A SEMINAR REPORT ON :

PREPARED BY :

GUIDED BY:

MECHANICAL ENGINEERING DEPARTMENT.

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 • ABSTRACT

Six Sigma (6 ) is a business-driven, multi-faceted approach to process

improvement, reduced costs, and increased profits. With a fundamental principle to improve
customer satisfaction by reducing defects, its ultimate performance target is virtually defect-
free processes and products (3.4 or fewer defective parts per million (ppm)). The Six Sigma
methodology, consisting of the steps "Define - Measure - Analyze - Improve - Control," is
the roadmap to achieving this goal. Within this improvement framework, it is the
responsibility of the improvement team to identify the process, the definition of defect, and
the corresponding measurements. This degree of flexibility enables the Six Sigma method,
along with its toolkit, to easily integrate with existing models of software process
implementation.

Six Sigma originated at Motorola in the early 1980s in response to a CEO-

driven challenge to achieve tenfold reduction in product-failure levels in five years. Meeting
this challenge required swift and accurate root-cause analysis and correction. In the mid-
1990s, Motorola divulged the details of their quality improvement framework, which has
since been adopted by several large manufacturing companies.

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 • List of Figures.

Figure .1 – Six Sigma Defined ….8

Figure .2 - Six Sigma Organizational Architecture. ….10

• List of Graph.

Graph .1 - Introducing Six Sigma. ….6

Table 1: Sigma Capabilities. ….8

Table 2. DMAIC Steps. ….9

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 INDEX

Introducing Six Sigma. ….6

Six Sigma Defined ….8
• Six Sigma Organizational Architecture. ….10
• Six Sigma Training Levels.
• Benefits of Six Sigma. ….12

The Six Steps To Six Sigma Using. ….14

• Motorola's Six Sigma Program. ….16
• Six Sigma and City Government. ….17

Costs and Limitations. ….18

Alternatives. ….19
• And the Quality Winner Is…? ….20

References and Information Sources. ….21

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Introducing Six Sigma.

Six Sigma is a
business improvement
concept that focuses
on meeting the needs
of customers and
bottom line benefit to
your organisation. The
goal is to provide
defect-free business
processes with
customer satisfaction
and improvement
being the driving
forces.
Graph .1
Six Sigma was established in 1987 through the Motorola Six Sigma quality program. The
program gained publicity when Motorola won the Malcolm Baldrige quality prize in the USA
and further development of the concept took place in the early 1990’s with companies like
General Electric, ABB, Honeywell and Allied Signal. Each of these organisations has boasted
significant reductions in costs.

Sigma is a character of the Greek alphabet that is used in mathematical statistics to define
standard deviation. The concept of standard deviation relates to how tightly all the various
outputs of a process are clustered around the mean in a set of data.

In statistical terms, Six Sigma means that if there were 1 million opportunities for a defect to
occur, there would only be 3.4 defects. Therefore, defects or problems in the processes have
been removed to the point where the quality of the output is near perfect. Six Sigma is seen as
the ultimate goal in achieving near perfect processes through continual improvement.

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Six Sigma is undertaken through the development and management of projects, led by
improvement specialists (Green Belts and Black Belts). Each person is given key
responsibilities for analysing information that will have an impact on improving processes
and customer satisfaction.

The most common tool used for Six Sigma improvement is the Define-Measure-Analyse-
Improve-Control (D-M-A-I-C) cycle. This approach focuses on ensuring that the
improvement is clearly defined and measured, through a data-driven and disciplined
approach. Data is analysed to identify problems and the improvement is consolidated through
process controls.

• Six Sigma Defined .

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 Figure .1
Six Sigma is a data-driven, methodical program of continuous and breakthrough
improvement focused on customers and their critical requirements. Sigma refers to the Greek
symbol (s) that represents the amount of variation in a process. The lower the variation in a
process, the fewer defective parts or service transactions are produced, and the higher the
Sigma number. The ultimate goal is to eliminate defects and errors and the costs associated
with poor quality. After defining which performance measures represent Critical to Customer
(CTC) requirements, data are collected on the number of defects and then translated into a
sigma number. A sigma of 6 translates to 3.4 defects per million opportunities. (See Table 1.)
It is common to find 3 to 4 sigma levels in many manufacturing processes, and 2 or 3 sigma
in transactional businesses. Moving from 3 to 4 sigma could be classified as continuous
improvement. The breakthroughs occur when a process is improved to the 6 sigma level,
almost perfect quality. For example, U.S. daily mail delivery at the 4 sigma level would result
in the loss of 20,000 pieces of mail each hour. If mail delivery were at the 6 sigma level, the
result would be the loss of seven pieces of mail each hour.

