILIO AGUINALDO NATIONAL HIGH

SCHOOL.

In SEPTEMBER 2020, he pursued higher education at Cavite State University, Imus City,

Cavite where she is currently taking up Bachelor of Science in Hospitality Management.

RAQUEL CALUNSAG was born in P.2 MATABAO,

BUENAVISTA AGUSAN DEL NORTE on MAY 28, 2000.

She is the seventh child among the eight children of

(VIRGINIA & ANTONIO CALUNSAG).

She took her primary education at MATABAO

ELEMENTARY SCHOOL and her secondary education at

BUENAVISTA NATIONAL HIGH SCHOOL.

In SEPTEMBER 2020, she pursued higher education at Cavite State University, Imus City,

Cavite where she is currently taking up Bachelor of Science in Hospitality Management.

NETALIE DIAZ was born in CALOOCAN MATNOG SORSOGON, BICOL on JUNE 15,

2001. She is the second among the two children of (CRISTINA DIAZ AND NELSON

DIOQUINO).

She took her primary education at MATNOG CENTRAL SCHOOL and her secondary

education at MATNOG NATIONAL HIGH SCHOOL /AFFORDABLE PRIVATE

EDUCATION CENTER(APEC).

In SEPTEMBER 2020, she pursued higher education at Cavite State University, Imus City,

Cavite where she is currently taking up Bachelor of Science in Hospitality Management.

RUBY G. DIAZ was born in CALOOCAN, MATNOG,

SORSOGON on MARCH 20, 2001. She is the first among

the three children of (ROSALIE AND ROBERTO DIAZ).

She took her primary education at MATNOG CENTRAL

SCHOOL and her secondary education at MATNOG

NATIONAL HIGH SCHOOL / AFFORDABLE PRIVATE

EDUCATION CENTER (APEC).

In September 2020, she pursued higher education at Cavite State University, Imus City,

Cavite where she is currently taking up Bachelor of Science in Hospitality Management.

SHIELA MAE P. MARABUT was born in BUHAY NA

TUBIG IMUS, CAVITE, on NOVEMBER 12, 2000. She is

the second among the three children of (CAROLINE

PURA AND DANNY MARABUT).

She took her primary education at TINABUNAN ELEMENTARY SCHOOL and her

secondary education at IMUS NATIONAL HIGH SCHOOL-MAIN /HAVEN OF WISDOM

ACADEMY-ALAPAN.

In SEPTEMBER 2020, she pursued higher education at Cavite State University, Imus City,

Cavite where she is currently taking up Bachelor of Science in Hospitality Management.

DANICA MALINAO was born in MANILA on APRIL 2

2001. She is the first among the three children of

(DANILO MALINAO, AND MARIDOL MALINAO).

She took her primary education at PAMPLONA

ELEMENTARY SCHOOL CENTRAL and her secondary

education at IMUS NATIONAL HIGH SCHOOL/ HAVEN

OF WISDOM ACADEMY.

In SEPTEMBER 2020, she pursued higher education at Cavite State University, Imus City,

Cavite where she currently taking up Bachelor of Science in Hospitality Management.

 MARIVIC MENCHAVEZ was born in HUYON -UYON SAN

FRANCISCO QUEZON on JANUARY 21,1999. She is the

seven among the seven children of (MELQUIADES

MENCHAVEZ, AND MELY MENCHAVEZ).

She took her primary education at MABUHAY

ELEMENTARY SCHOOL and her secondary education at

HUYON -UYON NATIOANAL HIGH SCHOOL.

In SEPTEMBER 2020, she pursued higher education at Cavite State University, Imus City,

Cavite where she currently taking up Bachelor of Science in Hospitality Management.

 Total Quality Management

Total Quality Management, describes a management approach to long-term success

through customer satisfaction. In a TQM effort, all members of an organization participate in

improving processes, products, services, and the culture in which they work.

