Hi All, I need your help because I have not done MBA and presently I m working as an H.R.Coordinator in telecom sector. I want to know about Sig Sigma Garima
From India, Delhi
1From India, Delhi
Dear Garima/Maheshwari..
I hope the files downloaded from the links mentioned by me are useful for you and our forum members.. How ever i attached here another one file which is very useful for any one who new to the six sigma."Getting Started in Six Sigma" by Michael C. Thomsett
Plz register your feedback.
I wish you and all of our forum members to achieve their goals in the New Year 2008 with well manner.
With regards,
Sellakumar
From India, Madras
I hope the files downloaded from the links mentioned by me are useful for you and our forum members.. How ever i attached here another one file which is very useful for any one who new to the six sigma."Getting Started in Six Sigma" by Michael C. Thomsett
Plz register your feedback.
I wish you and all of our forum members to achieve their goals in the New Year 2008 with well manner.
With regards,
Sellakumar
From India, Madras
Dear Garima,
Six Sigma is a set of practices originally developed by Motorola to systematically improve processes by eliminating defects.[1] A defect is defined as nonconformity of a product or service to its specifications.
While the particulars of the methodology were originally formulated by Bill Smith at Motorola in 1986[2], Six Sigma was heavily inspired by six preceding decades of quality improvement methodologies such as quality control, TQM, and Zero Defects. Like its predecessors, Six Sigma asserts the following:
Continuous efforts to reduce variation in process outputs is key to business success
Manufacturing and business processes can be measured, analyzed, improved and controlled
Succeeding at achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management
The term "Six Sigma" refers to the ability of highly capable processes to produce output within specification. In particular, processes that operate with six sigma quality produce at defect levels below 3.4 defects per (one) million opportunities (DPMO)[3]. Six Sigma's implicit goal is to improve all processes to that level of quality or better.
Six Sigma is a registered service mark and trademark of Motorola, Inc.[4] Motorola has reported over US$17 billion in savings[5] from Six Sigma as of 2006.
In addition to Motorola, companies that also adopted Six Sigma methodologies early-on and continue to practice it today include Bank of America, Caterpillar, Honeywell International (previously known as Allied Signal), Raytheon, Merrill Lynch, 3M and General Electric (introduced by Jack Welch).
Methodology
Six Sigma has two key methodologies:[7] DMAIC and DMADV, both inspired by W. Edwards Deming's Plan-Do-Check-Act Cycle: DMAIC is used to improve an existing business process, and DMADV is used to create new product or process designs for predictable, defect-free performance.
[edit] DMAIC
Basic methodology consists of the following five steps:
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.
[edit] DMADV
Basic methodology consists of the following five steps:
Define the goals of the design activity that are 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.
Some people have used DMAICR (Realize). Others contend that focusing on the financial gains realized through Six Sigma is counter-productive and that said financial gains are simply byproducts of a good process improvement.
[edit] Other Design for Six Sigma methodologies
Six Sigma as applied to product and process design has spawned an alphabet soup of alternatives to DMADV. Notable examples include:
Methodology Proponent
DCCDI (Define, Customer Concept, Design and Implement) Geoff Tennant
CDOC (Conceptualize, Design, Optimize, Control) SBTI
DCDOV* (Define, Concept, Design, Optimize, Verify) *derived from SBTI CDOC roadmap[8] Uniworld
DMADOV (Define, Measure, Analyze, Design, Optimize and Verify) General Electric
DMEDI (Define, Measure, Explore, Develop and Implement) PricewaterhouseCoopers
IDOV (Identify, Design, Optimize and Validate)
I2DOV (Invent, Innovate, Develop, Optimize, Validate)
D-IDOV-M (Define, Identify, Design, Optimize, Verify, Monitor)
[edit] Statistics and robustness
The core of the Six Sigma methodology is a data-driven, systematic approach to problem solving, with a focus on customer impact. Statistical tools and analysis are often useful in the process. However, it is a mistake to view the core of the Six Sigma methodology as statistics; an acceptable Six Sigma project can be started with only rudimentary statistical tools.
Still, some professional statisticians criticize Six Sigma because practitioners have highly varied levels of understanding of the statistics involved.
Six Sigma as a problem-solving approach has traditionally been used in fields such as business, engineering, and production processes.
[edit] Implementation roles
One of the key innovations of Six Sigma is the professionalizing of quality management functions. Prior to Six Sigma, Quality Management in practice was largely relegated to the production floor and to statisticians in a separate quality department. Six Sigma borrows martial arts ranking terminology to define a hierarchy (and career path) that cuts across all business functions and a promotion path straight into the executive suite.
Six Sigma identifies several key roles for its successful implementation.[9]
Executive Leadership includes CEO and other key top management team members. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements.
Champions are responsible for the Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from the upper management. Champions also act as mentors to Black Belts. At GE this level of certification is now called "Quality Leader".
Master Black Belts, identified by champions, act as in-house expert coaches for the organization on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from the usual rigor of statistics, their time is spent on ensuring integrated deployment of Six Sigma across various functions and departments.
Experts This level of skill is used primarily within Aerospace and Defense Business Sectors. Experts work across company boundaries, improving services, processes, and products for their suppliers, their entire campuses, and for their customers. Raytheon Incorporated was one of the first companies to introduce Experts to their organizations. At Raytheon, Experts work not only across multiple sites, but across business divisions, incorporating lessons learned throughout the company.[citation needed]
Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma.
Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities. They operate under the guidance of Black Belts and support them in achieving the overall results.
