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1. ZERO DEFECTS
- THE SIX SIGMA WAY
BY: SOFT SKILLS WORLD

2. What is Six Sigma?

3. • A strategy to become world-class through process
improvement
• An emphasis on better, faster, lower cost
• An evaluation of all aspects of a business
• A definition of value from the customer’s perspective
• A focus on knowledge-based decision making
• A commitment to cultural change
• A journey, not a destination

4. Process
• Many people are responsible for designing, analyzing, and
maintaining business processes.
– Project Champions
– Process Owners
– Master Black Belts (MBBs)
– Black Belts (BBs)
– Green Belts (GBs)
• Each one of the team member plays an important role in the
project during various phases.

5. Six Sigma Roles
• Six Sigma Improve projects include the following key roles.
Black Belt Green Belt Master Black Belt
Project Champion Project Sponsor Process Owner
Along with Subject Matter Experts, these roles are critical to the
success of the Six Sigma project.

6. Basics of Variation
• Process improvements are driven by the understanding of
variation.
Center
• Is the process on target? If not, where is the process center?
Spread
• How variable are the scores around the center?
Shape
• What is the shape of the distribution?
• Is it bell-shaped, skewed, symmetric?
Over Time
• How does the process behave over time?
Variation = Uncertainty

7. The Customer’s Perspective
• The results of the variation show up as:
Good or Bad?
• The payment is applied to the right account
• The payment is not applied to the account
On Time or Not?
• The payment is applied right on time
• The payment shows up too soon/too late
• So what are our options?
Variation = Uncertainty

8. Key Phases of the Six Sigma Methodology
• Six Sigma methodology provides a framework to systematically improve critical processes.
While each approach is slightly different, they draw upon the same set of tools to deliver
results. • Six Sigma Improve
Define Measure Analyze Improve Control Leverage
• Six Sigma Design
Define Measure Analyze Design Execute
• Six Sigma Process Management
Define Mobilize Measure Identify Manage
• Six Sigma Management Disciplines
Define Measure Analyze Improve Control Leverage

9. DMAICL Overview – Our Methodology
• Six Sigma Improve Measure a phased format.
Define
follows Improve Control Leverage
Analyze
Define the Measure the Analyze the Improve the Control the Share the results
customer and process and data and process with new process with other areas
project scope validate the identify pilot and DOE
measurement solutions
system
The most successful Six Sigma projects ensure key outcomes are achieved
within each phase. However, it is not a linear process.
You will see the phases overlap. For example, Leverage starts in early Define.
DMAICL – An Iterative process

10. Capability and DPMO
How good are we today?
Process Defects per Million Process
Capability Opportunities Yield
2s 308,537 69.1463%
3s 66,807 93.3193%
4s 6,210 99.3790%
5s 233 99.9767%
6s 3.4 99.9997%
(Includes 1.5s Mean Shift)
What does it mean to our customers?

11. Define: Process
• High level process to complete the Define Phase
Select Define Develop
Define Obtain
Black Belt Problem Project
Project Approval
and Team Statement Plan
• CT Tree • Determine • Project • AEPM • Project
• QFD Roles Charter Charter

12. Measure: Process
• High level process to complete the Measure Phase
Collect Data &
Establish Determine the Vital few
determine goodness
Baseline drivers of the business problem
of data collected
• Capability • Create Data Collection Plan • Pareto
Analysis • Decide Sampling Strategy based on
• Collect Data the 80/20
• Stability
• Measure System Analysis principle
Analysis

13. Analyze: Process
• High level process to complete the Analyze Phase
Document Determine Refine
Determine
Causes that Failure Sampling
Vital X’s
Impact the Y Modes Plan
• Fishbone • FMEA • Sample Guidelines • T-Test, ANOVA
• FMEA • Test of Equal Variance
• Chi Square
• Regression
• 2 Proportions
Collect
Finalize Understand Assess
Additional
Vital X’s Entitlement Risk
Data
• Subgroup the data • Zst (shift) • FMEA
• Process Report
• Product Report

14. Improve: Process
• High level process to complete the Improve Phase
Determine
Plan Perform
Variable
Experiment Experiment
Relationships
• Fractional Factorial DOE • Predictive Equation
• Full Factorial DOE • Residual Analysis
Extract Develop Determine
Predictive Improvement Improve
Equation Options Strategy
• Mean, Variance • Solution Design • Solution Design
Matrix Matrix
Predict Validate
Implement Improved
Future
Solution Performance
Performance
• 2 sample T •Test for Equal Variances
• ANOVA •Chi Square
• Regression •2-Proportions

