How you could leverage Six Sigma in your work organisation.

1. Presented by
Wan Harris Zaky HJ.IBRAHIM
IT43 Master of Information Technology
20 September 2010
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2. An Overview of 6 Sigma
6 Sigma Steps in Improvements
6 Sigma Tools & Techniques
The Summary of 6 Sigma
Q & A
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3. hat is Six Sigma?
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4. ig & Small Steps Continuous
Improvement
Performance Changes achieved through both
“Big & Small Steps” to
continuously improve the
Big Step performance of the System
Improvement
Each performance level is
delivered by the SUM of all
Small Step
Improvements the processes in the
Organisation
Time
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5. In Human Resource
Management Paradigm
(Been, L. Y., 1997)
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6. hat Is A Sigma ( ) ?
A Greek term used in statistics to
represent standard deviation, an
indicator of the degree of
variation/spread in a set of
measurements or a process.
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7. hat is Six Sigma?
Culture that demands perfection (or
almost)
Drives out variation
Data-based decision making.
Systematic statistical method
Customer's requirements
Controls the process
(Founder – Mikel Harry)
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8. hat Is Six Sigma?
Others describe Six Sigma as a
way towards Culture change.
Motorola puts a lot of emphasis on
cultural change such as breaking
down barriers between departments,
employee empowerment, etc.
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9. ho uses 6 Sigma?
Honeywell Du Pont Canon
GE Raytheon Nokia
Iomega Toshiba Ford
Sony ABB Amazon
Texas Instruments LG Ericsson
Du Pont Air Products Lockheed
American Express Xerox Volvo
Kodak Dow Chemicals Agfa
Motorola Daimler Chrysler Shimano
Citibank Seagate DBS
Marconi Honda OCBC
Polaroid Invensys ST Tech
Bombadier Air France National Healthcare G
Avery Dennison Hitachi Urban Redevelopment
Philips Siemens Authority
Building & Construction
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Authority 9

10. 6
Improvement
Methodology
(DMAIC)
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11. A. Identify the product/service you create/provide.
(What do you do?)
Service #1
Your
Process Service #2
B. Who are your customers?
– Internal vs. external customers
C. Collect VOC (Voice Of Customer data)
– Interviews, Surveys, Complaints, Focus groups
D. Define CTQs (Critical To Quality measures)
– How does the customer judge our product or service?
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12. Develop a high-level process map
Define
(Purchasing & Delivery Process)
Inputs Outputs
- Purchase Order from Customer - Purchase Order to Item Supplier
- Supplier database - Shipping schedule
- Customer database - Delivery Order
- Items Inventory - Packing list
- Delivery Order - Delivery schedule to end Customer
Receive Check Plan Receive Prepare
Customer Sales stock & storage goods and and For
place order Order from place order require- update arrange for
Billing
Customer with ments inventory delivery
Supplier
Suppliers Customers
- End Customer - Salesman
- Salesman - Buyer
- Buyer - Item Supplier
- Item Supplier - Storekeeper
- Storekeeper - Trucking Contractor
- End Customers
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- Finance 12

13. A. Identify the Customer(s) for your product / service.
Determine what they consider important.
B. Determine critical customer REQUIREMENTS.
C. Collect data or information from customers (both
internal and external)
D. Select the service that is most suitable for Six
Sigma Improvement.
E. Identify your needs (so as to satisfy the customers).
F. Collect data using Process Mapping
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14. Measure Collect data – Process Mapping
PURCHASING PROCESS & DELIVERY PROCESS - INTERNAL PROCESSES
SALES PROCUREMENT WAREHOUSING DELIVERY ACCOUNTS
Recei ve Sal es Check & pl ace Pl an st or age
O der f r om
r or der w t h
i r equi r ement s
Cust omer Suppl i er
Recei ve goods Pr epar e and Pr ocess
and updat e ar r ange f or bi l l i ng t o
i nvent or y del i ver y Cust om er
St ock Yes
Avai l abl e?
No
Pl ace or der Pr epar e or der
w t h Suppl i er
i and ar r ange
del i ver y
Recei ve
goods
CUSTOMER SUPPLIER FREIGHT FORWARDER
EXTERNAL PARTY
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15. Define Performance
Analyze
Objectives/Targets
1. Customer’s Requirements
2. Benchmarking (Best-in-class)
3. Set Performance Objectives/Targets
(Quality, Speed, Cost)
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16. 16

