Clars college of

Commerce
SIX SIGMA
 Project Made By:
Name Roll No.
Raashid Khatri 20
Hashim Khatri 21
Rahil Parkar 30
Zaibi Qureshi 32
Mihir Thakkar 45

S.y.b.m.s- IVth Semester

 Acknowledgement
We are happy and very satisfied at this moment to
represent this project. This was not just due to the
efforts made by us but also due to the proper guidance
and advice by our professor Mr. Lakshmanan. The
completion of this project would not be possible
without the help and guidance given to us by Mr.
Lakshmanan. We also express our hearted thanks to our
college librarian for her support and co-operation.
Thanks and Regards
Raashid W. Khatri
Hashim S. Khatri
Rahil M. Parkar
Zaibi N .Qureshi
Mihir P. Thakkar
 Index
1. History
1.1 tested by Motorola
2. Special Roles
2.1 Champions
2.2 Master black belt
2.3 Black belt
2.4 Green belt
2.5 Yellow belt
3. What is six sigma?
4. Methodology
5. Preparation of a team
5.1 forming
5.2 storming
5.3 Norming
5.4 Performing
6. Conclusion
7. Bibliography
 History of Six Sigma
Six Sigma stands for Six Standard Deviations (Sigma is the
Greek letter used to represent standard deviation in statistics)
from mean. Six Sigma methodology provides the techniques
and tools to improve the capability and reduce the defects in
any process. In the early and mid-1980s with Chairman Bob
Galvin at the helm, Motorola engineers decided that the
traditional quality levels -- measuring defects in thousands of
opportunities -- did not provide enough granularity. Instead,
they wanted to measure the defects per million opportunities.
Motorola developed this new standard and created the
methodology and needed cultural change associated with it.
Six Sigma helped Motorola realize powerful bottom-line
results in their organization - in fact, they documented more
than $16 Billion in savings because of their Six Sigma efforts.
Since then, hundreds of companies around the world have
adopted Six Sigma as a way of doing business. This is a
direct result of many of America's leaders openly praising the
benefits of Six Sigma. Leaders such as Larry Bossidy of
Allied Signal (now Honeywell), and Jack Welch of General
Electric Company.
Tested by Motorola
Motorola’s Quassar TV set plant in US sold to Japanese for
the reasons of poor Productivity & Yield started doing
extremely well under Japanese management! TV sets were
produced with 1/20th the no. of defects that were produced

by Motorola!
They did this using the same workforce, technology &
design… making it clear that the problem was Motorola’s
management!
How does it refine the
business?
-Active Leadership: Top Management’s Involvement
- Business Unit Vs Corporate wide Initiative
- Customer Focused “CTQ”
- Direct Link to Business Results
- Mfg View of Quality Vs “Q” in All Functions
- Bottom Line Improvement
- Incremental Vs Breakthrough Improvements
-Tells What to Do & How to Do it
- Mandate Use of Statistical Techniques
- Multiple Indices (Local + Global)
- Effective Project Management
- Special Metrics.
- Special Roles (Black Belt, Green Belts, Champion)
- Best People for ‘Q’ Initiatives
- Inductive Training
Six Sigma: Special Roles

Champions
The champion is generally a person in a senior position
like a President, Vice-President or Senior Manager or
someone else who has the Six Sigma vision. They are in
a position to resolve any issues that arise between the
Black Belts and any other person in a higher position in
the company. Champions take responsibility for Six Sigma
implementation across the organization in an integrated
manner. The Executive Leadership draws them from
upper management. Champions also act as mentors to
Black Belts.
The Champions act like buffers in any disagreements
between the Black Belts and senior management. The
Black Belts can then concentrate on their project area
rather than be involved in disputes.

Master Black Belt

Master Black Belts are Six Sigma Quality experts that are
responsible for the strategic implementations within an
organization. Master Black Belt main responsibilities
include training and mentoring of Black Belts and Green
Belts; helping to prioritize, select and charter high-impact
projects; maintaining the integrity of the Six Sigma
measurements, improvements and tollgates; and
developing, maintaining and revising Six Sigma training
materials.

The Master Black Belt should be qualified to teach other

Six Sigma facilitators the methodologies, tools, and
applications in all functions and levels of the company, and
should be a resource for utilizing statistical process control
(typically just outside the Black Belt's knowledge base)
within processes.

Black Belt
Six Sigma Black Belts are most often referred to as
Change Agents, and there is no doubt that the Black Belt
role is a leadership position within an organization. Black
Belts are full-time Six Sigma project team leaders
responsible for implementing process improvement
projects within the business. Black Belts are
knowledgeable and highly skilled in the use of the Six
Sigma methodologies and tools, as well as facilitation and
change management, and lead subject matter experts to
increase customer satisfaction levels and business
productivity. They train the green belts and the yellow
belts.

Green Belt
Green Belts are the “worker bees” of the Six Sigma project.
They can do much of the legwork; from gathering data to
executing experiments in support of the Black Belt projects.
They are employees who take up Six Sigma implementation
along with their other job responsibilities, operate under the
guidance of Black Belts.

