ACADEMIC GROUP 5

CHARMI TAWDE
DHRUV GAUR
JEEYA GUPTA
RIYA BANSAL
SAUMYA BHAVSAR
SAVIT SANKAR
VIVEK SAH
SPARSH BHUSAN

SIX SIGMA
MANEGERIAL ACCOUNTS
MEANING/ INTRODUCTION

Six Sigma is a list of guidelines used to optimise business processes. Originating from the
manufacturing world, It follows a 5 step program ‘DMAIC’. Each of these letters stand for a
specific optimization process. It's called Six Sigma because the term sigma refers to one standard
deviation in a data set. The idea is that six such deviations should occur before the process results
in a defect. When a process achieves Six Sigma, it reaches a point where only 3.4 errors per one
million process events result in a defect.

In the Business world Six sigma has seen its fair share of successes as a result making it a
certified course. Much like martial arts, Six Sigma is rated using Belts. There are 4 belts White,
Yellow, Green and finally Black in order of acquisition.

Understanding Six Sigma Starts with understanding its core by a simple experiment of cooking
the best butter chicken to improve the college lunches in a canteen, The ‘DMAIC’ will help this
process.

D for Define :

In this phase, you're like a detective trying to solve a mystery. You need to understand what the
problem is or what opportunity you have. For example, if your project is about improving
college lunches, the problem might be that the food isn't very healthy, and the opportunity is to
make it better.

Next, you need to know who's involved in your project, like your classmates, teachers, and
maybe the cafeteria staff. These are your stakeholders. You'll want to talk to them and get their
ideas and opinions because they're all part of the project.

And most importantly, you need to set clear goals. Imagine if your goal for the college lunch
project is to make the food "better." That's not clear. But if you say your goal is to "reduce the
number of sugary snacks in the cafeteria by 50% in six months," that's clear and measurable. It's
like setting a target so you know when you've succeeded.

So, the "Define" phase is all about understanding your project, who's involved, and what you
want to achieve with clear goals. Once you've done that, you're ready to move on to the next
steps in your project, just like in Six Sigma.
M for Measure :

First, you collect information, just like gathering your recipe ingredients. You want to know what
ingredients you have, like chicken, tomatoes, and spices. This information is your data. In Six
Sigma, data is like your list of ingredients.

Next, you start measuring things. Think of it like using a measuring cup to see how much water
you're adding to the rice. That's a measurement. In Six Sigma, you use tools to measure how
things are working right now. For example, you might measure how spicy or creamy your butter
chicken is.

By collecting this data and measuring things, you create a starting point, just like a map showing
where you are before a journey. This is your baseline performance. It's like saying, "Right now,
our butter chicken is moderately spicy and creamy."

These measurements help you see exactly how good or not-so-good your butter chicken is, and
they're like clues to improve it. They're your starting point for making your dish even more
delicious in the later phases of Six Sigma.

So, the "Measure" phase is all about finding out how things are right now so you can make your
Indian dish even more fantastic in the future, just like perfecting your butter chicken recipe!

A for Analyze :

In the "Analyze" phase, you're like a chef with a magnifying glass, examining every ingredient
and cooking step. You use special tools, like a taste tester's palate or a recipe analyzer, to figure
out what's causing any issues with your dish.

For example, if your butter chicken is too spicy, you might analyze the data and discover that
you used too much chili powder. Or if it's not creamy enough, you might find that you didn't add
enough cream. These are the root causes of the problem – the reasons why your dish isn't as
delicious as you want it to be.

In Six Sigma, it's a similar process. You're like a quality inspector looking at all the details of a
process, using statistical and analytical tools to uncover what's making it go wrong. By doing
this, you can pinpoint the exact factors causing the issues and get insights into why the process
isn't working as well as you'd like.

So, the "Analyze" phase is all about being a detective and using special tools to discover why
things aren't going as planned, just like figuring out why your butter chicken doesn't taste perfect
yet.
I for Improvement :

Now that you've figured out what was making your dish less than perfect during the "Analyze"
phase (maybe it was too spicy or not creamy enough), you need to come up with solutions to
make it better.

Imagine you're in your kitchen with all your ingredients laid out. You start brainstorming ideas:
"What if I use less chili powder for less spiciness? What if I add more cream to make it
creamier?" These are potential solutions.

