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7/27/2019 Six Sigma Marish
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Marish Kumar Gupta
M.E.(Regular) 2010-
2012
Roll No.-102407
NITTTR,Chandigarh
Six Sigma
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Contents Process Improvement Goals
What affects software?
Six Sigma
Six Sigma Levels
Metric Philosophy
Methodology
Six Sigma Personnel
DMAIC vs. DMADV
Six Sigma Strengths
Six Sigma Weaknesses
Difference between six sigma projects and typical software
projects
References
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Process Improvement Goals
Process Goals
Improve Schedule and budget predictability
Improve cycle time/time to market
Increase productivity
Improve quality (as measured by defects)
Increase customer satisfaction
Improve employee morale
Decrease cost of quality
Companies want to increase return on investment
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What affects software?
People
TechnologyProcess
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Six Sigma; What is it? According to David Card, (IEEE Software 2000), Six
sigma is A generic quantitative approach to
improvement that applies to any process.
Six Sigma is a disciplined, data-driven approach and
methodology for eliminating defects (driving towardssix standard deviations between the mean and the
nearest specification limit) in any process -- from
manufacturing to transactional and from product to
service.
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Six Sigma Levels
Six Sigma can be identified at three levels:
Metric
Methodology
Philosophy
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Metric 3.4 Defects Per Million
Opportunities (DPMO)
DPMO allows you take complexityof product/process into account
Most companies are within 3standard deviations of the mean
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Metric
The higher thesigma value, the
better the process
is capable of
producing defect
free results
To be in this six
sigma range youmust have a
quality product
99.9999998% of
the time.
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Philosophy
Reduce variation in your business and
make customer-focused,
data driven decisions
Translate customer needs intooperational measurements
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Methodology Structured problem solving techniques and
roadmap
Two primary sub-methodologies in Six Sigma DMAIC
DMADV
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DMAIC
Define-Measure-Analyze-Improve-Control
Tool for incremental process improvement of
existing processes within an organization that fall
below required specification
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DMAIC(cont.) Define
Define the problem or process to improve upon related to thecustomer and goals
Measure How can you measure this process in a systematic way?
Analyze Analyze the process or problem and identify the way in which it can
be improved. What are the root causes of problems within theprocess?
Improve Once you know the causes of the problems, present solutions for
them and implement them
Control Utilize Statistical Process Control to continuously measure your
results and ensure you are improving
Several Software Packages available to assist in measuring yield,defects per million opportunities, etc.
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DMADV Define-Measure-Analyze-Design-Verify Methodology for producing new processes that
meet the Six Sigma Quality levels desired
Similar to DMAIC, however, we have a design
stage here DFSS
Design-For-Six-Sigma
Using models or prototypes to create designs and
ensure they are effective in meeting goals
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DMAIC vs. DMADV
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Six Sigma Personnel Champion
Manager/Director/Executive whomakes sure the resources are inplace for a Six Sigma project
Master Black Belts Quality experts in an organization Responsible for strategic implementation
Teach/Mentor other Black and Green Belts
Black Belts Six Sigma team leaders responsible for implementing process
improvement projects within the business
Green Belts Employee of an organization that has some training in Six
Sigma and may lead a Six Sigma project, but only as part oftheir job
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Six Sigma Strengths
Generic Process Improvement Strategy can beapplied to any process
Trained personnel working on process
improvements for organization on continuous
basis
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Six Sigma Weaknesses Derived from manufacturing which has a real tangible
process that is easy to measure and apparent, asopposed to software engineering
No formal connection to ISO 9000 ISO 9000 and CMM have milestones and certifications
Six Sigma relies on training personnel (black belts)that look for areas that need improvement which maynot be the best way to go about this Costs also involved in training for Six Sigma
Focuses on Internal process experience and doesntconsider external technology or best practices
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Difference between Six Sigma Projects
and Typical Software projects
According to Zhedan Pan, Hyuncheol Park, the sixsigma projects and typical software projects can be
differentiated by the following parameters:
Start
Team
Objectives
Processes
Toolkits
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References David N. Card, Sorting out Six Sigma and the CMM, IEEE
Software, May June 2000, pp. 11-13
Zhedan Pan, Hyuncheol Park, A Six Sigma Framework for
Software Process Improvements and its Implementation,
Information and Communications University, Republic of Korea,
2002 Six Sigma, http://www.isixsigma.com/
http://www.isixsigma.com/http://www.isixsigma.com/7/27/2019 Six Sigma Marish
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Thank You
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