Green Belts typically have two primary responsibilities:

• Help ensure the success of six sigma techniques
• Lead improvement projects of a smaller scale within
their respective areas

Yellow Belt
A Yellow Belt typically has a basic knowledge of Six Sigma,
but does not lead projects on their own, as does a Green
Belt or Black Belt. Is often responsible for the development
of process maps to support Six Sigma projects. A Yellow
Belt participates as a core team member or subject matter
expert on a project or projects. In addition, Yellow Belts may
often be responsible for running smaller process
 improvement projects using the PDCA (Plan, Do, Check,
Act) methodology. PDCA, often referred to as the Deming
Wheel, enables Yellow Belts to identify processes that could
benefit from improvement. These smaller Yellow Belt
projects often get escalated to the Green Belt or Black Belt
level where a DMAIC methodology is used to maximize cost
savings using Statistical Process Control.

Six Sigma
Six Sigma at many organizations simply means
a measure of quality that strives for near perfection. Six Sigma is a
disciplined, data-driven approach and methodology for eliminating
defects (driving towards six standard deviations between the mean
and the nearest specification limit) in any process -- from
manufacturing to transactional and from product to service. The
statistical representation of Six Sigma describes quantitatively how
a process is performing. To achieve Six Sigma, a process must not
produce more than 3.4 defects per million opportunities. A Six
Sigma defect is defined as anything outside of customer
specifications. A Six Sigma opportunity is then the total quantity of
chances for a defect. Process sigma can easily be calculated using a
Six Sigma calculator.
The fundamental objective of the Six Sigma methodology is the
implementation of a measurement-based strategy that focuses on
process improvement and variation reduction through the
application of Six Sigma improvement projects.

Related Process Models - The Six Sigma

Methodology
A classic definition: "Six Sigma is a process-focused methodology
designed to improve business performance through improving
specific areas of a strategic business processes."
Sigma is a symbol meaning how much deviation exists in a set of
data - sometimes called a bell curve, or a standard normal
distribution. In a standard normal distribution, 50% of the values
lie above the mean (average) and 50% of the values lie below. In
Statistics, we take it a step further and delineate certain data
points within that timeline.
 Consider that you run a pizza delivery business and you set a target
of delivering pizzas within 25 minutes of receiving the order. If you
achieve that 68% of the time, you are running at 1 Sigma. If you
achieve it 99.9997% of the time then you are at 6 Sigma (or you are
late on average only 3.4 times out of every one million orders). That
is fundamentally how six sigma measures quality. It measures the
Variance and does not rely on the Mean.

How to prepare a team for Six

Sigma
In order implement the six sigma programme a proper
team must be formed .These steps are too be followed in
forming a team
Forming
At this stage, personal relations are characterized by a
dependency on group leaders to provide structure. The leader’s
main goal is to orientate members of the group – to the mission,
vision and goals of the organization. The kind of behaviour that
is commonly observed at this point is questioning. Why are we
here? What we are supposed to do? How are we going to get it
done? These questions are part of the group forming process. A
leader should provide as much structure as possible in this stage.
Team building is important here, so things such as games and
clarification exercises are necessary. Don’t assume that people
know each other, or are comfortable with each other.

Storming
This stage in group development is characterized by a focus
on personal relationships within the group. Different people
vie for positions, and there is a fair amount of: conflict and
confrontation among group members. Confrontations can be
about who is responsible for what, who are going to be the
‘leaders’ of the group, what are going to be the work rules,
and so forth. On a committee, differences of opinion over how
things should be done, and who should be the ‘movers and
shakers’ will come to play.

Norming
During this stage, the group begins to settle down. Personal
relations are marked by greater cohesion. Members of the
group start to feel that they belong to it, rather than merely
being in it. At the Norming stage of development members
begin to share ideas, feelings, give and receive feedback, and
generally chat about what is going on and what they are
doing.
During this period, members of the group feel good about
being a part of their group. At this time, there is a brief
abandonment of the task at hand (studying or working) and a
period of play – enjoyment of each other, socializing, and
general fun.

Performing
 At this stage, group members achieve interdependence. This
means that they work well together, achieving more together
than they would as individuals. In a committee context, this
means that people help each other with ideas and support. In
the Performing stage group members are both task and
maintenance (people) orientated – this means that they get
things done but also make sure that individuals in the group
are okay. By this point, a group has set itself clear goals (to
have a good time, to run a big event, etc), and a lot is
achieved.

Conclusion
Six Sigma is far more in depth than this document
has illustrated. A tool if used correctly can identify
key areas of business processes that need attention
to lower defect rates. One of the greatest
advantages is that all the measured improvements
achieved through this technique can be directly
converted into financial results. In fact, more and
more shareholders even require that Six Sigma
method be implemented.
Six sigma follows an orderly change for the
attainment of the best results. For this, the top
management must be patient at the time of
decision-making and there should be no place for
quick fix. This helps in getting the right answer and
not just any answer. When applied correctly, six
sigma will produce better results than most other
methods through new culture. It is proven very
marketable in all aspects.
 Bibliography
Books
✔ Six Sigma for the New Millennium - Kim H.
Pries (23-03-09)
✔ The Six Sigma Handbook, Third Edition -
Thomas Pyzdek and Paul Keller (2009)
✔ The Certified Six Sigma Green Belt
Handbook - Roderick A. Munro, Matthew J.
Maio, Mohamed B. Nawaz, Govindarajan Ramu,
and Daniel J. Zrymiak (02-Jan-08)
Websites

✔ Managementparadise.com
✔ Quickmba.com
✔ Scribd.com
✔ Wikipedia.org