95836847 Sample Project Operation

8/11/2019 95836847 Sample Project Operation

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Six Sigma Bharat Forge Ltd

Abasaheb KhileSikkim Manipal University

1

Six SigmaRework EliminationA PROJECT REPORT

Under the guidance !

Mrs.Savita Jadhav

Submitted by

M"# K$%L& ABASA$&B 'A()$A"%(A*$

"LL ( +, -./02/1 33333333333333333333333333333

in partial fulfillment o f the requirement

for the award of the degree

Of

MBAIN

Banking

MBA S&M&S*&" 4%56

./1/,11


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.

Bonafide Certificate:

BONA!"E #ER$!!#A$E

:erti!ied that this pro

8ho carried out the pro


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2

A:K(7L&)&M&(*

Sitting on the seashore 8e thought that it 8as an easy task to dive but it 8as only 8hen 8e

dived into the ocean o! the pro


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O/r Vision


VisionV

7e 8ill emerge as a 8orld,class company#

7e 8ill be a dominant %ndian player 8ho is innovative in products 9 strategies#

:ustomers 8ill experience us as cost e!!ective; sa!e 9 reliable#

ur people 8ill !eel and be empo8ered ; and our stakeholders 8ill en


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-

#ON$EN$S

NO #%A&$ER &A*E NO

7 #om0an- &roile

C,11

8 S1o0e o &ro6e1t

1.,12

9 $heoreti1al Ba1kgro/nd

1,2C

: O+6e1tives O St/d-2D,20

; Resear1h Methodolog-

2@,-/

< "ata #olle1tion 5 !nter0retation

-1,C/

= indings

C1,C.

> Re1ommendations

C2,C

? #on1l/sion

C-,CC

7@ 4/estionnaires

CD,C@

77 Bi+liogra0h-

D/,D1


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C

:ompany 'ro!ile


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1#/ :M'A(E '"F%L&

Bharat Forge ; an %ndian M(: US .#1 billion Kalyani group is a true 8orld leader #*he

company has manu!acturing !acilities spread across six countries ;t8o in %ndia; *hree in

ermany; ne in S8eden; ne in Scotland; ne in (orth America and ne in :hina# Bharat

Forge Ltd# has t8o plants in %ndia; ne in 'une and other plant is in :hakan# 7e are number

t8o !orging Manu!acturing :ompany in the 7orld# ur company is an innovation one# *he

more complex the challenges are; the more innovative 8e get# 7e chart ne8


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"ail 9 Marine and Mining; Metals 9 %n!rastructure 8ith initial long,term contracts

already secured#

41 US) H "s#16

$ealthy global and %ndian gro8th rates have steadily increased 8orld demand !or

automobiles and trucks; and hence auto components such as !orgings# %t is not surprising;

there!ore; that our :ompany has signi!icantly gro8n during the year# 7ith its !acilities in

%ndia; ermany; S8eden; the UK; the USA and :hina; the Bharat Forge group has !urther

strengthened its position in the global !orging industry#

ur :ompany has embarked upon a !ive,!old path o! pro!itable gro8th# *his includes+

consolidation o! its businesses 8ith an un8avering !ocus on executionI continuously ramping

up additional capacities; not


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DOMESTIC


@


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GLOBAL


1/


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UAL%*E 'L%:E

7& A"& :MM%**&) * &($A(:& SA*%SFA:*%( F ALL

S*AK&$L&)&"S:BE MA(UFA:*U"%( :S* &FF&:*%5&

'")U:*S;'"5%)%( SAF& A() $&L*$E &(5%"M&(* *$"U$

&FF&:*%5& %M'L&M&(*A*%( A() :(*%(UAL %M'"5&M&(* F *$&

UAL%*E MA(A&M&(* SES*&M#

OBJE#$!VES

16 L&5&"A%( *&:$(LE * &(&"A*& :M'&*%*%5&

A)5A(*A& A() * %M'"5& '&"F"MA(:

.6 &FF&:*%5& U*%L%SA*%( F "&SU":&S#

26 &M'LE&& %( 5L5&M&(*; *"A%(%( A() M*%5A*%(#

6 %M'L&M&(*%( *M '"%(:%'L&S#

-6 S*"( F%(A(:%ALS#

)A*& + # K# Agar8al

'LA:& + )eputy Managing )irector


11


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S:'& F *$& '"?&:*

.#/ S:'& F '"?&:*


1.

