application background and business

8/2/2019 Application Background and Business

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TABLE OF CONTENTS

Application Background and Business Market Analysis leading to Project Definition.

Project Deliverables and impact on Stakeholders.

Establish Overall Project Objectives, critical success factors.

Class 1 Surge Protection & Earth Improvement Project

Quality Plans and Roadmap.

Systematic Approach to Quality Management Strategy.

Systematic Approach to Quality Management using Six Sigma Strategy.

Conclusion& Recommendations.

References

Bibliography


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LIST OF TABLES

Table 1.1 Key concepts of six sigma

Table 2.2 Six sigma levels and process

Table 3.3 DMAIC steps and tools Usage

Table 4.4 Critical success factors for six sigma effectiveness

Table 5.5 Six sigma overview.

List of Figures

Fig 2.1 Sigma Deviation from perfection, the target location.

Fig 3.1 Six sigma statistically defined.


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APPLICATION BACKGROUND AND BUSINESS /

MARKET ANALYSIS LEADING TO PROJECT DEFINITION.

Articulation of products /services and target customers. Clarity of business/market analysis, what are the

success factors. What are the project deliverables, project quality statement?

TELECOMMUNICATIONS MANAGED SERVICES PROVIDER

Ericsson (2007) defined Managed Concept Services as A Managed Service is provided by a service

provider that takes on management responsibility for a function that has traditionally been carried out

internally by a telecom operator.

Managed Services include establishing, operating and managing day-to-day operations of a telecom

operators network, services and business support systems. TheProvider, provide for the telecom operator

the required network capacity, hosting of content, applications and enablers when and where needed.

They are telecom equipment vendors that leverage their expertise to supply additional services to

customers, and other playersnon-traditional telecom vendors. Generally, Customer Relationship

Management (CRM) services is provided in-house by the operator.


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REASONS WHY OPERATORS USE MANAGED SERVICES

Telecom operators use the managed service providers for the following reasons;

With increasing financial pressure due to increasing competition, operators can increase their profits by

outsourcing functions to a partner that can provide higher efficiency and economies of scale than an

individual operator can achieve.

Due to an increasing degree of complexity, operators can reduce their need to build network and services-

related competence and outsource this to Managed Services providers whose core competence in

managing this complexity brings in higher quality and better network performance thereby meeting

customers requirements.

Outsourcing thesecomplex functions, allow the operator to focus more on its core business area which is

revenue-generation. Through increase in market share and customer base.

EATON TOWERS GHANA

Eaton Tower is a telecommunications managed services provider that provides network infrastructure and

related services to mobile operators in emerging markets. It operates Telecommunication sites and co-

location slots .Eaton Towers has about 1,000 Tower sites available for co-location in Ghana and South

Africa.

"Tower sharing brings benefits to all parties, allowing operators to broaden coverage and quality of

service whilst cutting capital investment and operating costs..

Eaton Tower Management model can deliver savings in site operation costopen of up to 40% to the

operator. Eaton Tower funds and build new site, thereby reducing and subsidizing cost of site build and

operations cost to the operator.

Vodafone Ghana Outsources Tower Management to Eaton Towers.

On 5th Oct., 2010, Eaton Towers, the African tower company, signed a 10 year contract with Vodafone

Ghana to take over the operations and co-location management of 750 telecom towers.

Over the life of the contract Eaton is expected to invest up to $80 million on upgrading and improving the

existing towers and on improving Vodafones network coverage in Ghana. Eaton will also upgrade and

maintain the existing infrastructure and build new sites.

The contract also empowers Eaton to sell co-location and shared-infrastructure facilities to other mobile

operators, generating future revenues from separate long-term contracts.

By outsourcing the management of its towers to Eaton Tower, Vodafone Ghana will benefit from cost

savings and significantly reduced capital expenditure.

Eaton is responsible for all operational aspects of the passive infrastructure, including health and safety,

security and power provision. Upgrades to the existing sites will comprise new power generation

equipment and advanced management systems aimed at reducing diesel consumption and other costs.


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EATON TOWER MANAGED SERVICES PROVIDER PROJECT DELIVERABLES

The project deliverables are;

Increase in network coverage

Reduction in costs of owning a site through site sharing

Reduction in the cost of site maintenance

Reduction in the cost of operations

The impact on customers

With increased competition in the Telecommunication Industry in Ghana, Vodafone Ghana is determinedto make quality customer driven to meet customers requirements.

The impact on customers is as follows,

Increase in availability of 99.99999% to customers

Reduction in the number of drop calls.

Better and improved network availability.

Impact on other stakeholders are;

The Government of Ghana

The Government of Ghana having a 30% share of Vodafone are major

Stakeholders. The sole aim of the contract with Vodafone is to maximize returns on investments.Improved services will boost the image of the Government as

Haven taken a wise decision in the contract with Vodafone Ghana.

It will boost confidence and trust of people in the Government.

It will increase revenue earnings to the Government which will be used to develop other infrastructuressuch as roads, education, water, power supply etc.

Improved services will add up to increase in customer base which will likely result in increase in networkand employment opportunities to Ghanaians. This is the primary responsibility of the Government.

Impact to Shareholders (Investors)

In September, the company secured a major round of equity funding worth $150 million$150 millionfrom Capital International Private Equity Funds (CIPEF), a private equity investor that focuses onemerging markets. Eaton will be able to meet its financial obligations to the investors and creditors whichwill improve its ranking with investors

2. In the future, it will be easy for Eaton Tower to request for additional funding from such investors toexpand the network.


