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(Six Sigma)
Why 6σ name?
It is Statistical Quality Control term, which controls quality through statistical analysis of
data. The term "six sigma" comes from statistics and is used in statistical quality control,
which evaluates process capability. Sigma (σ) represents deviation/variation/spreading of
data around mean value. Eliminate defects by reducing variability in the process (zero
defect technique). It is a data driven approach. Name originated from terminology
associated with statistical modeling of manufacturing processes. A sigma rating indicates
the yield or the percentage of defect-free products in manufacturing process. A six sigma
process is one in which 99.99966% of all opportunities to produce some feature of a part
are statistically expected to be free of defects (3.4 defective features per million
opportunities DPMO). Motorola was first company to set a goal of "six sigma" for all of its
manufacturing processes.
Definition
Six Sigma is a disciplined, data-driven approach and methodology for
eliminating defects (driving toward six standard deviations between the mean and the
nearest specification limit) in any process.
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Six Sigma is a set of techniques and tools for process improvement. It was introduced by
engineer Bill Smith while working at Motorola in 1986. Jack Welch made it central to his
business strategy at General Electric in 1995.
Six Sigma strategies seek to improve the quality of the output of a process by identifying
and removing the causes of defects and minimizing variability in processes.
It uses a set of quality management methods, mainly empirical, statistical methods, and
creates a special infrastructure of people within the organization who are experts in these
methods. Each Six Sigma project carried out within an organization follows a defined
sequence of steps and has specific value targets, for example: reduce process cycle time,
reduce pollution, reduce costs, increase customer satisfaction, and increase profits.
Six Sigma asserts:
Continuous efforts to achieve stable and predictable process results (e.g. by reducing
process variation) are of vital importance to business success.
Manufacturing and business processes have characteristics that can be defined,
measured, analyzed, improved, and controlled.
Achieving sustained quality improvement requires commitment from the entire
organization, particularly from top-level management.
Points to remember about 6 Sigma:
It is error eliminating method
It uses Statistical/empirical methods
Continuous effort done to make processes more predictable & stable, reduce
process variations
Commitment from top management level
Focus is on achieving measurable & quantifiable results & targets
Special infrastructure & professionals who are quality experts (black belt etc.)
Started by Motorola
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% Error =0.00034
Absolute Error = 0.0000034
3.4
= 3.4 × 10-6 =
106
= 3.4 Parts/million
3.4 DPMO (defects per Million
opportunities)
In 6 σ companies, goal is to improve all processes but not to the level of 3.4 DPMO
necessarily
Organizations need to determine appropriate sigma level for their important process.
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History of 6 σ
Management technique developed by Bill Smith Motorola Engineer
in 1986 (Father of 6 σ)
Later Jack Welch (General Electrical) spread it to other organization
in 1995.
ISO & 6 σ
International Organization of Standardization
published in 2011 the first standard ISO 13053:
2011. This ISO certification is related to 6 sigma.
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Professionalization of 6 σ
There are 6 Sigma professionals in organization
These are having different levels of expertise in
implementation of 6 Sigma techniques
Ranking is given to professionals of quality
management as explained
Master black belt & black belts are mainly responsible
for implementation of 6 sigma in the organization
Executive Leadership
CEO or top management
Set up vision for 6 σ
implementation
Overcome resistance to change
Champions
Upper management
Mentors to black belts
Master Black belts Black belt
In house coaches for 6 σ Apply 6 σ methodology to specific
Devote 100% time to 6 σ projects
Assist champions, identify 6 σ project execution
projects for 6 σ
Special training is given to all these professionals
Yellow belt Basic training in 6 σ tools & also participate.
White belt Locally trained but don’t participate
Orange belt lt can be used for special case
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6 σ follow two main project methodologies (DMAIC/ DMADV)
Both these strategies are inspired by the quality cycle of Edward Deming (father of TQM)
known as PDSA. These terms mention the steps taken to introduce quality in the
organization.