Scope o! 'ro


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1# 7e can achieve ero de!ects#

.# *otal customer satis!action#

2# 7e can control on cost reduction i#e# 1 lack per month#

# &limination o! re8ork and scrap percentage#

-# :ycle time reduction#

C# 7e can improves companys capability and their competitiveness#

D# &limination o! operative !atigue#

0# )esigning !or ease manu!acturing#

@# 'o8er!ul ne8 tools especially design o! ne8 tools#

1/# *rue partnership 8ith key suppliers#

11# *raining !or all employs#


12


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1

Theoretical

Background


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2#/*heoretical Background*otal uality Management4*M6

)e!inition+*M is a management approach !or an organiation; centered on Guality;

based on the participation o! all its members and aiming at long term success through

customer satis!action; and bene!its to all members o! the organiation and society#

ne ma


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*he simple ob#

*M is the !oundation !or activities 8hich include

:ommitment by the senior management and all employs#

Meeting customer reGuirements#

?ust in time#

%mprovement teams#

"educing product and service cost#

&mployee involvement and empo8erment#

"econgniation and celebration#

:hallanging Guantiti!ied goals and benchmarcking#

Focus on processes %mprovement plans#

Speci!ic %ncorporation in strategic planning#

:ontinuous %mprovement through *M

*M is mainly concern 8ith continuous improvement in all 8ork !rom high level strategic

planning and decision making; to detail execution o! 8ork elements on the shop !loor# %ts

steams !rom the belie! that mistakes can be avoided and de!ects can be prevented# %t leads to

continuously improving results; in all aspects o! 8ork as result o! continuously improving

capabilities; peoples processes and technology and machine capability#


1C


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For &xample+,:ause and &!!ect )iagram+,

Late deliveries training maintenance

ut o! spec ability calibration

Material supervision type

de!ects experience age

temperature process design out o! speci!ication

dust poor product

design typelighting

'oor Guality

ventilation management material grade

%ntroduction to Six Sigma methodology and philosophy


1D

Supplie Worke Machine

uality'roblem

Environmen Processes Material


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7hat is Six Sigma N

%s an =rganiation J 7ide %nitiative> to achieve ero de!ects and reduce

8astes4=Muda>6and variations in the processes

Muda that occur in the processes are+

verproduction

7orkers 8aiting

Unnecessary transport

ver, processing

&xcess inventory

Unnecessary movement

)e!ects

Unused employee creativity

Six Sigma initiative helps in reducing the !ollo8ing 8astes

)e!ects

ver, processing 4ver toleranceUnder tolerance o! design6

Unused employee creativity

ther types o! 8astes are eliminated through other initiatives and techniGues

7hat is Six Sigma N

*he methodology 8hich 8e are going to discuss is speci!ically !ocused on

eliminating 8astes in the Manu!acturing processes


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Six Sigma helps in eliminating the 8aste in manu!acturing process through

t8o methods

'roblem Solving

*his helps in reducing scrap; re8ork and customer complaints

&xisting 'rocess characteriation and ptimiation

*his helps in increasing productivity and also helps in !ixing the correct

tolerance !or the design

7hat is Six Sigma N

*op Management commitment and strong revie8 mechanisms are the keyto the success o! the Six Sigma initiative #


