Six sigma-basics

Embed Size (px)



Text of Six sigma-basics

  • 1. Six Sigma Overview Roma Mohanti, 04/2008
  • 2. Sigma as a Business Strategy Focused on customer requirements o Internal, and external customers o Root cause of defects that impact satisfaction, loyalty, revenue, market share A disciplined, fact-based approach to managing a business and its processes A way to assess performance of a process o Devised at Motorola in 1987 o Higher the process sigma, the fewer the defects Comparison of differing processes o Marketing, Finance, Manufacturing, Order Fulfillment, Service Delivery in common terms o Adjust for complexity of the work, product, service 2Six Sigma Overview Page 2
  • 3. Six Sigma 3Six Sigma Overview Page 3
  • 4. Deployment Six Sigma is deployed by individuals certified in the methodology including: Master Black Belt - certified to train and certify others Black Belt - certified to train and lead Six Sigma projects Green Belt - certified to train and participate in the process 4Six Sigma Overview Page 4
  • 5. Six Sigma Methods DMAIC Define, Measure, Analyze, Improve, Control Used to improve existing processes DMADV / DFSS Define, Measure, Analyze, Design, Verify Used to develop new processes or implement new technologies May be referred to as DFSS Process Management Reviewing and analyzing E2E of work processes 5Six Sigma Overview Page 5
  • 6. Methodology Integration 6Six Sigma Overview Page 6
  • 7. DMAIC Cycle - Define Select specific problem/opportunity An appropriate DMAIC project Meaningful and Manageable Create a Project Charter Validated by leadership Identifying key contributors Define the process and customer(s) 7Six Sigma Overview Page 7
  • 8. Define Stage Activities Define Critical Customer Requirements Develop Team Charter Map As Is Business Process Complete SIPOC Develop the Business Case including high level project plan 8Six Sigma Overview Page 8
  • 9. SIPOC A document that defines the context, specifics and plans of an improvement or design project Define (and narrow) the projects focus Clarify the results being sought Confirm value to the business Establish boundaries and resources for the team Communicate goals and plans 9Six Sigma Overview Page 9
  • 10. Example - SIPOC A SIPOC will allow your project team to put parameters around the process being reviewed and identify the areas impacted both up and down stream SIPOC Suppliers Input Process Output Customer Clients Requirements Profile Client Sales People Resumes Interview Summaries Sales People Candidates Profiles Offer Letters Delivery Management Web Site Margin Template Candidate/Employee Recruiting Data Base Get Search for Screen Present Make Offer Fill Requirement Requirement Candidate Candidate Candidate Suppliers who feeds the process Inputs what do they feed Process steps in the process Outputs outputs of the process Customer who pulls from the process 10Six Sigma Overview Page 10
  • 11. DMAIC Cycle - Measure Determine what to measure and why Prepare plans to collect output, process and/or input data Construct forms and test data collection procedures Refine data collection Refine DMAIC Charter 11Six Sigma Overview Page 11
  • 12. Measure Stage Activities Identify Key Measurements Data Collection Plan Data Collection Execution Document Process Variations Establish Performance Baseline 12Six Sigma Overview Page 12
  • 13. Input Process Output Measures A DMAIC team must get Output measures to baseline the process/problem Focus on your Goal target or Project Y Output measures can be taken before or after the product or service is delivered to the customer Defects caught in-house prior to shipment vs. on delivery or inservice Use SIPOC diagram and sub-process maps to help select measures and ensure balance Consider possible X measures early in the project to help get some initial data for the Analyze phase 13Six Sigma Overview Page 13
  • 14. Review Y and X Measures 14Six Sigma Overview Page 14
  • 15. Process Measurement Example Critical Customer Requirement = 9.4 days Variation in results Number Orders Filled Defects: Service unacceptable to customer 1 2 3 4 5 6 7 8 9 10 11 12 Delivery Time in Days 15Six Sigma Overview Page 15
  • 16. DMAIC Cycle - Analyze Current state analysis Is the current state as good as the process can do? Who will help make