But you don't just pick the first idea that comes to mind. You need to be smart about it. You
evaluate and compare these solutions, kind of like comparing different recipes. Which change is
likely to have the biggest positive impact on your dish?

Once you've decided on the best solutions, it's time to put them into action. You go back to your
cooking pot, make the changes, and cook up a new batch of butter chicken. You're testing your
improvements in action to see if they make your dish taste better.

In Six Sigma, it's similar. You've uncovered what's causing problems in a process, and now
you're brainstorming, evaluating, and implementing solutions to make it work smoothly. It's like
fine-tuning a recipe until you get it just right.

So, the "Improve" phase is all about getting creative, making changes, and testing them to
optimise your Indian butter chicken

C for Control :

So, picture this: You've successfully made your Indian butter chicken taste absolutely amazing
with the improvements you implemented. Now, in the "Control" phase, you want to make sure it
stays that way and doesn't go back to how it used to taste.

Think of it like this: You've finally got your secret recipe just right, and you don't want to forget
the ingredients or steps. So, you create a recipe card that lists everything you did. This is your
control plan.

But it's not just about the recipe; it's also about making sure you consistently use the best
ingredients. You decide to buy your spices and chicken from a trusted store to keep the quality
high. That's setting up key performance indicators (KPIs) – kind of like quality standards.

Now, you don't just make butter chicken once and forget about it. You keep making it regularly
and tasting it to make sure it's as delicious as ever. This is like using control charts and tools to
track how your dish turns out each time.
And just in case something goes wrong, like the store running out of your favourite spices, you
have a backup plan. You know where to find similar spices or even adjust the recipe a bit. These
are your contingency plans.

In Six Sigma, it's the same idea. After improving a process, you want to make sure it stays
improved. So, you create a plan, set standards, regularly check how the process is doing, and
have backup plans in case things go off track. It's like maintaining the perfect recipe for success
in whatever you're working on.

ADVANTAGES

1. Customer Loyalty- Through the elimination of unnecessary specifications from the

process and the reduction of potential issues, Six Sigma has been shown to increase
customer satisfaction. Thus, it aids in retaining customers and fostering customer loyalty.

2. Workforce motivation- By ensuring that they can take advantage of available technology
for better work efficiency and time savings, Six Sigma helps the organisation's staff
members feel more motivated. Employee productivity automatically rises when they are
inspired and motivated to keep working and push themselves.
3. Effective Time Management- By assisting staff members in effectively managing their
time, Six Sigma focuses on effective business operations and increased productivity.
Enhancing the work-life balance of employees increases their motivation to work hard
and smart.

4. Inculcates Leadership- Learning Six Sigma principles helps you develop leadership
qualities by showing you how to improve process revenue as well as efficiency.
Professionals interested in a career focused on quality and process improvement can find
a variety of managerial positions through Six Sigma certification and training.

5. Strategic Planning- Six Sigma aids in anticipating potential issues or process pullbacks.
As a result, it aids the project management team's strategy and planning to minimise and
eliminate issues and waste in order to maintain productivity and the quality of the goods
and services provided to customers. It assists the project management team in identifying
the advantages and disadvantages of the business process and removing the undesirable
process.

6. Promotes a healthy company culture- Six Sigma is now ingrained in the corporate
cultures of elite organisations. Every employee is inspired by Six Sigma training to
contribute to the growth of the company and becomes more flexible to workplace
changes. As a result, Six Sigma is a process of continuous improvement and aids in
 fostering a positive workplace culture. Having a positive workplace culture is crucial for
ensuring that workers are content and that the company grows.

DETAILS ABOUT THE PROJECT

Tools Used in Six Sigma Processes :