1@


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*rained people 8ho are skilled in understanding the process and also hasthe selection and application o! Six Sigma tools to achieve ero de!ects

are essential in this initiative#

)uring the initial deployment phases; Black belts have to spend at,least-/ O o! the time in the pro in each o! their manu!acturingservice

processes #

Success!ul rganiation 8ide deployment o! Six sigma 8ill take aminimum o! three years#

rigin o! Six Sigma initiative

Six Sigma initiaive 8as !irst developed by Mr# Bill Smith; 8ho 8as 8orking as

uality Manager at Motorola


./


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7ith a strong commitment !rom Mr# Bob alvin; then :& o! Motorola;the

implementation o! the intiative began in 1@0C

*his intiative helped Motorola 8in the !irst Malcolm Baldrige A8ard in 1@00

Several o! the ma


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)ata based decision making # (o =Atmospheric Analysis>

Use Shainin)esign o! &xperiments 4)&6 as the )ata based tool !or eroing in

on the root cause 4s6 o! the variations

Structured troubleshooting done by cross !unctional teams having ='rocess

Kno8ledge>

&ach team is assigned a pro

Six Sigma Focus


..

)e!ect reduction pro


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Funneling approach in Six sigma

*he approach that 8ill the be !ollo8ed in Six sigma to reach the root cause4s6

is through data and by !unneling

*o start 8ith !or a problem; =!irst Level SSvs> are identi!ied ; than )& tool

is applied to pinpoint 8hich o! the !irst Level SSvs are creating the problem

*hen 8e have to check 8hether the cause pinpointed is a = cause> or =root,

cause>


.2


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%! it is a =cause> ;the cause should be taken as E; and then next Level SSvs

should be Listed; again )& tools applied !urther to pinpoint

*his should be continued till 8e reach the root cause

*he =cause> 8hich is =controllable> by implementing process improvement

actions is called as = "oot cause>

7hy the name Six Sigma N

b#


.


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*o have all attribute outcomes o! the processes operate at =Qero de!ect>#

*he Key to achieving the Six sigma level is the application o! the )& tools#

7hy the name six sigma N

Lo8er (ominal Upper Spec Limit

'rocess Mean

CAbasaheb KhileSikkim Manipal University

.-

%n this case;Csigma H -/O *olerance)e!ect level H 2 ppbAssuming the process iscentered

*his level is called C Sigmalevel


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&stimate 'art to 'art variation is represented by

C


Lo8er (ominal UpperSpec Limit *arget Spec Limit

)e!ects

33333333333333333333333333333333333333333333333333333333333333

'rocess Mean

C

&stimate 'art to 'art variation is represented by

C


.C

%n this case;

Csigma H -/O *olerance)e!ect level H 2 ppbAssuming the process iscentered*his level is called C Sigmalevel


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&stimated 'art to 'artvariation as O to *olerance4CR as to *olerance6

)e!ect4''M''B6

Sigma level

CR H *olerance .D// 2

CR H D- O o! *olerance C/

CR H C/ O o! *olerance .0 ppb -

CR H -/ O o! *olerance 2 ppb C


.D


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Key 'oints

Six sigma is the =estimated 'art to 'art variation at @@#D2 O con!idence level>#

A 'rocess is operating at Six sigma level; 8hen the &stimated 'art to 'art variation

is -/O o! the *olerance#

*he ob


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$o8 to select BB pro


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Kno8n

Kno8n :ause Unkno8n

%ntroduction to MMA%: 'rocess J*he skeleton o! the Six sigma process

'hase J 1 J )e!inition

'hase J . J Measure and Analye

'hase J 2 J %mprove

'hase J J :ontrol

*his cycle is called as )MA%:


2/

Six sigma'ro


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%ntroduction to )MA%: 'rocess

nce the 'ro


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$o8 the root cause 4s6 are pinpointed


2.