15. Control: Process
• High level process to complete the Control Phase
Mistake Develop
Dismantle
Proof New Feedback
Old Process
Process Mechanism
• Fishbone • X-Bar and R, •Process Maps
• FMEA • I&MR
• Mistake Proofing • P Chart
• SOP’s • C Chart
• Trigger Points
• Process Control Plan
• Scorecard

16. Leverage: Process
• High level process to complete the Leverage Phase
Determine Share Best
Translate
Translation Practices
Improvements
Opportunities in R6/MIS
• CT Tree • R6/MIS
• Process Maps • Rewards and
Recognition
By using R6/MIS from the beginning of your project, you may be
able to find pertinent research that can be leveraged towards
your own project.

17. Always begin with implementing pilot solutions

18. Why Pilot Solutions?
Solutions are piloted to:
• Better understand the improvement effectiveness
• Lower overall risk prior to full scale roll-out
• Predict overall cost/benefits and COPQ impact
• Justify further investments
• Identify potential new issues that may not have been considered

19. How To Pilot Solutions?
When implementing solutions:
• Select a small scale roll-out of improvements in the actual process
• Choose a small segment that is in urgent need of change (test
markets, software launches, control groups, power users)
• Walk the new process and gather data!
• Use hypothesis testing to verify results (Were the desired results
achieved?)

20. Sustaining Process Improvements
Key elements to consider in sustaining a desired state:
• Make the PROCESS independent of the PEOPLE
• Make the OUTCOME robust to variation from the
INPUTS
• DESIGN OUT other potential sources of variation
We need ensure your process has attained the a stabilized state
without any external control mechanisms

21. Quality Improvement

22. Project Management Toolkit

23. Project Management Toolkit
• Project Execution
• Project Story board
• Project scoring & GB certification
• Governance process
– Customer ( Status Report format )
– FCI leadership ( Mentors )
– FORUM ( draft enclosed )
One day Quality training plan

24. Green Belt Project: Suggested Tools
Define Measure Analyze Improve Control
•Project Charter •Process Map •FMEA( Upto RPN) •Mistake Proofing •SOPs/DIs
•Gage R&R •Fish Bone •Solution Design •FMEA
Matrix
•Process Baseline/Sigma •T – Test •3 Data Points
•Fractional Factorial
•Fish Bone •Test for Equal •Fish Bone
DOE
Variances
•QFD •Mistake Proofing
•Full Factorial DOE
•ANOVA
•Benchmarking •X-Bar & R Chart
•Residual Analysis
•Chi Square Test
•Surveys •I & MR Chart
•Equation for Mean
•Regression
•Regulations •P – Chart
•Equation for Variance
•2 – Proportions
•Run Chart •C – Chart
•2 – Sample t – Test
•Box Plot
•Normality Test
•ANOVA
•Histogram
•Fulfillment Calculations
•Test for Equal
•Pareto Chart
Variances
•Scatter Diagram
•2 – Proportions

25. Project Name
Project No:
Start Date: End Date:
Project Charter

26. Project Name
Project No:
Start Date: End Date:
Define
S.no Tools Used Objective Result Conclusion
1
2
3
4
5
6

27. Project Name
Project No:
Start Date: End Date:
Measure
S.no Tools Used Objective Result Conclusion
1
2
3
4
5
6

28. Project Name
Project No:
Start Date: End Date:
Analyze
S.no Tools Used Objective Result Conclusion
1
2
3
4
5
6

29. Project Name
Project No:
Start Date: End Date:
Improve
S.no Tools Used Objective Result Conclusion
1
2
3
4
5
6

30. Project Name
Project No:
Start Date: End Date:
Control
S.no Tools Used Objective Result Conclusion
1
2
3
4
5
6

31. Project Name
Project No:
Start Date: End Date:
Leverage
S.no Tools Used Objective Result Conclusion
1
2
3
4
5
6
Details of tools to be stored in PACE / Shown during scoring of
projects

32. Project Name
Project No:
Start Date: End Date:
• Sign off by process owner on results achieved
• Sign off by PMA on Financials