Yellow Belts are employees who have been trained in Six Sigma techniques as part of a corporate-wide initiative, but have not completed a Six Sigma project and are not expected to actively engage in quality improvement activities[10].
In many recent programs, Green Belts and Black Belts are empowered to initiate, expand, and lead projects in their area of responsibility. The roles as defined above, therefore, conform to the older Mikel Harry/Richard Schroeder model, which is not universally accepted.
Reference: Google.com
Best Regards
Isaac Patturaja
From India, Madras
Six Sigma is a set of practices originally developed by Motorola to systematically improve processes by eliminating defects.[1] A defect is defined as nonconformity of a product or service to its specifications.
While the particulars of the methodology were originally formulated by Bill Smith at Motorola in 1986[2], Six Sigma was heavily inspired by six preceding decades of quality improvement methodologies such as quality control, TQM, and Zero Defects. Like its predecessors, Six Sigma asserts the following:
Continuous efforts to reduce variation in process outputs is key to business success
Manufacturing and business processes can be measured, analyzed, improved and controlled
Succeeding at achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management
The term "Six Sigma" refers to the ability of highly capable processes to produce output within specification. In particular, processes that operate with six sigma quality produce at defect levels below 3.4 defects per (one) million opportunities (DPMO)[3]. Six Sigma's implicit goal is to improve all processes to that level of quality or better.
Six Sigma is a registered service mark and trademark of Motorola, Inc.[4] Motorola has reported over US$17 billion in savings[5] from Six Sigma as of 2006.
In addition to Motorola, companies that also adopted Six Sigma methodologies early-on and continue to practice it today include Bank of America, Caterpillar, Honeywell International (previously known as Allied Signal), Raytheon, Merrill Lynch, 3M and General Electric (introduced by Jack Welch).
Methodology
Six Sigma has two key methodologies:[7] DMAIC and DMADV, both inspired by W. Edwards Deming's Plan-Do-Check-Act Cycle: DMAIC is used to improve an existing business process, and DMADV is used to create new product or process designs for predictable, defect-free performance.
[edit] DMAIC
Basic methodology consists of the following five steps:
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.
[edit] DMADV
Basic methodology consists of the following five steps:
Define the goals of the design activity that are 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.
Some people have used DMAICR (Realize). Others contend that focusing on the financial gains realized through Six Sigma is counter-productive and that said financial gains are simply byproducts of a good process improvement.
[edit] Other Design for Six Sigma methodologies
Six Sigma as applied to product and process design has spawned an alphabet soup of alternatives to DMADV. Notable examples include:
Methodology Proponent
DCCDI (Define, Customer Concept, Design and Implement) Geoff Tennant
CDOC (Conceptualize, Design, Optimize, Control) SBTI
DCDOV* (Define, Concept, Design, Optimize, Verify) *derived from SBTI CDOC roadmap[8] Uniworld
DMADOV (Define, Measure, Analyze, Design, Optimize and Verify) General Electric
DMEDI (Define, Measure, Explore, Develop and Implement) PricewaterhouseCoopers
IDOV (Identify, Design, Optimize and Validate)
I2DOV (Invent, Innovate, Develop, Optimize, Validate)
D-IDOV-M (Define, Identify, Design, Optimize, Verify, Monitor)
[edit] Statistics and robustness
The core of the Six Sigma methodology is a data-driven, systematic approach to problem solving, with a focus on customer impact. Statistical tools and analysis are often useful in the process. However, it is a mistake to view the core of the Six Sigma methodology as statistics; an acceptable Six Sigma project can be started with only rudimentary statistical tools.
Still, some professional statisticians criticize Six Sigma because practitioners have highly varied levels of understanding of the statistics involved.
Six Sigma as a problem-solving approach has traditionally been used in fields such as business, engineering, and production processes.
[edit] Implementation roles
One of the key innovations of Six Sigma is the professionalizing of quality management functions. Prior to Six Sigma, Quality Management in practice was largely relegated to the production floor and to statisticians in a separate quality department. Six Sigma borrows martial arts ranking terminology to define a hierarchy (and career path) that cuts across all business functions and a promotion path straight into the executive suite.
Six Sigma identifies several key roles for its successful implementation.[9]
Executive Leadership includes CEO and other key top management team members. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements.
Champions are responsible for the Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from the upper management. Champions also act as mentors to Black Belts. At GE this level of certification is now called "Quality Leader".
Master Black Belts, identified by champions, act as in-house expert coaches for the organization on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from the usual rigor of statistics, their time is spent on ensuring integrated deployment of Six Sigma across various functions and departments.
Experts This level of skill is used primarily within Aerospace and Defense Business Sectors. Experts work across company boundaries, improving services, processes, and products for their suppliers, their entire campuses, and for their customers. Raytheon Incorporated was one of the first companies to introduce Experts to their organizations. At Raytheon, Experts work not only across multiple sites, but across business divisions, incorporating lessons learned throughout the company.[citation needed]
Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma.
Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities. They operate under the guidance of Black Belts and support them in achieving the overall results.
Yellow Belts are employees who have been trained in Six Sigma techniques as part of a corporate-wide initiative, but have not completed a Six Sigma project and are not expected to actively engage in quality improvement activities[10].
In many recent programs, Green Belts and Black Belts are empowered to initiate, expand, and lead projects in their area of responsibility. The roles as defined above, therefore, conform to the older Mikel Harry/Richard Schroeder model, which is not universally accepted.
Reference: Google.com
Best Regards
Isaac Patturaja
From India, Madras
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