Six Sigma

Mansi Vishnoi
FMS-MBA-2020-22-105

1.What is the process capability ? explain its correlation with six sigma

The inherent variability of a process in the absence of any undesired specific

causes, and the variability is attributable to common sources, is characterised as its
capacity.

The capability of a process can be divided into two categories:

Short-Term Capability: A process's potential performance under control at a given

point in time. Calculated using data collected over a short period of time with no
outside impact on the process (i.e. temperature change, shift change, operator
change etc.). The genuine process capability is represented by short-term
capability. The technology of the process is shown by short-term capability.

Long-Term Capability: The ability of a process to execute consistently throughout

time. Calculated using data collected over a long enough length of time for external
factors to have an impact on the process. Long-term capability is a combination of
technological capabilities and the controls you exercise.

Process Capability Example 1: The ice cream that must be served in an ice cream
parlor has to be between -15 degrees Celsius and -35 degrees Celsius. The process
of refrigeration that keeps the temperature has a standard deviation (SD) of 2
degrees Celsius. And the mean value of this temperature is -25 degrees Celsius.
Using these inputs obtain the process capability index (PCI) for this process?

Formula
Cpu = Mean – LSL / 3 X SD
Cpl = USL – Mean / (3 X SD)
Cpk = Min (Cpu, Cpl)
Substitute the values in the formula

Cpu = (-15-(-25))/ (3*2) = -10/6 = -1.667

Cpl = (-25+35)/ (3*2) = 10/6 = 1.667

We know that Cpk is a minimum of [Cpu, Cpl] and hence a minimum of [-1.667,
1.667] is -1.667. Therefore the upper limit seems to suit best for this condition.
USL = -15
LSL = -35
SD = 2,
Mean = -25

2. Critically analyze the concept of six sigma.

Ans. Six Sigma is a methodology that gives businesses the tools they need to
optimise their business operations. This improvement in performance and
reduction in process variation helps to reduce defects and boost earnings, staff
morale, and product or service quality.
"Six Sigma quality" is a word used to describe how well a process is regulated.

Six Sigma focuses on minimising process variation and improving process control,
whereas lean encourages work standardisation and flow by eliminating waste
(non-value added processes and procedures). Because process improvement
involves elements of both methodologies to achieve positive results, the boundary
between Six Sigma and lean has blurred, with the term "lean Six Sigma" being
used more and more frequently.

Lean Six Sigma is a data-driven, fact-based improvement philosophy that

prioritises defect avoidance above fault discovery. It improves customer
satisfaction and bottom-line results by lowering variance, waste, and cycle time
while encouraging work standardisation and flow, resulting in a competitive
advantage. It applies whenever there is variety or waste, and every employee
should be a part of it.
LEAN AND SIX SIGMA INTEGRATION

Customers benefit from Lean and Six Sigma because they provide the greatest
possible quality, affordability, delivery, and a newer trait called nimbleness.
Although there is a lot of overlap between the two fields, they take slightly distinct
approaches to their common goal:
• Whereas Lean focuses on waste reduction, Six Sigma focuses on variation
reduction.
• Whereas Six Sigma uses statistical data analysis, design of experiments, and
hypothesis testing, Lean uses less technical tools like kaizen, workplace structure,
and visual controls to achieve its goals.
Often, successful implementations start with the lean strategy, which focuses on
making the workplace as efficient and effective as possible, minimising waste, and
improving knowledge and throughput through the use of value stream maps.

SIX SIGMA IMPLEMENTATION

Depending on the organization's culture and strategic business goals, Six Sigma
implementation methodologies might differ greatly. An organisation has two
fundamental options after electing to deploy Six Sigma:

1. Implement a Six Sigma initiative or programme.

2. Establish a Six Sigma infrastructure.

Option 1: Start a Six Sigma project or programme.

Using this method, certain personnel (practitioners) are periodically taught
statistical tools and instructed to apply them on the job as necessary. If necessary,
the practitioners may seek assistance from a statistician. Within an organisation,
there may be achievements, but they do not build on one another to drive more and
better usage of the tools and overall technique.

