This document provides an overview of Six Sigma, including its meaning, history, key elements, strategies, approaches, and levels. Six Sigma is a data-driven methodology used to improve processes and minimize defects. It was developed by Motorola in the 1980s and focuses on reducing process variation to near zero defects. The document outlines the Define, Measure, Analyze, Improve, Control (DMAIC) approach for improving existing processes and the Define, Measure, Analyze, Design, Verify (DMADV) approach for new product or service design. It also defines the various roles in a Six Sigma project such as Champions, Green Belts, Black Belts and Master Black Belts.

1. PRESENTED BY:
P.V.VEENA (C0)

2.  MEANING OF SIX SIGMA
 WHEN SIX SIGMA ?
 HISTORY OF SIX SIGMA
 KEY ELEMETS OF QUALITY
 SRATAGY OF SIX SIGMA
 IMPLEMENTATION OF SIX SIGMA
 LEVELS OF SIX SIGMA
 APPROCHES OF SIX SIGMA
 CONCLUSION

3. INTRODUCTION
Globalization and instant access to and services have
changed the way our customers conduct business. Old
business models no longer work. Today’s competitive
environment leaves no room for error. We must delight
our customers and relentlessly look for new ways to
exceed their expectations. This is why Six Sigma
Quality has become a part of our culture.

4. WHAT IS SIGMA ?
 A term (Greek) used in statistics to represent
standard deviation from mean value, an indicator of the
degree of variation in a set of a process.
 Sigma measures how far a given process deviates from
perfection. Higher sigma capability, better performance.

5. First, what it is not! It is not a secret society, a slogan or
certification not a metric like percentage .Six Sigma is a highly
disciplined process that helps us to focus on developing and
delivering near-perfect products and services.The central
idea behind Six Sigma is that if you can measure how many
“defects” you have in a process, you can systematically figure
out how to eliminate them and get as close to “zero defects”
as possible. Six Sigma has changed the DNA of GE(General
Electric) — it is now the way we work — in everything we
do and in every product we design.

6. WHEN SHOULD SIX SIGMA BE
USED?
Its usage depends on the type of business. In general,
“If there are processes that generate a lot of negative
customer feedback, whether that customer is internal or
external, the components of Six Sigma should be considered
as a means to study and rectify the problem.”

7. Motorola company that invented Six Sigma.
The term “Six Sigma” was coined by Bill Smith, an
engineer with Motorola
Late 1970s - Motorola started experimenting with
problem solving through statistical analysis
1987 - Motorola officially launched it’s Six Sigma
program
Motorola saved more than $ 15 billion in the first 10
years of its Six Sigma effort

8. Key Elements of Quality...Customer, Process
and Employee
There are three key elements of quality: customer, process and employee.
Everything we do to remain a world-class quality company focuses on
these three essential elements.
The Customer….
Delighting Customers
Customers are the center of GE’s universe: they define quality. They
expect performance, reliability, competitive prices, on-time delivery,
service, clear and correct transaction processing and more. In every
attribute that influences customer perception, we know that just being
good is not enough. Delighting our customers is a necessity. Because if
we don’t do it, someone else will!

9. The Process…
Outside-In Thinking
Quality requires us to look at our business from the
customer’s perspective, not ours. In other words, we
must look at our processes from the outside-in. By
understanding the transaction lifecycle from the
customer’s needs and processes, we can discover
what they are seeing and feeling. With this knowledge,
we can identify areas where we can add
significant value or improvement from their perspective.

10. The Employee…
Leadership Commitment
Involving all employees is essential to GE’s quality
approach. GE is committed to providing
opportunities and incentives for employees to
focus their talents and energies on satisfying
customers. All GE employees are trained in the
strategy, statistical tools and techniques of Six
Sigma quality. Training courses are offered at
various levels:
 Quality Overview Seminars: basic Six Sigma
awareness.
 Team Training: basic tool introduction to equip
employees to participate on Six Sigma teams.

11. con..
 Master Black Belt, Black Belt and Green Belt
Training: in-depth quality training that
includes high-level statistical tools, basic
quality control tools, Change Acceleration
Process and Flow technology tools.
 Design for Six Sigma (DFSS) Training:
prepares teams for the use of statistical tools
to design it right the first time.
Quality is the responsibility of every employee.
Every employee must be involved, motivated
and knowledgeable if we are to succeed.