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The employees

1. To the management and staff of Eaton Tower, it will boost their morale2. It will result in increased salary and incentives3. The efforts of Eaton Tower and staff of Ghana will be recognized and rewarded by the Eaton

head office in U k.

4. Eaton Tower Ghana will serve as a model that will be replicated in other African countries.5. Operations and Maintenance Partners

Operations and Maintenance Partners these are contractors, suppliers, insurance brokers, etc will behappy that as partners that collectively their work have impacted positively on the organization.

Local Authorities

The local Authorities such as District Assemblies and Environmental Protection Agency (EPA) aspartners will be happy and encouraged that the laws in their respective districts are respected .This willboost the confidence of the people on the Authorities; workers of these bodies will be encouraged to domore for the state.

Communities and Environment

The communities in whose domains sites are located will be happy that development has been brought totheir communities which will in turn benefit them and put them on the world map.

Environment

The environment will be preserved with less degradation by felling of trees, disturbing aquatic lives etc.

This is because more operators will buy into site sharing project. Thereby not impacting negatively on

means of livelihood of the communities who might depend on the environment for their sustenance.

Such as Fishing, timber logging etc.

Project Quality Statement

The Quality statement of Eaton Tower as endorsed by senior management ,which sets the intended

direction of the company is to ensure that the services and technical support provided to the customers

are of the highest level quality attainable and shall provide for the customer a safe, cost effective and

assured technical advantage. We are committed to meeting the goals as follows;

To maintain and deliver on time service of quality in an economical and expeditious manner emphasizingcustomer satisfaction.

To promote a dynamic quality improvement program based on total quality effort by each employee at alllevels.

To strive for the prevention of defects through continual training with emphasis on quality improvementand DO IT RIGHT THE FIRST TIME approach.

To communicate and work with all employees in the organization in all areas of services for performance

and integrity. Source-Aeroflex microelectronics solution


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The Class 1 Surge Protection and Earth Improvement Project

What is a Project?

According to Project Management Body of Knowledge PMBOK Guide (2008) A project is defined as atemporary endeavor undertaken to create a unique product, service or result.

It has a beginning and an end.

It has a purpose

It consists of interrelated activities.

The end is reached when the projects objectives have been achieved or when it is terminated because itsobjectives will not or cannot be met or when the need for the project no longer exists.

Project Initiation

Project Outline

It has been observed that Vodafones passive infrastructure is not adequatelyprotected from commercial

power spikes caused by lightning strikes, power surges etc. There is a high turnover rate of ATS and

Generator Control Panels; largely due to power spikes received from the commercial mains lines.

Existing Class I surge protection has been reportedly installed in the wrong location and some sites have

direct lightning strikes and arrestors being physically bypassed. The Class 1 Surge Protection Project will

identify sites without protection and correct the site protection. Prior to this project the site earth project

would have been completed.

The four main areas that this project will address are

A. Move or Replacerelocate arrestor to correct position and if damaged or under duress, replace with

new unit

B.Earth ConnectionThis will include installation of 16mm2 earth conductor to earth ring

C. New InstallationThis includes Lightening arrestors, earth down conductors, Transector high breed

surge units installed in weather proof meter box enclosure,

D.Earth Checksincludes Megger tests to determine correct earth readings

Further complexities to this project will result due to the heterogeneous equipment installed over the past

ten years and lack of information on existing surge arrestors and their condition, this will make it difficult

to forward plan materials and timelines.


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ESTABLISH OVERALL PROJECT OBJECTIVES, CRITICAL SUCCESS FACTORS

Clear definition of project objectives and its linkage with (1)

How measurable goals are articulated and established and its linkages with project objectives .What are

the quality plans and roadmap.

The followings processes will be identified,

1- IdentifyInspections to be carried out to help identify where surge protection has been installed and to

try and determine the class of protection.

2- Define requirements and specifications

3- Financial Planidentify resources, training, materials etc, evaluate and define

4- Develop training plan for approved Earth Measurement Techniques

5- RegularizeTo establish field teams for onsite corrective actions execute plan, manage resources andmaterials

6- Test and Validateestablish a testing program to evaluate effectiveness of the surge protection, plan to

include baseline of current earth status and generation of validation reports

7- Risks and IssuesIdentify project risks and develop a Risk Management Strategy

8- Project Acceptance Criteria

Provide photographs of all problems and faults identified before any corrective works are done.

Provide photographs after correction of all problems and faults.

Provide an earth test certificate indicating type of instrument used, soil condition and earth resistive

reading as a minimum.

Provide photographs clearly indicating surge protection Class1 installed.

Issue a letter of undertaking for the works conducted stating that corrective works has been affected to the

minimum industry standards and that installation of Class1 surge protection has been done.


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The Project critical success factors are,

Clear statement of requirements

This involves definition of scope of works in clear and understandable terms.

Proper Planning

Proper planning is required throughout the duration of the project. This involves Preparation of Bill ofQuantities, Schedule of works, preparation of detailed checklist, selection of project teams

User Involvement

Project teams through communication and training must see themselves as owners of the processnecessary to achieve a set target.

Executive Management support

Management support is an important critical success factor for any project.

Realistic expectations

Realizable project targets must be clearly set out .This will serve as bench mark of success for the project.It will help to reduce waste and cost of project implementation.

SOW for Surge Protection and Earth Restoration Project

Objectives.

InstallationClass 1 Surge Protection Unit

Clean Up-Grounding

Refurbish-Grounding

Identify site Grounding that do not conform to specification

Project Deliverable

Install class 1 surge protection device in weather proof meter box enclosure

Replace tower lightening arrestor to correct position and if damaged replace with new unit.