Total Quality Management, now a well known the idea, is a philosophy of management for

continuously improving the quality of products and processes. The idea is that the quality of

products and processes is the responsibility of everyone who is involved with the

development and/or use of the products or services. Total Quality Management involves

management, workforce, supplier, and even and customers, in order to meet or exceed

customer expectations.

Total quality management (TQM) is the continual process of detecting and reducing or

eliminating errors in manufacturing, streamlining supply chain management, improving the

customer experience, and ensuring that employees are up to speed with training.

Total quality management aims to hold all parties involved in the production process

accountable for the overall quality of the final product or service.

 Total quality management (TQM) is an ongoing process of detecting and reducing or

eliminating errors.

 It is used to streamline supply chain management, improve customer service, and

ensure that employees are trained.

 The focus is to improve the quality of an organization's outputs, including goods and

services, through the continual improvement of internal practices. 

 Total quality management aims to hold all parties involved in the production process

accountable for the overall quality of the final product or service.

Primary elements of Total Quality Management (TQM)

TQM can be summarized as a management system for a customer-focused organization

that involves all employees in continual improvement. It uses strategy, data, and effective

communications to integrate the quality discipline into the culture and activities of the

organization. Many of these concepts are present in modern quality management systems,

the successor to TQM. Here are the 8 principles of total quality management:

 Customer-focused: The customer ultimately determines the level of quality. No matter

what an organization does to foster quality improvement—training employees, integrating

quality into the design process, or upgrading computers or software—the customer

determines whether the efforts were worthwhile.

 Total employee involvement: All employees participate in working toward common

goals. Total employee commitment can only be obtained after fear has been driven from

the workplace, when empowerment has occurred, and when management has provided

the proper environment. High-performance work systems integrate continuous

improvement efforts with normal business operations. Self-managed work teams are one

form of empowerment.

 Process-centered: A fundamental part of TQM is a focus on process thinking. A process

is a series of steps that take inputs from suppliers (internal or external) and transforms

them into outputs that are delivered to customers (internal or external). The steps

required to carry out the process are defined, and performance measures are

continuously monitored in order to detect unexpected variation.

 Integrated system: Although an organization may consist of many different functional

specialties often organized into vertically structured departments, it is the horizontal

processes interconnecting these functions that are the focus of TQM.

 Strategic and systematic approach: A critical part of the management of quality is the

strategic and systematic approach to achieving an organization’s vision, mission, and

 goals. This process, called strategic planning or strategic management, includes the

formulation of a strategic plan that integrates quality as a core component.

 Continual improvement: A large aspect of TQM is continual process improvement.

Continual improvement drives an organization to be both analytical and creative in finding

ways to become more competitive and more effective at

meeting stakeholder expectations.

 Fact-based decision making: In order to know how well an organization is performing,

data on performance measures are necessary. TQM requires that an organization

continually collect and analyze data in order to improve decision making accuracy,

achieve consensus, and allow prediction based on past history.

 Communications: During times of organizational change, as well as part of day-to-day

operation, effective communications play a large part in maintaining morale and in

motivating employees at all levels. Communications involve strategies, method, and

timeliness.

Benefits of Total Quality Management (TQM) Total quality management benefits and

advantages:

 Strengthened competitive position

 Higher productivity

 Enhanced market image

 Elimination of defects and waste

 Reduced costs and better cost management

 Higher profitability

 Improved customer focus and satisfaction

 Increased customer loyalty and retention

 Increased job security

 Improved employee morale

  Improved and innovative processes

Quality Specifications and Quality Costs

Quality specifications are detailed requirements that define the quality of a product or

service. It gives products or services value in the eyes of customers.

Examples of Quality Specifications:

 Food - Precise definitions that are used to sort food into quality grades. For example,

apples might be sorted according to size, ripeness, color, symmetry and condition to

offer a premium and non-premium grade. 

