Presented By:

Tejal
nayan
moin
rAJIV
 Introduction
Six Sigma is a set of techniques, and tools for process
improvement. It was developed by Motorola in 1986.

Sir Bill Smith, the Father of six sigma introduce this quality
improvement Methodology to Motorola.

Six Sigma is now an enormous 'brand' in the world of corporate

development.
 History

Since the 1920's the word sigma(s) has been used by

mathematicians and engineers as a symbol for a unit of
Measurement in product quality variation.

In the mid-1980's engineers in Motorola in the USA used

Six Sigma(S) an informal name for an in-house initiative for
reducing defects in production processes, because it represented a
suitably high level of quality.
 In the late-1980's Motorola extended the Six Sigma methods to
its critical business processes, and significantly Six Sigma became a
formalized in-house 'branded' name for a performance
improvement methodology, i.e, beyond purely 'defect reduction.

In 1991 Motorola certified its first 'Black Belt' Six Sigma experts,
which indicates the beginnings of the formalization of the
accredited training of Six Sigma methods.
In 1995, Six Sigma became well known after Mr. Jack Welch made
it a central focus of his business strategy at General Electric, and
today it is used in different sectors of industry.
(General Electric, or GE, is an American multinational conglomerate
corporation incorporated in New York )

By the year 2000, Six Sigma was effectively established as

an industry in its own right, involving the training, consultancy and
implementation of Six Sigma methodology.
 Definition
Six Sigma seeks to improve the quality of process outputs by
identifying and removing the causes of defects.
Six Sigma approach is a collection of managerial and statistical
concept and techniques that focuses on reducing variation in
processes and preventing deficiencies in product.
The concept of Variation states NO two items will be perfectly
identical.
In a process that has achieved six sigma capability, the variation is
small compared to the range of specification limit.
A six sigma process is one in which 99.9999966% of the
products
manufactured are statistically expected to be free of defects
(3.4 defects per million).
Six Sigma is a very clever way of branding and packaging many
aspects of Total Quality Management (TQM).
( TQM is a management approach to longterm success through
customer satisfaction.)
Manufacturing methods of six sigma are used in Batch production,
Job production & Mass production.
Father of Six Sigma

Sir Bill Smith

the Father of six sigma
 The Characteristics of Six Sigma
Statistical Quality Control

Methodical Approach
Fact and Data Based Approach
The statistical and methodical aspects of Six Sigma show the scientific
basis of the technique. This accentuates an important aspect of Six
Sigma that it is fact and data based.

Project and Objective Based Focus

The Six Sigma process is implemented for an organizations project
tailored to its specifications and requirement. The process is flexed to
suit the requirements and conditions in which a project is operating
to get the best results.
Apart from that, the Six Sigma is also objective based.
The management needs some incentive to invest in the Six Sigma
process. It is aimed to enhance profitability and to generate financial.
The Customer Focus
The customer focus is fundamental to the Six Sigma approach. The
quality improvement and control standards are based on the explicit
customer requirements.

Teamwork Approach to Quality Management

The Six Sigma process requires organizations to get organized when
it comes to controlling and improving quality. Six Sigma actually
involves a lot of training depending on the role of an individual in
the Quality Management team.
 Six Sigma Objectives

Overall Business Improvement

Six Sigma methodology focuses on business

improvement. Beyond reducing the number of defects
present in any given number of products.

Remedy Defects/Variability

Any business seeking improved numbers must

reduce the number of defective products or services
it produces. Defective products can harm customer
satisfaction levels.
Reduce Costs

Reduced costs equal increased profits. A company

implementing Six Sigma principles has to look to reduce
costs wherever it possibly can--without reducing quality.

Improve Cycle Time

Any reduction in the amount of time it takes to
produce a product or perform a service means
money saved, both in maintenance costs and
personnel wages. Additionally, customer
satisfaction improves when both retailers and end
users receive products sooner than expected. The
company that can get a product to its customer
faster may win her business.
Increase Customer Satisfaction

Customer satisfaction depends upon successful

resolution of all Six Sigmas other objectives. But
customer satisfaction is an objective all its own.
Levels of Six Sigma
Learning Curve
 Methodologies

Six Sigma projects follow two project methodologies :

1. DMAIC

2. DMADV

These methodologies, composed of five phases.

