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-sep-4-by-shashi-prakash.67225/
Quality

Joseph Juran

1. If a product/service serves the purpose for which it was created, it's quality product/service…
2. Give the customer so much that he/she values it….
Shirt >>> Blue >>>> XL Buy 1 Get 5 Free….(Same Colour & Sa

Economist Theory >>> Push Production

As a manufacturer you must produce as much as you can, it will create it's own demand…..
"Manufacturer was the king… Customer had no choices"

Kano Model Consumer is the king…

If you product/service satisfies 3 needs it's quality product/service

1. Stated needs of the customer
2. Unstated needs of the customer
3. Delight

Basic Features / Unstated Needs of the customer/ Minimum requirement

If you have all the basic features in your product / service, customers will not even notice them… .these are thankle
Even if you don't have one of the basic feature, customer will be really irritated…..
You business existence is at stake if such features are missing in your product/service……"You soon be a history"

Competitive / Performance/ One Directional /// Stated Needs Curve

These are those features with which you get compared with your competitors….
If you have the demanded features, customer will be happy else,, unhappy & they will look out other options…
This is directly proportional to customer satisfaction…

Delighters / Exciters
These are those features which when offered to the customer, they will be really happy… if not,, nothing changes in
Because customer have no clue about them…..

Kano model is a dynamic model, it keeps changing with time

Delighters will become Competitive
Competitive will become basic over a period of time

Food is not good Basic Variety in menu

Less Quanitity Competitive Inconsistent Taste
Hygiene Basic Not fresh
Not Hot Basic Unavailability of food
Expensive Competitive Less Spicy
Ambience Competitive Nothing new in the m
Staff Behaviour Basic Payment Options
Delay in Service Competitive Comfort
Parking Competitive
Offers/Discount Competitive

Evolution of Quality

Statistical Process Control (SPC) 1920 Dr. Walter Schwart….. Control Charts…

Quality Circles 1960

Group of people doing same or similar job / activities would generally get together, gather pr

Benchmarking
Internal Internal process with another internal department…..With the same organization…
External Internal Process is being benchmarked with external competitors
Competitive Internal Process is being benchmarked with direct competitors
Performance Past performance vs standard
Strategic "Marketing Strategy" with competitors…..
Practice Tasks are compaired with external competitors

Balanced Scorecard
Customers Perspective
Internal Business Perspective
Innovation & Learning Perspecti
Financial Perspective
What is the customer looking for in your product or service?
Which of those can be addressed by us ---- Is my process capabale to de
Continue to improve & learn new ways to address those requirement to
How does the sponsor feel about the requirement?

Lean
It's identification & elimination of waste from the process to "Increase Efficiency" without compromising

A B C D E F G

A B D E G

Optimized the efficiency of the process,,, cost, time, efforts, resources, raw material…. Etc….>>>>> Lean
Can you deliver the product /service faster without compromsing on Quality of product/services?

Six Sigma

Sceintific data driven statistical approach to reduce variation (defect) to "Increase Effectiveness" of the process……
Effectivness - Quality
White board marker 5.5 Inch
5.2 5.9 5.9 5.3 5.2 3.4 DPMO 3.4 Defects per million opp
 5.5 5.5 5.5 5.5 5.5 3.4 PPM 3.4 Parts Per Million
5.9 5.5 5.5 5.5 5.5
5.0 5.5 5.5 5.5 5.5 99.99966% >>>>At Six Sigma Level
5.5 5.4 5.4 5.6 5.2

Sigma Level >>>>> It is defect measuring scale… (How bad you are doing?)

-7 -6 -5 -4 -3 -2 -1 0 1 2

If you defects increases…. Sigma level reduces….

If you have more than 50% defect… it will be in negative sigma level >>>if you sigma level increases…. Def
Higher sigma is better……

23% Defect 0.738847 Actual Sigma Level >>> ZLT

2.238847 Reporting Sigma Level >>>ZST

176 defects out 23476 parts audited 2.432523 Actual Sigma Level >>> ZLT
3.932523 Reporting Sigma Level >>>ZST

5 DEFECTS OUT OF 10 0 Actual Sigma Level >>> ZLT

1.5 Reporting Sigma Level >>>ZST

15 Defects out 20 -0.67449 Actual Sigma

0.82551 Current Sigma

3.4 Defects Per Million Oppourtunity 4.500 Actual Sigma

6.000 Current Sigma

Defects>>>> Sigma Sigma>>>>> Quality%>>>> Defect%

Belts & Roles in Six Sigma

White Belt General awareness training……

Case Study…… 3-4 hours….