Sources ! 5ariations

'rocess5ariations

%nput Materialvariations

'oor 'rocessdesign

'oor 'roduct)esign

4*olerance6

Machine*ooling

'arameter5ariation

Method5ariation

'rocessingMaterial

&nvironmnt

Six Sigma initiative, helps to zero in on the source o variations using the !"tools to reduce the variation and achieve #ero deect$

environmt


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)MA%: and the Six sigma tools

'hase *ools

)e!ine 1#'rocess mapping 416.#*rend analysis 4162#'areto 416#Brainstorming 416-#Machine abnormality study 416C#'roduct de!ect concentration chart 416D#:alibration 460#age " 9 " studies 46

Measure and Analye @#'aired :omparison 4161/#'rocess parameter search 41611#:omponent Search 416

1.#Modi!ied :omponent search 41612#Multi,vari analysis 4161#'rocess de!ect concentration chart4161-#5ariable search 4.61C#Full Factorial 4.61D#*est o! Means 426


22


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10*est o! eGual variances 426


2


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)MA%: and the tools

'hase *ools

%mprove 1@#B 5s : 4.6./#A(5A 4Analysis o! 5ariance6 426.1#Scatter 'lot 426..#&valuating solutions 426

:ontrol .2#5ariation analysis 4.6.#T,bar and "ange charts 4.6.-#'re,:ontrol charts 4.6.C#'rocess :ontrols analysis and:ontrol 'lanning 46.D#Mistake 'roo!ing 46


2-


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*here are .D tools and techniGues that needs to be used in various phases

rganiation Structure

"evie8 !reGuency "ole 'osition


2C

(ote + *he number 8ithin bracket against each tool indicates the module in 8hich 8e 8ill be seeinthese tools

&very 8eek 8ith BB :hampion4s6 *op Management

Black Belts

*eam 4reen Belts6

&very day 8ith*eam

Functional

Managers

&ngineers7orkmen


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2D

b


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#/ B?&:*%5&S F S*U)E

1# *o evaluate * M and its implementation#

.# *o implementation o! ero de!ects#

2# *o signi!icance kaien and ?apanese philosophy#

# *o understand concept o! * M and its advantages#

-# *o !ind out cause and problems#

C# *o consider remedial measure#

D# *o de!ine and explain 8hat a process is#


20


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0# *o explain the role o! process in organiation#

@# *o sho8 the role o! six sigma as a process mapping#

1/# *o describe the model o! six sigma process improvement !rame8ork#

11# *o develop various supervisory skills like leadership; problem solving; etc# in theemployees#

1.# *o increase employee motivation; to promote


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*o test a hypothesis o! a casual relationship bet8een variables#

Meaning o! "esearch Methodology

"esearch Methodology is a 8ay to systematically solve the research problem# %t may

be understood as science o! studying ho8 research id done scienti!ically# %n it 8e study thevarious steps that are generally adopted by a researcher in studying his research problem

along 8ith the logic behind them# %t is necessary !or the researcher to kno8 not only the

research methods techniGues but also the methodology# "esearch methodology has many

dimensions and research methods do constitute a part o! the research methodology#

*he scope o! research methodology is 8ider than research methods# *hus; 8hen 8e

talk o! research methods but also consider the logic behind the methods but also consider the

logic behind the methods 8e use in context o! our research study and explain 8hy 8e are

using a particular method or techniGue and 8hy 8e are not using others so that research

results are capable o! being evaluated either by the researcher himsel! or by others#


.


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"esearch 'rocess

Be!ore embarking on the details o! research methodology and techniGues; it seems

appropriate to present a brie! overvie8 o! research process# "esearch process consists o! a

series o! seGuencing o! these steps# *he !ollo8ing order concerning various steps provides a

use!ul procedural guideline regarding the research process+

Formulating the research problem

&xtensive literature survey

)evelopment o! 8orking hypotheses

'reparing the research design

)etermining sample sie

"andom sampling

:ollecting the data

By observation

*hrough personal intervie8


2


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*hrough schedules

&xecution o! the pro


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Six Sigma Bharat Forge Lt

"esearch Methodology+,

'hase J 1 )e!inition

'roblem and response de!inition#

'roblem Statement , 'in diameter comes over sie more than limit tolerance in

pin grinding operation#

Location , Line (umber ..

