Samrat Ashok Technological Institute, Vidisha

SAMRAT ASHOK TECHNOLOGICAL INSTITUTE, VIDISHA
DEPARTMENT OF MECHANICAL ENGINERING


CONTENTS:
 Introduction
 Process Variability
 Sigma level of quality
 What is six sigma
 From Where the Concept Evolves
 Development Process
 Methodology Used
 Tools and Techniques Used
 Key Players in a Six Sigma Team
 Benefits
 Barriers to Implementation
 Areas of Application

INTRODUCTION:
EXAMPLE 1: For our go-to-work/school process, consider that we daily
quantified the difference between our arrival time and our planned arrival
time and then tracked this metric over time. For this measure we might
see much variability in the output of our process. We might then wish to
examine why there is so much variability by either consciously or
unconsciously trying to identify the inputs to the process that can affect
the process output. For reducing the variability of commuting time, we
might list inputs to our process as departure time from home, time we got
out of bed, traffic congestion during the commute, and whether someone
had an accident along our route to work/school.
EXAMPLE 2: Consider a person who parks his/her car inside his/ her
garage. The final position of the car is not the same exact place day after
day. The driver has variability when parking the car. Variability in parking
position can be measured over time. When nothing unusual occurs, the
sources of variability in parking position are considered common cause.
However, if a cat were to jump in front of the car during parking, this might
distract the driver and cause additional variability, i.e., special cause.

INTRODUCTION:
Similarly, within business and other organizations we have processes or
systems, Which possesses variability.
All automobiles from a manufacturing line will not be manufactured exactly
the same. Automobiles will exhibit variability in many different ways.
An example criterion is the stopping distance of the automobile at a
certain speed. To test this criterion, the automobile manufacturer
obviously cannot test every vehicle under actual operating conditions to
determine whether it meets this criterion. In lieu of this, the manufacturer
could test against this criterion using a sample from the population of
automobiles manufactured.

PROCESS VARAIBILITY:
 Sigma (σ) is a letter in the Greek alphabet that has become the
statistical symbol and metric of process variation.
 In the term sigma (σ), a classical measurement unit consideration of
the initiative is defects per unit or defects per million opportunities.
 Sigma quality level offers an indicator of how often defects are likely to
occur: a higher sigma quality level indicates a process that is less likely
to create defects.
 The sigma quality level includes a ± 1.5 σ value to account for typical
shifts and drifts of the mean.

SIGMA LEVEL OF QUALITY:



WHAT IS SIX SIGMA:
 The Six sigma strategy involves the use of statistical tools within a
structured methodology for gaining the knowledge needed to achieve
better, faster and less expensive products and services than the
competitor.
 Six sigma is a methodology for pursuing continuous improvement in
customer satisfaction and profit that goes beyond defect reduction and
emphasizes business process improvement in general.

WHAT IS SIX SIGMA:
 Six Sigma is a;
Business process improvement approach
Purpose - Eliminate causes of defects and errors
- Reduce cycle time
- Reduce cost of operations
- Improve productivity
- Better meet customer expectations
- Higher asset utilization
- Returns on investment in Manufacturing and Service
processes

FROM WHERE THE CONCEPT EVOLVES:
 The late Bill Smith, a reliability engineer at Motorola, is credited with

originating the concept during the mid-1980s and selling it to Motorola‟s
CEO Robert Galvin.
 As a result, Motorola set the following goal in 1987;
“Improve product and service quality ten times by 1989, and at least 100
fold by 1991. Achieve six sigma capability by 1992, with a deep sense of
urgency, spread dedication to quality to every facet of the corporation, and
achieve a culture of continual improvement to assure total customer
satisfaction. There is only one ultimate goal: Zero defects – in everything
we do”

FROM WHERE THE CONCEPT EVOLVES:
 The recognized benchmark for six sigma implementation is General

Electric – driven by former CEO Jack Welch.
 In the culture of G.E;
Delighting our customers is a necessity. Because if we don‟t do it,
someone else will!
 Larry Bossidy, CEO of AlliedSignal, counters: „„The fact is, there is
more reality with this (Six Sigma) than anything that has come down in
a long time in business. The more you get involved with it, the more
you‟re convinced.‟
 Wipro is the first Indian company to implement six sigma.
 Wipro have most mature six sigma program with 91% of projects
completed on time to industry average of 55%.

