Six Sigma has evolved over time.

The concepts behind Six Sigma can be traced through the centuries as the method took shape into what it is today. The roots of Six Sigma as a measurement standard can be traced back to Carl Frederick Gauss (1777-1855) who introduced the concept of the normal curve. Six Sigma as a measurement standard in product variation can be traced back to the 1920's when Walter Shewhart showed that three sigma from the mean is the point where a process requires correction. Many measurement standards (Cpk, Zero Defects, etc.) later came on the scene but credit for coining the term "Six Sigma" goes to a Motorola engineer named Bill Smith. (Incidentally, "Six Sigma" is a federally registered trademark of Motorola). 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 -- didn't 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 as a result of our 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. Rumor has it that Larry and Jack were playing golf one day and Jack bet Larry that he could implement Six Sigma faster and with greater results at GE than Larry did at Allied Signal. The results speak for themselves. Six Sigma has evolved over time. It's more than just a quality system like TQM or ISO. It's a way of doing business. As Geoff Tennant describes in his book Six Sigma: SPC and TQM in Manufacturing and Services: "Six Sigma is many things, and it would perhaps be easier to list all the things that Six Sigma quality is not. Six Sigma can be seen as: a vision; a philosophy; a symbol; a metric; a goal; a methodology." We couldn't agree more. -----------------By Sam Miller. Reprinted with permission to bring small business resources to hubpages. The concept of Six Sigma quality is not something new in the world of business. No matter what trade or industry your company belongs to, you surely must have heard of Six Sigma at one time or another. This is because Six Sigma has worked wonders for many companies worldwide. In addition, it worked wonders for the very company that developed it, which is Motorola. The basic premise behind Six Sigma is to have a system that eliminates defects in the products created and developed by the company. The person who formulated the concept for Motorola is actually Bill Smith, back in 1986. However, Smith was not the first to have thought of the concepts that ultimately make up Six Sigma. This is because Six Sigma is actually inspired by so many quality improvement methodologies that have existed over the past years. These methodologies include Quality Control, Total Quality Management or TQM, and Zero Defects. Six Sigma and its predecessors have the following in common: First, they assert the importance of continuous efforts, with the aim of reducing variation in the output of production. This means that it is very important for any business to keep a certain standard for their products, in order for them to hit success. These methodologies also hold as true the fact that manufacturing procedures can indeed be

measured and analyzed. Because of this, it also follows that they can be controlled and improved. With the proper exertion of control here, improvement is a small step away for any business. Lastly, these methodologies assert that sustaining quality improvement would definitely require the utmost effort and commitment from the organization as a whole. The top of the management staff is not excused here. Thus, if everyone exerts the expected effort at their respective jobs, then improvement would definitely be sustained. Six Sigma actually has two key concepts: DMAIC and DMADV. DMAIC is used for businesses to improve on a certain process that they are currently using, while DMADV is used in the creation of new products or processes that are free from defects. DMAIC stands for Define, Measure, Analyze, Improve, and Control. DMADV, on the other hand, stands for Define, Measure, Analyze, Design, and Verify. Over the years, these models have been modified according to the purpose and needs of other companies that recognize the effectiveness of Six Sigma. One such model was proposed by Geoff Tennant, which is DCCDI. DCCDI stands for Define, Customer Concept, Design, and Implement. General Electric also proposed a revision of the DMADV model. Their own version is DMADOV, which stands for Define, Measure, Analyze, Design, Optimize, and Verify. Another model, which was proposed by Uniworld, is DCDOV. This model stands for Define, Concept, Design, Optimize, and Verify. Whatever model a certain company would employ, the fact remains that Six Sigma is indeed one of the significant methodologies business worldwide hold up high. And because Six Sigma quality had brought Motorola so much success since 1986, more and more companies are implementing it for their own use, even to this very day. These include Caterpillar, 3M, Honeywell International, the Bank of America, and Merrill Lynch. About The Author: If you are interested in six sigma quality, check this web-site to learn more about 6 sigma metrics. http://www.strategy2act.com/solutions/6_sigma_metrics_excel.htm ---------------Before, January 15, 1987, Six Sigma was solely a statistical term. Since then, the Six Sigma crusade, which began at Motorola, has spread to other companies who are continually striving for excellence. While it is progressing, it has extended and evolved from a problem-solving technique to a quality strategy and ultimately into a sophisticated quality philosophy. However, this unique philosophy only became well known after GEs Jack Welch made it a central focus of his business strategy in 1995. Today, Six Sigma is the fastest growing business management system in industry . To elaborate the evolution of Six Sigma, one Six Sigma authority has to be introduced: Mikel Harry, who is called the godfather of Six Sigma and is acknowledged as the leading authority on theory and practice. Even though he did not invent the concept, the way that it is currently practiced bears the unmistakable marks of Harrys personality and personal history. Harry's history path is followed here to reveal the evolution of Six Sigma. The evolution began in the late 1970s, when a Japanese firm took over a Motorola factory that manufactured television sets in the United States and the Japanese promptly set about making drastic changes to the way the factory operated. Under Japanese management, the factory was soon producing TV sets with 1/20th the number of defects they had produced under Motorola management. Finally, Motorola recognized its quality was awful. Since then. Motorola management