Yellow Belt Generally 1 day or 2 Days…….

Very important for us…. DMAIC …….. Brief overview……
Active team members of the project…..

Green Belt Black Belt

 Project Management Same Same
Statistical Knowledge Low to Medium Extensive
Time Span 3-6 months time 9-12 months….
Works within their department Cross Functional
70: 30 … Work balance…. 100% project resources
Dollar Value It depends upon company It depends upon company
GE>>>> <$10 Million >$10 Million

Master Black Belt Experienced black belt…..

18-20 projects in various industries/domain…. Diversified experience…..
80 hours of training experience.. Of Six Sigma

Mentor the team….. At one time… MBB… will manage 10-12 projects….

Champion Owner of the project…. Head of deparment

Project review, approval, denial will done by champion
if you face any challenges during the project,,, please loop in the champion…..
Remove roadblocks in the project, facilitate smooth flow of project….
Never hide anything from champion

Sponsor Funds the project…..

History of Lean

Ford Motors >>>>>> Assembly Line…..

Toyota >>>>>> Lean >>>>>>>> Toyota Production System (TPS) >>>>>>>>>>>>>>>>>>>

Six Sigma
Motorola
Bob Galvin ,,,, CEO
Bill Smith …. Father of Six Sigma
Dr. Mikel Harry ….. >>>> Six Sigma Academy
1986>>> Six Sigma >>> 3.4 / 10^6 >>>>> 99.99966%

ABB, Honeywell, Allied Signal ……

GE >>>>> General Electric…..

GE D Define Project Management Using project management tools to select right pr

Motorola M Measure Statistics Collect reliable data for analysis
Motorola A Analyze Statistics Statistical tests to find the root causes…..
Motorola I Improve Statistics Use statistical methods to improve the process &
Motorola C Control Statistics Sustain the improvement…..

D Define DFSS >>> Design for Six Sig

M Measure
A Analyze D Define
I Improve M Measure
C Control A Analyze
D Design
V Verify

Design of Experiement (DO

 5 Free….(Same Colour & Same Size)

e them… .these are thankless features…

…"You soon be a history"

ook out other options…

… if not,, nothing changes in their life…

anging with time

Competitive
Basic
Basic
Basic
Basic
Competitive
 Competitive
Basic

ally get together, gather problems realted to process, identify solutions, implement solution….

With the same organization….

>>>> Global>>>>>>
Subset of External but direct competitors only

duct or service? >>>> Survey

s my process capabale to deliver those requirements?
ddress those requirement to add value to the customer….

ncy" without compromising on Quality of Product/service….

15 Days

10 Days

tc….>>>>> Lean

99% Marks … Effectivness…. At 99% At Six Sigma level

99 1 10000 3.4
tiveness" of the process…… 100 100 1000000 1000000
Effectivness - Quality Fail%

3.4 Defects per million oppourtunities

 3.4 Parts Per Million

x Sigma Level

bad you are doing?)

3 4 5 6 7 8 9 10 11 12
3.4/10^6 Pharma Aviation
Semi Conductors
sigma level increases…. Defects go down… Nuclear Reactors
ma is better…… NASA

75 pARTICIPants 60 Participants
0.841621
2.341621
 9-12 months….
Cross Functional
100% project resources
It depends upon company
>$10 Million

ed experience…..

10-12 projects….

oop in the champion…..

w of project…. Process Excellence
Operational Excellence
Business Excellence

32-35 cars per month…..

3 - 4 times…….

>>>>>>>>>>>

ment tools to select right project…..

the root causes…..

s to improve the process & target

DFSS >>> Design for Six Sigma

I Identify
D Design
O Optimize
V Verify

Design of Experiement (DOE)

13 >>>>>>>>>>>>>>>>>>
 DMAIC vs DFSS

D Define Using project management tools to select right project…..