Install 16mm2 tower earth down conductor to earth ring where not installed.

Ensure thatgrounding of all metallic parts of the electrical panels and equipment are done using insulatedcopper wire cable yellow green colour and size 70mm2 minimum or copper tape

Ensure connections between the power supply system and the earth system are properly installed.

Ensure earth systems are connected at equipment room/container earth point as per Industry standard.


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Ensure that lighting rods are of approved size and thickness.

Ensure there areno corrosion or abnormal discoloration of exposed copper installation.

Ensure antenna support structure of Rooftops is connected at the base to the grounding through a 70mm2bare copper cable.

Ensure colour of the insulation for all earth cables are green and yellow stripes

Ensure grounding at gate and four corner posts of the fencing material

Ensure the Electrical earth readings is measured using a suitably calibrated Earth Meg-Ohmmeter,recording site test results make, model, serial number and date of calibration. The Earth resistance valuefor the entire site must be 5 ohms unless otherwise approved by EATON where this is not achievable.

Ensure that bonding is not between more than 2 strips at one node. Connections must be made separatelywithout exception.

Ensure that lightning and grounding systems are interconnected only below the ground level. .

Ensure that each equipment have its exclusive ground cable to the Master Grounding Bar (MGB) using70mm2 Insulated wire copper cable.ie connections are of radial topology

Ensure proper bonding between conductors and earthing ring.

QUALITY PLANS AND ROADMAP.

Quality is defined as the totality of features and characteristics of a product or service that bear upon its

ability to satisfy stated or implied needs.

Project Quality Management Processes

QUALITY PLANNING

This involves identifying which standards are relevant to the project and determining how to satisfy them.

It is the use of quality tools such as benchmarking, cost/benefit analysis, design of experiments, cost of

quality etc. This is executed concurrently with all knowledge areas and processes.

PERFORM QUALITY ASSURANCE

This is the application or execution of planned systemic quality activities to ensure that the project will

employ all processes needed to meet requirements. It is the structured review of quality activities or

lessons learned.

PERFORM QUALITY CONTROL.

This involves monitoring specific project reports to determine whether they comply with relevant

standards and identifying ways to eliminate sources of unsatisfactory results. It is executed during project

controlling phase. The seven quality tools used are Marginal Analysis, Kaizen, JIT, ISO 9000, 14,000 etc.


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SYSTEMATIC APPROACH TO QUALITY MANAGEMENT STRATEGY

PLAN QUALITY; INPUTS

SCOPE BASELINE

Scope statement-This contains the project description, major project deliverables and acceptance criteria.

A clear definition of acceptance criteria will increase or decrease project costs and quality costs.

Satisfying all acceptance criteria means that customers requirements has been met.

Work Breakdown Structure-This identifies deliverables, work packages and control accounts used in the

measurement of project performance.

Work Breakdown Dictionary-This defines technical information for WBS elements.

Stakeholder Register

This is the register of stakeholders with particular interest in, or impact on quality.

Cost Performance Baseline

This is the documentation of agreed time schedule to measure cost performance

Schedule Baseline

This is the accepted schedule performance measures including start and finish dates.

Risk Register

This is the documentation of information on threats and opportunities that may impact quality

requirements.

Enterprise Environmental Factors

The factors that affect plan quality process are;

Government agency regulations

Rules, standards and guidelines applicable to specific area

Working/operating conditions that may affect quality

Organizational Process Assets

This include organizational quality products, procedures and guidelines,

Historical database

Lessons learned from previous projects

Quality policy


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Fig 4.Process Flow chart

PLAN QUALITY; TOOLS AND TECHNIQUES

CostBenefit Analysis

This is the comparison of cost to benefit of quality. The benefits of quality include less rework, higher

productivity, less defects and meeting customers expectation.

Cost of Quality (COC)

This is the costs incurred in preventing nonconformance to requirements, evaluation of product or service

for conformance to requirements and failing to meet customers requirements (rework).

Fig 3.

Control Charts

This is used to determine if a process is stable or if its performance is predictable. Upper and lowerspecifications are the boundaries acceptable to the customer in meeting his requirements. The customer

rejects any thing is falls out from the limits. Upper and lower control limits are set by the project manager

and stakeholders to represent the point corrective measures will be taken to prevent exceeding

specification limits. A process is out of control when a data point exceeds a control limit or if seven

consecutive points are above or below the mean. Control charts can be used to monitor repetitive

activities, cost and schedule variance, volume and frequency of scope changes etc.

Fig 3 Control chart.

Benchmarking

This involves comparing actual or planned project practice to other comparable projects to determine best

practices, improvement and basis for measuring performances.

Design of Experiments

PMI (2008) defines Design of Experiments as a statistical method for identifying which factors may

influence specific variables of a product or process under development or in production. It provides the

statistical template for systematically changing all of the important factors, rather than changing the

factors one at a time.

Statistical Sampling

This involves choosing part of a population of interest for inspection. An example is selecting sixty-eight

sites from a list of four hundred.

Flowcharting

A flow chart is a graphical representation of a process showing relationships in process steps.


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Quality Management Methodologies.

This include six sigma, lean six sigma, Quality function deployment and others.

Additional Quality Planning Tools

Brainstorming. This is a method used in the collection of the list of comprehensive risks.

Affinity diagrams. This is used for visual identification of logical groups based on natural relationships.

Force field analysis. This is a diagram of forces for and against change.

Nominal group techniques. This is a method which allows ideas to be brainstormed in small groups and

then reviewed by a large group.

