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1. SIX SIGMA Presented By:- Swapnilkumar V. Pawar Roll No. - 13253 1 2. HISTORY 2  Quality management program developed by Motorola in the 1980s.  Officially…
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  • 1. SIX SIGMA Presented By:- Swapnilkumar V. Pawar Roll No. - 13253 1
  • 2. HISTORY 2  Quality management program developed by Motorola in the 1980s.  Officially launched by Motorola in 1987.  After Motorola some electronic companies like IBM, DEC And TEXAS Instruments also adopted Six Sigma in 1990s.
  • 3.  Your first question is likely…. What is Six Sigma?  Your second question is likely… Why Six Sigma? 3
  • 4. WHAT IS SIGMA? σ  A term (Greek) used in statistics to represent standard deviation from mean value, an indicator of the degree of variation in a set of a process.  Sigma measures how far a given process deviates from perfection. Higher sigma capability, better performance 4
  • 5. WHAT IS SIX SIGMA?  Six Sigma - A highly disciplined process that enables organizations deliver nearly perfect products and services.  The figure of six arrived statistically from current average maturity of most business enterprises 5
  • 6. A statistical concept that measures a process in terms of defects – at the six sigma level, there 3.4 defects per million opportunities(DPMO). But, it is much more! 6
  • 7. SIGMA SCALE SIGMA LEVEL % GOOD DPMO 1 30.9 691462 2 69.1 308538 3 93.3 66807 4 99.38 6210 5 99.977 233 6 99.9997 3.4 7
  • 8. SIX SIGMA METHODOLOGIES (IT TAKES MONEY TO SAVE MONEY)  BPMS  Business Process Management System  DMAIC  Six Sigma Improvement Methodology  DMADV  Creating new process which will perform at Six Sigma 8
  • 9. WHAT IS DMAIC?  A logical and structured approach to problem solving and process improvement.  An iterative process (continuous improvement)  A quality tool which focus on change management style. 9
  • 10. DMAIC - 5 STEP PROCESS Define Measure Analyse Control Improve 10
  • 11. DEFINE 1. Define 2. Measure 3. Analyze 4. Improve 5. Control Clearly identify the problem Utilize numerical definition 11
  • 12. MEASURE  Define performance standards  Measure current level of quality into Sigma. It precisely pinpoints the area causing problems.  Identify all potential causes for such problems. 2. Measure1. Define 3. Analyze 4. Improve 5. Control 12
  • 13. ANALYSE  Establish process capability  Define performance objectives  Identify variation sources 1. Tools for analysis 2. Process Mapping 3. Statistical Tests 4. Design of Experiments 5. Control charts 3. Analyse1. Define 2. Measure 4. Improve 5. Control 13
  • 14. IMPROVE  Screen potential causes  Discover variable relationships among causes and effects.  Pursue a method to resolve and ultimately eliminate problems 4. Improve1. Define 2. Measure 3. Analyse 5. Control 14
  • 15. CONTROL  Monitor the improved process continuously to ensure long term sustainability of the new developments.  Document the results and accomplishments of all the improvement activities for future reference. 5. Control1. Define 2. Measure 3. Analyse 4. Improve 15
  • 16. 16
  • 17. WHAT IS DMADV ? Acronym for:  Define the project  Measure the opportunity  Analyze the process options  Design the process  Verify the performance 17
  • 18. VARIOUS TOOLS USED IN SIX SIGMA  Check Sheet  Root Cause Analysis  Control Chart  Cost-benefit analysis  Correlation  Run Chart  Pareto Chart 18
  • 19. WHY SIX SIGMA?  Six Sigma emerged as a natural evolution in business to increase profit by eliminating defects.  The Current business environment now demands and rewards innovation more than ever before due to: * Customer Expectations * Technological Change * Global Competition * Market Fragmentation 19
  • 20. BENEFITS OF SIX SIGMA  Generates sustained success  Sets performance goal for everyone  Enhances value for customers  Accelerates rate of improvement  Promotes learning across boundaries 20
  • 21. ROLES AND RESPONSIBILITIES Champions Quality Leader Master Black Belts Black Belts Green Belts 21
  • 22. 22
  • 23. HOW TO IMPLEMENT SIX SIGMA FACTORS FOR SUCCESS:-  LEADERSHIP  COMMUNICATION  REWARDS AND RECOGNITION  TRAINING  LAUNCHING THE INITIATIVE  IMPLEMENTATION  CONTINUE MOMENTUM 23
  • 24. RETURN ON INVESTMENT  In 2000 GE’s gross annual benefit was $6.6 billion.  Motorola claims a Six Sigma ROI of between 10:1 & 50:1 24
  • 25. TRAINING AND CERTIFICATIONS If you want to make yourself more valuable and attractive then get training and certification • Option I – Certification as Six Sigma Green Belt • Option II – Certification as Six Sigma Black Belt 25
  • 26. COMPANIES USING Six Sigma is in use in virtually all industries around the world. Some of companies can be listed as:  Motorola  Ericsson  General Electric  Sony  Ford Motor Co.  CITI bank 26
  • 27. CONCLUSION  A true Six Sigma organization produces not only excellent product but also maintains highly efficient production and administrative systems that work effectively with the company's other service processes.  Driving rapid and sustainable improvement to business processes. 27
  • 28. REFERENCES  http://www.isixsigma.com  http://www.sixsigmaonline.org/index.html  http://www.businessballs.com/sixsigma.htm  http://www.slideshare.net/Sixsigmacentral/10- six-sigmappt  http://mypptsearch.allpopular.info/search- ppt/six+sigma+ppt/ 28
  • 29. QUERIES 29
  • 30. THANK YOU 30
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