1. Flowcharts: Think of flowcharts as a visual roadmap for a project. They lay out all the
steps in a process like a board game's instruction manual, helping you see the path from
start to finish. Flowcharts clarify the process and make it easier to spot potential
bottlenecks or areas for improvement.
2. Pareto Chart: Imagine you're sorting through your closet, and you want to know which
clothes you wear most often. A Pareto Chart is like a tally of your outfits. It helps you
identify the few items you wear the most (the "vital few") among many options (the
"trivial many"). This can be applied to identify the most critical issues in a process.
3. Histogram: Picture a histogram as a bar graph that shows how frequently something
happens. It's like visualizing data in a way that lets you see patterns. For instance, if
you're tracking the distribution of test scores in your class, a histogram can reveal if most
students are scoring in a specific range.
4. Fishbone Diagram (Ishikawa Diagram): This tool helps dissect complex problems. It's
akin to a mind map where you start with a central issue (the "fish's head") and branch out
into potential causes (the "bones"). For example, if you're trying to find out why a project
deadline was missed, you'd explore categories like "resources," "communication," and
"planning" to identify root causes.
5. Control Chart: Consider control charts as a way to monitor the stability of a process
over time. It's like tracking your savings in a savings account. Fluctuations are normal,
but a control chart helps you distinguish between expected variations and unusual
patterns that might indicate a problem.
6. 5 Whys: This technique is all about deep-rooted problem-solving. Imagine you're
investigating a car breakdown. Instead of just fixing the immediate issue (a flat tire), you
keep asking "Why?" to uncover underlying causes, like a worn-out tire tread or improper
maintenance.
7. Scatter Plot: Think of a scatter plot as a way to study relationships between two
variables. If you're curious about the connection between hours spent studying and exam
scores, a scatter plot lets you visualize if there's a correlation – whether studying more
generally leads to higher grades.

These Six Sigma tools are like a toolbox for problem-solving, analysis, and improvement. They
help you see, understand, and tackle complex challenges, making them valuable skills for
addressing real-world problems in various settings.
Six Sigma certifications are a set of credentials that indicate an individual's proficiency in the Six
Sigma methodology, which focuses on process improvement and reducing defects. The most
common Six Sigma certifications include:

1. White Belt: This is the entry-level certification and signifies a basic understanding of Six
Sigma concepts and terminology. White Belts typically have a general awareness of the
methodology but may not be directly involved in projects.
2. Yellow Belt: Yellow Belts have a fundamental understanding of Six Sigma principles and
may participate as team members in improvement projects. They support Green Belts and
Black Belts in their efforts.
3. Green Belt: Green Belts are trained in Six Sigma tools and techniques and can lead
smaller-scale process improvement projects within their departments or areas of
responsibility. They typically spend a significant portion of their time on Six Sigma
projects.
4. Black Belt: Black Belts are highly skilled and experienced Six Sigma practitioners. They
are capable of leading complex improvement projects, mentoring Green Belts, and often
have dedicated roles in Six Sigma project leadership.
5. Master Black Belt: Master Black Belts are experts in Six Sigma and serve as mentors,
trainers, and coaches for Black Belts and Green Belts. They play a critical role in
spreading Six Sigma knowledge and ensuring its success within an organization.
6. Champion: While not a belt in the traditional sense, Champions are high-level executives
or managers who provide support, resources, and strategic direction for Six Sigma
initiatives. They are responsible for the overall success of Six Sigma within an
organisation.

Professionals having training in Six Sigma, referred to as "Black Belts" and "Green Belts,"
usually oversee improvement initiatives inside an enterprise. These people collaborate
extensively with cross-functional teams to promote changes and are proficient in statistical
analysis and problem-solving techniques.

CASE STUDY 1- MOTOROLA

It was in the early 1980s, when Motorola faced increased competition from Japan's companies,
that it embarked on its Six Sigma journey. In order to stand against the competition, Motorola's
CEO Bob Galvin knew that it had to improve its quality.

In 1986, Galvin had introduced Six Sigma to Motorola. In order to improve the processes, Six
Sigma is a methodology based on data that reduces errors and waste. In view of the idea that a
sustained approach to identification and elimination of defects can improve any process, it is
designed in this way.

Six Sigma was implemented at all levels of the organisation by Motorola. The Six Sigma
methodology was taught to staff and they were encouraged to use it in their work. In order to
assist the employees with identifying and eliminating defects and waste, Motorola had also
established a dedicated team of Six Sigma experts.

The effort of Motorola in the Six Sigma area was a great success. Motorola had attained the Six
Sigma standard quality in several of its operations early in the 1990s. As a result, the quality of
Motorola's product had grown substantially and its costs had decreased while increasing its
market share.

1. One example of Motorola's successful use of Six Sigma is Reducing defects in cellular
phones.

Motorola used Six Sigma to reduce the number of defects in its mobile phones by using a
disciplined approach to identify and eliminate the root causes of defects. The company began by
collecting data on the types and frequency of cell phone failures. After gathering this
information, Motorola used a variety of Six Sigma tools and techniques to identify the root
causes of defects.