PLAN QUALITY; OUTPUTS

1. Quality Management Plan

The quality management plan defines how the project management team will execute the performing

organizations quality policy. It contributes to the overall project management plan which includes quality

control, quality assurance and continuous process improvement methods for the project.

2. Quality Metrics

This defines in clear terms a project or product attribute and how the quality control process

will measure it.

3. Quality checklist

This is a structured tool used to verify that required steps have been taken to achieve specified quality

standards.

4. Process Improvement Plan.

This includes process improvement steps for analyzing processes to identify activities improve the value.

It consists of process boundaries, process configuration, process metrics and targets for improved

performance.

5. Project Document Updates

Documents to be updated include Stakeholder Register and responsibility Assignment Matrix


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PERFORM QUALITY ASSURANCE

This is the application or execution of planned systemic quality activities to ensure that the project willemploy all processes needed to meet requirements. It is the structured review of quality activities orlessons learned.

Fig 5.Perfom Quality Assurance, Inputs, Tools, Techniques& Outputs

Perform Quality Management Plan

1. The project management plan; this contains;

Quality management plan which defines how quality assurance will be executed in the project.

Process improvement plan which specifies steps to analyzing processes to identify activities that will addvalue to quality assurance.

2. Quality Metrics as described earlier.

3. Work Performance Information

This is a collection of information on project activities .Sources of information are

Technical performance measures

Project deliverable status

Schedule progress

Costs incurred.

4. Quality Control Measurements

These are used to analyze; evaluate quality standards and processes of performing organization.

PERFORM QUALITY ASSURANCE; Tools and Techniques

Plan Quality and Perform Quality Tools and Techniques.

These are same tools and techniques as described above.

Quality Audits

This is a structured, independent review to determine if project activities meet organizational and project

policies, processes and procedures. The objectives are;

Identify all the good/best practices executed

Identify all the bad practices

Share the best practices used in similar projects in the organization or industry.

Offer assistance proactively in a positive way to improve implementation of processes to the team.


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Highlight lessons learned of each audit in the organization.

Process Analysis

This includes root cause analysis which identify a problem, causes of the problem and developpreventive actions.

PERFORM QUALITY ASSURANCE; Outputs

Organizational Process Assets Updates

This includes updates of organizational process assets.

Change Requests

Change requests are used to take corrective or preventive action or to carry out a defect repair.

Project Management Plan updates

These include Quality management plan, Training plans and Processes documentation.

PERFORM QUALITY CONTROL

Perform quality Control is the process of monitoring and recording results of implementing qualityactivities to evaluate performance and recommend changes where required. It is performed throughout theproject duration. It identifies causes of poor process or product quality and recommend and or take actionto eliminate them.

Fig 9 Perform Quality Control; Inputs, Tools& Techniques and Outputs

Perform Quality Control; Inputs

Project Management Plan

Quality management plan describes how quality control will implemented in a project.

It includes quality metrics and, Quality checklists earlier described.

Work Performance Measurements;

This is used to establish a project activity metrics to evaluate actual progress as compared to plannedprogress. Examples are;

Planned vs actual technical performance

Planned vs actual schedule performance

Planned vs actual cost performance

Approved change Requests

Change requests can be used to effect a repair or correct a defect .Approved and un approved changerequest need to be updated as part of Perform integrated change control process.


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Deliverables

Organizational Process Assets

These are Quality standards and policies, standard work guidelines and issue and defect reporting

procedures and communication policies.

PERFORM QUALITY CONTROL; TOOLS AND TECHNIQUES

The Ishikawas seven basic tools of quality are;

Cause and Effect Daigrams;Cause and Effect diagrams also known as Ishikawa diagrams or fishbone

diagrams show how various factors are linked to potential problems and effects.

Fig 8 Cause and Effect Diagram

2. Control Charts; Control charts graphically show if a process variance is within acceptable limits. Itdepicts how a process behaves over time and when a process is subject to a variation resulting variance

not within acceptable limits.

3. Flowcharting;

Flow is a graphical representation of a process showing links in process steps.it is used in perform quality

control to identify failing process steps and identify improvement opportunities.

4. Histogram

A histogram is a vertical bar chart show the number of times a particular variable state occurred. It shows

the common cause of problems in a process by number and heights of the bars.

Fig 6 Histogram

5. Pareto Chart

Pareto diagram are related to Paretos law also known as 80/20 principle states that a relatively small

number of causes will produce a majority of problems or defects. It is a type of histogram determined by

the frequency of occurrence. It shows how many defects are caused by an identified type of problem.

6. Run Chart

Run chart shows history and pattern of variation without limits. It is a line graph that shows data points

plotted in order of occurrence. It shows over time trends in a process, variation, declines or improvements

in a process. They are used to monitor

Technical Performance-How many defects are identified and how many are corrected

Cost and Schedule Performance-This shows how many activities in a period where completed with

significant variances.


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7. ScatterDaigram

A scatter diagram shows the interrelationship between two variables. It serves as a learning tool in

identifying between changes in two variables. Dependent variables is plotted against Independent

variables.

Fig 7 Scatter Diagram

8. Statistical Sampling

This is choosing part of a population of interest for inspection.

9. Inspection

This is the examination of work product to determine if it confirms to accepted standards and if not,

remedial actions are recommended to bring quality output to acceptable standard.

Approved change Request Review

All approved change requests are reviewed to confirm implementation.

PERFORM QUALITY CONTROL; Outputs

Quality Control Measurements

This is the documented results of quality control activities in the format specified in quality planning

stage

Validated changes

Any change or repaired product is inspected to confirm if it meets specification, accepted or rejected forre-work.