Machine J 21

) H 2-2C

'art (ame , *ata Motors#

peration , 'in grinding operation#

'art to part variation#

'in to pin variation#

Steam to steam variation#


-


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)ata :ollection and %nterpretation +,

)ata collection o! daily production pin diameter sie updates#

'art (ame *A*A Motors

perations 'in rinding 4All pins6

peration (o# 1@/

Machine (o# 21

)ate

Sr#(o#

?ob (o# SieSpeci!ication

'1 'in '. 'in '2 'in ' 'in

1 : 1/D- @#@@2V /#//D mm

W /#//. /#//- /#//0 /#//0 mm

. : C21 W /#// /#//- /#//@ /#//@ mm

2 : 0C W /#//D /#//D /#//@ /#/1/ mm

: -/C W /#//- /#//0 /#//0 /#//@ mm

- : 1. W /#//- /#//C /#//@ /#/1/ mm

C : .D1 W /#//2 /#//- /#//C /#//@ mm

D : // W /#//2 /#//- /#/1/ /#/1/ mm

0 : -C W /#//. /#// /#/1/ /#/1/ mm

@ : 2.2 W /#/// /#// /#//0 /#//@ mm

1/ : 111 W /#/// /#//- /#//@ /#/1/ mm


C


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Sr#(o#


'1 'in '. 'in '2 'in ' 'in

11 : 1/@. W /#/// /#//. /#//- /#//@ mm

1. : 120 W /#//. /#// /#//D /#/1/ mm

12 : C-/ W /#//2 /#//- /#/1/ /#//0 mm

1 : -C W /#/// /#//. /#//D /#//D mm

1- : 1DC W /#//1 /#//2 /#//0 /#//D mm

1C : .0/ W /#//2 /#// /#/1/ /#//0 mm

1D : 1- W /#//1 /#//. /#//0 /#/1/ mm

10 : 1CD W /#/// /#//. /#//D /#//D mm

1@ : -20 W /#//2 /#//- /#//C /#/1/ mm

./ : -1C W /#//. /#// /#//0 /#//D mm


D


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Measure and Analye+,

'in diameter oversie variation#

'art to 'art variation H /#/1/ mm#

'in to 'in variation '1,' H /#//D mm#

*aper H /#//-.#

vality H /#//2.#

*ime to *ime variation H /#//21 mm#

'art to 'art variation is highest amongst all#

Analye

1# 'in to 'in variation is almost as that 'art to 'art variation H /#/1/ mm#

.# 5ariation is because o! mis,alignment o! L $ and " $ heads#

2# 7idth o! hal! Br# Block is more#


0


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%mprovements )&+,

Blue Matching o! hal! Br# Block checked#

%t 8as spread on bottom o! the hal! Br# Block#

*his 8as clear identi!ication o! hal! Br# Block 8ear#

)esign o! hal! Br# Block :hain changed J 8idth reduced# 4cham!er extension6#

"educe the area o! contact o!


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#

(e8 $al! Br# Block !itted#


-/

:ham!er&xtension

L $ 9 " $$eadAlignment

:orrected


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C#/ )ata :ollection and %nterpretation A!ter %mplementation+,

