six sigma
TRANSCRIPT
Six SigmaJayesh Bendale -64Prerna Kadam -75Keval Mhatre -86Mangesh Pandure -
89Kiran Phapale -92Ketan Rane -96Amol Shitole -112Preeti Singh -113Meera Upadhyay -
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ContentsIntroductionConcept of Six SigmaDMAICPDCASIPOCFour Levels in Six SigmaAdvantages
Origin of six sigmaOrigin of six sigma
Six Sigma
It is a Philosophy– Anything less than ideal
is an opportunity for improvement
– Defects costs money– Understanding processes
and improving them is the most efficient way to achieve lasting results
It is a Process– To achieve this level of
performance you need to: Define, Measure, Analyse,
Improve and Control
It is Statistics– 6 Sigma processes will
produce less than 3.4 defects per million opportunities
Six Sigma Measurement
0
100,000
200,000
300,000
400,000
500,000
600,000
1.5 2.5 3.5 4.5 5.5
# of Sigmas
# of
Def
ect p
er M
illio
n
Sigma Defects numbers per million
1.5s 500,000 2.0s 308,300 2.5s 158,650 3.0s 67,000 3.5s 22,700 4.0s 6,220 4.5s 1,350 5.0s 233 5.5s 32 6.0s 3.4
PAIN, URGENCY, SURVIVAL
COSTS OUT
GROWTH
TRANSFORM THE ORGANIZATION
CHANGE THE
WORLD
6 SIGMA AS ASTATISTICAL TOOL
6 SIGMA AS APHILOSOPHY
6 SIGMA ASA PROCESS
Overview of Six Sigma
FMEA…..
8
Functional Deployment ChartStep
Function/ResponsibilityHeat
TreatmentPlanning Methods Tool Store Mfg. Quality Assembly
Start
KANBAN Card
Shop Order
Heat TreatmentHardness Testing
Operation Layout
Tooling and Gauges
Grinding / HoningFitting /
PolishingInspection
End
Start
KANBAN card to shop
Shop order
Heat Treatment
Hardness OK?
Provide Op. Layout
Provide tooling and
gauges Grinding and honing
op.Remove all sharp edges
Quality
OK?
To KANBAN
End End
No
Yes
Yes
No
Rework
Sigma Curve
DMAIC - simplified
• Define– What is important?
• Measure– How are we doing?
• Analyze– What is wrong?
• Improve– Fix what’s wrong
• Control– Ensure gains are
maintained to guarantee performance
DMAIC approach
DDefine
MMeasure
AAnalyze
IImprove
CControl
Identify and state the practical problem
Validate the practical problem by collecting data
Convert the practical problem to a statistical one, define statistical goal and identify potential statistical solution
Confirm and test the statistical solution
Convert the statistical solution to a practical solution
PDCA was created by W Edwards Deming in the 1950’s as an easy to follow Problem Solving Cycle.
Deming was tasked with helping Japan rebuild its economy in the 1950’s.
His purpose was to use PDCA with a Continuous Improvement process to help rebuild Japanese industries so that they could compete in the world market in the future.
INVEST IGAT E
CLARI FY O BJECT I VES
I DEN T I FY PO SSI BL E CAUSES
BEN CHM ARK BEST PRACT I CE
I DEN T I FY T EAM RO L ES
I M PLEM EN T Q UI CK FI X
EVALUAT E & VALIDAT E
P ILOT S TU DY S OLUTIONTO V E R IFY DATA
C OUN TE R M E AS U RE
TR AIN IN G
C OM M UN IC ATION
CO RRECT &ST ANDARDISE
REVI EW FEEDBACK &M AK E CO RRECT I O NS
ST AN DARDI SE DO ,CHECK , ACT
ENLIGHT EN &IM PLEM ENT
CARRY OUT T RIALS T OPROVE CAUSES
ANALYSE DAT A T OUNDERST AND HOWPROBLEM OCCURS
IDENT IFY POSSIBLESOLUT IONS
PDCA Cycle
SIPOC
Master Black Belt
Black Belts
Green Belts
Team Members / Yellow Belts
Cha
mpi
ons
Mentor, trainer, and coach of Black Belts and others in the organization.
Leader of teams implementing the six sigma methodology on projects.
Delivers successful focused projects using the six sigma methodology and tools.
Participates on and supports the project teams, typically in the context of his or her existing responsibilities.
6 Training
The Quality TeamMaster Black BeltMaster Black Belt
Black BeltBlack Belt Black BeltBlack Belt
Green BeltGreen Belt
Green BeltGreen Belt
Green BeltGreen Belt
- Thought Leadership- Expert on Six Sigma- Mentor Green and Black Belts
- Thought Leadership- Expert on Six Sigma- Mentor Green and Black Belts
- Backbone of Six Sigma Org- Mentor Green Belts- Full time resource- Deployed to complex or “high
risk” projects
- Backbone of Six Sigma Org- Mentor Green Belts- Full time resource- Deployed to complex or “high
risk” projects
- Part time or full time resource- Deployed to less complex projects in areas of functional expertise
- Part time or full time resource- Deployed to less complex projects in areas of functional expertise
Six Sigma:AIRTEL Success Story
In 2002 Bharti group (Airtel) launched Six Sigma It has since than successfully applied Six Sigma in
all its businesses and has realized savings worth billions of rupees.
Six Sigma is an Integral part of its DNA with a dedicated team at each of its Circles.
Airtel’s basic services businesses yielded 250% return on Investment in the first year of implementation itself.
There are more than 150 Black Belts working in the entire group
Industry Wise Success Stories
Banking: Bank of America, American Express, HDFC, HSBC Hospitality: ITC Hotels, GRT Hotels, Apollo Hospitals Manufacturing: Wipro, Nestle, Samtel, Samsung Retail: Reliance Retail Telecom: Bharti Cellular, Vodafone, Siemens, Tata IT: Wipro, Satyam, Acenture, Infosys, TCS, Birlasoft Out sourcing: ICICI OneSource, Accenture, Satyam BPO,
IBM Daksh Companies in almost all sectors have a Six Sigma success
story
© TreMyn 2004
The Growth of Six Sigma
Benefits of six sigma Benefits of six sigma
Generates sustained success
Sets performance goal for everyone
Enhances value for customers;
Accelerates rate of improvement
Promotes learning across boundaries
Executes strategic change
Company Annual Savings
General Electric $2.0+ billion
JP Morgan Chase *$1.5 billion (*since inception in 1998)
Motorola $ 16 billion (*since inception in 1980s)
Johnson & Johnson
$500 million
Honeywell $600 million
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Six Sigma Results
•Six Sigma Savings as % of revenue vary from 1.2 to 4.5 %
•For $ 30 million/yr sales – Savings potential $ 360,000 to $ 1.35 million.
•Investment: salary of in house experts, training, process redesign.
•Six Sigma Savings as % of revenue vary from 1.2 to 4.5 %
•For $ 30 million/yr sales – Savings potential $ 360,000 to $ 1.35 million.
•Investment: salary of in house experts, training, process redesign.
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