decided to take quality seriously. When Bob Galvin became Motorola's CEO in 1981, he challenged his company to achieve a tenfold improvement in performance over a five-year period. In 1984, after Harry was awarded a doctorate from Arizona State University, he joined Motorola where he worked with Bill Smith, a veteran engineer who was in Mikel Harry's words, the father of Six Sigma. During 1985, Smith wrote an internal quality research report which caught the attention of Bob Galvin. Smith discovered the correlation between how well a product did in its field life and how much rework had been required during the manufacturing process. He also found that products that were built with fewer nonconformities were the ones that performed the best after delivery to the customer. Although Motorola executives agreed with Smith's supposition, the challenge then became how to create practical ways to eliminate the defects. With the concept of logic filter, one of Harry's papers at Arizona State University, together with Smith, Harry developed a four-stage problem-solving approach: Measure, Analyze, Improve, Control (MAIC). Later, the MAIC discipline became the road map for achieving Six Sigma quality. On January 15, 1987, Galvin launched a long term quality program, called The Six Sigma Quality Program. The program was a corporate program which established Six Sigma as the required capability level to approach the standard of 3.4 DPMO. This new standard was to be used in everything, that is, in products, processes, services and administration. The Corporate Policy Committee of Motorola then updated their quality goal as follows: Improve product and service quality ten times by 1989, and at least one hundred fold by 1991. Achieve Six Sigma capability by 1992. With a deep sense of urgency, Galvin 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. The revised corporate quality goal stated that everyone was responsible for and to each other regarding this objective. In addition, it affirmed that no one could assume she or he had done enough until the entire goal of Six Sigma was achieved company-wide. After implementing Six Sigma, in 1988, Motorola was among the first recipients of the Malcolm Baldrige National Quality Award. Since then, Six Sigma has constantly caught the attention of industry. However, at Motorola, Six Sigma was only a disciplined problem-solving methodology. In 1988, at Unisys Corp. Harry discussed with Cliff Ames, one of Unisys plant managers, about how to leverage the Six Sigma technique throughout an organization and how to recognize the people who were equipped with Six Sigma tools. Since Ames was a lover of karate and Harry himself was a martial arts enthusiast, in some respects, they shared the same eastern martial arts philosophy. People in martial arts are incredibly skilled, have a precise command of tools, are very dedicated, and are very humble to learn. Based on this insight, Harry decided to designate those with Six Sigma skills as Black Belt. In 1989, Galvin invited Harry to head up Motorola's Six Sigma Research Institute and challenged him to do short cycle quality knowledge transfer and rapid dissemination of quality knowledge into a world-wide company. Harry answered the challenge with Six Sigma implementation strategy that attempted to put quality tools into the hands of large numbers of workers and managers throughout the organization. From that moment, Six Sigma skills were not solely owned by quality engineers, but began to transfer from the quality department to the entire organization. In 1993, at Asea Brown Boveri (ABB), Harry teamed with Richard Schroeder who later joined him to found Six Sigma Academy. Inspired by Kjell Magnuson, one of ABBs business unit presidents, Harry realized that high level executives only focused on clear and quantifiable gains. Further, Harry recognized that it should not be quality first, but business first which will lead to the