 Manufacturing - A bicycle manufacturer performs automated quality control testing

on all units before shipping based on specifications such as detailed measurements

designed to ensure that a bicycles tire is properly aligned to its assembly.

 Infrastructure - A solar panel manufacturer guarantees the conversion efficiency of

its modules over time. This is based on a specification of rated power output and

percentage of that output that can be expected as the panels approach end-of-life.

 Formulations - The amount of a high quality ingredient in a product. For example, a

beverage that is 30% organic pineapple juice. 

 Materials - Material quality such as the thread count of a fabric. 

 Software - Specifications for the performance of a software service such as a

99.99% availability rate. 

 Services - A hotel chain defines detailed specifications of what it means for a room

to be clean. This is used to define processes for cleaning services and quality control

checks.
Quality costs are the costs associated with preventing, detecting, and remediating product

issues related to quality. Quality costs do not involve simply upgrading the perceived value

of a product to a higher standard. Instead, quality involves creating and delivering a product

that meets the expectations of a customer. Thus, if a customer spends very little for an

automobile, he will not expect leather seats and air conditioning - but he will expect the

vehicle to run properly. In this case, quality is considered to be a vehicle that functions,

rather than a luxury experience.

Quality costs can arise anywhere in a company. There may be product design issues that

begin in the engineering department, as well as manufacturing problems that can create

product flaws. Further, the procurement department may acquire substandard components

that result in product flaws. In addition, the order entry department may have incorrectly

entered a customer order, so that the customer receives the wrong product. These issues all

result in quality costs.

 Developing Quality Specifications

The quality specifications of a product or service derive from decisions and action made

relative to the quality of its design and the quality of its conformance to that design. Quality

specification are detailed requirements that define the quality of a product, service, or

process. Quality includes tangible elements such as measurements and intangible elements

such as smell and taste.

Quality Specifications

Quality of Design

Quality of design is all about set conditions that the product or service must minimally have

to satisfy the requirements of the customer. Thus, the product or service must be designed

in such a way so as to meet at least minimally the needs of the consumer.

Quality of Conformance

Quality of conformance is basically meeting the standards defined in the design phase

after the product is manufactured or while the service is delivered. This phase is also

concerned about quality is control starting from raw material to the finished product.

What are the eight dimensions of quality?

A quality product is a product that meets the expectations of the customers. The eight

dimensions of quality help producers to meet these expectations. It is a strategic

management tool that can be used as a framework to analyze characteristics of quality. The

eight dimensions are performance, features, reliability, conformance, durability,

serviceability, aesthetics, and perceived quality.

Garvin was a Professor of Business Administration at Harvard Business school and his

publications on quality were based on his research on U.S. manufacturers. On the 4th of

March, 2018, he was also honored with the prestigious award for his contribution to the Case

of Method.

DIMENSION OF QUALITY

1. Performance: Performance refers to a product’s primary operating characteristics. This

dimension of quality involves measurable attributes; brands can usually be ranked

objectively on individual aspects of performance.

2. Features: Features are additional characteristics that enhance the appeal of the product

or service to the user.

3. Reliability: Reliability is the likelihood that a product will not fail within a specific time

period. This is a key element for users who need the product to work without fail.

4. Conformance: Conformance is the precision with which the product or service meets the

specified standards.

5. Durability: Durability measures the length of a product’s life. When the product can be

repaired, estimating durability is more complicated. The item will be used until it is no longer

economical to operate it. This happens when the repair rate and the associated costs

increase significantly.

6. Serviceability: Serviceability is the speed with which the product can be put into service

when it breaks down, as well as the competence and the behavior of the service person.

7. Aesthetics: Aesthetics is the subjective dimension indicating the kind of response a user

has to a product. It represents the individual’s personal preference.