Table 1: Sigma Capabilities.

Defects per Million

Б Capability Yield (no defects)
Opportunities (DPMO)
2 308,537 69.1%
3 66,807 93.3%
4 6,210 99.4%
5 233 99.97%
6 3.4 99.9996%

To ensure that the process works, a series of steps is undertaken in every Six Sigma
project: Define, Measure, Analyze, Improve and Control, commonly referred to as DMAIC.
(See Table 2.) Six Sigma requires training of key personnel involved in the projects and
oversight management of the program. Training activities have evolved to a set of generally
accepted levels known as Yellow Belts, Green Belts, Black Belts, Master Black Belts and
Champions, defined later, who all contribute increasingly complex levels of capability in Six
Sigma process and management

Table 2. DMAIC Steps.

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 DEFINE Determines the scope and purpose of the project and
includes a project charter, a process map of the problem
to be investigated and analysis to determine the voice of
the customer (VOC), resulting I critical to quality
variables,or CTQ’s (sometimes CTC, critical to
customers)
MEASURE The collection of information on the current situation.
Base line data on defects and possible causes are
collected and plotted, and sigma capability levels are
calculated
ANALYZE Determines the root causes of defects and explore and
organize potential causes.
IMPROVE The development of solution that are implemented to
remove the root causes and then measured and evaluated
for desired result.
CONTROL Standardizes the improvement process to maintain the
gains. The new standard practices are documented, and
performance is monitored

• Six Sigma Organizational Architecture.

Six Sigma is a quality methodology that can produce

significant benefit to businesses and organizations. Not much
text, however, has been written about the structure needed to
successfully implement Six Sigma quality within your business or
organization. This article will focus on roles and
responsibilities, as well as required rewards and recognition for a
successful Six Sigma quality program.

• Six Sigma Training Levels. Figure .2

Once committed to Six Sigma methodology, learning can be organized by degree of
employee involvement:

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 • Yellow Belt
• Green Belt
• Black Belt
• Master Black Belt
• Champion

Yellow Belt is a relatively new level, not yet widely accepted. A three- to five-day quick
overview gives participants a basic understanding of the Six Sigma methodology, including
DMAIC and simple statistical methods. It is often done on-site, given the large number of
employees who can participate. Many organizations have gone directly to Green Belt training
for all those working on projects. Other approaches may include one-day overviews delivered
on-site for upward of $585 per person, followed by Green Belt training.

Green Belt is the role of project participant. Training is typically two weeks, separated by
about a month so that the learner can participate in a Six Sigma project. Training consists of
the application of DMAIC, project planning, process analysis and statistical analysis.
Certification as a Green Belt requires work on a project with a reasonable bottom-line
improvement, e.g., $75,000 as quoted by one training supplier. A typical program could cost
$5,000 if accessed though open enrollment, not including travel and accommodations. This
training is more often done on-site to accrue substantial savings per participant. Some
organizations have used successful Green Belts as project leaders.

Black Belt plays the role of project leader and sometimes as coach for a number of projects.
Considered the key change agent, the Black Belt must be technically oriented, a master of the
advanced tools and a project leader. Training is delivered over four weeks separated so that
the learner can lead a Six Sigma project. Training consists of advanced statistical methods,
project leadership and advanced Six Sigma methods. Certification as a Black Belt requires
leading a project with a higher bottom-line improvement, possibly $150,000. A typical
program could cost upward of $20,000 if done as an open enrollment, often the preferred
training since an organization would need only about one Black Belt per 50 employees.

Master Black Belt has the role of senior leader, manager of Black Belts, internal consultant
and in-house trainer. Training lasts four weeks at minimum, often more depending on
additional content. The weeks are separated so that the learner can lead a Six Sigma project.

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Training consists of advanced statistical methods, project leadership, Six Sigma methods,
training capabilities and leadership and communication skills. Certification as a Master Black
Belt requires work on three successful projects as a Black Belt. A typical program could cost
more than $40,000. Open enrollment is the preferred delivery since an organization would
only need one per major business site or unit.