After the root causes of the defects were identified, Motorola developed and implemented
corrective actions to eliminate the defects. For example, Motorola found that one of the root
causes of cell phone failures was a problem in the assembly. To solve this problem, Motorola
introduced a new assembly process that was more efficient and less prone to errors.

Thanks to the work of Six Sigma, Motorola was able to reduce the number of defects in its
mobile phones by more than 99%. This improvement in product quality led to increased
customer satisfaction and Motorola's market share.

2. Reducing waste in manufacturing operations.

Motorola used Six Sigma to reduce waste in its manufacturing operations by identifying and
eliminating unnecessary steps in the manufacturing process. The company started by mapping
the entire manufacturing process, from receiving raw materials to shipping finished products.
Once the process was established, Motorola used various Six Sigma tools and techniques to
identify unnecessary steps.

Once unnecessary steps were identified, Motorola developed and implemented corrective actions
to eliminate the steps. For example, Motorola Corporation discovered that one unnecessary step
in its manufacturing process was a quality inspection step that duplicated the work of another
quality inspection step. To avoid this unnecessary step, Motorola has combined two quality
inspection steps into one.

As a result of Six Sigma efforts, Motorola was able to reduce waste in its manufacturing process
by millions of dollars. This waste reduction reduced costs and increased Motorola's profitability.

3. Improved customer satisfaction.

Motorola's Six Sigma efforts have resulted in improved customer satisfaction.

• Before Six Sigma: Motorola's customer satisfaction rate was 75%.

• According to Six Sigma, Motorola's customer satisfaction was 87.5%, an increase of 50%.

This increase in customer satisfaction can be attributed to several factors, including:

• Improved product quality: Motorola's Six Sigma efforts have significantly improved product
quality. For example, the company's cell phone defect rate has decreased by more than 99% since
it started using Six Sigma.

• Reduced number of defects: Motorola's Six Sigma efforts also helped reduce the number of
defects in its products and services. The fewer defects, the more likely your customers will be
satisfied.

• Improved customer service responsiveness: Motorola's Six Sigma efforts helped improve
customer service responsiveness. By using Six Sigma to identify and eliminate bottlenecks in
customer service processes, Motorola was able to reduce the time it took to resolve customer
issues. This led to improved customer satisfaction.

• Deeper understanding of customer needs and expectations: Motorola's Six Sigma efforts helped
it gain a deeper understanding of customer needs and expectations. By using Six Sigma to collect
and analyse customer feedback, Motorola was able to identify areas where it could improve its
products, services, and customer service. This also led to improved customer satisfaction.

Motorola's Six Sigma success story is a testament to the power of this methodology to improve
customer satisfaction.

Conclusion:

Motorola's Six Sigma success story demonstrates the power of data-driven quality improvement
to improve business performance. By implementing Six Sigma, businesses can achieve several
benefits, including increased customer satisfaction, reduced costs, increased market share, and
increased profitability.
CASE STUDY 2- MICROSOFT

Introduction

Microsoft is one of the world's leading technology companies. It is known for its innovative
products and services, such as Windows, Office, and Azure. Microsoft is also committed to
continuous improvement, and it has used Six Sigma to improve its processes in a number of
ways.

Six Sigma is a data-driven methodology for improving processes by reducing variation. It is a set
of tools and techniques that can be used to identify and eliminate defects in any process. Six
Sigma has been used by companies of all sizes in a wide variety of industries, including
manufacturing, healthcare, and service.

Microsoft began implementing Six Sigma in the late 1990s. The company's goal was to improve
efficiency and quality while reducing costs. Microsoft made changes to its product development
process, its customer support process, and its manufacturing process.

How Microsoft Used Six Sigma

Microsoft used Six Sigma to improve its processes in a number of ways. One of the first things
the company did was to identify the most common customer complaints. Microsoft then used Six
Sigma to identify the root causes of these complaints.

One of the most common customer complaints was that Microsoft's software was too complex
and difficult to use. Microsoft used Six Sigma to identify the specific features and functions that
were causing customers difficulty. The company then made changes to simplify these features
and functions.
Microsoft also used Six Sigma to improve its customer support process. Previously, customers
had to call Microsoft's customer support line to get help with their problems. Microsoft then
implemented a system where customers could get help online or through email. This reduced the
wait time for customer support and improved the customer experience.