1. DMAIC
DMAIC is used for projects aimed at improving an existing
business process.

2. DMADV

DMADV is used for projects aimed at creating new product or

process designs.
1. DMAIC
The DMAIC project methodology has Five phases:

1. Define

2. Measure

3. Analyze

4. Improve

5. Control
1.Define

Define the system, the voice of the customer and

their requirements, and the project goals, specifically.

2.Measure

Measure key aspects of the current process and

collect relevant data.
3.Analyze
Analyze the data to investigate and verify cause-and
effect relationships. Determine what the
relationships are, and attempt to ensure that all
factors have been considered. Seek out root cause
of the defect under investigation.

4.Improve

Improve or optimize the current process based upon

data analysis using techniques such as design of
experiments, poka yoke or mistake proofing,
and standard work to create a new, future state
process. Set up pilot runs to establish process
capability.
5.Control
Control the future state process to ensure that any
deviations from target are corrected before they
result in defects. Implement control systems such
as statistical process control, production boards,
visual workplaces, and continuously monitor the
process.
2. DMADV
DMADV project methodology has Five phase:

1. Define

2. Measure

3. Analyze

4. Design

5. Verify
1.Define :

Define design goals that are consistent with

customer demands and the enterprise strategy.

2.Measure

Measure and identify CTQs (characteristics that

are Critical To Quality), product capabilities,
production process capability, and risks.
3.Analyze

Analyze to develop and design alternatives.

4. Design

Design an improved alternative, best suited per

analysis in the previous step
5. Verify

Verify the design, set up pilot runs,

implement the production process and
hand it over to the process owner(s).
 Implementation roles
Six Sigma identifies several key roles for its successful implementation:-

oExecutive Leadership, includes the CEO and other members of top management. They are
responsible for setting up a vision for Six Sigma implementation.

oChampions, take responsibility for Six Sigma implementation across the organization in an
integrated manner
oMaster Black Belts, identified by champions, act as in-house coaches on Six Sigma. They devote
100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts.

oBlack Belts, operate under Master Black Belts to apply Six Sigma methodology to specific projects.

oGreen Belts, are the employees who take up Six Sigma implementation along with their other job
responsibilities, operating under the guidance of Black Belts.
Learning Curve
 Software used for Six Sigma
Arena
ARIS Six Sigma
Bonita Open Solution BPMN2 standard and
KPIs for statistic monitoring
JMP
Mathematical
MATLAB or GNU Octave
Microsoft Visio
STATA
STATISTICA

And Many more..

 Some of the Explanation are :
Arena
is a discrete event simulation and automation software developed by Systems Modeling and
acquired by Rockwell Automation in 2000.

ARIS Six Sigma

(Architecture of Integrated Information Systems) is an approach to enterprise
modeling. It offers methods for analyzing processes and taking a holistic view of process design,
management, work flow, and application processing.

Microsoft Visio
is a diagramming and vector graphics application and is part of the Microsoft Office suite. The
product was first introduced in 1992, made by the Shapeware corporation. It was acquired
by Microsoft in 2000.
 Criticism
Role of consultants
The use of "Black Belts" as itinerant change agents has (controversially) fostered an industry of
training and certification. Critics argue there is overselling of Six Sigma by too great a number of
consulting firms, many of which claim expertise in Six Sigma when they have only a rudimentary
understanding of the tools and techniques involved, or the markets or industries in which they are
acting.
Potential negative effects
A Fortune article stated that "of 58 large companies that have announced Six Sigma programs, 91
percent have trailed the S&P 500.
(Standard & Poor's 500, is a stock market index based on the market capitalizations of 500 large
companies having common stock.)

Lack of originality
Noted quality expert Mr. Joseph M. Juran has described Six Sigma as "a basic version of quality
improvement", stating that "there is nothing new there.
 Case Study 1
Six Sigma was introduced into Korea in 1997.
The First National Quality Prize of Six Sigma was given to two
companies. One is Samsung and other is LG electronics ; which are
virtually the leader of six sigma in Korea.
Samsung SDI was founded in 1970 as a producer of the
black/white Braun tube.
It began to produce the color Braun tube from 1980, and now it is the
number one company for braun tubes in the world. The market share
of Braun tubes is 22%. The major products are CDT (color display
tube), CPT (color picture tube), LCD (liquid crystal display), VFD
(vacuum fluorescent display), C/F (color filter), li-ion battery and PDP
(plasma display panel). The total sales volume is about $4.4 billion
and the total number of employees is about 18,000 including 8,000
domestic employees. It has six overseas subsidiaries in Mexico, China,
Germany, Malaysia and Brazil.
 The necessity of Six Sigma in Samsung
WHY? STRATEGY FOR TOTAL CHANGE