M Measure Collect reliable data for analysis
A Analyze Statistical tests to find the root causes…..
I Improve Use statistical methods to improve the process & target
C Control Sustain the improvement…..

# Existing process… which need to improve….

Process iMprovement….. 99.99…………..

DMADV >>> We create a new produc

IDOV>>> Pure invention…. It's new fo

How does Six Sigma works?

Real World Problem>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>
Real World Problem >>>>>>>>>>>>>>>>>Statistical Problem>>>>>>>>>>>>>Statistical Solution>>>>>>>>>>>>>>>>>
Define Phase Measure Phase
Analyze Phase

When to implement Lean Six

Causes Known
Simple Problem Just Do It Approach

Complex Problem Lean / Kaizen

Supplier (Vendor)>>>>Store>>>>>Production Team>>>>>Quality Testing >>>>Packaging >>>>>>Logistics>>>>>>>>>

Kids Friendly Aeroplane Kids Friendly… Not Sharp edge

Colourful
Logo
Fly at least 5 meters

Heavy Engine capacity Wind condition

Aerodynamics Electrical Parts Person Trained or not
Quality Battery Robotics
Wing Defects Temperature
Specification Remote Control Pressure

Define Phase
Collect VOC Voice of Customer "Raw Material"
Survey Email, Phone, Web User Feedback
Meetings Focus Groups
Interviews Face to Face
Brainstorming >>>> Round Robin Technique Expert Judgement
Google Stats Social Media Checks
Feedback Form CSAT …. Customer Satisfa
Complaints NPS ------ Net Promoter S
One o One Session Mystery Shopping /// Gh
Warranty claims
Tickets Raised

1 …. Excellent CSAT ---- 9/10

1 …. Pathetic
8 …. Okay… Satisfied

1 2 3 4 5 6 7
Net Detractor Net Detractor Net DetracNet DetracNet DetracNet DetractoPassive

Net Promoter% - Net Detractor%

7 NP Total Survey
1 Passive
2 ND
10 People

Facilitated Workshops

Classify VOC Affinity Diagram "Structured Data"

1. We club together same or similar p
2. We remove duplicate ideas & keep
3. The data collected can be used for
Ambience 6
Service Delivery 1 Infrastructure Service
Taste food 22 Ambience Service Delivery
Quality 1 Parking Payment mode
Payment mode 6 Locality Staff Behaviour
Offer/Discount 145 Same Menu
Quantity 3 Waiting time
Price 56 Delay in delivery
Parking 99 Variety in menu
Staff Behaviour 86 Comfort
Same Menu 72
Waiting time 39
Delay in delivery 33
New competitors are better 8
Hygiene 15
Freshness 33
Variety in menu 34
Comfort 4
Locality 2
665

Prioritize VOC
Champion & core team will decide upon the project…..
Pareto Chart
Weighted CTQ Prioritization
FMEA… Risk Based Analysis >>> Failure Modes & Effe
Cost Time Matrix
ISO 13053 - 2011.. .. Std for Six Sigma

VOC to CTQ Critical to Quality ……………….. KPI… Key Performance Indicat

VOC …. Vague statement……..>>>>>>> Meausure it… Quanti

Quality>>>>>>>>>>>>> Quality% …. 85%...... 95%
Reduction in Defect% …….. 10%......2%
Reduction in defect count….. 145 defe

Weighted CTQ Prioritization Matrix

Sponsor/Champion
VOC Weightage Process Mgr -1 Process Mgr -2 Supervisor1
Quality 30% 4 3 3
Delay in Delivery 45% 5 5 2
Customer Satisfaction 25% 3 1 3

Delay in Delivery >>>> VOC >>>> CTQ ……. No. of days….

Currently we are taking about 20 days
Project Charter >>>> Slideshare.net

Business Case "It is more of literature and less facts, figures analysis"….Mo

What is the project all about??

What are the benefits of doing the project NOW???
What are the implications of NOT doing the project NOW???