33. Scoring Methodology
Tools Points
Project Charter 5
Problem Statement 1
Goal Statement 1
Defect 1
Others (Project Plan , roles & resposibilities etc.) 2
Process Map 4
Level 1 to 3 or lower Provided 2.5
Flow (Volumes/Rates) 0.5
Cycle (Rework/Delays) 0.5
Value (VA / NVA) 0.5
Gage R & R 2
Set-up - overall approach 0.5
Setup - operator selection explained 0.5
Setup - sample size (# of attributes: 30 Discrete, 10 Continuous) 0.5
Setup - 3 operators 0.5
Sigma Level 1
Operational Definition Provided 0.5
Setup. 3 Operators 0.5
Fish Bone 2
6 Bones used as defined 0.5
Head of the Fish is a detailed problem statement 0.5
Ask Why at least 3 times 0.5
Low level bones are measurable and actionable 0.5
Other Tools 1

34. F M EA 5
A ll lo w le ve l b o n e s in c lu d e d 2
S o rt e d b y R P N n u m b e rs 2
C O P Q a s s o c ia t e d w it h e a c h lo w le ve l b o n e 1
O th e r T o o l s 5
Im p ro v e
M i sta k e P ro o fi n g 3
R e a l i se d B e n e fi ts( 1 p e r F T E ) 3
S o l u ti o n D e si g n M a tri x 2
D e s ig n s e le c t e d fo r im p le m e n t a t io n in c lu d e s M is t a k e P ro o fin g 1
D e s ig n s e le c t e d c o n s is t e n t w it h P ro je c t C h a rt e r fin a n c ia ls 1
O th e r T o o l s 2
C o n tro l
S OP s + DI s 4
F M EA 2
C o n tro l C h a rt w i th 3 D a ta P o i n ts 2
O th e r T o o l s 2
L e v e ra g e S h a ri n g P ro j e c t L e a rn i n g s 2.5
I d e n ti fi c a ti o n 2.5
M a x i m u m P o i n ts 50
P o i n ts R e q u i re d fo r C e rti fi c a ti o n ( I n c a se o f m u l ti p l e
p ro j e c ts, th e m a x p o i n ts i n e a c h P h a se a re
c o n si d e re d ) 35

35. Project Name
FRCE-02-GA-001
Start Date: End Date:
Define Measure Analyze Improve Control
Problem Statement Key achievements:
The objective of this project is to identify solutions for • Potential solution for removing the
reducing the card member remittance suspension and root cause identified .
improving the auto-match so that card member can get
credit on the same day in Japan market • List of Main root causes created
Benefit Summary ( Flexibility / Speed / Value Risks/Challenges
/ Quality )
Value 39K
Defect
ATM network in Japan
Next Steps/Counter Measures
Tools Used
FMEA, ANOVA

36. Projects Tracking Metrics
Metric No. Metric Numerator Denominator POD Z M-> Jan '02 Feb '02 Mar '02
Projects No of Projects not Total No. of Z 1.71 1.71 1.82
Registered in registered in PACE. Projects DPMO 416667 416667 375000
1
PACE Identified for Num 10 10 9
Registeration Den 24 24 24
Project Charter No. of Registered Total No. of Z 2 2 6
in PACE Projects in which Project Projects Put in DPMO 466667 333333 0
2
Charter not put in PACE PACE Num 7 5 0
Den 15 15 15
Fortnightly SDL No of Projects in which Total No. of SDL Z 6 6 6
Review the fortnightly SDL Reviews to be DPMO #DIV/0! #DIV/0! #DIV/0!
3
Reviews did not happen conducted. Num 0 0 0
Den 0 0 0
Monthly BL No of Projects in which Total No. of BL Z 6 6 6
Reviews the monthly BL Reviews Reviews to be DPMO #DIV/0! #DIV/0! #DIV/0!
4
did not happen conducted. Num 0 0 0
Den 0 0 0
Fortnightly No of Projects in which Total No. of Z 6 6 6
Project Status the fortnightly PSR did PSRs to be DPMO #DIV/0! #DIV/0! #DIV/0!
5
Report (PSR) not reported reported Num 0 0 0
Den 0 0 0
FTEs achieved No of FTEs not achieved Total No. of Z 6 6 6
Per Plan per plan FTEs Per Plan DPMO 0 0 #DIV/0!
6
Num 0 0 0
Den 1 1 0
Projects Closed No of Projects not closed Total No. of Z 0 1 6
per plan Projects planned DPMO 875000 666667 #DIV/0!
7
for closure Num 7 2 0
Den 8 3 0
Closure Report No of projects where Total No of Z 6 6 6
in PACE Project Closure report not Projects DPMO 0 0 #DIV/0!
8
put in PACE identified for Num 0 0 0
Closure Den 1 1 0