Validated Deliverables

This is the result of execution quality control processes.

Organizational Process Assets Updates

This is the updating of completed checklists and lessons learned documentations.

In addition, change requests, project managements updates and project document updates. Should also be

documented.


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SYSTEMATIC APPROACH TO QUALITY MANAGEMENT

USING SIX SIGMA STRATEGIES

(Sivaram 2009) defined Six Sigma is a well structured, data-driven methodology for eliminating defects,

waste, or quality control problems of all kinds in manufacturing, service delivery, management, and other

business activities. It is an institutionalized rigorous,disciplined ,fact based method to deliver more money

to the bottom line through process improvement and process design projects ,selected by the top

leadership and led by high potentials trained as Black Belts or Master Black Belts in Six sigma with the

aim to create near perfect process ,products and services all focused to meeting customers

requirements..(Kaizen 2010) definedSix sigma as. A system of continuous improvement in quality,

technology, processes, company culture, productivity, safety and leadership.

Six Sigma is used as tools for improving processes and products and as an approach for improving both

the process- and people-related aspects of business performance. Six Sigma is also used as a hands-on

approach to developing leadership and change management skills.. GE(2000) describes the changes

brought by Six Sigma this way: Six Sigma has turned the Companys focus from inside to outside,changed the way we think and train our future leaders and moved us toward becoming a truly customer-

focused organization.The main focus of Six sigma management is that if defects or non conformance can

be measured in a process, systematically ways of elimination of defects can be initiated, to approach a

quality level of zero defects or non conformance.

SIX SIGMA QUALITY STRATEGIES

To achieve Six Sigma quality, a process must produce no more than 3.4 defects per million opportunities.

An opportunity is defined as a chance for nonconformance, or not meeting the required specifications.

Key Concepts of Six Sigma

Critical to Quality Attributes most important to the customer

Defect Failing to deliver what the customer wants

Process Capability What your process can deliver

Variation What the customer sees and feels

Stable Operations Ensuring consistent, predictable processes to improve what the customer sees and feels

Design for SixSigma Designing to meet customers needs and process capability

Table 1.1


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Six Sigma Methodologies

The methodology of six sigma is based on the combination of well defined statistical quality control

techniques, simple and advanced data analysis methods, and the systematic training of all personnel at

every level in the organization involved in the activity or process targeted by Six Sigma.

The methodology is to improve a business process by constantly reviewing, updating and re-tuning the

existing process

Six Sigma improves the process performance, decreases variation and maintains consistent quality of the

process output. This leads to defect reduction and improvement in profits, employee morale, product

quality and finally customer satisfaction.

Six Sigma Strives for perfection. It allows for only 3.4 defects per million opportunities for each product

or service transaction

(Kaizen 2010) said that Six Sigma is a methodology to improve a business process by constantly

reviewing, updating and re-tuning the existing process.

Six Sigma improves the process performance, decreases variation and maintains consistent quality of the

process output. This result in defect reduction and improvement in profits, employee morale, product

quality and customer satisfaction.

It allows for only 3.4 defects per million opportunities for each product or service transaction.

Six Sigma uses statistical techniques to reduce defects and measure quality

Six Sigma level and process.

Table 2.2


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Three Levels of Six Sigma

As a Metric

1. Six Sigma is a scale of level of quality

2. Equates to 3.4 defects per one million opportunities (DPMO).

3. It is a defect reduction process that can be applied to any business processes.

As a Methodology

As a business methodology it focuses an organization on;

1 Understanding and managing customer requirements

2 Aligning main businesses processes to achieving these requirements.

3 Applying rigorous data analysis to minimize variations in those processes.

4 Maintaining rapid and sustainable improvement to businesses.

As a Management Systems

A top-down solution to assists organizations:

Align their business strategy to critical improvement efforts

Select and mobilizeteams to execute high impact projects

Accelerate improved business results

Manage processes that will ensure improvements are sustained

Framework to prioritize resources for projects that will improve the metrics and it supports leaders whowill manage the efforts for rapid, sustainable, and improved business results.

LEVELS OF SIX SIGMA IMPLEMENTATION

Champion: Champions undergo five days of training and are taught how to manage projects and act asadvisors to various project teams.

Green Belts: They are trained for two weeks of training that includes project-oriented tasks. They act asteam members to the Six Sigma project team.

Black belts: They are trained for four weeks and are directly involved in the implementation of Six SigmaProjects. They are the project leaders and go through in-depth training on Six Sigma approach and toolsand work full time on the project.

Master Black Belts: They conduct Six Sigma Training and also have on the job training and experience.


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SOME SIX SIGMA TOOLS

QUALITY DEPLOYMENT FUNCTION

Quality Deployment Function helps Six Sigma Black Belts drive customer-focused development acrossthe design process.

Quality Deployment Function is a system and set of procedures to identify, communicate, and prioritizecustomer requirements.

Quality Deployment Function helps Six Sigma teams focus more on activities that have the highest levelsof impact on meeting customers requirements, beat the competition and focus with the mission of theorganization.

CAUSE AND EFFECT

The Cause &Effect Matrix helps Six Sigma project leaders facilitate team decision-making.

The Cause &Effect Matrix helps Six Sigma teams select, prioritize, and analyze the data they collect overthe course of a project to identify problems in that process.

The Cause &Effect Matrix is used in the Measure phase of the DMAIC methodology.