"How does you project line up with Business goals, vision, mission?"
Problem Statement /// Oppourtunity Statement "This is more of supporting informatio

Always mention the data period under study Upon analysis of Quality% from Jan 20
What problem did you see? The Quality% has been trending as 83
an average of 85%.......
What problems it has caused? The client has imposed a penalty of $1
of 90% Quality… so far we have alread
the client has degraded the agency ra
Our market share has reduced from 3
of 30% and net profit margin loss of 1
As per our last survey done, 90% of ou
What it could further lead to? If it continues at the same rate we wil
What's the bigger picture There is potential threat of losing the
Loss of brand value in the market …..

Always try to link up the problem with $$$..... Never ever presume and

Goal Statement SMART & kiss….. Keep it short & simple

S Specific
M Measurable
A Attainable
R Relevant
T Timebound
To improve Quality% from 85% to 90% by 30th Sep 2021.
Never do this….
To improve Quality% from 85% to 90% by 30th Sep 2021 wh

Scope Boundaries of the projects

In Scope Quality% for ABC client at Dubai Location

Out of Scope Other locations & metrics of ABC client & Other clients….

Team Sponsor, Champion, Process Mgr, Quality - TL, Supervisor……Team Members

Milestone
Start Dt End Date >>>> Gantt Chart…… CPM/PERT
Define Tollgate Review
Measure Tollgate Review
Analyze Tollgate Review
Improve Tollgate Review
Control Tollgate Review
Kick Off Meeting Team Selection

Communication Plan

Activity Receipient Mode Who Back Up Frequency

Daily Report Sup, Quality, Ops Mgr, GB Email Supervisor 3:00 PM
Sup, Quality, Ops Mgr, GB,
Weekly Report Champion Email Wed, 1 pm
Sup, Quality, Ops Mgr, GB,
Monthly Report Champion Email Last day of the Monday , 4pm
Sup, Quality, Ops Mgr, GB,
Project Progress Report Champion Email
Sup, Quality, Ops Mgr, GB,
Variance Report Champion Email
Email, Virutal
Tollgate Reviews Champion, Process Mgr, GB Meeting
Team Member, GB, Group
Daily Meeting Supervisor Meeting
Team Member, GB, Group
Weekly Meeting Supervisor, Mgr Meeting Thurs, Meeting Room 1, 9 AM
Mgr, GB, Supervisor, Quality, Virtual
Monthly Meetings Champion Meeting
Feedback Session Supervisor One on One
Email,
Leave Request Supervisor Meeting
Change Request Mgr, GB, Champion
Complaint Mgr, Supervisor
Sup, Quality, Ops Mgr, GB,
Minutes of Meeting Champion

Once the communication plan is finalized,, no changes can be made…..

Unless…..there is a proper change management protocol method followed…..
Formal written approval… no verbal approvals are entertained…..

FMEA Risk Management …… Only live document which will never be marked as closed…..

>>>> DFSS Model

VOC >>> QFD >>> FMEA >>> DOE

Topics for Next Week

CPM / PERT >>>> 1 video each for CPM & PERT on youtube… any video will do….
Critical Path Method ….. Program Evaluation & Review Technique
QFD -- Quality Function Deployment….. >>>>> https://www.youtube.co
Slideshare.net …. Review a couple of project charter….
Lean Implementation Journey
ht project….. DFSS >>> Design for Six Sigma ………..Research & Development
Creation of new product/service/design as per customer requirements….
D Define I Identify
M Measure D Design
A Analyze O Optimize
D Design V Verify
V Verify
Design of Experiement (DOE)

We create a new product/service for the client which is new for the client but not new for the world….
re invention…. It's new for the company & for the world…..

ix Sigma works?
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> Real World Solution
ution>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>Real World Solution
Improve Phase Control Phase

implement Lean Six Sigma?

Causes Unknown
Problem Solving Tools

Lean Six Sigma

>>>>>Logistics>>>>>>>>>>>>>>>>>>>Customer

Just do it
Just do it
Just do it
Complex

Wind condition Height When we have possible reasons but don't know which one….
Person Trained or not Six Sigma>>>> Which one out of these is the exact root cause
because of which the plane is not flying 5 meters….
Temperature

Customer
Internal External
Employee Real Customer
"Raw Material" Department Ext. Vendor / Suppliers
 Champion Contractors
User Feedback Stakeholders
Focus Groups Cross Functional
Face to Face
Expert Judgement
Social Media Checks
CSAT …. Customer Satisfaction Survey
NPS ------ Net Promoter Score Agenda: Must be clarified…..(Nothing else)
Mystery Shopping /// Ghost Shopping Time Alloted:
Always have minutes of meeting…. Take notes….
Rules: One person at a time & One idea at a time
Must inform the group… that no body is judging them..
We respect their experience & knowledge…..we want them to share the
There is nothing right or wrong idea…..