realization of quality. In addition, from his Marine Corps experience, he understood the importance of tactics. To exploit the full power of Six Sigma by focusing on bottom-line results, Harry refined Six Sigma deployment tactics which included: Champion, Master Black Belt, Black Belt, and Green Belt. At that time, enamored by Motorola's success, several other companies, such as Texas Instruments, began a similar pursuit. But, it wasn't until late 1993 that Six Sigma really began to transform business. That's the year that Harry and Schroeder moved to Allied Signal and its CEO, Larry Bossidy, decided to adopt Six Sigma. By adequately selecting the right Six Sigma projects and promptly providing the right support for them, Bossidy suggested that high level executives should also understand Six Sigma tools. To respond to that, Harry developed a methodology for a leadership team to select high financial leverage projects. At Allied Signal, an entire system of leadership and support systems began to form around the statistical problem solving tools of Six Sigma. Not long after Allied Signal began its pursuit of Six Sigma quality, Jack Welch, then Chairman and CEO of General Electric, influenced by Bossidy, then began to get interested in Six Sigma. In fact, before Six Sigma, according to Welch, neither he nor Bossidy quality enthusiasts. They felt the earlier quality programs were too heavy on slogans and light on results. In June 1995, Welch invited Bossidy to attend GEs Corporate Executive Council meeting and share his experience with Six Sigma. After that meeting, GE conducted a cost-benefit analysis on Six Sigma implementation. The analysis showed that if GE, then running at three to four sigma quality level, were to raise its quality to six Sigma, the cost saving opportunity was somewhere between $7 billion and $10 billion. This amounted to a huge number - 10 to 15 percent of sales. Then, in January 1996, teaming with Six Sigma Academy, Welch announced the launch of Six Sigma at GE. At that time, he called Six Sigma the most ambitious undertaking the company had ever taken on. He stated: Quality can truly change GE from one of the great companies to absolutely the greatest company in world business. Needless to say that when GE does something, it does it all the way. Welch said to GEs Corporate Executives: Everyone in this room must lead the quality charge. There can be no spectators on this. What took Motorola ten years, we must do in five - not through shortcuts, but in learning from others. From that moment, Jack Welch became the global promoter of Six Sigma. There are two important contributions from GEs way of implementation to the evolution of Six Sigma. First, Welch demonstrated the great paradigm of leadership. Second, Welch backed the Six Sigma program up with a strong rewards system to show his commitment to it. GE changed its incentive compensation plan for the entire company so that 60 percent of the bonus was based on financials and 40 percent on Six Sigma results. The new system successfully attracted GE employees attentions to Six Sigma. Moreover, Six Sigma training had become a prerequisite for advancement up GEs corporate ladder. Welch insisted that no one would be considered for a management job without at least a Green Belt training by the end of 1998. -----What is Six Sigma Six Sigma was developed by CEOs to create an infrastructure of change agents throughout the organization. These change agents focus on strategic goals to provide tangible benefits to major stake holder groups (customers, shareholders, and employees). Six Sigma emphasizes breakthrough rates of improvement, and focuses on world class performance to achieve organizational success.

The Evolution of Six Sigma Before, January 15, 1987, Six Sigma was solely a statistical term. Since then, the Six Sigma crusade, which began at Motorola, has spread to other companies who are continually striving for excellence. While it is progressing, it has extended and evolved from a problem-solving technique to a quality strategy and ultimately into a sophisticated quality philosophy. However, this unique philosophy only became well known after GEs Jack Welch made it a central focus of his business strategy in 1995. Today, Six Sigma is the fastest growing business management system in industry. Click here to view the entire Evolution of Six Sigma Story Top of Page Overview of Six Sigma Six Sigma is one of the most popular quality methods lately. It is the rating that signifies best in class, with only 3.4 defects per million units or operations (DPMO). Its concept works and results in remarkable and tangible quality improvements when implemented wisely. Today, Six Sigma processes are being executed in a vast array of organizations and in a wide variety of functions. Fueled by its success at large companies such as Motorola, General Electric, Sony, and Allied Signal, the methodology is proving to be much more than just a quality initiative. Why are these large companies embracing Six Sigma? What makes this methodology different from the others? The goal of Six Sigma is not to achieve six sigma levels of quality, but to improve profitability. Prior to Six Sigma, improvements brought about by quality programs, such as Total Quality Management (TQM) and ISO 9000, usually had no visible impact on a company's net income. In general, the consequences of immeasurable improvement and invisible impact caused these quality programs gradually to become the fad of the moment. In 1891, British physicist Lord Kelvin wrote, When you can measure what you are speaking about, and express it in numbers, you know something about it. Mikel Harry, a noted Six Sigma authority, extends the thought as, we don't know what we dont know; we cant act on what we dont know; we wont know until we search; we wont search for what we dont question; we dont question what we dont measure. Both imply that if you failed to quantify the results of what you were doing, in a way, it means that you might not understand what you were really doing. Hence, organizations that are unable to track the impact of quality improvements on profitability can not know what changes need to be made to improve their profit margins. And most importantly, profitability is the natural concern of management in organizations. If a quality initiative failed to present its quantitative bottom-line value to the management, it will lose the management's commitment to it and, eventually, fade away. In contrast with other quality initiatives, Six Sigma recognizes that there is a direct correlation between the number of product defects, wasted operating costs, and the level of customer satisfaction. In the short term, Six Sigma is a method to eliminate defects and the opportunity for defects. It utilizes a statistical unit of measurement to measure the capability of the process, then achieve defect free performance, and ultimately increase the bottom-line and customer satisfaction. Top of Page Six Sigma Success Factors

