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    Six sigma is a statistical approach to process improvement originally developed by Motorola in the 1980s. It involves identifying and removing defects and variation in manufacturing and business processes to improve quality and customer satisfaction. The six sigma methodology includes phases for defining problems, measuring processes, analyzing data, improving processes, and controlling variations. It aims for near perfection by targeting no more than 3.4 defects per million opportunities. Key roles in six sigma projects include executives, champions, master black belts, black belts, and green belts. While critics argue it may not always achieve quality improvements, six sigma focuses on accelerating results through cultural change, process analysis, and statistical methods.

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    By Group C

    Uploaded by

    pinkuankurgupta
    18 views20 pages
    Six sigma is a statistical approach to process improvement originally developed by Motorola in the 1980s. It involves identifying and removing defects and variation in manufacturing and business processes to improve quality and customer satisfaction. The six sigma methodology includes phases for defining problems, measuring processes, analyzing data, improving processes, and controlling variations. It aims for near perfection by targeting no more than 3.4 defects per million opportunities. Key roles in six sigma projects include executives, champions, master black belts, black belts, and green belts. While critics argue it may not always achieve quality improvements, six sigma focuses on accelerating results through cultural change, process analysis, and statistical methods.

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    Six sigma is a statistical approach to process improvement originally developed by Motorola in the 1980s. It involves identifying and removing defects and variation in manufacturing and business processes to improve quality and customer satisfaction. The six sigma methodology includes phases for defining problems, measuring processes, analyzing data, improving processes, and controlling variations. It aims for near perfection by targeting no more than 3.4 defects per million opportunities. Key roles in six sigma projects include executives, champions, master black belts, black belts, and green belts. While critics argue it may not always achieve quality improvements, six sigma focuses on accelerating results through cultural change, process analysis, and statistical methods.

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    © All Rights Reserved
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    Download as pptx, pdf, or txt
    18 views20 pages

    By Group C

    Uploaded by

    pinkuankurgupta
    Six sigma is a statistical approach to process improvement originally developed by Motorola in the 1980s. It involves identifying and removing defects and variation in manufacturing and business processes to improve quality and customer satisfaction. The six sigma methodology includes phases for defining problems, measuring processes, analyzing data, improving processes, and controlling variations. It aims for near perfection by targeting no more than 3.4 defects per million opportunities. Key roles in six sigma projects include executives, champions, master black belts, black belts, and green belts. While critics argue it may not always achieve quality improvements, six sigma focuses on accelerating results through cultural change, process analysis, and statistical methods.

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    © All Rights Reserved
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    By Group C

    Six sigma is a business statistical Strategy.


    Is to identifying defects and removing them from the
    process of products to improve quality.
    A defect is defined as any process output that does
    not meet customer specifications.
    Statistical measure to objectively evaluate processes.

    The Six sigma was founded by Motorola in the 1970s.
    Out of senior executive Art Sundry's criticism of
    Motorolas bad quality.
    They founded a connection between increases in
    quality and decreases in costs of production.
    Bill Smith, Father of six sigma introduce this quality
    improvement Methodology to Motorola.

    Quality management program developed by
    Motorola in the 1980s.
    Management philosophy focused on business
    process improvements to:
    Eliminate waste, rework, and mistakes
    Increase customer satisfaction
    Increase profitability and competitiveness

    DMAIC
    DMADV
    Define
    Measure
    Analyze
    Improve
    Control

    Define
    Measure
    Analyze
    Design
    Verify

    Define : company must identify the customer and which type
    of a product and hope from it. These are analyze by using
    flow cause/effect diagrams, check sheets, pareto analysis.

    Measure : company will collect the baseline data to
    determine where the process stands as compare to where it
    needs to be. And also see the critical to quality characteristics
    an estimate current process capability. Then find out the
    current sigma level according to those identified
    characteristic that are mostly important to the customer
    DMAIV cont.
    Analyze : this shows the amount of improvement
    necessary to make the Critical to quality characteristics
    the best in the industry. For this phase company use
    some descriptive statistical methods like mean, mode,
    medianetc.

    Improve : Implement the suggested improvements in
    this phase And also test possible solutions to the
    process problem. Collect data from the all possible
    solutions and test them on a small scale and run a
    cost/benefit analysis of implementing the solution.
    Then choose the best solution and create a plan for
    implement the solution.
    8
    Improvement cycle
    PDCA cycle
    Plan
    Do
    Check
    Act
    DMAIV cont.
    Control : measures are implemented to ensure
    improvements are maintained. To monitor the process
    improvements, basically use tools like statistically process
    control charts. These charts have three limits, the center line
    for the average. Monitor the process to ensure that the
    process is in the control limits.
    This method is also called DFSS (Design For Six Sigma)
    And have five phases,

    Define design goals that are consistent with customer
    demands and the enterprise strategy.
    Measure and identify CTQs (characteristics that
    are Critical To Quality), product capabilities, production
    process capability, and risks.
    Analyze to develop and design alternatives, create a
    high-level design and evaluate design capability to
    select the best design.
    Design details, optimize the design, and plan for design
    verification. This phase may require simulations.
    Verify the design, set up pilot runs, implement the production
    process and hand it over to the process owner(s).

    DMADV cont.
    Between -1 and +1
    Standard Deviation
    68.3% (about two
    thirds)
    Between -2 and +2
    Standard Deviation
    95.5% (about 95%)
    Between -3 and +3
    Standard Deviation
    99.7%
    Executive Leadership (CEO and other top level
    managers)
    Champions (act as the leaders of black belts. And
    also )
    Master Black Belts (chosen by champions, give
    their full effort to six sigma. Help to champions
    and guide the Black belts and green belts).
    Black belts (working under Master Black Belts,
    they are applying six sigma to specific projects).
    Green Belts (Working under the black belts).
    Implemented Methodologies
    Total Quality
    Management
    Zero defects Quality Control
    Focus of Six Sigma
    Accelerating fast breakthrough
    performance
    Significant financial results in 4-8 months
    Ensuring Six Sigma is an extension of the
    Corporate culture, not the program of the
    month
    Results first, then culture change!
    There is nothing new. It only proves defects and defectives
    counts offer tangible, measurable results.
    It is corrective action system rather than taking a preventive and
    proactive approach to problems.
    It is merely about appraisal system and that appraisal programs
    arent useful. In realty, appraisals are great tools for identifying
    and tracking improvements, which is critical to any project.
    Critics have suggested that Six Sigma did not bring quality
    improvement in all the organizations where it was implemented.
    It depends on the tools and authorizations.
    Management philosophy of quality
    Components of Six Sigma are people
    power and process power
    Define, Measure, Analyze, Improve,
    Control
    Criticisms
    Executive Leader, Champion, Master
    Black Belt, Black Belt, and Green Belt
    Statistical target of six sigma or 3.4
    defects in one million opportunities
    Summary
    Group Members
    Nuwan Rangana
    Lahiru Jayathissa
    Kasun Priyankara
    Umesh Chinthaka

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