8. Perceived Quality: Perceived Quality is the quality attributed to a good or service based

on indirect measures.
 Cost of Quality

Cost of quality is a method for calculating the costs companies incur ensuring that products

meet quality standards, as well as the costs of producing goods that fail to meet quality

standards. The goal of calculating cost of quality is to create an understanding of how quality

impacts the bottom line. Cost of quality gives manufacturers an opportunity to analyze, and

thus improve their quality operations. Cost of quality has four main components between

the two buckets of “good” and “bad” quality.

Four Types of Cost of Quality

 Appraisal Costs: Measurement and inspection activities during operations to

determine conformance to quality requirements. Examples include inspection,

testing, process or service audits, calibration of measuring and test equipment.

 Prevention Costs: Activities planned and designed before operations to guarantee

good quality and prevent bad quality products or services. Examples include new

product review, quality planning, supplier surveys, process reviews, quality

improvement teams, education and training.

 Internal Failure Costs: Expenses incurred to remedy defects discovered before the

delivery of a product or service. Examples include scrap, rework, re-inspection, re-

testing, material review, material downgrades.

 External Failure Costs: Expenses incurred to remedy defects discovered by

customers after the customer receives the product or service. Example include

processing customer complaints, customer returns, warranty claims, product recalls.

 Six Sigma Quality

What is Six Sigma?

Six Sigma is a quality management methodology used to help businesses improve current

processes, products or services by discovering and eliminating defects. The goal is to

streamline quality control in manufacturing or business processes so there is little to no

variance throughout also it is a term generally used to indicate a process is well controlled

(within process limits of 3s from the line in a control chart and requirements tolerance limits

of 6s from the center line.

Six Sigma Principles

The goal in any Six Sigma project is to identify and eliminate any defects that are causing

variations in quality by defining a sequence of steps around a certain target. The most

common examples you’ll find use the targets “smaller is better, larger is better or nominal is

best.”

 Smaller is Better creates an “upper specification limit,” such as having a target of

zero for defects or rejected parts.

 Larger is Better involves a “lower specification limit,” such as test scores — where

the target is 100 percent.

 Nominal is Best looks at the middle ground — a customer service rep needs to

spend enough time on the phone to troubleshoot a problem, but not so long that

they lose productivity.

The process aims to bring data and statistics into the mesh to help objectively identify errors

and defects that will impact quality. It’s designed to fit a variety of business goals, allowing

organizations to define objectives around specific industry needs.

Six Sigma DMAIC

The Six Sigma DMAIC project methodology includes five phases, each represented as a

letter in the DMAIC acronym. These include:

 Define the problem, the customer, the project requirements and the ultimate goals

and expectations of the customer.

 Measure performance of the current process by establishing a data collection plan to

determine defects and gather metrics.

 Analyze the process to establish root cause of variations and defects to identify

issues with the current strategy that stand in the way of the end goal.

 Improve the process by eliminating the root causes of defects through innovative

solutions.

 Control the new process to avoid falling into old habits and to ensure it stays on

track.

Six Sigma DMADV

The Six Sigma DMADV, also known as the Design for Six Sigma (DFSS), includes five

stages:

 Define realistic goals that suit the customer’s requirements or the business strategy.

 Measure and identify the customer’s critical to quality (CTQ) requirements and

translate them into clear project goals.

 Analyze multiple options and alternatives for the customer along with the estimated

total life cycle of the project.

 Design the process at a high level before moving onto a more detailed version that

will become the prototype to identify errors and make modifications.

 Verify that the final iteration of the product or process is approved by all customers

and clients — whether internal or external.

DMAIC vs DMADV

The DMAIC and DMADV methodologies seem similar, but they have different use cases.

The DMAIC methodology is designed for existing process or products that aren’t meeting

customers’ needs or performing to standards. When a business needs to develop a product

or process that doesn’t already exist or when a product has been optimized but still falls

short, that’s when you want to use DMADV.

Determining a Six Sigma Project

To find projects in your organization that would benefit from Six Sigma they need to fit some

criteria:

 Each project needs to have a clear process of inputs and outputs.

 Don’t go into the project with a pre-determined solution — that means you already

know the fix.