Direction Scientific &

of statistical Elimination of Continuous
problem- approaches are waste elements learning
solving necessary

Problems
PRODUCT PROCESS PEOPLE

1. High quality cost 1. High quality cost

1. Big quality
2. Not enough 2. Not enough
variation
provision of unified provision of
2. Occurrence of
information unified
same defects
information
The problems were in the large quality variations in many
products, repeated occurrences of the same defects, high
quality costs(in particular, high failure costs), insufficient
unified information for quality and productivity,
manufacturing-oriented small group activities, and
infrequent use of advanced scientific methods.
The company concluded that the directions for solving these
problems lay in scientific and statistical approaches for
product quality, elimination of waste elements for process
innovation, and continuous learning system for people. These
directions in turn demanded a firm strategy for a complete
overhaul, implying a new paradigm shift to Six Sigma.
Samsung SDI made a contract with SBTI (Six Sigma Break-through
Inc.) for Six Sigma consultation in 1999. It was a one-year, $3.4 million
contract in which SBTI was supposed to help the company in every
aspect of Six Sigma.
 The vision of Six Sigma
TRUE LEADER IN DIGITAL WORLD

World-best
profit realization

Reduction of Cultivation of
World no.1 products global
Achievement of 6 quality cost
professionals
quality level

PRODUCT PROCESS PEOPLE

4 world #1 products Global standard Learning organization
Improvement of R&D Improvement of Good working habit
power process effectiveness
Customer-oriented quality 7 values

Well equipped with Six Sigma philosophy, systems and methodologies

Project team activities Belt system
Six Sigma academy (education) Reward system
 Case Study 2
Six sigma in Digital Appliance Company of LG Electronics
The Digital Appliance company of LG Electronics is another company
which received the first national Six Sigma quality prize in 2000.
LGE was founded in 1958 under the name of Gold star, and later
became LGE in 1995. LGE consists of three companies:
Digital Appliance, Digital Media, and Digital Multimedia.

LGE-DA received the first national Six Sigma quality award. The major
products of LGE-DA are air conditioners, washing machines, vacuum
cleaners, microwave ovens, air compressors, refrigerators and motors.
As of 2000, the company had 4,800 employees with total sales of
$2.5 billion. LGE now has 30 different overseas subsidiaries in China,
Turkey, England, Mexico, Hungary, India, Vietnam, Indonesia, and other
countries
 In early 1990s, for business reasons the company concentrated on
cooperation of capital and labor, since there were numerous labor
strikes in the late 1980s. After they overcame the labor problems, the
price reduction movement became the major business issue for
competitiveness in the international market.
LGE-DA adopted the Six Sigma concept from 1996.
From 2000 Six Sigma and e-business strategies
became the major innovation activities for this
company. As far as quality management is
concerned, the AQL was approximately at the
3 level until 1991. Owing to the 100PPM
movement since 1992, the company became
successful in enhancing its quality level to 4.
In 1996 it adopted Six Sigma, challenging itself
to achieving the goal of 6 quality level in a
few years.
 Case Study 3

Catalent Pharma Solutions, is a leader in developing solutions for

the pharmaceutical, veterinary, biological and consumer health
industries. The company was faced with high numbers of defects
after producing millions of units. The process flow was slow because
of the time required to analyze the samples. Six Sigma processes
were applied to address these issues.
The company specifically required a solution for
their proprietary product known as Zydis. The company needed new
systems that would help to predict the process variation. The
improvements are also supposed to help operators understand
statistical analyses.

Zydis tablets
The project team devised a database to collect information. Control
charts were also completed and entered automatically. The
programming language used for automation was flexible and easy to
replicate. The efficiency was improved by making these changes.
After two weeks of implementing Six Sigma processes, the company
prevented the loss of two batches of product, which was worth
50,000 pounds.(5101500.00 Indian Rupee)
Which is Five million one hundred one thousand Five hundred
This case study demonstrates how companies can
improve processes to meet Six Sigma standards, prevent
loses and save money. Companies that save money can
reallocate the funds towards research and design or
improvement of other processes. Every company should
try six sigma processes.
Thank You