Microsoft also used Six Sigma to improve its manufacturing process. The company implemented
a number of changes to reduce waste and improve efficiency. For example, Microsoft started
using just-in-time manufacturing, which means that the company only orders the components
that it needs, when it needs them. This helped Microsoft to reduce its inventory costs and
improve its cash flow.

Results of Microsoft's Six Sigma Implementation

Microsoft's Six Sigma implementation has been very successful. The company has improved its
efficiency, quality, and customer satisfaction. Microsoft has also reduced its costs.

For example, Microsoft has reduced the time it takes to develop new products by 20%. Microsoft
has also reduced the number of customer support tickets it receives by 15%. And Microsoft has
saved millions of dollars as a result of its Six Sigma implementation.

Benefits of Microsoft's Six Sigma Implementation

Microsoft's Six Sigma implementation has had a number of benefits for the company, including:

● Improved efficiency: Microsoft has improved its efficiency by reducing waste and
streamlining processes. This has helped Microsoft to reduce its costs and improve its
profitability.
● Improved quality: Microsoft has improved the quality of its products and services by
reducing defects and errors. This has led to increased customer satisfaction and loyalty.
 ● Increased customer satisfaction: Microsoft has increased its customer satisfaction scores
by improving the quality of its products and services, reducing the wait time for customer
support, and making it easier for customers to get help.
● Reduced costs: Microsoft has reduced its costs by reducing waste, improving efficiency,
and streamlining processes. This has helped Microsoft to improve its profitability and
invest in new products and services.

Conclusion

Microsoft's Six Sigma implementation is a case study in how Six Sigma can be used to improve
efficiency, quality, customer satisfaction, and costs. Microsoft has shown that Six Sigma can be
used in any industry, regardless of size.

Microsoft's success with Six Sigma is due to a number of factors, including:

● Commitment to continuous improvement: Microsoft is committed to continuous

improvement, and Six Sigma is one of the tools that the company uses to achieve this
goal.
● Employee involvement: Microsoft has involved its employees in the Six Sigma process.
This has helped to ensure that Six Sigma is implemented effectively and that employees
are committed to making improvements.
● Data-driven approach: Microsoft uses a data-driven approach to Six Sigma. This means
that the company relies on data to identify and eliminate defects and errors.

Microsoft's success with Six Sigma is an example of how Six Sigma can be used to improve any
business.
LITERATURE REVIEW 1

Benefits, obstacles, and future of six sigma approach

by Young Hoon Kwak and Frank T Anbari

This is a research paper which provides a comprehensive analysis of the six-sigma approach used
by businesses to improve customer satisfaction understanding, improving the efficiency of
business processes, productivity, and financial performance.

The paper has recognised how the six-sigma approach which gained traction in the mid 1980’s
has helped to revolutionise business performance and efficiency.

The utilisation of six sigma methodologies enabled numerous organisations to maintain their
competitive edge by merging their process expertise with statistical analysis, engineering
principles, and effective project management.

The aim of the researchers is to assess and explore the progression, advantages, and obstacles
associated with the implementation of six sigma methodologies. It aims to pinpoint the critical
elements that impact the successful execution of six sigma projects. Additionally, the document
incorporates insights derived from prosperous six sigma projects and their possible adaptations
for overseeing conventional projects, while also contemplating enhancements to the approaches
employed in the management of six sigma projects.

The paper has various subsections which include statistical viewpoints, strategies and tools
relating to six sigma principles, role of six-sigma in the manufacturing sector, key factors to
consider during implementation, Issues in strategy and the future of six-sigma in business
processes.

From a statistical viewpoint, six-sigma is defined as having less than 3.4 defects per million
opportunities or a success rate of 99.9997%.

Six Sigma entails a methodical, data-centric strategy employing the Define, Measure, Analyze,
Improve, and Control (DMAIC) process, along with the utilisation of the Design for Six Sigma
method. At its crux, Six Sigma is anchored in the core principle of elevating an organisation to
an enhanced sigma capability level through the thorough application of statistical tools and
methodologies.

The paper talks about how influential six-sigma has been in the manufacturing sector. The case
studies in this report further elaborate on how an improvement has been seen in the
manufacturing process of major companies after they implemented six-sigma. The initiation of
six sigma dates back to the 1980s when Motorola first adopted it. Since then, it has proven to be
effective in various manufacturing entities, including but not limited to General Electric, Boeing,
DuPont, Toshiba, Seagate, Allied Signal, Kodak, Honeywell, Texas Instruments, Sony, and
others.