38. What Is a Metric ?
A metric is a statistic or parameter that is expressed as a number which
explains the nature of an event , process or noun. It is usually a
response to how much , how small , how big or an expression of time
elapsed.
a) Length of our trousers
b) Time to get to the office
c) Chest size
d) Tyre Pressure etc.
e) Marks received in school
To Appreciate the need for Metrics Let us hear the Story Of Darji Aflatoon

39. Saalon Pehle Ek Darji tha
Naam tha Darji Aflatoon . Andaza lagaya tha usne
Usko mila main aur kaha Kahe mujhe hai Faster Trick
“Bana do mere liye, ek Patloon” Isme lage nahin metric
“Par Tum Karna Thodi Jaldi Kismat Thi Meri Bekaar
Kyunki parson hai meri Shaadi” Samjha Anadi ko Hoshiyaar
Darji Aflatoon bada hoshiyaar
Kahe Sabhi Ko Baram Baaar Aisa tha Darji Aflatoon
“Jo ayega Mere Dwar Ban gayi Nikkar Meri Patloon.
Kar Doon uska Baeda Paar”
Darkhwaast Yaaron se Karta Hoon
Mat Ban na tum Aflatoon
Main abhi ispe shuru hota hoon
Parson le jana apni Patloon
Isstemaal na Karna Uski Trick
Din Gaya aur Parson Aaya , Apne Banwao Tum Metric
Dil mera har pal muskaya, Har Roz Bharo apne Metric
Har Roz Padho Apne Metric
Gaya mein lene apni patloon
Isstemaal Karo Tum Metric
Tabhi Mila Darji Aflatoon.
Bola Patloon hai Taiyaar
Abhi Daal Kar Dekho Yaar

40. Such Items ( Those That don’t have Metrics around them - Difficult to
Understand) are dealt with in a Separate Subject.
There are People who specialize in this Subject These Subjects are not
dealt with in Science ,
They are known as………... Philosophers Commerce , Medicine etc.
So What Subjects are their pet Subjects :
•Love Others would say that these don’t have any degree and
•Grief hence don’t need any metric to measure .ie. You are either
•Happiness honest or you are dishonest. There is no 80% honesty.You
•Honesty are either in Love or you are not . It doesn’t make sense to
say that one is 30% in Love.
Since it cannot be checked that is why some people make a roaring
Business out of telling people whether they are in Love or not. Some Use
Questionnaires ; the others use ………………. Stars
However you can have metrics to measure how many persons in a
population are happy or in Love at any given time.

41. Why do we need metrics in business ? :
Metrics Understanding Control Improvement Survival
A business would need metrics at every level of its management hierarchy
to
a) Track requirements
b) Performance
c) Prevent problems
eg:
a) Number of effective Person hours available
b) % Downtime or Utilisation of a machine
c) Total Inventory of Goods
d) Amount of Work -In - Process
e) Revenue generated
f) % errors
g) Volume of Demand
h) Turnaround time
I) Absenteeism rates
j) Return On Investment etc.etc...

42. If we don’t measure and track these critical business metrics then :
a) no body can understand what is happening .
b) we will not be able to decide anything
c) if we decide it will be based on feelings not facts
d) if we decide we shall not know the results of a decision
e) Your colleagues can not know if your performance is good or bad
f) We will not know if we should invest , spend or save
---- in short complete chaos.

43. What is Six Sigma? :
Six Sigma is a customer focussed process improvement management
approach that promises near perfect quality or 3.4 defects per million
opportunities. This is a level of Perfection that all world class organisations
are aspiring to .
This management process has Six Steps :
Define, Measure , Analyze , Improve ,Control and Leverage
The Beginning of Six Sigma approach is Define which requires the
availability of Metrics. Hence Six Sigma cannot begin without Metrics.

44. What are Six Sigma Metrics?:
Six Sigma as a management philosophy focuses on the customer . It
focuses on what the customer ( internal or external ) expects and not on
what the current paradigms dictate as possible.
So Who is a Customer ?
Customer is any person who is the recepient of your process
output. A colleague, Your TL, SDL, BL or any external person
who uses information etc. provided by you.
Metrics that capture key customer requirements or the ones which are
key to delivering these expectations are known as Six Sigma Metrics.
In context of American Express we need to measure those metrics that
are critical to our three constituencies viz. Customers , Employees and
Shareholders.