17. Develop and Implement
Improve
Solutions
1. Develop alternative solutions for vital causes &
eliminate waste.
2. Idiot Proofing (Poka Yoke)
3. Develop “Should Be” Map
4. Select the best solutions and evaluate the ROI
5. Implement the solutions
6. Confirm the results
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18. Poka Yoke Defined
Shingeo Shingo defines Poka Yoke as:
 Poka - “Inadvertent mistake that anyone
can make”
 Yoke - “To prevent or proof”
Meaning:
To prevent unintentional mistakes
people can make.
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19. Control Document SOP
(Standard Operation Procedure)
- Detail process maps
- Standard operation procedure
for new way of working
- Contingency plan
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20. Improvement Methodology
1. Determine What Customer Wants
D Define 2. Develop Project Charter
3. Draw High-level Process Map
4. Select CTQ Characteristic
M Measure 5. Collect Data
6. Determine Sigma Level (Process Capability)
7. Define Performance Objectives/Targets
A Analyze 8. Identify Possible Of Variations
9. Vital Causes Of Variations
10. Generate Solutions
I Improve 11. Implement Solutions
12. Confirm results
13. Documentation & Standardization
C Control
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14. Process Monitoring & Control
15. Project Closing
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21. formal Six Sigma infrastructure in
an Organization
Belt system is a common system used:
• Master Black Belts (MBBs) are fully trained
quality leaders responsible for Six Sigma
strategy, training, mentoring, deployment and
results.
• Black Belts (BBs) are fully trained experts
leading improvement teams across the
business.
• Green Belts (GBs) are individuals trained in Six
Sigma supporting Six Sigma projects.
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22. ix Sigma Techniques
 Variation reduction
 Project focus (one to three months)
 Statistical process control (Cp, Cpk)
 Measurement system assessment (Gage R&R)
 Root cause analysis and hypothesis tests
 Design of Experiments, Taguchi Methods
 Regression analysis
 Analysis of Variance (ANOVA)
 FMEA (Failure Modes and Effects Analysis)
 Response Surface Methodology (RSM)
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23. Six Sigma
Vision
Symbol Strategy
Six Sigma needs Innovation
Tool
Belief
Innovation needs Six Sigma
Method
Goal
Benchmark
Metric
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24. 1. Our survival is dependent upon growing
the business.
2. Our business growth is largely
determined by customer satisfaction.
3. Customer Satisfaction is governed by
quality, price and delivery.
4. Quality, price and delivery are controlled
by process capability.
5. Our process capability is greatly limited
by variation.
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25. (Cont.)
6. Process variation leads to an increase in
defects, cost and cycle time.
7. To eliminate variation, we must apply the
right knowledge.
8. In order to apply the right knowledge, we
must first acquire it.
9. To acquire new knowledge means that we
must have the will to survive.
Dr. Mikel J. Harry
20 September 2010
Six Sigma Academy 25

26. hat Practitioner Said
“Only those companies that eliminate their defects
will have what it takes to win.”
“Breakthrough companies strive for 100 percent
DEFECT-FREE products and services.”
Larry Bossidy
Ex-CEO of AlliedSignal
“...this Six Sigma journey will change the paradigm
from fixing products so they are perfect to fixing
processes so that they produce nothing but
perfection, or close to it.” Jack Welch
Former GE’s CEO
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27. Been, L. Y. (1997). The Six Sigma, Metaprenuers Inc. Pte.
Ltd.
Mark Kiemele.(2009). “Six Sigma and Innovation”
Retrieved April 1, 2010 from
http://www.sixsigmaiq.com/article.cfm?externalid=4
93
Vinzant, J. C. and D. H. Vinzant (1999). "Strategic
management spin-offs of the Deming approach."
Journal of Management History 5(8): 516 - 531.
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28. 20 September 2010
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