The document references several pivotal elements crucial for the effective execution of a
six-sigma implementation initiative. These encompass the commitment and active engagement
of management, proficiency in the tools, methodologies, and techniques, aligning six-sigma with
business strategy and ensuring customer satisfaction, organisational structure, and fostering a
cultural shift to embrace the new approach.

The research paper additionally highlights that six sigma has faced scrutiny within the quality
community. This scepticism primarily stems from the perception that six sigma does not
introduce anything novel but rather rearticulates established principles and methods pertaining to
quality. The conducted research also suggests that six sigma is not a universal remedy for all
business challenges. It may not always represent the foremost or crucial management strategy for
an organisation across various situations and scenarios.

According to business leaders, the future of six sigma as a business practice is very bright. The
use of six-sigma methodology is likely to continue for years to come and would not fade away
like some other business innovations. If six sigma can be integrated with other innovative
business practices, it can make a world of difference to an even larger number of organisations.

The conclusion drawn is that there has been a significant surge in organisational enthusiasm for
the six-sigma methodology over recent years. It is swiftly emerging as a predominant catalyst for
numerous technology-centric and project-oriented organisations. By grasping its essential
characteristics, challenges, and limitations, businesses can extract greater advantages from the
application of six sigma.

LITERATURE REVIEW 2

The current state of six sigma applications in services

by Ayon Chakrabarty and Kay Chuan Tan, Department of Industrial and Systems Engineering,
National University of Singapore, Singapore.

This paper was issued in March 2007.

The purpose of this paper is to evaluate the impact of the introduction and popularisation of six
sigma, specifically in services. It dissects five main themes that help determine the depth of
applicability of six sigma in services. It identifies critical success factors, and studies its
manifestation in performance through key performance indicators (KPIs).

Six sigma has been widely accepted as an initiative for improved quality management. However,
there has been a lack of consensus regarding its potential, as seen in the service oriented
industries. Some believe that the processes involved in the service industries are so intangible,
unmeasurable that it limits the potential of six sigma in service industries. This claim, however,
finds little to no evidence in reality, since healthcare, banking, cell centre services, education,
hospitality, are some of the industries that have either already benefited from, or are beginning to
benefit from the application of six sigma.

In its essence, six sigma is a quality improvement tool that aims to reduce the number of defects
per million opportunities. It aims to improve business operations and therefore increase
profitability. Its roots can be traced back to Frederick Gauss’ introduction of the normal curve,
Walter Shewhart’s three sigma measurement of output variation. Today, it can be classified in
various ways, including the define, measure, analyse, improve, and control (DMAIC)
methodology, the American Society for Quality (ASQ), and another by Tague (1995) called the
tool matrix.

To quantitatively decipher the impact of six sigma in services, a wide range of publications were
picked out, to measure the extent of their contribution to this study, pattern of citation of articles
within this field, and the average citation rate per published article. One such example has been
the wide acceptance and usage of six sigma by General Electrics, which prompted many other
service oriented companies to incorporate six sigma in their business strategies. For the purpose
of this study, a total of 75 articles were reviewed across various spaces,about 40 articles related
to six sigma applications in services were considered. While the earliest article dates back to
1999, it wasn’t purely focused on six sigma application in services, but also its application in
manufacturing. In its truest service- oriented form, the earliest case study targeting six sigma was
published in 2000, concerning Citibank and the banking industry. It is also found the the citation
rate of all the articles considered remains skewed, with some being cited more than others (on an
average). There is also reason to believe that case studies pertinent to the healthcare sector are
more often cited than the others. The causal attribution for this is that overall in the service
sector, the rate of adoption is higher in healthcare services compared to other services.