45. QFD : Quality Function Deployment
Six Sigma methodology offers us a tool which is known as QFD or
Quality Function Deployment. This tool is used for the following
purposes :
• Capture the Voice of the Customer to establish all his needs.
• Find out the Customers’ rating of the importance of various needs.
• Transfer this importance to internal company processes.
• Develop metrics that focus on critical process performance.
• Prioritization of Metrics that need improvement . ( Projects)

46. When Should we use QFD ? :
We should use QFD in following cases :
a) When the Voice of the customer has not been captured and no metrics
exist to track performance.
b) Metrics have been developed , metric performance is good yet
customer satisfaction is either stagnant or deteriorating ( Customer
complaints are rising)
c) Market share is stagnant or being lost.
d) It is also used for designing of Products and Processes

47. QFD Detailed Methodology :
1. Define your customer and make the SIPOC diagram.
Your Customer is the person who uses the output of your process.
Eg. Market finance personnel or function , your TL, BL etc.
The SIPOC Diagram : Puts into Perspective the Broad Picture of the
Process and the end Parties involved.
Supplier Inputs Process Output Customer
S I P O C
List your List the Name the List the List the
Supplier Inputs recd. Process Here Outputs Customers
here From the provided to here.
supplier the
here customer

48. Supplier Inputs Process Output Customer
S I P O C
List your List the Name the List the List the
Supplier Inputs recd. Process Here Outputs Customers
here From the provided to here.
supplier the
here customer
Each Output may be considered as a product that you supply to the customer
or you may consider the set of outputs as a single product.
If you consider the set of Outputs as a single product then you must find out
what is the relative importance of the various outputs and its relevance to the
customer.
Select the product for which you want to develop the metrics. And then
perform the detailed QFD on the same.

49. 2. Write down the Categories of Customer Expectation
The World Over Customer Expectation in the service sector may be
classified into 9 categories which are :
1) Performance : How well does the service provider perform its stated function.
(Adherence to SLA viz. time , Accuracy)
2) Capacity : Does it have the capacity to handle my volumes ? Spikes
3) Reliability: How reliable is the process ?, How often does it break down? (Exception to
SLA , churn , control )
4) Time to deliver : How much time does it take to install ( migrate a new process ?)? How
much time does it take to process a special or new request ? How flexible is the process ?
5) Ease of Use :The service is easy to use. Length or number of steps it takes a customer to
avail of a particular process output / information .
6) Response to Queries / complaints : How quickly and how well are the complaints or
queries resolved?
7) Accessible & Courteous: Is it easy to approach the service provider ? Does the service
provider respond positively to customer opinions and needs ?
8) Safety : How safe is the service in terms of Privacy ? BCP , Financial Exposure
9) Aesthetics (Report Formats)

50. 2. Put your self in the shoes of your customer and think of the specific
requirements that he / she may have in each of the categories of
Customer Expectations as shown in the figure
S.No Customer Expectations
1 Performance
1.1 Accuracy of Process
1.2 Time taken to process
2 Capacity
2.1 Ability to handle Volume Spikes
3 Reliability
3.1 How often does it give errors beyond SLA
3.2 How often does it exceed timelines
3.3 How good is the control system ( Audits)
4 Time To Deliver
4.1 How much time does it take to deliver a new request
4.2 Flexibility Of the Process
4.3 Time to Migrate a new Process
5 Ease Of Use
5.1 No. Of Steps to avail of a Particular Information
5.2 (----------)
5.3 (----------)
This break down is done for each of the categories of customer expectation for
a particular process

51. Arrange the ratings that you gave in the left side of the Matrix as shown
S.No Customer Voice Rating
1 Performance
1.1 Accuracy of Process should be High 5
1.2 Time taken to process should be low 3
2 Capacity
2.1 Ability to handle Volume Spikes should be high 1
3 Reliability
3.1 How often does it give errors beyond SLA 5
3.2 How often does it exceed timelines 5
3.3 There should be no surprises to the customer 4
4 Time To Deliver
4.1 New requests should be processed quickly 4
4.2 Processes should be flexible 3
4.3 Time to customize for a new feature / reqmt. Is less 2
5 Ease Of Use
5.1 No. Of Steps to avail of a Particular Information 3
5.2 (----------)
5.3 (----------)
4. Approach the Customers you defined in the 1st Step and request them
to check the requirements you put in and the ratings you gave on behalf of
the customers and record their feed back as shown.

