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6 W

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WHAT IS SIX SIGMA

SIX SIGMA SEEKS TO IMPROVE THE QUALTY TOPROCESS OUTPUTS BY IDENTYFYING ANDREMOVING THE CAUSE OF DEFECTS (ERRORS )AND MINIMIZING VARIABILITY IN

MANUFACTURING IN BUSSINESS PROCESSES

USES OF SET OF QUALITY MANAGEMENTMETHODS, INCLUDING STATISTYICAL METHODS.

COST REDUCTION OR PROFIT INCREASE, CYCLETIME,SAFETY , DELIVERY ETC

QUALITY MANAGEMENT TOOLS ARE ALSO USED.

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DEFINITION

A structured method for improving businessprocesses.

An organizational mindset in which peoplemake decisions based on data, look for rootcauses of problems, define defects based oncustomer rather than internal requirements,

seek to control variation, track leadingindicators of problems to prevent them fromhappening, etc.

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How to do ?How to do ?

The DMAIC Model

At the heart of Six Sigma is a systematic method foranalyzing and improving business process calledDMAIC. The DMAIC model includes five phases:

Define opportunities

Measure performance

Analyze opportunity

Improve performance

Control performance

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Six Sigma Roles And Responsibilities

Sponsor:

Leader

Champion Black Belt

Green Belt

Team Member

Process Owner

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Critical-To-Quality

Characteristics (CTQ)

Concept

Defect

Defect Opportunity

Customer performance

requirements of a product

or service

 Any event that does not meet

the specifications of a CTQ

 Any event which can be

measured that provides achance of not meeting a

customer requirement

Definition

6 W Concepts

Concept Of Defects At The Core Of 6 W 

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HR's Role in Six Sigma

Black Belt Selection and Retention

Rewards and Recognition

Project Team Eff ectiveness Creating a Six Sigma Culture

Change Management and Communications

Being Included in Six Sigma

Gaining the Right Skills and Knowledge

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Six Sigma

Methods Production

DesignService

Purchase

HRM

Administration

QualityDepart.

Management

M & S

IT

Where can Six Sigma be applied?

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Six Sigma companies

Companies who have successfully adopted

Six Sigma strategies include:

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Examples

GE: Approving a credit card application Installing a turbine

GENERAL ELECTRONICS In 1995 GE mandated each employee to worktowards achieving 6 sigma

The average process at GE was 3 sigma in 1995

MOTOROLA:

At Motorola we use statistical methods dailythroughout all of our disciplines to synthesize anabundance of data to derive concrete actions.

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ADVANTAGES

PLACES A CLEAR FOCUS ON ACHIEVING

MEASUREBLE AND QUANTIFUIBLE FINANCIAL

RETURNS.

CREATES STRONG LEADERS

STRESSES THE IMPORTANT OF DATA AND

DECISION MAKING BASED UPON FACTS.

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DIS-Advantages

EVERYONE MUST BUY IN OR UNLIKELY TO BESUCCESFULL

MUST BE USED AS A METHODOLOGY AND TO

SIMPLY COVER LIABILITY HIGH COST TO IMPLEMENT

BUREAUCRATIC PROBLEMS- BLACK BELTSSTEPPING ON TOES OF MANAGEMENT .

UNREALISTIC EXPECTATION FOR PRODUCT

HIGH QUALITY DATA MUST BE AVAILABLE.

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CONCLUSION

SIX SIGMA IS SOMETHING THAT MUST FIT YOURCOMPANIES STYLE

Ge, Honeywell, Motorola have more ridged

regulations within their R & D overall workschedule

3M is a company that is a little more loose.

Allows many employees to work on their project

for a certain amount of time per week. The stringent regulation on this hinders 3Msmore free spirited attitude.

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