The Cause & Effect Matrix helps teams to reach consensus on the potential relationships between factorsthat affect a process and the output of that process

FAILURE MODES EFFECTS ANALYSIS

FMEA helps Six Sigma teams to identify and address weaknesses in a product or process, before theyoccur.

Before new products, processes, or services are implemented, Six Sigma teams use FMEA to identifyways these newproducts, processes, or services might fail, and which will help team develop preventativemeasures targeted at the failure scenarios.

FMEA identifies corrective actions required to prevent failures from reaching the customer and willimprove performance, quality, and reliability

T-TEST

The t-test helps Six Sigma teams validate test results using small sample sizes.

The t-test is used to determine the statistical difference between two groups, not just a difference due torandom chance. Six Sigma teams might use it to determine if a plan for a comparative analysis of patientblood pressures, before and after they receive a drug, is likely to provide reliable results.


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CONTROL CHARTS

Six Sigma teams use Control Charts to assess process stability.

Control Charts are highly effective tool for monitoring and improving process performance over time. It

is used by Six Sigma teams to observe and analyze variation.

The three basic components of control chart are a centerline, upper and lower statistically determined

control limits, and performance data plotted over time.

DESIGN OF EXPERIMENTS

DOE helps Six Sigma Black Belts make the best use of valuable resources.

DOE is a statistical technique that comprise of planning, design, data collection, analysis and

interpretation strategy.

DOE is used to determine the relationship between factors (Xs) affecting a process and the output of that

process (Y).


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Describes the specific tasks in each step, and

the tools and techniques used in the steps

Step Special Tasks Tools and Techniques employed

Define Identify improvement issues Customer complaint analysis

Organize project team Cost of poor quality(COPQ)

Set up improvement goal Brainstorming

Estimate financial benefit Run charts, control charts

Benchmarking

Measure Map process and identify inputs and outputs Process map (SIPOC)

Cause and effect matrix(diagram)

Establish measurements system for inputs andoutputs Gauge R&R

Control charts

Understand the existing capability of process Process capability analysis

Failure models and effects analysis(FMEA)

Analyze Identify sources of variation in process Cause and effect diagram

Pareto diagram

Identify potential critical inputs Scatter diagram

Determine tools used in the improvement step Brainstorming

Analysis of variance(ANOVA)

Improve Conduct improvement actions Design of experiment(DOE)

Use experiments Quality function deployment(QFD)

Optimize critical inputs Process capability analysis

Control charts

Control Standardize the process Standard operation procedure

Maintain critical inputs in the optimal area Process capability analysis

Verify long -term capability Fool-proofing (Poka Yoke)

Evaluate the results of improvement projects Run charts


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Table 3.3 DMAIC steps and tools usage.

Critical success factors for Six Sigma effectiveness

Hahn et al.,1999 Key Factors for Quantified functional impact

Six Sigma Continued top management support and enthusiasm

effectiveness The emphasis on a quantities and disciplined approach

The value placed on understanding and satisfying customer needs.

Combining the right projects ,the right people, and the right tools

Yun & Chua,2002 Success factors

Strong proactive support with required resources provide by top

management

for Six Sigma

Acceptance and implementation of Six Sigma's basic discipline by

employees

effectiveness Linkage with all innovative and infrastructure activities

Accurate and fair evaluation of all successful six sigma projects with

meaningful

recognition and rewards for

employees.

Linkage with all innovative and infrastructure activities

Accurate and fair evaluation of all successful Six

Sigma projects with meaningful

recognition and rewards for employees

Sandholm & Requirements for Management commitment and visible support

Sorqvist,2002 Six Sigma success Treatment of Six Sigma as a holistic concept

Investment of adequate resources

Focus on results

Customer orientation

Focus on training and its content

Adaptation to an organizations situation and needs

Prioritization and selection of

projects

Development of uniform

language & terminology

Development of strategy to introduce Six Sigma


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Follow-up and communication of success stories

Responsiveness to external

influences.

Coronado & Critical success Management involvement and commitment

Antony,2002 factors for Cultural change

Sigma projects Communication

Organization infrastructure

Training

Linking Six Sigma to business

strategy

Linking Six Sigma to customers

Linking Six Sigma to humanresources

Linking Six Sigma to suppliers

Understanding tools and techniques within Six Sigma

Project management skills

Project prioritization and selection, reviews and

tracking

Understanding the Six Sigma

methodology, tools and

techniques

Linking Six Sigma to business

strategy

Linking Six Sigma to customers

Linking Six Sigma to human

resources

Linking Six Sigma to suppliers

Table 4.4


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Six Sigma Quality strategy sequence (DMAIC)

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

Define. The Definephase defines project goals and boundaries, and the identification of issues that need

to be addressed to achieve the higher (better) sigma level.

Measure. TheMeasurephase of the Six Sigma strategy is to gather information about the current

situation, to obtain baseline data on current process performance, and to identify problem areas.

Analyze. TheAnalyzephase is to identify the root cause(s) of quality problems, and to confirm those

causes using the appropriate data analysis tools.

Improve. TheImprovephase is to implement solutions that address the problems (root causes) identified

during the previous (Analyze) phase.

Control. The Controlphase is to evaluate and monitor the results of the previous phase (Improve).

The DMAIC Six Sigma quality strategy sequence is an application used in process improvement project.

DMAIC is a process for continued improvement. It is systematic, scientific and fact based. It is a closed

loop process that eliminates unproductive steps, and focuses on new measurements, and applies

technology for improvement.

The DMAIC six sigma quality strategy will be applied in the Surge Protection and Earth Improvement

Project.