'in )iameter daily production sie updates#

'art (ame *A*A Motors

perations 'in rinding 4All pins6

peration (o# 1@/

Machine (o# 21

Sr#(o#


'1 'in '. 'in '2 'in ' 'in

1 ) 1/@. @#@@2V /#//D mm

W /#//1 /#//. /#// /#//- mm

. ) 2.. W /#//. /#//2 /#//- /#// mm

2 ) 1C0 W /#//1 /#//C /#//C /#//C mm

) C-/ , /#//2 /#//2 /#//2 /#//2 mm

- ) --. , /#//. /#//1 /#// /#// mm

C ) 1DC , /#//2 /#// /#// /#//2 mm

D ) .0/ W /#//1 /#//. /#//- /#//- mm

0 ) 1- , /#/// /#/// /#//C /#//2 mm

@ ) 1CD W /#//. /#//2 /#//. /#//2 mm

1/ ) 11./ W/#//1 /#//1 /#//. /#//2 mm


-1


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Sr#(o#


'1 'in '. 'in '2 'in ' 'in

11 ) @/@ @#@@2V /#//D mm

W /#/// /#//2 /#// /#/// mm

1. ) C- W /#/// /#//. /#//2 /#//. mm

12 ) 11/- W /#// /#//- /#//. /#//2 mm

1 ) 2.- W /#//2 /#//2 /#//2 /#// mm

1- ) /-/ W /#//. /#// /#// /#//0 mm

1C ) D02 , /#//1 /#//- /#//2 /#//- mm

1D ) --/ , /#//1 /#// /#// /#//- mm

10 ) 1110 W /#//. /#//2 /#//. /#//1 mm

1@ ) -1 W /#//1 /#//. /#//2 /#//D mm

./ ) @/ , /#//1 /#//2 /#//. /#//- mm


-.


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:ause and &!!ect )iagram+,

Measure and Analye+,


-2

'in )ia#versieproblem

L#$# and"#$# head(ot ok

$al! Brblock 8ear

FreGuencyo! $al! Br,blockchanged

peratora8areness

MorpossFinger used

type

FreGuencyo! $al! Br,

blockchanged


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'in )iameter oversie variation#

'art to 'art variation# H /#//D mm

'in to 'in variation '1,' H /#//- mm#

vality H /#//2/

*aper H /#//2-

*ime to *ime variation H /#//2/ mm#

'roblem solved -/O#

5ariation is at higher level#

)ue to less area o! contact o!


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Funneling 'rocess+,

7hen problem solved -/O there is necessary to !unneling#

'roblem , Morposs reading sho8s variation#

'art to 'art variation .,2O#

'in to 'in variation .,2O#

Measure and Analye

'art to 'art centrality variation i#e# mismatching centrality detection point#


--


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%mprovement J .

)esign o! Morposs !inger changed#

1# 'revious Morposs !inger H boll type#

.# (e8 changed !inger H :arbide braed plate type#

Fitted to Morposs and collect data#

Fig#


-C


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Be!ore %mplementation

A!ter %mplementation


-D

Boll *ypeFinger

:arbide'late *ype


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)ata :ollection A!ter %mplementation+,

Sr#(o#


'1 'in '. 'in '2 'in ' 'in

1 ) 1CD0 @#@@2V /#//D mm

W /#//. /#//2 /#// /#// mm

. ) D0 , /#//1 /#//1 /#//2 /#//- mm

2 ) 1102 W /#//1 /#//. /#/// ,/#//1 mm

) 1/0C W /#//2 /#//2 /#//2 ,/#//1 mm

- ) -/@ W /#// /#// /#//- /#//- mm

C ) 1/0/ W /#//. /#//2 /#//1 /#//- mm

D ) 1/D0 W /#//1 /#//2 /#//- /#//- mm

0 ) C.. , /#//1 /#/// /#//. /#/// mm

@ ) C- , /#//. /#//. /#//1 /#/// mm

1/ ) -- W /#/// /#//1 /#//1 /#//. mm


-0


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Measure and Analye A!ter %mplementation+,

'in )iameter oversie variation#

'art to 'art variation# H /#//C mm

'in to 'in variation '1,' H /#// mm#

vality H /#//21 mm

*aper H /#//2-

*ime to *ime variation H /#//2/ mm#

Analye

*here is no chance o! mismatching o! centrality point detection#

(o variation occurred#

'art to 'art variation is /#//C mm#

%t is less than -/O o! tolerance#


-@


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Action 'lan and :ontrol+,

're control chart to be used !or monitoring !ingers 8orn out or not#

Schedule made !or change o! Morposs !inger#

"e!er attachment o! pre control chart#

're control charts to be used to monitor the process since actual#

Six Sigma X tolerance#

'art to 'art variation is /#//C mm less than -/O tolerance#


C/


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=.@ !N"!N*S

*he !ollo8ing are the !indings o! uality circle+,

A6 7astage o! timeB6 7astage o! operative time and cost:6 "e


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D#/ F%()%(S

*he !ollo8ing are the !indings o! uality circle+,

A6 7astage o! time

B6 7astage o! operative time and cost

:6 "e


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C2

"ecommendation


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0#/ "&::M&()A*%(S

*he suggestions % have given !or the betterment are explained belo8+

Management should be explain importance o! *M ; *'M and Six Sigma elements to the