12. The Six Sigma Strategy
To achieve Six Sigma quality, a process must produce no more than
3.4 defects per million opportunities. An “opportunity” is defined
as a chance for nonconformance, or not meeting the required
specifications. This means we need to be nearly flawless in
executing our key processes. Six Sigma is a vision we strive toward
and a philosophy that is part of our business culture.
Key Concepts of Six Sigma
At its core, Six Sigma revolves around a few key concepts.
 Critical to Quality: Attributes most important to the
customer.
 Defect: Failing to deliver what the customer wants.
 Process Capability: What your process can deliver.
 Variation: What the customer sees and feels.
 Stable Operations: Ensuring consistent, predictable
processes to improve.
 Design for Six Sigma: Designing to meet customer needs and
process capability.

13. Motorola saved $17 billion from 1986 to 2004, reflecting
hundreds of individual successes in all Motorola business
areas including:
• Sales and marketing
• Product design
• Manufacturing
• Customer service
• Transactional processes
• Supply chain management

14.  Financial – bank of America, GE Capital,HDFC,HSBC,American
Express
 ITES- ICICI One source, Accenture, Satyam PO, IBM Daksh
 Hospitality- ITC Hotels, GRT Hotels, Apollo Hospitals
 Manufacturing- GE Plastic, Johanson and Johnson, Motorola, Nokia,
Microsoft, Ford, Wipro, Nestle, Samsung, Samtle
 Telecom- Bharti Cellular, Vodafone, Siemencs,Tata
 IT- Wipro, Satyam,Acenture, Infosys, TCS, Birla soft

17. CONTINUE…
1. Six Sigma Champion: Champions undergo five days of training and
are taught how to manage projects and act as advisors to various
project teams.
2. Green Belts: They undergo two weeks of training that includes
project-oriented tasks. They act as team members to the Six Sigma
project team. Their cooperation and involvement is necessary for
projects success.
3. Black belts: They receive four weeks of trainings and are directly
involved in the implementation of Six Sigma Projects. They are the
project leaders and go through in-depth training on Six Sigma
approach and tools and work full time on the project.
4. Master Black Belts: These are the people who conduct Six Sigma
Training and also have on the job training and experience

18. APPROACHES OF SIX SIGMA
 Define Measure
Analyze Improve Control
THIS IS ORGANIZATIONAL BASED
 Define Measure
Analyze Design Verify
THIS IS BASED ON CUSTOMER NEEDS AND
SATIFACTIONS

19. This approach is undertaken to improve existing business process
CONTROL
DEFINE
MEASURE
ANALYSE
IMPROVE

20. 1.Define high-level project goals and the current process.
2.Measure key aspects of the current process and collect
relevant data.
3.Analyze the data to verify cause-and-effect relationships.
Determine what the relationships are, and attempt to ensure
that all factors have been considered.
4.Improve or optimize the process based upon data analysis
using various tools.
5.Control to ensure that any deviations from target are
corrected before they result in defects.

21. This approach is undertaken when there is a need to create new design or
product:
DEFINE
MEASURE
ANALYZE
DESIGN
VERIFY

22.  Define design goals that are consistent with customer demands and the
enterprise strategy.
 Measure and identify CTQs (characteristics that are Critical To
Quality), product capabilities, production process capability, and risks.
 Analyze to develop and design alternatives, create a high-level design
and evaluate design capability to select the best design.
 Design details, optimize the design, and plan for design verification.
This phase may require simulations.
 Verify the design, set up pilot runs, implement the production process
and hand it over to the process owners.
DMADV is also known as DFSS, an abbreviation of "Design For Six
Sigma

23. DMAIC DMADV
 Defines a business process.
 Measuring current process.
 Identify root cause of the recurring
PROBLEMS.
 Improvements made to reduce
defects.
 Keep check on future performance.
 Define customer needs.
 Measure customer needs &
specification.
 Analyze options to meet customer
satisfaction.
 Model is deigned to meet customer
needs.
 Model put through simulation tests
for verification .

24. SIGMA LEVEL DEFECT RATE YIELD
1 691,500 dpmo 30.85%
2 308,770 dpmo 69.10000%
3 66,811 dpmo 99.33000%
4 6,210 dpmo 99.38000%
5 233 dpmo 99.97700%
6 3.44 dpmo 99.99966%

25. CONCLUSION
Six Sigma is methodology used for:
•Aligning key business processes to achieve those
requirements.
•Utilizing rigorous data analysis to minimize data
variation in those processes.
•Driving rapid and sustainable improvement to
business processes.