Presentation enunciating how six sigma technique can be effectively used for quality control

1. SIX SIGMA CONTROL IN TOTAL
QUALITY MANAGEMENT
Presented by
Kanta Rahul
113220

2. TOTAL QUALITY MANAGEMENT
• TQM is a management strategy with a customer focus,
deploying suitable technique to eliminate waste. In all
activities of an organization and seeking continuous
improvement. It is management technique. It is a
leadership philosophy with a customer focus. It is a way of
doing business & it is not just a programme. It is a
management strategy. Any strategy has a policy detailed by
objectives, a method to meet the objectives and where the
method deploys different techniques and the techniques
supported by goals.
• Continuous improvement
• Continuous wide programme
• Management as leader

3. OBJECTIVES OF TOTAL QUALITY
MANAGEMENT
• Meeting the customer requirement.
• Continuous improvement of quality at the
every level at every state and at every place.
• Participative problems solving process.
• Focused and continuous cost reduction.
• Interlink and integrate various subsystem of
the organization.

4. TQM IMPLEMENTATION
Plan:
• (1) Lay down and plan policies and objectives of TQM.
• (2)Plan method to achieve the objectives of TQM.
DO
• (3) Provide education and training to workers and managers to Achieve
Objectives.
• (4)Implement TQM by introduction never things.
CHECK:
• (5) Check the result by observing them and find cause of the nonConformance
• (6) Analyze the results.
ACT:
• (7) try to act for the preventing undesired effects. (8) Measure the improvement
and design for future.

5. What is Six Sigma
• Six Sigma is a highly disciplined process that helps us focus on
developing and delivering near-perfect products and services.
• Six Sigma is a statistically-based process improvement
methodology that aims to reduce defects to a rate of 3.4 defects
per million defect opportunities by identifying and eliminating
causes of variation in business processes.
• Six Sigma focuses on developing a very clear understanding of
customer requirements and is therefore very customer focused.

6. Why the name Six Sigma
• The word is a statistical term that
measures how far a given process
deviates from perfection.
• 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.
• To achieve Six Sigma Quality, a
process must produce no more than
3.4 defects per million
opportunities. The "3.4 Defects Per
Million Opportunities (DPMO)" is a
gross confusion of the following
situation

7. Key themes in Six Sigma
• Continuous focus on the customer’s requirements
• Using measurements and statistics to identify and measure
variation in the production process and other business processes
• Identifying the root causes of problems
• Emphasis on process improvement to remove variation from the
production process or other
• Business processes and therefore lowers defects and improves
customer satisfaction
• Pro-active management focusing on problem prevention,
continuous improvement and constant
• Striving for perfection
• Cross-functional collaboration within the organization; and
• Setting very high targets.
Key elements of Six Sigma

8. Is Six Sigma really something new?
While typically applied consistently within a company,
the content of the Six Sigma approach varies from
company to company, consultant to consultant, and
author to author. However, Six Sigma programs do
have some common features, among which are the
following:
• It is a top-down, rather than bottom-up approach.
• It is a highly disciplined approach that typically includes
four stages: measure, analyse, improve and control.
• It is a data-oriented approach, making sound and heavy
use of various statistical decision tools.

9. • Mikel Harry, key developer and proponent of the Six
Sigma program at Motorola, has defined Six Sigma as
“a disciplined method of using extremely rigorous
data gathering and statistical analysis to pinpoint
sources of errors and ways of eliminating them”.
• Well-known statistician and quality consultant Ron
Snee has indicated that “Six Sigma should be a
strategic approach that works across all processes,
products, company functions and industries”.

10. Methodologies of Six Sigma
• Six Sigma uses two methodologies named ‘DMAIC’ (Define,
Measure, Analyze, Improve, Control) and ‘DFSS’
• (Design For Six Sigma).
• 1. DMAIC: - The Six Sigma DMAIC process is an improvement
system for existing processes falling below specification
and looking for incremental improvement.
• 2. DFSS: - The Six Sigma DFSS methodology has two variations
named DMADV (Define, Measure, Analyze, Design, Verify) and
DMADOV process (Define, Measure, Analyze, Design, Optimize,
Verify). DFSS is used to develop new processes or products at Six
Sigma quality levels. It can also be employed if a current process
requires more than just incremental improvement. Both Six Sigma
processes are executed by Six Sigma Green Belts and Six Sigma
Black Belts and are overseen by Six Sigma Master Black Belts.

11. DMADV
• Basic Methodology consists of following five steps: -
• Define the goals of the design activity of the consistent with
customer demands and enterprise strategy.
• Measure and identify CTQs (critical to qualities), product
capabilities, production process capability, and risk assessments.
• Analyze to develop and design alternatives, create 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 production process
and handover to process owners.

13. DMAIC
• Define the process improvement goals that are consistent with
customer demands and enterprise strategy.
• Measure the current process and collect relevant data for future
comparison.
• Analyze to verify relationship and causality of factors. Determine
what the relationship is, and attempt to ensure that all factors have
been considered.
• Improve or optimize the process based upon the analysis using
techniques like Design of Experiments.
• Control to ensure that any variances are corrected before they
result in defects. Set up pilot runs to establish process capability,
transition to production and thereafter continuously measure the
process and institute control mechanisms.

15. Benefits of Six Sigma
Those organisations that implement Six Sigma correctly achieve significant
benefits that contribute to competitive advantage and to changing the
culture in an organisation from reactive problem solving to proactive
problem prevention. Specifically the proven benefits include:
• Bottom line cost savings (5%-20% of turnover per annum)
• Improved quality of product or service as perceived by the customer
(internal and external customers)
• Reduction in process cycle times
• Development of staff skills
• Common language throughout the organisation
• World class standard
• Creates a competitive edge
• Drive sales growth

16. Costs of Six Sigma Projects
Although Six Sigma projects can have many benefits and help the company to save
money over the long run, there are also costs associated with Six Sigma projects.
They typically include the following:
• Direct Payroll - Payroll expenses for individuals dedicated to the Six Sigma project
on a full time basis.
• Indirect Payroll – The cost of time devoted by senior executives, team members,
process owners and others in the implementation of the Six Sigma project.
• Training and Consulting – The cost of teaching people Six Sigma skills
• Improvement Implementation Costs – The costs of improving the production
process to eliminate the sources of variation identified in the Six Sigma project.
This might involve new equipment, new software, additional personnel costs for
newly formed positions, etc.
• Software – Some software such as Minitab Inc.’s Minitab statistical software or
Microsoft’s Visio, for generating flow-charts, may also be required. More advanced
software tools sometimes include Popkin’s System Architect, Proforma’s Provision
or Corel’s iGrafx Process 2006 for Six Sigma.