There could arise erroneous processes in the provision of services. The six sigma framework has
seen success stories in service industries, such as GE medical systems, Mount Carmel health
system, Virtua Health, and some limited applications in call centres, human resources like
DuPont de Nemours. These applications have provided greater insight into identifying the
critical success factors (CSFs), critical to quality characteristics (CTQs), and key performance
indicators (KPIs). CSFs include a top- management commitment, that emphasises a top- down
approach, elaborate training, certification & education, cultural change to reorganise a firm’s
organisational structure and values and to establish clear causeways for open communication,
customer focus to maintain quality standards, clear performance metrics to have a measurable
target for the business, attaching success to financial benefits to quantitatively ascertain the
impact of six sigma on business operations and employee performance, and organisational
understanding of work processes to ready the business for adoption of six sigma. CTQs can be
classified as time, which involves service time, waiting time and cycle time, cost, which is
critical in consumer decisions and could pose as a tradeoff with time for businesses, employee
behaviour, especially for services that require a high degree of customer contact, accurate and
timely information that addresses consumer needs. Few KPIs that accurately measure that extent
of effectiveness of six sigma are efficiency, which involves the time and cost of the service cycle,
cost reduction, which focuses on increasing profitability through minimisation/ elimination of
errors, reducing the time to deliver, measuring the quality of service, customer satisfaction with
respect to delivery and follow up, employee satisfaction with respect to organisation structure,
reduced variation to maintain statistical control through consistency, and financial benefits to
decipher performance impacts of six sigma.

In conclusion, six sigma is a beneficial tool to build towards consumer and employee
satisfaction, improved functioning and operations of business and increased profitability with a
low margin for errors. The managerial implications of six sigma are seen manifesting in the form
of CSFs, CTQs and KPIs. There remains great scope for adoption of six sigma in the service
industries, as it has often been successful in the past.

CONCLUSION

A data-driven methodology and mindset called Six Sigma aims to enhance processes and lessen
flaws or faults in goods and services. It was initially created by Motorola in the 1980s, and a
variety of sectors have subsequently enthusiastically embraced it for process optimization.
An organisation is successful in its quest for business excellence if precise objectives for key
organisational processes are identified. The quality management programs adopted can
modernise and streamline operations in order to achieve the business's main objective.
Companies that belong to "World Class" organisations and have certain operating qualities are
referred to as Six-Sigma level companies. Six-Sigma is entirely client-focused since it focuses on
building a very precise understanding of customer requirements while determining defects.
To implement Six Sigma in an organisation, it is necessary to select one of the associates who is
very knowledgeable about the organisation structures and cultures as a Six-Sigma black belt
leader. This person should be trained to take the control of projects and coach the teams and get
into all analytical tools and software suitable for data analysis and lead the organisation into the
improvement in the long run. In addition, Six-Sigma projects need to be carefully chosen,
planned, and reviewed in order to optimise their implementation's advantages.The project must
be practical, organizationally, financially advantageous, and focused on customers.
Determining whether Six Sigma is superior to other ways seems pointless now that the
methodology has been used in industry for more than ten years. For the increasing number of
businesses that are opting to use the Six Sigma approach as a tool for process improvement, it is
more crucial to learn how to improve the methodology's implementation problems. Not merely
identifying and tallying flaws, but also enhancing general management performance, should be
the main priority. To make the Six Sigma technique even more appealing to many organisations
that may not have started or fully implemented the Six Sigma method, researchers and
practitioners are attempting to integrate Six Sigma with other existing creative management
practices.

CITATION

Macwan, V. (2023, January 30). Microsoft Case Study: The Six Sigma Process in 2023
[Updated]. Henry Harvin Blog.
https://www.henryharvin.com/blog/microsoft-case-study-the-six-sigma-process/

Current state of six sigma application in services. (2007, March). researchgate.net. Retrieved
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https://www.researchgate.net/profile/Ayon-Chakraborty/publication/232907266_The_current_sta
te_of_six_sigma_application_in_services/links/0fcfd509a4afe30aec000000/The-current-state-of-
six-sigma-application-in-services.pdf

Motorola’s Case Study - 1932 Words | Case Study Example. (2019, May 28). IvyPanda.
https://ivypanda.com/essays/motorolas-case-study/

The Motorola Six Sigma Story - Birth of Six Sigma. (n.d.).

https://www.managementstudyguide.com/motorola-six-sigma-story.htm

Kwak, Y. H., & Anbari, F. T. (2006, May 1). Benefits, obstacles, and future of six sigma
approach. Technovation; Elsevier BV. https://doi.org/10.1016/j.technovation.2004.10.003

Rodriguez, D. (2022, October 18). Six Sigma in Manufacturing | Advantages &

Disadvantages. Invensis Learning Blog.
https://www.invensislearning.com/blog/six-sigma-in-manufacturing-advantages-disadvantages/

Hayes, Adam. “What Is Six Sigma? Concept, Steps, Examples, and Certification.” Investopedia,
25 Apr. 2023, www.investopedia.com/terms/s/six-sigma.asp.
 Similarity Report ID: oid:9832:44132972