 Focus on reducing “operation variation” to make it easier for untrained operators.

 Project needs to be approached with knowledge of variations in process inputs and

how to control and eliminate defects.

 Analytical Tools of Six Sigma

Six Sigma is a quality improvement method that businesses have used for decades—

because it gets results. A Six Sigma project follows a clearly defined series of steps, and

companies in every industry in every country around the world have used this method to

resolve problems. Along the way, they've saved billions of dollars.

But Six Sigma relies heavily on statistics and data analysis, and many people new to quality

improvement feel intimidated by the statistical aspects.

Familiarizing yourself with these tools is a great place to start. This post briefly explains 5

statistical tools used in Six Sigma, what they do, and why they’re important.

1. Pareto Chart

The Pareto Chart stems from an idea called the Pareto Principle, which asserts that about

80% of outcomes result from 20% of the causes. It's easy to think of examples even in our

personal lives. For instance, you may wear 20% of your clothes 80% of the time, or listen to

20% of the music in your library 80% of the time.

The Pareto chart helps you visualize how this principle applies to data you've collected. It is

a specialized type of bar chart designed to distinguish the “critical few” causes from the

“trivial many” enabling you to focus on the most important issues. For example, if you collect

data about defect types each time one occurs, a Pareto chart reveals which types are most

frequent, so you can focus energy on solving the most pressing problems. 

2. Histogram

A histogram is a graphical snapshot of numeric, continuous data. Histograms enable you to

quickly identify the center and spread of your data. It shows you where most of the data fall,

as well as the minimum and maximum values. A histogram also reveals if your data are bell-

shaped or not, and can help you find unusual data points and outliers that may need further

investigation. 
3. Gage R&R

Accurate measurements are critical. Would you want to weigh yourself with a scale you

know is unreliable? Would you keep using a thermometer that never shows the right

temperature? If you can't measure a process accurately, you can't improve it, which is where

Gage R&R comes in. This tool helps you determine if your continuous numeric

measurements—such as weight, diameter, and pressure—are both repeatable and

reproducible, both when the same person repeatedly measures the same part, and when

different operators measure the same part.

4. Attribute Agreement Analysis

Another tool for making sure you can trust your data is attribute agreement analysis. Where

Gage R&R assesses the reliability and reproducibility of numeric measurements, attribute

agreement analysis assess categorical assessments, such as Pass or Fail. This tool shows

whether people rating these categories agree with a known standard, with other appraisers,

and with themselves. 

5. Process Capability

Nearly every process has an acceptable lower and/or upper bound. For example, a

supplier's parts can’t be too large or too small, wait times can’t extend beyond an acceptable

threshold, and fill weights need to exceed a specified minimum. Capability analysis shows

you how well your process meets specifications and provides insight into how you can

improve a poor process. Frequently cited capability metrics include Cpk, Ppk, defects per

million opportunities (DPMO), and Sigma level. 

Conclusion

Six Sigma can bring significant benefits to any business, but reaping those benefits requires

the collection and analysis of data so you can understand opportunities for improvement and

make significant and sustainable changes.

The success of Six Sigma projects often depends on practitioners who are highly skilled

experts in many fields, but not statistics. But with a basic understanding of the most

commonly used Six Sigma statistics and easy-to-use statistical software, you can handle the

statistical tasks associated with improving quality, and analyze your data with confidence.
 Six Sigma Roles and Responsibilities

Six Sigma is a detailed and disciplined methodology for improving

processes in many aspects of business management, while boosting

leadership skills, saving time, and promoting cost efficiency for

managers. One of the major objectives of Six Sigma involves reducing

error and deficiency. By increasing performance and decreasing

variations in processes that lead to mistakes, organizations can reap the

benefits of greater profits, higher quality services, and better employee

morale.

