This document provides an overview of Six Sigma principles and concepts. It covers topics such as what Six Sigma is, the DMAIC process for process improvement, methodologies like DMADV and DMAIC, why companies implement Six Sigma, and tools used in the Define and Measure phases like Voice of the Customer analysis, SIPOC mapping, process mapping and flow charting. The slides include definitions, descriptions and examples to explain Six Sigma concepts.

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SIX SIGMA
PRINCIPLES & CONCEPT

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AGENDA
01
02
03
04
05
06
Agenda
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Agenda
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Agenda
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Agenda
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Six Sigma Is A
Quality
Management
System.
Six Sigma Is A Set
Of Techniques
And Tools For
Process
Improvement.
It Is A Measure
Of Quality That
Strives For Near
Perfection.
It Is A Disciplined ,
Data – Driven
Methodology
Focused On
Eliminating Defects.
It Was A
Developed By Bill
Smith At
Motorola In 1986
Today, It Is Used In
Many In Industrial
Sectors For
Minimizing Errors,
reduction Of Costs
And Increase In
Profit
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WHAT IS SIX SIGMA

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Define
Measure
Analyze
Control/
Verify
Improve/
Design
Build Project From
Nonconformance,
Feedback & Audits
Collect
Measurements
Analyze Processes
Online (OLAP)
Correct, Design,
Train & Document
Monitor Live
Dashboard
SIX SIGMA ROAD MAP

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Understand the problem that
impact business performance
Identify the problem with
data and facts
Find out a data driven
and reliable solution
Provide a solution to
increase profit reduce
Create a system to sustain a
long term solution
Measure and reap the
benefit of financial success
Practical
Problem
Statistical
Problem
Statistical
Solution
Practical
Solution
Control
Plan
Result
Recognize Realize
`
Define
Control
ImproveAnalyze
Measure
Voice Of
Customer and
Voice Of Process
SIX SIGMA PROCESS

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CUSTOMER FOCUSED
Improvement Projects Are Focused
On Customer And Company Strategy
ENGAGEMENT
Management And
Employee Engagement
BOTTOM LINE
Improves Bottom Line Reducing
Defects AND Rework
TRAINED INDIVIDUALS
Six Sigma Trained Individuals
Working On Improvement Projects
DATA DRIVEN APPROACH
Facts, Data And Statistics
PROJECT BY PROJECT
Project By Project Focused And
Time Bound Improvements
BENEFITS
OF SIX
SIGMA
01
02
03
04
05
06
WHY SIX SIGMA

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ENGAGEMENT
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PROJECT BY
PROJECT
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CUSTOMER
FOCUSED
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TRAINED
INDIVIDUALS
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BOTTOM LINE
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01
02
03
04
05
WHY SIX SIGMA

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Design &
Manufacture
Designing New
Processes
Improving Existing
Cross-functional
Processes
Software
Development
Improving Cross-
functional ProcessesDMADOV
DMADV
DMAIC
DSSS+
CFPM
SIX SIGMA
Cross Function
Process Mapping
Developing Six
Sigma Software
Define Measure
Analyze Improve
Control
Define Measure
Analyze Design
Verify
Define Measure
Analyze Design
Optimize Verify
DEFECT
REDUCTION
CYCLE TIME
REDUCTION
SIX SIGMA METHODOLOGIES

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Activities to be Executed at Each phase
Relational Tools/Techniques Acquired
Expected Deliverables at Each Phase
CONTROL
The
Performance
IMPROVE
The
Performance
ANALYSE
The
Performance
MEASURE
The
Performance
DEFINE
The
opportunities
Toll Gate ReviewToll Gate Review Toll Gate Review Toll Gate Review
THE DMAIC PROCESS

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Define the problem and
what customer requires
1. SELECT PROJECT –CTO’S
2. CREATE PROJECT CHARTER
3. DEVELOP HIGH-LEVEL PROCESS MAP
Measure the defects and
Process operation
1. IDENTIFY PROJECT OUT PUT METRIC
2. DEVELOP DATA COLLECTION PLAN
3. ESTABLISH PROCESS BASELINEAnalyze the data and
discover causes of defects
1. IDENTIFY ROOT CAUSES
2. VALIDATE ROOT CAUSES AND
DETERMINE..VITALFEW’’
3. QUANTIFY THE OPPORTUNITY
Improve the process to remove
causes of defects
1. IDENTIFY SOLUTION
2. REFINE AND TEST SOLUTION
3. COST BENEFIT CALCULATION
Control and monitor
your improvement
1. IMPLEMENT PROCESS CONTROL
2. PREPARE ROLL-OUT SOLUTION
3. PROJECT CLOSURE
Control
improve
Analyze
Define
Measure
DMAIC
Project initiation document
And project selection
THE DMAIC PROCESS