Research into what makes a Six Sigma implementation a success has revealed 10 Critical Success Factors. They are, in order of importance: Top management leadership & commitment A well implemented customer management system A continuous education & training system A well-organized information & analysis system A well-implemented process management system A well-developed strategic planning system A well-developed supplier management system Equipping everyone in the organization, from top management to employees, with a working knowledge of the quality tools A well-developed human resource management system A well-developed competitive benchmarking system For More Detailed Information, go to Six Sigma Success Factors Top of Page How Does Six Sigma Work Six Sigma is a disciplined and quantitative approach involving setting up a system and process for the improvement of defined metrics in manufacturing, service, or financial processes. The approach drives the overall process of selecting the right projects based on an organization's business goals and selecting and training the right people to obtain the results. Improvement projects follow a disciplined process defined by a system of four macro phases: measure, analyze, improve, control (MAIC). Sometimes a preliminary step, define, is added at the beginning, which relates to the appropriate selection of projects and problem definition. The problem must be chronic and impactful. The 4 MAIC phases will be described as follows: Click here to view the rest of the Six Sigma story

Statistical Meaning of Six Sigma The term sigma is a Greek alphabet letter () used to describe variability. In Six Sigma, the common measurement index is DPMO (Defects Per Million Operations) and can include anything from a component, piece of material, or line of code, to an administrative form, time frame or distance. A sigma quality level offers an indicator of how often defects are likely to occur, where a higher sigma quality level indicates a process that is less likely to create defects. Consequently, as sigma level of quality increases, product reliability improves, the need for testing and inspection diminishes, work in progress declines, cycle time goes down, costs go down, and customer satisfaction goes up. To have a more comprehensive understanding about sigma quality level, it will be explained from two perspectives of process capability: short-term and long-term process capabilities. Click here to view the entire 6 Sigma Statistical Meaning Story

-----What is Six Sigma? The term sigma is a Greek alphabet letter () used to describe variability. In Six Sigma, the common measurement index is DPMO (Defects Per Million Operations) and can include anything from a component, piece of material, or line of code, to an administrative form, time frame or distance. A sigma quality level offers an indicator of how often defects are likely to occur, where a higher sigma quality level indicates a process that is less likely to create defects. Consequently, as sigma level of quality increases, product reliability improves, the need for testing and inspection diminishes, work in progress declines, cycle time goes down, costs go down, and customer satisfaction goes up. To have a more comprehensive understanding about sigma quality level, it will be explained from two perspectives of process capability: short-term and long-term process capabilities. Short-term process capability A part or item is classified as defective if the desired measurement, denoted by X, is outside the customer-supplier specification limit (USL) or lower specification limit (LSL). In addition to specifying the USL and LSL, a customer would also specify a target value, which typically is the midpoint between the USL and LSL. From a short-term process capability view, after sampling data from the process, a six sigma process that produces the parts is normally distributed (see Figure 2.1). Table 2.1 displays short-term process capability in various sigma levels. Table 2.1: Short-Term Process Capability at Various Sigma Quality Levels Sigma Level % Good PPM/DPMO 2 95.45 45500 3 99.73 2700 4 99.9937 63 5 99.999943 0.57 6 99.9999998 0.002 Figure 2.1: Short-Term Six Sigma Performance for a Single Process