When companies embrace Six Sigma as a programme or effort, it frequently

appears that they have just added a few new tools to their toolkit in an ad hoc
manner through training classes.
Applying the tools as needed to assigned projects is one extension of this
technique. It's worth noting, however, that project selection, management, and
execution aren't usually part of the organization's structure.

Putting in place a Six Sigma programme or effort might be difficult. Because these
projects are generally started at the bottom of the company, they may not have the
support of senior management, which could lead to pushback from other groups
affected by the effort. Furthermore, there is usually no one assigned to champion
cross-organizational projects and support transformation.

Typically, a Six Sigma programme or initiative does not develop an infrastructure

that leads to bottom-line advantages through initiatives aligned with the
organization's strategic goals.

Option 2: Establishing a Six Sigma Infrastructure

Rather than focusing on individual tools, Six Sigma training should focus on a
process-oriented approach that teaches practitioners how to select the correct tool,
at the right time, for a specific project. This approach to Six Sigma training for
practitioners (Black Belts) typically involves four weeks of instruction spread out
over four months, with students working on their projects during the three weeks in
between sessions.

Using Six Sigma as a business strategy through projects rather than tools is a more
effective method to get the most out of your Six Sigma training.
Consider the following: Projects with top management support benefit from Six
Sigma deployment:

● Projects related to bottom-line results have a greater impact.

● Uses the tools in a more targeted and efficient manner.
● Provides a project management process/strategy that may be studied and
improved.
● Project presentations improve communication between management and
practitioners.
● Allows for a more in-depth understanding of important business operations.
 ● Provides employees and management with perspectives on how statistical
tools may be extremely beneficial to businesses.
● Allows Black Belts to get feedback on their project approaches during
training.
● Uses a closed-loop approach to Six Sigma, allowing time for auditing and
applying lessons learnt into a larger company plan.

3. A fast food restaurant wants to improve the service quality with the help of
six sigma. As a management consultant, I guide the firm for improvement.

Six Sigma was originally developed in the manufacturing industry, but its approach
can be applied to many other industries as well. Service departments often apply
Six Sigma improvements to better results, rather than creating better products that
consumers end up buying because customers are more involved in the process. It
will be quick. In addition, products are not stored as long as they are manufactured,
which can make it more difficult to create standardizations to deliver consistent
products to customers. By applying what you learned in the Six Sigma training to
run your restaurant, you can work to reduce inefficiencies and errors.

How to improve order accuracy –

Implement simple methods such as B. You can quickly reduce errors by repeating
customer orders. Fast food allows customers to invest in the order screen of each
register to ensure that their order has been entered correctly. Diner can train waiters
to easily repeat each customer's order, especially if the customer does not write
down the order.

How to Improve Quality

– Fast food stores can keep food hotter and improve customer satisfaction in a
variety of packages. Implementing production standards based on measuring
demand throughout the day can also help reduce waste. In restaurants where you
eat, strict control over how long the food is left after cooking can also help improve
overall quality.

Team Error Reduction

– Implementing a team approach to food preparation allows multiple staff members
to verify order integrity and accuracy before leaving the kitchen. A standardized
process ensures that food is cooked correctly and delivered hot to the table on
time.

Increased sales due to improved customer satisfaction

In the hospitality industry, employees typically play an important role in servicing

their customers. Sales can also be directly affected by customer service. However,
the Six Sigma approach focuses on other areas. For example, to control the
processes performed by servers, bartenders, and hosts, the control phase of
DMAIC technology could be changed to a training program to incorporate
practices that have been proven to improve service.

One of the advantages of implementing Six Sigma is that it strengthens internal

relationships with each department of the company. The metric feature of Six
Sigma would allow you to examine the feasibility of introducing a pumpkin latte
versus a cinnamon mocha to a real coffee establishment. It encourages
cross-industry collaboration in industries that don't necessarily exist yet.