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STEP 1: DEFINE

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I want my pizza
when you said
it would be
here”
“I want the
pizza that I
ordered”
Verbatim “I want my
delivery
person to be
friendly”
I’m not going
to pay a lot
for this pizza”
Pizza delivered
on the on time
as promised to
customer
I’m not going
to pay a lot for
this pizza”
Need Pizza
delivery
person is
polite
Price is equal
to or less
Than all
other pizza
providers
Timeliness Accuracy
Requirement
Complaints Price
VOICE OF CUSTOMER (VOC)

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VOICE OF CUSTOMER (VOC)
VOICE OF
CUSTOMER
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Need
RequirementVerbatim

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Text Here
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01 02 03
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VOICE OF CUSTOMER (VOC)

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Needs DRIVERS REQUIREMENTS CTQ
A Nice Café
Experience
Service time
Reasonable
Prices
Food Quality
Waiting time
Drinks
Food
Healthy
Taste Not spicy
Organic
<$20
<$5
<10 minutes
20 minutes
CUSTOMER CTQs

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Exciter
Performance
Basic
Customer Needs In The Kano Model
Implementation Level
KANO ANALYSIS

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04
Problem
Statement
Goal Statement
05
Business
Case
01
Resources
Team Roles
02
Project
Milestone
03
Project
Scope
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PROJECT CHARTER

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0
1
2
3
4
5
6
0 1 2 3 4 5 6 7
Chart Title
LSL USLTarget
Upper Specification
Limit for ‘Y’,
anything above this
is a defect.
USL:
Lower Specification
Limit for ‘Y’,
anything above this
is a defect.
TARGET:
Ideally the middle
point of USL & LSL.
LSL:
PROCESS SPECIFICATION LIMITS

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Start Finish
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I
INPUT
P
PROCESS OUTPUT
OO
CUSTOMER
CS
SUPPLIERS
PROCESS MAPPING SIPOC

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01 03
0402
05
CUSTOMERS
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PROCESS
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SUPPLIERS
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OUTPUT
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INPUT
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Input
PROCESS MAPPING SIPOC

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Text Here Text Here Text Here Text Here
Text Here Text Here Text Here
Start
End
Text Here
PROCESS MAPPING FLOW CHARTING

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STEP2: MEASURE

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People Or Groups
Level Of Commitment Text Here Text Here Text Here Text Here Text Here
Enthusiastic Support
Help It Work
Compliant
Hesitant
Indifferent
Uncooperative
Opposed
Hostile
STAKEHOLDER ANALYSIS

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01
2015
02
2016
03
2017
04
2018
05
2019
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VALUE STREAM MAP

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Text Here
Text Here
Text Here
Text Here
80hrs
Text Here
8hrs
Text Here
0.5hrs
320hrs
Text Here
8hrs
80hrs
Text Here
160hrs
320hrs
Text Here
8hrs
80hrs
Text Here
100hrs
Text Here
120hrs
Text Here
2hrs
Text Here
280hrs
Text Here
240hrs
VALUE STREAM MAPPING

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Defect Types/
Event
Occurrence
Day
SUN MON TUE WED THU FRI SAT
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
CHECK SHEET

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TEXT
HERE
TEXT
HERE
TEXT
HERE
TEXT
HERE
Spaghetti diagram- also
used to described
movement of people in a
factory or office (motion is
waste)
SPAGHETTI CHART
SPAGHETTI CHART

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Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
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SPAGHETTI CHART

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01
0304
02
WORKPLACE
ORGANIZATION
SORT
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SUSTAIN
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STRAIGHTEN
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STANDARDISE
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SHINE
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5S ANALYSIS

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0
5
10
15
20
STEP 1: Sort
STEP 2
STEP 3STEP 4
STEP 5
Radar Chart
Sustain Straighten
ShineStandardize
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SCORING RESULT
5S SCORING RESULT

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Good
Specification
Specification
Too Much Variation
Great!
Specification
PROCESS CAPABILITY MEASUREMENT

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TargetLSL USL
1.5
2.5
3.9
5.8
9.5
6.4
5
2.8
1.9
Category 1
0.19
0.36
0.69
0.99 0.99
0.69
0.36
0.19
0 1 2 3 4 5 6 7 8 9
PROCESS CAPABILITY MEASUREMENT