10
8 9 10 Net Promoter% 10%
Passive Net PromotNet Promoter Net Detractor% 10%

Net Promoter Score `7 - 2 5 50%

10 10

>>>>>>>> Stakeholder Management

"Structured Data" Love / Affection

ogether same or similar problem in one group…
ve duplicate ideas & keep a list of unique problems
collected can be used for further analysis

Quality Profits Misc

Service Delivery Taste food Offer/Discount New competitors are better
Payment mode Quality Quantity
Staff Behaviour Hygiene Price
Same Menu Freshness
Waiting time
Delay in delivery
Variety in menu
e upon the project…..

>>> Failure Modes & Effects Analysis

… Key Performance Indicator

Quality%... AHT……Defect%,,, Revenue $$.....
>>>> Meausure it… Quantify……. Profit%... Reduction in Scrap (kg)…
…. 85%...... 95%
n Defect% …….. 10%......2%
n defect count….. 145 defect …… 30 defect…..

Supervisor2 HR Training Quality Sum Weighted Rating

1 4 1 5 21 6.3
1 2 1 1 17 7.65
1 2 2 2 14 3.5

CTQ ……. No. of days….

e are taking about 20 days to deliver……. 15 days……

cts, figures analysis"….More of English paragraph…..

project NOW???
e of supporting information for Business case… It's facts, figures and analysis"

sis of Quality% from Jan 2021 till May 2021

% has been trending as 83%, 87%, 81%, 89%, 82% respectively for Jan to May 2021 with

as imposed a penalty of $10k per month for not adhereing to the Quality SLA (Service Level Agreement)
ity… so far we have already paid $50k as penalty…..
as degraded the agency rating from Excellent to Poor….
share has reduced from 35% to 21% … month on month…. It has resulted in net revenue loss
net profit margin loss of 18%......
ast survey done, 90% of our employees rated "Fear of loosing job"
es at the same rate we will end up paying $120k in net penalty…..
ential threat of losing the client altogether which will lead to lay off of 400 people working on the project….
d value in the market …..

Never ever presume and possible cause or solution….

Keep it short & simple

90% by 30th Sep 2021.

90% by 30th Sep 2021 which will help regain the lost market share &reinstate the agency rating….

Dubai
Riyadh
Singapore

client & Other clients….

At the end of each phase…

he Monday , 4pm

ting Room 1, 9 AM

er be marked as closed…..

e… any video will do….

https://www.youtube.com/watch?v=u9bvzE5Qhjk&t=93s
dging them..
…..we want them to share their ideas……
Projects fail because of triple constraints…
Cost
Scope
Time

Target
1. Did we ever achieve such a target?
2. Ask subject matter expert
3. Market Standards & Competitors….
4. Statistics……. 1 Sample T
Next Topics>>>>>>>>>>>> Team Dynamics & Performance
CPM / PERT
DFSS>>> QFD
FMEA >>>> Parked for Improve Phase
Lean Fundamentals Plus COQ
7 Management Tools >>>> Parked for End

Team Development Stages

Forming You select the best candidates for the project…..

Storming >>>>>>>>>>>>>>>>>>>>>>>>>>>
Norming People start respecting each other's ideas… take suggestion…
Performing Actual project work happen
Adjourning Rewards & Recognition…..