1. Executive:

Executives represent the most senior level of leadership within the Six

Sigma hierarchy. With the most training and experience,

 Executives are best equipped with the leadership skills to

establish strategies and to focus the Six Sigma program in

accordance with an organization’s specific culture and goals.

 By overseeing the Six Sigma process and providing support

regarding methods and organization,

 Executives ensure that projects add value and succeed.

2. Champion:

 Working in conjunction Executives, the Six Sigma Champion

assumes a critical role at a senior or middle executive level.

 It is the duty of the Champion to understand the details and

idiosyncrasies of a company — such as its vision, mission, and

metrics — and use this information to tailor the Six Sigma plan

to fit the corporation’s goals.

 Another responsibility of a Champion is removing roadblocks

that could hinder process success.

 Roadblocks could include resistance from employees to

changes, and any factors that may prevent a project from

realizing timely financial benefits.

3. Master Black Belt

 The Master Black Belts are experts in the methodology,

resources, and practices of Six Sigma.

 The main objective of a Master Black Belt is to coach and

train Black Belts. Using their advanced skills in problem

solving, leadership, resource management, and project

deployment,
  they work hand-in-hand with the Six Sigma leaders to make

sure that company initiatives stay on track.

 Master Black Belts also have the ability to train and certify

others in the methods of Six Sigma.

4. Black Belt

 Certified Black Belts are full-time professionals whose main

responsibility is to be a team leader for Six Sigma projects

 The Six Sigma Academy states that Black Belts have the

ability to save businesses an estimated $230,000 for each

project they lead — and they can complete four to six

projects a year

 While Executives, Champions, and Master Black Belts focus

on finding the best-fitting Six Sigma projects, Black Belts are

dialed into the details

 They have training in the core Six Sigma principles, an

understanding of project models DMAIC (Define, Measure,

Analyze, Improve, Control) and DMADV (Define, Measure,

Analyze, Design, Verify), and a knowledge of lean enterprise.

  They know the ins and outs of statistical experimental

design, and so can identify with confidence reasons for

process failures that would otherwise remain hidden.

5. Green Belt

 Green Belts are often part-time professionals with a variety of

duties, which include assisting on Black Belt projects and leading

smaller projects.

 They are trained in problem-solving techniques and the tenets of

the DMAIC project model. When involved in Black Belt projects,

their duties include gathering data, executing experiments, and

analyzing information.

 Their work on smaller, focused Six Sigma projects allows them to

devote less time than the Black Belt’s full-time commitment.

 Their knowledge of statistical experimental design is not usually as

robust as that of Black Belts, so they may require assistance in

identifying causes of process failures.

6. Yellow Belt
  Yellow Belt certification signifies an understanding of the basic

metrics and improvement methods of Six Sigma, plus the ability

to integrate these tactics into an organization’s production

systems.

 Their role in the Six Sigma process is that of a core team

member.

 Often, their focus on an area of knowledge can lead Yellow

Belts to be subject matter experts, with the responsibility of

running smaller improvement projects

 Utilizing the Plan-Do-Check-Act methodology (PDCA), Yellow

Belts are responsible for identifying certain processes that need

improvement.

 The Yellow Belt is an introductory position within Six Sigma that

is often called upon to assist Green and Black Belts with

projects.

7. White Belt

 At the novice level of Six Sigma, the White Belt provides the

most basic introduction to the principles and methodologies of

the program.
  They can work locally to solve problems and support projects,

though individuals who have White Belt certification sometimes

are not members of the Six Sigma team.

 The White Belt level provides a foundation for those who are

deciding whether they plan to continue within the Six Sigma

process.

The Power of Six Sigma

 Implementing Six Sigma practices brings a host of potential

benefits for managers and their organizations.

 According to General Electric, which started implementing Six

Sigma in 1995, the processes produce yearly cost benefits of

more than $2.5 billion.

 It is safe to say that managers and company leaders who learn

the analytic processes of Six Sigma can enhance their careers,

and the success of their organizations, no matter the industry or

business.
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