Deming’s PDSA Quality cycle
Plan = think about project requiring
improvement
Do = gather data
Study = Analyze data statistically
Act = execute result
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6σ Methodologies
DMAIC DMADV
For existing projects (DFSS design for 6σ)
For new projects
Define system/goal
Define
Measure process data
Measure
Analyze data to identify
Analyze
cause effect relation
Design an improved
Improve for optimize
alternate
current process
Control the process Verify the design
through continuous
monitoring
The DMAIC project methodology has five phases:
Define the system, the voice of the customer and their requirements, and the project
goals, specifically.
Measure key aspects of the current process and collect relevant data; calculate the 'as-
is' Process Capability.
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.
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.
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Control the future state process to ensure that any deviations from the 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. This process is repeated until the desired quality level is obtained.
The DMADV project methodology, known as DFSS ("Design For Six Sigma"),features 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), measure
product capabilities, production process capability, and measure risks.
Analyze to develop and design alternatives
Design an improved alternative, best suited per analysis in the previous step
Verify the design, set up pilot runs, implement the production process and hand it over
to the process owner(s).
6σ & Kaizan
Kaizan means continuous improvement
Kaizan is inherent in 6σ, DMAIC (Improvement & control)
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6σ for TQM
TQM (Total Quality Management)
Total means everyone from top to bottom is involved
Ultimate objective of TOM is “customer delight”
Total culture of organization must be “service to customer”
6σ is more data driven & tends to improve quality by reducing defects
Top management involvement is needed in both.
6σ & Lean Manufacturing
Lean manufacturing means less wastage, efficient process flow
6σ focus on less defects, focus on lesser variation & better design
Lean manufacturing eliminate wastage & improve efficiency
6σ, eliminate defects & reduce variability
Both are connected as lean six sigma
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In recent years, some practitioners have combined Six Sigma ideas with lean
manufacturing to create a methodology named Lean Six Sigma. The Lean Six Sigma
methodology views lean manufacturing, which addresses process flow and waste issues,
and Six Sigma, with its focus on variation and design, as complementary disciplines aimed at
promoting "business and operational excellence".
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Qn Statement I 6σ is statistical quality control technique with 3.4 DPMO
Statement II 6σ in an organization intends to make each process defect free to the
extent of 3.4 DPMO
a) both are correct & statement II is reason for statement I
b) both are correct but statement II is not reason for statement I
c) statement II is wrong
d) statement I is wrong
Qn 6σ as a quality improvement programme is mostly closely related to
a) Concurrent engineering b) Kaizan
c) TQM d) Lean manufacturing
Qn Core philosophy of 6σ is
a) Customer satisfaction
b) Minimum wastage
c) Zero defects
d) Continuous improvement
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Qn Statement I Implementation of 6σ helps to attain TQM in the organization.
Statement II 6σ is important tool of TQM
a) both are correct & statement II is reason for statement I
b) both are correct but statement II is not reason for statement I
c) statement II is wrong
d) statement I is wrong
Qn 6σ was introduced in
a) GE b) Honeywall
c) Motorola d) Sony
Qn “Lean six sigma” is the latest model on which companies are manufacturing. What is
best interpretation of word “Lean” here?
a) Better & efficient process flow b) Min inventory
c)No error d) Optimum service
Qn Which of the following is integral part of TQM?
a)Lean Manufacturing b) JIT
c)6 Sigma d)Kaizan
Qn Highly trained employees & experts are required in
a) TQM b) JIT
c)Kaizan d) 6 Sigma
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Qn Which of the following certification of ISO is related to 6 Sigma?
a) ISO 13053 b) ISO 12321
c)ISO 9001 d)ISO 18001
Qn “Customer Delight” is related to
a)6 Sigma b) JIT
c)Kiazan d)TQM
Qn What is meaning of sigma in term “6 Sigma”?
a)Efficiency b) Mean
c)Process d)Variation
Qn “Six Sigma” was developed & implemented in
a)General Electrical b) General Motors
c)Ford d)Toyota
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