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SUBTITLE
Option 01
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SUBTITLE
Option 02
LCL
UCL
2.1
3.5
2.5
4.2
2.9
4 3.9
4.8
3.5
5.7 5.9
6.7
7.5
6.4
7.2
5.2
6.1
9
0
2
4
6
8
10
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
LCL
UCL
3.1
4.6
1.5
3.5 3.1
4.8
3.9
5.4 5.9
5.1
5.9
7.5 7.8
6.8
7.5
5.2
6.1
7.6
0
2
4
6
8
10
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
XBAR AND R-CHART

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STEP3: ANALYSIS

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Text Here
Text HereText Here
Text Here Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
ROOT CAUSE ANALYSIS

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TEXT
Effects (Y’s) Outputs
01
02
03
04
05
06
Weight (1 to 5)
Causes (x’s) Inputs
Association Table
(1=weak,5 = medium, or 9=
strong)
Rank %Rank
01
02
03
CONTROL IMPACT MATRIX

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High
Impact
Medium
Impact
Low
Impact
Vital“X”Control
In
Control
Text
Here
Text
Here
Text
Here
Out Of
Control
Text
Here
Text
Here
Text
Here
Vital “X” Impact
CONTROL IMPACT MATRIX

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80%
Reasons
20%
Complaints
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80%
Reasons
20%
Complaints
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PARETO ANALYSIS

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Reason01
Reason02
Reason03
Reason04
Reason05
Reason06
Reason07
Reason08
10
15
20
25
28
30
35
37
0
5
10
15
20
25
30
35
40
45
50
Category 1 Category 2 Category 3 Category 4 Category 5 Category 6 Category 7 Category 8
PARETO CHART

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o TOTAL COMPLATIONTS : 1188
o 67.18% COMPLAINTS: Pricing & Service
o PRICING & SERVICE : 11%
o Analysis: Bring down complaints 67.18% by working on 11% of the causes.
RESTAURANT COMPLAINTS
52
78
83
87
87
91
95
97 99
100
0
1
2
3
4
5
6
Category 1 Category 2 Category 3 Category 4 Category 5 Category 6 Category 7 Category 8 Category 9 Category 10
PARETO ANALYSIS

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Issue order Cancel order
Deliver Goods
Process order
Refund order
Requested-
submit order
Requested
Deposit
Complete
order
Re- submit
order
Deposit
PROCESS MAP ANALYSIS

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STEP 4: IMPROVE

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SCAMPER
02
03
0405
07
06
01
Substitute
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Combine
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Adapt
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Magnify
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Put To Other Uses
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Eliminate
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Rearrange
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SCAMPER TECHNIQUE

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Scamper
Technique
Adapt
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Modify
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Combine
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Substitute
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Put To
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Reverse
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Eliminate
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SCAMPER TECHNIQUE

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01 02
0304
POSSIBLE SOLUTIONS

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01 02 03 04 05
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POSSIBLE SOLUTIONS

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Text Here
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COST BENEFIT ANALYSIS

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Text Here
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COST BENEFIT ANALYSIS

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Ranking
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Severity
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Occurrence
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Detectability
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FAILURE MODE EFFECT ANALYSIS

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STEP 5 CONTROL

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Upper Control Limit (UCL)
Lower Control Limit (UCL)
Processoutput
10%
20%
40%
60%
80%
100%
120%
140%
160%
180%
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18
STATISTICAL PROCESS CONTROL

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THE DMADV METHOD
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01
02
0304
05

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Define
Project
Charter
Voice Of The
Customer, voice
Of The Business
Process Mao
Measure
Summary
Statistic
Mesa
Critical To
Quality Tree
Analyze
Pareto Chart
Cause & Effect
Diagram
Improve
Solution Analysis
And Selection
Solution
Implementation
Risk
Assessment
Control
Sustainability &
Benefits
Project
Handoff
Statistical Process
Control
THE IMPROVEMENT (PDCA) CYCLE

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VALUES
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VISION
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GOALS
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MISSION
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OUR VISION

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AENY SMITH
Job Title Here
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JOHN SMITH
Job Title Here
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JAS SMITH
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PETER SMITH
Job Title Here
OUR TEAM

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01
02
03
04
05
06
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TARGET WITH ARROW

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TEXT HERE
35%
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25%
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20%
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15%
KEY METRICS PERFORMANCE

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TEXT HERE
90%
TEXT HERE
80%
TEXT HERE
65%
TEXT HERE
55%
WORLD MAP

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2017
2018
2019
2020
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TIMELINE

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