PAPER NAME

accounts group (1).pdf

WORD COUNT CHARACTER COUNT

5619 Words 30432 Characters

PAGE COUNT FILE SIZE

16 Pages 161.1KB

SUBMISSION DATE REPORT DATE

Sep 30, 2023 1:15 PM GMT+5:30 Sep 30, 2023 1:16 PM GMT+5:30

19% Overall Similarity

The combined total of all matches, including overlapping sources, for each database.
8% Internet database 8% Publications database
Crossref database Crossref Posted Content database
18% Submitted Works database

Summary
 Similarity Report ID: oid:9832:44132972

19% Overall Similarity

Top sources found in the following databases:
8% Internet database 8% Publications database
Crossref database Crossref Posted Content database
18% Submitted Works database

TOP SOURCES
The sources with the highest number of matches within the submission. Overlapping sources will not be
displayed.

Thadomal Shahani Engineering College on 2023-03-14

1 2%
Submitted works

emeraldinsight.com
2 2%
Internet

sixsigmadaily.com
3 1%
Internet

Assembly Automation, Volume 31, Issue 1 (2011-03-06)

4 1%
Publication

California State University, Fresno on 2023-09-10

5 1%
Submitted works

Manipal University on 2022-12-24

6 <1%
Submitted works

scholarbank.nus.edu.sg
7 <1%
Internet

University of Edinburgh on 2022-12-06

8 <1%
Submitted works

Sources overview
 Similarity Report ID: oid:9832:44132972

Managing Service Quality, Volume 17, Issue 2 (2007-03-11)

9 <1%
Publication

corehr.wordpress.com
10 <1%
Internet

Fatma Pakdil. "Six Sigma for Students", Springer Science and Business...
11 <1%
Crossref

docplayer.net
12 <1%
Internet

Westford School of Management on 2022-06-29

13 <1%
Submitted works

Academy of Information Technology on 2023-07-31

14 <1%
Submitted works

University of Wollongong on 2010-05-20

15 <1%
Submitted works

freewebs.com
16 <1%
Internet

The University of Law Ltd on 2023-01-12

17 <1%
Submitted works

Wawasan Open University on 2022-08-07

18 <1%
Submitted works

todoproyecto.files.wordpress.com
19 <1%
Internet

cfc.forces.gc.ca
20 <1%
Internet

Sources overview
 Similarity Report ID: oid:9832:44132972

researchgate.net
21 <1%
Internet

University of Essex on 2023-02-24

22 <1%
Submitted works

macfast.org
23 <1%
Internet

Mancosa on 2016-07-04
24 <1%
Submitted works

Intercollege on 2023-06-11
25 <1%
Submitted works

PEC University of Technology on 2023-05-17

26 <1%
Submitted works

University of Central Florida on 2014-06-18

27 <1%
Submitted works

doaj.org
28 <1%
Internet

Southern New Hampshire University - Continuing Education on 2023-0...

29 <1%
Submitted works

Utah Education Network on 2023-01-21

30 <1%
Submitted works

Glastonbury High School on 2022-06-07

31 <1%
Submitted works

University of Technology, Sydney on 2020-04-03

32 <1%
Submitted works

Sources overview
 Similarity Report ID: oid:9832:44132972

American College of the Middle East on 2021-10-10

33 <1%
Submitted works

Auckland University of Technology on 2007-05-11

34 <1%
Submitted works

Colorado Technical University on 2023-09-02

35 <1%
Submitted works

Florida Atlantic University on 2023-04-26

36 <1%
Submitted works

Northampton College on 2023-03-23

37 <1%
Submitted works

University of Kentucky on 2023-02-05

38 <1%
Submitted works

Open University Malaysia on 2020-12-12

39 <1%
Submitted works

The University of Manchester on 2010-09-07

40 <1%
Submitted works

University of Dayton on 2009-12-03

41 <1%
Submitted works

University of East London on 2013-08-27

42 <1%
Submitted works

University of Wollongong on 2009-05-04

43 <1%
Submitted works

citeman.com
44 <1%
Internet

Sources overview
 Similarity Report ID: oid:9832:44132972

"Chapter 1 Introduction", Springer Science and Business Media LLC, ...

45 <1%
Crossref

CSU, San Jose State University on 2006-12-12

46 <1%
Submitted works

University of Leeds on 2009-09-03

47 <1%
Submitted works

Sources overview