Six sigma Quality strategy sequence (DMADV)

DMADV (Define Measure, Analyze, Design& Verify)

Define Phase-The Definephase defines project goals and boundaries, and the identification of issues that

need to be addressed to achieve the higher (better) sigma level.

Measure Phase- The focuses on the measurement of the customer and /or market application needs.

Analyze Phase-This analyze process options

Design Phase-This design process to meet customer requirements.

Verify Phase-This verifies the design performance and ability to criteria set at Design phase.

DMADV Six Sigma quality strategy is applied in process design and re-design


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DMAIC ANALYSIS

DMAIC Phase Steps

D - Define Phase: Define the project goals and customer (internal and external) deliverables.

Steps

Define Customers and Requirements (CTQs)

Develop Problem Statement, Goals and Benefits

Identify Champion, Process Owner and Team

Define Resources

Evaluate Key Organizational Support

Develop Project Plan and Milestones

Develop High Level Process Map

Tools Used

Project Charter

Process Flowchart

SIPOC Diagram

Stakeholder Analysis

DMAIC Work Breakdown Structure

CTQ Definitions

Voice of the Customer Gathering

Deliverables of Define Phase:

Fully trained team is formed, supported, and committed to work on improvement project

Customers identified and high impact characteristics (CTQs) defined, team charter developed, business

process mapped.

M - Measure Phase: Measure the process to determine current performance; quantify the problem.

Define Defect, Opportunity, Unit and Metrics

Detailed Process Map of Appropriate Areas
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Develop Data Collection Plan

Validate the Measurement System

Collect the Data

Begin Developing Y=f(x) Relationship

Determine Process Capability and Sigma Baseline

Tools used

Process Flowchart

Data Collection Plan/Example

Benchmarking

Measurement System Analysis/Gage R&R

Voice of the Customer Gathering

Process Sigma Calculation

Deliverables of Measure Phase:

Key measures identified, data collection planned and executed, process variation displayed and

communicated, performance baseline, sigma level calculated

A - Analyze Phase: Analyze and determine the root cause(s) of the defects.

Define Performance Objectives

Identify Value/Non-Value Added Process Steps

Identify Sources of Variation

Determine Root Cause(s)

Determine Vital Few x's, Y=f(x) Relationship

Tools used

Histogram

Pareto Chart

Time Series/Run Chart

Scatter Plot

Regression Analysis
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Cause and Effect/Fishbone Diagram

5 Whys

Process Map Review and Analysis

Statistical Analysis

Hypothesis Testing (Continuous and Discrete)

Non-Normal Data Analysis

Deliverables of Analyze Phase:

Data and process analysis, root cause analysis, quantifying the gap/opportunity

I - Improve Phase: Improve the process by eliminating defects.

Perform Design of Experiments

Develop Potential Solutions

Define Operating Tolerances of Potential System

Assess Failure Modes of Potential Solutions

Validate Potential Improvement by Pilot Studies

Correct/Re-Evaluate Potential Solution

Tools used

Brainstorming

Mistake Proofing

Design of Experiments

Pugh Matrix

House of Quality

Failure Modes and Effects Analysis (FMEA)

Simulation Software

Deliverables of Improve Phase:

Generate (and test) possible solutions, select the best solutions, design implementation plan.

C - Control Phase: Control future process performance.
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Define and Validate Monitoring and Control System

Develop Standards and Procedures

Implement Statistical Process Control

Determine Process Capability

Develop Transfer Plan, Handoff to Process Owner

Verify Benefits, Cost Savings/Avoidance, Profit Growth

Close Project, Finalize Documentation

Communicate to Business, Celebrate

Tools used

Process Sigma Calculation

Control Charts (Variable and Attribute)

Cost Savings Calculations

Control Plan

Deliverables of Control Phase:

Documented and implemented monitoring plan, standardized process, documented procedures, response

plan established and deployed, transfer of ownership (project closure).

Six Sigma Overview

Define: Step One

of DMAIC

Measure: Step Two

of DMAIC

Analyze: Step

Three of DMAIC

Improve: Step Four

of DMAIC

Control: Step Five of

DMAIC

Project charter,

problem statement,

stretch goal, etc.

Voice of the

customer (VOC)

Measurement

process and steps

Process Mapping

Functional-

Activity Flow

Logical cause

analysis

Root cause

analysis

Narrowing down

Unleashing your

creativity

Think like a

genius

Brainstorming and

History of Statistical

Process Control (SPC)

Cautions in SPC

Using code values to
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Converting VOC

into Critical to

Quality (CTQ)

variables to

measure

SIPOC diagram

Customer and

supplier

evaluations

Quality Function

Deployment (QFD)

Chart

Fishbone, Cause

& Effect, Ishikawa

Diagrams

Check sheets

Pareto diagrams

Cycle time

measurement

system

Continuous and

Discrete variables

Stratifiedsampling

Gauge R&R

DPMO

Rolled throughput

yield

Project storyboard

root causes

Frequency plots

Histograms

Run charts

Scatter plots and

correlation

diagrams

Cycle time causal

analysis

Verifying root

causes with data

other creativity

tools

Sixteen process

redesign creativity

techniques

Thirty-five

design principles

for solving process

problems

Lean enterprise

approach

Failure Mode and

Effects Analysis

(FMEA)

Turning wild ideas

into winners

Selecting your

optimal process

Developing an

implementation

plan

De-risk your

process proposal

Implementation

options

ease data collection

Control charts: an

overview

Choosing the righttype of control chart

Process capability

analysis

Control plan

Table 5.5


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Fig 2.1 Sigma-Deviation from Perfection, the target ,location.