52. Customers' Rating
Custom
er Need C1 C2 C3 C4 C5 Average
No.
1.1 5 4 5 3 4 4.20
1.2 4 3 5 4 5 4.20
2.1 4 5 4 5 4 4.40
3.1 5 5 5 5 5 5.00
3.2 2 1 1 2 2 1.60
3.3 1 1 2 2 1 1.40
4.1 4 5 4 5 3 4.20
4.2 3 2 1 2 3 2.20
4.3 2 2 2 2 2 2.00
5.1 5 4 5 5 4 4.60
5.2 4 3 5 4 5 4.20
5.3 2 1 1 1 2 1.40
5.4 1 2 2 1 1 1.40
6.1 3 2 2 4 3 2.80
6.2 3 4 2 3 3 3.00
7.1 5 5 4 5 4 4.60
7.2 4 4 5 3 4 4.00
5.Transfer this average rating to your QFD matrix on the left side as shown

53. Company / Process
Metric
S.N C.Ratin
Customer Voice
o g
Accuracy of reports
1.1 4.20
should be high
Time to Process should
1.2 4.20
be low
Ability to Handle Volume
2.1 3.60
30% spikes effectively
Freq. Of errors beyond
3.1 4.40
SLA
Freq of exceeding
3.2 5.00
Timelines
Good Controls ( Audits /
3.3 1.60
Surprises)
Quick Delivery of new
4.1 1.40
requests
Process should be
4.2 4.20
flexible
Time to customise for a
4.3 2.20
new process
Steps to avail
5.1 2.00
Infromation

54. 6. Now Brainstorm what company metric would reflects and what
company metric is related to the customer need and write these in the
Top Row of the QFD matrix as shown.
process till customer
Rework Time PPM
Time to incorporate
No . Of Exceptions
Time to deliver spl
No Of Steps in the
Errors per Report
No Of Complaints
Turnaround Time
Company / Process
utilisation
Metric
change
request
C.Rati
S.No Custom er Voice
ng
Accuracy of
1.1 reports should be 4.20
high
Time to Process
1.2 4.20
should be low
Ability to Handle
2.1 Volume 30% 3.60
spikes ef f ectively
Freq. Of errors
3.1 4.40
beyond SLA
Freq of exceeding
3.2 5.00
Timelines
Good Controls (
3.3 Audits / 1.60
Surprises)
Quick Delivery of
4.1 1.40
new requests
Process should be
4.2 4.20
f lexible
Time to customise
4.3 2.20
f or a new process
Steps to avail
5.1 2.00
Inf romation

55. 7. Input the relationship strength in the cells as relevant and as
shown.Those company Metrics that have a strong relation to the
Customer Voice are given 9 , Those with Medium relation are given 3 and
the ones which have a weak relation are given 1.
process till customer
Rework Time PPM
Time to incorporate
No . Of Exceptions
Time to deliver spl
No Of Steps in the
Errors per Report
No Of Complaints
Turnaround Time
Company / Process
utilisation
Metric
change
request
C.Rati
S.No Custom er Voice
ng
Accuracy of
1.1 reports should be 4.20 9 3 9 Strong : 9
high
Time to Process
Medium : 3
1.2 4.20 9 3 1 Weak :1
should be low
Ability to Handle
2.1 Volume 30% 3.60 9 3 9 3 3
spikes effectively
Freq. Of errors
3.1 4.40 3 9
beyond SLA
Freq of exceeding
3.2 5.00 3 9
Timelines

56. 8.Now Multiply the relationship index with the weights given by the
customer and add to get the weighted importance of the company
metrics as shown.
process till customer
Rework Time PPM
Time to incorporate
No . Of Exceptions
Time to deliver spl
No Of Steps in the
Errors per Report
No Of Complaints
Turnaround Time
Company /
utilisation
change
request
Process Metric
C.Rati
S.No Custom er Voice
ng
Accuracy of
1.1 reports should be 4.20 9 3 9
high
Time to Process
1.2 4.20 9 3 1
should be low
Ability to Handle
2.1 Volume 30% 3.60 9 3 9 3 3
spikes effectively
Freq. Of errors
3.1 4.40 3 9
beyond SLA
Freq of exceeding
3.2 5.00 3 9
Timelines
Total 33.4 70.2 38.4 0 0 36.6 63 93.6
The Highest Values indicate which metric is the most important from the
customers perspective.
This Completes QFD-I