DEVELOPMENT PROCESS:
QC SQC TQC TQM SIX SIGMA
ISO 9000 SCIENTIFIC

SERIES MANAGEMENT TOOLS
SUCH AS SPC, TPM,
QE AND TCS

METHODOLOGY USED:
 The two main approaches used while implementing six sigma are as
follows;
1. D.M.A.I.C (DEFINE, MEASURE, ANALYZE, IMPROVE, CONTROL)
2. D.M.A.D.V (DEFINE, MEASURE, ANALYZE, DESIGN, VERIFY)
 The DMAIC approach is used while improving existing processes.
 The DMADV approach is used while designing new processes.

METHODOLOGY USED:
Manufacturing
Existing and service
Business Supplier Inputs Outputs Customer
processes
Processes
Define Measure
Six Sigma
Methodology
DMAIC
Control Analyze
Improve
Improved
Business Quality Productivity Cost Profitability
Performance

TOOLS AND TECHNIQUES USED:

 Process Mapping
 Tolerance Analysis
 Structure Tree
 Components Search
 Pareto Analysis
 Hypothesis Testing
 Gauge R & R
 Regression
 Rational Subgrouping
 Design of Experiments (D.O.E)
 Base lining
 SPC

KEY PLAYERS IN A SIX SIGMA TEAM:
 Champions
 Master Black Belt
 Black Belts
 Green Belts
 Team Members from various functional Disciplines

BENEFITS:
 Generates sustained success
 Sets performance goal for everyone
 Enhances value for customers
 Accelerates rate of improvement
 Promotes learning across boundaries
 Executes strategic change

BARRIERS TO IMPLEMENTATION :
 Engineers and managers are not interested in mathematical statistics
 Statisticians have problems communicating with managers and
engineers
 Non-statisticians experience “statistical anxiety” which has to be
minimized before learning can take place
 Statistical methods need to be matched to management style and
organizational culture

AREA OF APPLICATIONS:
Service
Design
Management
Purchase
Administration
Six Sigma
Methods
Production
Quality
Depart.
M&S IT
HRM

“UNLESS YOU CHANGE THE PROCESS, WHY

WOULD YOU EXPECT THE RESULTS TO CHANGE”
IMPROVING PROCESS IS THE PRINCIPAL ACTIVITY
OF SIX SIGMA.



Samrat Ashok Technological Institute, Vidisha

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SAMRAT ASHOK TECHNOLOGICAL INSTITUTE, VIDISHA

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

SIGMA LEVEL OF QUALITY:

DEPARTMENT OF MECHANICAL ENGINERING

SIGMA LEVEL OF QUALITY:

DEPARTMENT OF MECHANICAL ENGINERING

SIGMA LEVEL OF QUALITY:

DEPARTMENT OF MECHANICAL ENGINERING

WHAT IS SIX SIGMA:

DEPARTMENT OF MECHANICAL ENGINERING

WHAT IS SIX SIGMA:

DEPARTMENT OF MECHANICAL ENGINERING

FROM WHERE THE CONCEPT EVOLVES:

 The late Bill Smith, a reliability engineer at Motorola, is credited with

DEPARTMENT OF MECHANICAL ENGINERING

FROM WHERE THE CONCEPT EVOLVES:

 The recognized benchmark for six sigma implementation is General

DEPARTMENT OF MECHANICAL ENGINERING

QC SQC TQC TQM SIX SIGMA

ISO 9000 SCIENTIFIC

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

TOOLS AND TECHNIQUES USED:

DEPARTMENT OF MECHANICAL ENGINERING

KEY PLAYERS IN A SIX SIGMA TEAM:

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

“UNLESS YOU CHANGE THE PROCESS, WHY

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

DEPARTMENT OF MECHANICAL ENGINERING

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