CPM / PERT >>>> Separate Document

QFD >>>>>>> >>>> Separate Document

Quality Function Deployment

Topics for Tomorrow

1. Lean Principles
Identify value
7+1 Types of waste
3M
Map the value stream
Make the process flow
Enable Pull
Strive for Perfection

5s + 1s
Lean Metrics
Takt Time
Cycle Time
Yield
Throughput Yield
Rolled Throughput Yield
COQ - Cost of Quality
 VOC>>>QFD>>>>FMEA>>>>DOE

>>>> 7M >>>>>

Conflict Resolutions
1. Never jump into their issues….
2. Trained moderator….
3. Team Decides…..
Voting… Majority Wins
Compromise…. Average
4. Dictatorship

>>>> Separate Document

>>>> Separate Document

 Lean Fundamentals >>> Separate File

Cost of Quality - COQ

Prevention Cost Training & Maintainence

Appraisal Cost Testing, Auditing, Inspection
Internal Failure Cost Scrap + Rework
External Failure Cost Warrantly Claims, Returned Products

Basic Statistics
Data Types

Continuous (Variable) "Measure"

Any data which has a measurement unit is Continuous ……
Height Inch, cm, mm
Weight Kg, gm, mg
Time Hour, Min, sec
Temperature Cel, Kel, Far

It is the best quality data …. You need min data for analysis….

70 70.5 70.5293423 >>>>>>>>>>>>>>>>>>>>till infinit

70 70.5 70.5293429
You can interchange the data in different format without changing it's original meaning
1 hour = 60 min = 3600 sec

Discrete (Attribute) "Count" "Which doesn' have a measurement unit"

Binary This type of data can contain only 2 values….. Yes/No, Pass/Fail, True/False, 1/0

Ordinal All ranking or rating data is ordinal… It will have a logical order in it…
Excellent, Good, Average, Bad…. 12345
Nominal No ranking, no order, no meaning, these are just labels….
Red, Blue, Green, Yellow Reebok, Puma, Nike
Count Count of errors, count of parts manufactured,, count of invoices…
This will always be a whole number… never in decimal places….
Percentage Quality%, Defect%, Humdity% 89.23423%

Insurance Claim Process….. 500 claims / day >>>>>> 750 claims / day
 25 words/ min >>>>>>>>> 40 words/min

Km/Hour Km Continuous
Hour Continuous

Miles/Hour Continuous
Continuous

Continuous / Continuous >>>> Continuous

Continuous / Discrete >>>> discrete
Discrete / Continuous >>> Discrete
Discrete / Discrete >>>> Discrete

NPS>>>>>>> Increase NPS 1-----------------10 Nominal >>>>>

CSAT>>>>

Pepsi, Coke, MyBrand

Day 5 Topics

Central Tendency & Variation

Sampling Methods
Normal Distribution
Box Plots
Fishbone Diagram
 Invest more into Prevention Cost……
Less of these people
Even less of internal failure
"0"

nit is Continuous ……

>>>>>>>>>>>>>>>>>>>>till infinity 91 Pass

89 Fail 0 --- 90 --- Fail
original meaning 90 Fail
92 Pass
89 Fail
ave a measurement unit" 91 Pass
0 Fail
/No, Pass/Fail, True/False, 1/0 45 Fail
65 Fail
logical order in it…

unt of invoices…
cimal places…. 3.23423423 car xxx
I cannot interchange this into different form……

0 claims / day 500.234 claims

40 words/min 25.65876 words xxxx

Continous

Continuous

25 Words >>>>> Count of words … Discrete

Min Continuous

Chosen Gender Age Group Education

Pepsi F 23 Grad
MyBrand F 45 Und Grad
Market Survey Pepsi M 23 Grad
Product Launch Coke F 12 Grad
MyBrand F 65 Post Grad
MyBrand M 23 Post Grad
Pepsi F 27 Und Grad

https://www.youtube.com/watch?v=mk8tOD0t8M0&list=PL0KQuRyPJoe6KjlUM6iNYgt8d0DwI-IGR&index=3
https://www.youtube.com/watch?v=pTuj57uXWlk&list=PL0KQuRyPJoe6KjlUM6iNYgt8d0DwI-IGR&index=16
https://www.youtube.com/watch?v=mtbJbDwqWLE&list=PL0KQuRyPJoe6KjlUM6iNYgt8d0DwI-IGR&index=19&t=81
https://www.youtube.com/watch?v=fJZv9YeQ-qQ&list=RDQMrF0Wy2aVA0c&start_radio=1
https://www.youtube.com/watch?v=ByXvr6zg56M
d0DwI-IGR&index=3
0DwI-IGR&index=16
8d0DwI-IGR&index=19&t=81s