Long-term process capability Due to the nature of the process, when dealing with the situation of a long-term process, shifts and drifts in the mean of the distribution of a component value occur for a number of reasons as do changes in other parameters of the distribution: for example, tool wear is one source of a gradual drift, differences in raw material or change of suppliers can cause shifts in the distribution. A solution proposed by D.H. Evans (Statistical Tolerancing: The State of the Art Part III, Shifts and Drifts 1975) focuses on high production rates, and low cost components. Evans suggests that one should use 1.5s as the standard deviation to calculate the percentage of out of tolerance responses. Furthermore, research by M.J. Harry (The Nature of Six Sigma Quality 1988) has shown that a typical process is likely to deviate from its natural centering condition by approximately 1.5 standard deviations at any given moment in time. With this principle in hand, one can make a rational estimate of the long-term process capability with knowledge of only the short-term process

capability (see Figure 2.2). Table 2.2 displays long-term process capability in various sigma levels. Figure 2.2: Long-Term Six Sigma Performance for a Single Process (Shifted 1.5)

Table 2.2: Long-Term Process Capability in Various sigma Levels Sigma Level % Good PPM/DPMO 2 69.15 308,537 3 93.32 66,807 4 99.379 6,210 5 99.9676 233 6 99.99966 3.4

---The Early Beginnings Most people believe that Six Sigma was devised by Motorola Company and was used for the first time in the late seventies. No doubt this is true, but giving the entire credit to Motorola will not be the right thing to do - because what is also true is that the roots of present day Six Sigma can be traced back to eighteenth century when industrial revolution was changing the contours of the European subcontinent. The first contribution came from Carl Frederick Gauss, who gave a conceptual presentation of Six Sigma by using a normal curve metric. Later on, contributions were also made by Walter Shewhart, who showed the applicability of process corrections based on three sigma deviations from the mean. The Japanese Contribution The popular Japanese belief that nothing is perfect'; that there is only "better" or "worse", is quite similar to the basic Six Sigma objective (i.e. aim for continuous quality improvements). It proves the fact that Japanese people contributed a lot to the evolution of Six Sigma. It happened in the seventies when a Japanese management was called in to improve the operations of a TV manufacturing unit controlled by Motorola. The Japanese showed their excellent workmanship and used innovative tools and techniques, which were later banded together to create the Six Sigma quality improvement methodology. Motorola's Contribution Any study related to the evolution of Six Sigma will be incomplete without mentioning names like Bill Smith and Mikel Harry as well as their contributions towards the development of Six Sigma. Their contribution came in the form of a research project that proved that the performance of a product or service was linked directly to the adjustments effected in the associated business processes. The report was no less than a revolution because it clearly indicated that product performance in the marketplace could be improved just by decreasing the total number of non-conformities at each stage of production. It led to the development of "logical filters", which were referred to as Measure, Analyze, Improve and Control by the then CEO of Motorola, named Bob Galvin. These filters together represent the present day Six Sigma methodologies, namely the DMAIC, which stands for Define, Measure, Analyze, Implement, and Control, and DMADV, which stands for Define, Measure, Analyze, Design and Verify. The evolution of Six Sigma has not stopped. In fact, the evolutionary pace of Six Sigma has increased dramatically over the years, mainly due to the growing need to accommodate newer business processes and technological advancements and breakthroughs. Since, Six Sigma's evolution has helped it to survive the long years, it would not be wrong to assume that it would continue doing the same in the years to come as well. &&&&&&&&&&&&&&&&&&&&&&

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Changes that needs to be made

01. Symbol of Six Sigma 02. Definition of Quality is a must and also mention what exactly you mean by Quality there 07,08 The sequence should be the other way around and this needs to be covered in the end. This will demodulate the YB thinking that they are least in the cadder and will not pay much attention to the subject. 09. 11 12 16 What is a CTQ is mentioned but what is the full form of CTQ?? What is DPO needs to be explained Define needs to be in the place of control Change the fish bone diagram its a wrong one

Overall the slides are ok but there is more that you need to add to this. Few tips are: 01. History of Six Sigma 02. More of calculations 03. Exercises 04. More of glamour 05. Some organizations that have been benefited by implementing six sigma 06. talk more about quality and its importance 07. Talk about the attitude and discipline in short though 08. give examples of big organizations that have deployed six sigma 09. also talk about six sigma organization 10. who is a customer 11. what kinds of customers are there etc overall you need to make this very interactive otherwise, your audience will be bored and will loose the track of the subject. You also need to divide this into 3-4 sections as in induction, history, DMAIC, hierarchy etc try to incorporate all the that I have mentioned and let me know if this sounds interesting.