Fig 3.1Six Sigma Statistically defined


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The word sigma, a statistical term measures how far a process deviates from

perfection.

Defect A measurable characteristic of the process or its output that

is not within the acceptable customer limits, i.e., not conforming to

Specifications. The sigma level of a process is calculated in terms ofdefects per million opportunities (DPMO).

Figure 6.6. DPMO at sigma levels

Six Sigma relies heavily on statistical techniques to reduce defects and measurequality.

It measures a process in terms of number of defects. The statistical concept of sixsigma means that the processes are working nearly perfectly ,delivering only 3.4defects per million opportunities(DPMO).

Six steps to six sigma

1. Identify the product you create or the service you provide2. Identify the customers for your product or service and determine what you

consider important.3. Identify your needs to provide product /service so that it satisfies the customer4. Define the process for doing the work5. Mistake the proof the process and eliminate wasted effort6. Ensure continuous improvement by measuring, analyzing, and controlling the

improved process.


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Design for six sigma (DFSS)

This is a systematic methodology using tools, training and measurements to enable

the design of products, services and processes that meet customer expectations at six

sigma quality levels. DFSS optimizes the design process to achieve six sigma

performances and integrates characteristics of six sigma at the outset of new product

development with disciplined set of tools.

Determination of process sigma

Function- Project Management

Product- Surge Protection & Earth Improvement

Defect - Not known

No of defects- 400Unit- Number

No of units -400

No of opportunity-1


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DEFECTS PER UNIT (DPU)=400

800

= 0.5

DEFECTS PER MILLION OPPORTUNITY=DPUx1, 000,000No of Opportunity

= 0.5x1, 000,000

1

DPMO=500,000

From the table, the Sigma level is 1.5 sigma. Which is 50% defect free?


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Conclusion

The aim of Six Sigma is to achieve the target of 3.4 defects per a million

opportunities, but from the above calculation of 1.5 sigma level which is 50% defect

free, there is need for continuous improvement of the process

Recommendations

The critical success factors for Six Sigma effectiveness recommended for continuous

improvement are;

1. Strong proactive support with required resources provided by top management..

2. High value should be placed on understanding and satisfying customer needs.

3. The right project should be combined with the right people and right tools.4. There should be acceptance and implementation of Six Sigmas basic discipline

5. There should be linkage with all innovative and infrastructural activities

6. There should be accurate and fair evaluation of all successful six sigma

7. Projects with intrinsic and extrinsic recognition and rewards for staff.

8. The Company should invest on adequate resources.

9. There should be focus on results.

10.The company should embark on customer orientation

11.Company should focus on training of staff for specific roles as Six sigma champions,

Green Belt Black Belt and Master Belt holders for adequate implementation for Six

Sigma quality strategy.

12.The company should be ready to respond to external influences.

13.There should be a cultural change in the organization.

14.There must be effective communication in the organization.

15.Six Sigma should be linked to business strategy

16.Six Sigma should be linked to the customers.

17.Six Sigma should be linked to the suppliers.

18.Six Sigma should be linked to human resources.

19.There must be good understanding of tools and techniques of six sigma.

20.There should also be emphasis on Project management skills acquisition.21.There should be project prioritization, selection, reviews, monitoring and tracking.


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References

Ericsson (2007), Managed Services Impact on the Telecom Industry.

Yawson, Y (2011), Quality Management and Six Sigma, Lecture Notes.

Hahn et al (1999), Key Factors for Six Sigma Effectiveness, Project Management Dept., of

Management Science.

Yun &Chua (2002), Success Factors for Six Sigma Effectiveness, International Journal for Six

Sigma and Competitive Advantage.

Sandholm, & Sorqvist, (2002), 12 Key Requirements for six sigma.

Coronado & Antony (2002) Critical Success Factors for Sigma Projects in Organization,

The TQM Magazine,vol 14.,No 2,pp 92-99.

Aeroflex Microflex Solution, http://www.aeroflex.com/ams/weinschel/micro-weinschel-prods-

quality-statement.cfm (assessed Dec15th, 2011).

Eaton Tower (2011), what we do.

Project Management Body of Knowledge (PMBOK Guide) (2008), 4th edition, Pennsylvania,

USA, Project Management Institute.

Sivaram, A. (2009) Six Sigma unplugged

General Electric (2000), The road map to customer impact

Coskun, A.(2010),Quality Management and Six Sigma,Rijeka Croatia,Scivo.


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Bibliography

AeroflexMicroflex Solution,http://www.aeroflex.com/ams/weinschel/micro-weinschel-prods-

quality-statement.cfm(assessed Dec15th,2011).

Coronado &Antony(2002) Critical Success Factors for Sigma Projects in Organization, The

TQM Magazine, vol 14.,No 2,pp 92-99.

Coskun,A.(2010),Quality Management and Six Sigma,Rijeka Croatia,Scivo

Eaton Tower(2011),What we do.

Ericsson(2007), Managed Services Impact on the Telecom Industry

General Electric (2000),The road map to customer impact

Hahn et al (1999), Key Factors for Six Sigma Effectiveness Project Management Dept., of

Management Science

Project Management Body of Knowledge ( PMBOK

Guide)(2008),4thedition,Pennsylvania,USA,Project Management Institute.

Sandholm, & Sorqvist, (2002), 12 Key Requirements for six sigma

Yawson, Y (2011), Quality Management and Six Sigma, Lecture Notes.

Yun &Chua (2002), Success Factors for Six Sigma Effectiveness, International Journal for SixSigma and Competitive Advantage