57. 9. QFD -II QFD - II is similar to QFD - I . The only difference is that the
Process Metrics which were on the top row in QFD - I are
transposed to the left most coloumn of the Matrix as shown along
with the weighted ratings.
C.Rati
Process Metric
ng
Turnaround Time 70.20
No. Of Complaints 63.00
No.Of Exceptions 93.60
Total

58. 10. Now list the process activities , that result or contribute to the metrics
listed on the left , on the Top of the Matrix as shown
Time per Transaction
No Of Errors in Input
No of Process Steps
Throughput Time
Uptime of Milli
Total Rework
Proportion
C.Rati
Process Metric
ng
Turnaround Time 70.20
No. Of Complaints 63.00
No.Of Exceptions 93.60
Total

59. 11. Now again input the relationship between Metrics on the Left viz.. the
Metrics on the top .
Time per Transaction
No Of Errors in Input
No of Process Steps
%age adherence to
Throughput Time
escalation Norm
Uptime of Milli
Total Rework
Proportion
C.Rati
Process Metric
ng
Turnaround Time 70.20 9 3 3 9 9 9
No. Of Complaints 63.00 3 9 9
No.Of Exceptions 93.60 1 3 9 3 9
Total 914.4 1058 1053 912.6 631.8 631.8 1409
The metrics that have the max . Points become the CTx’ Metrics

60. So Finally what are the Metrics that I should Develop
As we have seen the QFD is a tool to capture the VOC and leverage that
VOC to extract and establish during its two phases the following :
QFD- I : The most important process Metrics relevant to the Customer
QFD -II: The most important activity Metrics that are critical to Customer
Expectation
Monitoring / Managing Frequency
Once or Twice an Year
VOC
QFD- I Process Metric Weekly or Monthly
(Output)
Activity Metric Daily or Weekly
QFD- II (Input or Driver)

61. Beware Of Pitfall
QFD is a tool. Remember that all tools are meant to assist Human thinking /
Working ; if the result is against your strongest rationale then you must check the
process again.
QFD is meant to help you manage better your customer & shareholder expectation
and thus helps to increase your effectiveness.
Hence if you believe that a metric that does not come out as a CTx is crucial , please
do monitor the same.
We must manage the Input or driver Metrics as they dictate our
performance and also monitor the Output Metrics as that is the result
of our management.

62. Project Management Analogy
E=8 H=2
D=3
A=1 B=4 F=6 G=1 I=6
C=1
Look at the above project activity diagram. The project timelines depend on
the the path of the highlighted activities. which is known as the critical path.
However it means that we need to give greater focus to the highlighted
activities and must manage it very closely.
This does not mean that the other activities do not need any management.
If the other activities such as BFGC are not managed then there is a
possibility that the critical path may itself shift.
Hence if we meet daily to monitor the critical activities , then we must meet
once a week to monitor the general activities lest they become critical.
Remember the white house game analogy : To manage effectively we
need metrics .This is where CSA is important to manage other activities
or requirements.

63. The Panoramic View Of Metrics
Customer
Experience
Customer
Scorecard
Critical Process Metric
Health Six Sigma Metrics
Activity Metric
CSA Metrics
General Health Parameters

64. Six Sigma Metrics Review Mechanism
``
EXEC
(key controls+
WCP Below POD
customer
+exceptional driver)
> 50 %
WCP-1 BL Below Set Targets
(customer + exceptional drivers
Review based on defined threshold) Hierarchy
SDL All Below
WCP-1 (customer + exceptional drivers Set Targets
based on defined threshold)
WCP-2 All

65. Finally :
• An error occurs due to two reasons only
• Laziness
• Ignorance
• Most Persons are not lazy
• Six Sigma is for helping the individual work smartly.
• Use those metrics that help you in managing your process and your
customer.
• Six Sigma Metrics will help you in managing your processes better but
only if you use it
• Six Sigma is recognized world wide as a Smart Approach to
management
• Six Sigma depends on Measurements.Infact it is a pre-condition for Six
Sigma to succeed
• Measurement seems a waste of Time initially
• If you choose your measure well you will manage well.
• If you manage well You will Succeed
• If you succeed your Company will Succeed