employees#

Management should clear vision; mission and goals to8ards the employees in organiation#

Management should to motivate peoples to that direction#

%t is very important to regular revie8 and comparison; detection in process#

Management should increase the a8areness o! employees !or to remove all variations in

the process#

Management should involve in this activities 8ith employees#

For better Guality per!ormance#

For increase the competitiveness in market#

For increase the pro!itability#

For increase the capability o! organiation#


C


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C-

'onclusion


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@#/ :(:LUS%(

:onclusion 4pin dia# oversie6

*hus by applying the Six Sigma tool and cause and e!!ect diagram; 8e tried to solved the problem

o! pin diameter oversie#

*he results obtained !rom the experiment are explanatory enough# 7e thus eliminate the re8orking

o! pin diameter#

*hus 8e can achieve re8ork elimination !rom 1.O to .O per month#

Month *otal 'roduction "e8ork ?ob 'ercentage

?anuary ./1/ 2.-/ (os# ?ob 2.- (os# 1/O

February ./1/ 2-// (os# ?ob 20- (os# 11O

March ./1/ 2C// (o# ?ob 2. (os# 1.O

April ./1/ 21// (os# ?ob /C. (os# /.O


CC


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CD

(uestionnaires


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1/#/ U&S*%((A"%&S

(*&+ *$%S U&S*%((A%"& %S 'U"&LE F" A:A)&M%: 'U"'S&S#

ALL *$& %(F"MA*%( '"5%)&) 7UL) B& K&'* :(F%)&(*%AL#

1# )oes the organiation practicing Six Sigma agendaN

Ees (o

.# %s the organiation providing in!ormation about Six Sigma to employeesN

Ees (o

2# )oes the organiation have the certi!icates o! %S @///N

Ees (o

# %s the organiation providing in!ormation and techniGue o! *MN

Ees (o

-# $o8 many peoples are involved in Six Sigma missionN

Belo8 - Above 1/ Above 1- :ant say

C# $o8 !reGuently the organiation have meeting o! Six SigmaN

7eekly Bi8eekly Monthly &arly

D# )o you kno8 about agenda Six SigmaN

Ees (o

0# )oes the organiation explain the importance and process in!ormation o! Six Sigma to

employeesN

Ees (o :ant say


C0


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@# )oes the organiation have certi!icates o! *# S# 1C@@N

Ees (o

1/# Are the organiation going !or the Guality auditN

Ees (o :ant say

11# )oes the organiation have in!ormation systemN

Ees (o

1.# )oes the organiation practicing - S ?apanese philosophyN

Ees (o

12# )o you kno8 in!ormation about - S philosophyN

Ees (o

1# )oes the organiation have certi!icates o! %S 1///N

Ees (o )ont kno8

1-# )o you !eel that organiation is capable to achieve Six Sigma levelN

Ees (o :ant say

1C# )o you like to participate in Six Sigma mission and to help to increase capability o! theorganiationN

Ees (o

*hank you !or your kind co,operation#


C@


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D/

Bibliography


71/71


11#/ B%BL%"A'$E

7eb site+,

888#bharat!orge#com

Books+,

1# Foundation o! uality Management#

.# 'rincipals and 'hilosophies o! uality Management J *extbook

2# *otal uality management by Sahay#

# 888#google#com
http://www.bharatforge.com/http://www.bharatforge.com/

Documents

95836847 Sample Project Operation