The Champion role is the senior management leader of the Six Sigma implementation.
Training of three to four days includes the basics of Six Sigma and is designed to prepare the
Champion to give leadership to the Six Sigma team. A typical program could cost upward of
$3,000. Open enrollment is the preferred method since an organization would only need one
per major business site or unit.

The Executive Overview is offered to leaders and managers who should gain an
understanding of “why” and “how” before embarking on a Six Sigma implementation.
Training is completed in one day, typically at a cost of $350 per person. Open enrollment,
often in major cities, and on-site delivery are available.

Master Black Belt Tom Riley, DuPont’s Global Services Business, shared some learning
from the enterprise-wide Six Sigma training effort, which boasts great success: “Don’t start if
you are not committed! Pick your best people to be Black Belts, Master Black Belts and
Champions. Don’t let statistical purists run the process, and be sure to reward and recognize
Black Belts who drive culture change.”

• Benefits of Six Sigma.

There are numerous benefits of six sigma as a way to address issues and problems. Among
the benefits of six sigma is the decrease in defects that are allowed to reach the customer.
You can get some sense of the benefits of six sigma by reviewing some six sigma projects.
Other benefits of six sigma include:

• Focus on customers.
• Improved customer loyalty.
• Reduced cycle time.
• Less waste.

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• Data based decisions.
• Time management.
• Sustained gains and improvements.
• Systematic problem solving.
• Employee motivation.
• Data analysis before decision making.
• Faster to market.
• Team building.
• Improved customer relations.
• Assure strategic planning..
• Reductions of incidents.
• Measure value according to the customer.
• Better safety performance.
• Understanding of processes.
• Effective supply chain management.
• Design and redesign products/services.
• Knowledge of competition, competitors .
• Develop leadership skills.
• Breakdown barriers between departments and functions.
• Management training.
• Improve presentation skills.
• Integration of products, services and distribution.
• Use of standard operating procedures.
• Better decision making.
• Improving project management skills.
• Sustained improvements.
• Alignment with strategy vision, and values.
• Increased margins.
• Greater market share.
• Supervisor training.

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 • Lower costs to provide goods and services.
• Fewer customer complaint

The Six Steps To Six Sigma Using.

Step #1 - Identify the product you create or the service you provide

In other words ... WHAT DO YOU DO?

Step #2 - Identify the Customer(s) for your product or service, and determine what they
consider important i.e. Customer Requirements

In other words ... WHO USES YOUR PRODUCT AND SERVICES?

Step #3 - Identify your needs (to provide product/service so that it satisfies the Customer)

In other words ... WHAT DO YOU NEED TO DO YOUR WORK?

Step #4 - Define the process for doing your work

In other words ... HOW DO YOU DO YOUR WORK?

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Step #5 - Mistake-proof the process and eliminate wasted efforts using...

In other words ... HOW CAN YOU DO YOUR WORK BETTER?

Step #6 - Ensure continuous improvement by measuring, analyzing and controlling the

improved process using DAMIC – (Define, Measure,Analyze,Improve,Control)

In other words ... HOW PERFECTLY ARE YOU DOING YOUR CUSTOMER-FOCUSED
WORK?

Step 6:

Ensure continuous improvement by measuring, analyzing and controlling the improved

process from Step #5

I was on board at Motorola when they conceived the 6 sigma concepts, (1985), and actually
wrote the very first six sigma software. I believe the most useful part is the concept of Six
Sigma is design margins. I worked directly with the late Bill Smith and others to develop
software to meet Motorola's Six Sigma Concepts.

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 • Motorola's Six Sigma Program.

In 1988, Motorola Corp. became one of the first companies to receive the Malcolm Baldrige
National Quality Award. The award strives to identify those excellent firms that are worthy
role models for other businesses. One of Motorola's innovations that attracted a great deal of
attention was its Six Sigma program. Six Sigma is, basically, a process quality goal. As such,
it falls into the category of a process capability (Cp) technique.

The traditional quality paradigm defined a process as capable if the process's natural spread,
plus and minus three sigma, was less than the engineering tolerance. Under the assumption of
normality, this translates to a process yield of 99.73 percent. A later refinement considered
the process location as well as its spread (Cpk) and tightened the minimum acceptable so that
the process was at least four sigma from the nearest engineering requirement. Motorola's Six
Sigma asks that processes operate such that the nearest engineering requirement is at least
plus or minus six sigma from the process mean.

Motorola's Six Sigma program also applies to attribute data. This is accomplished by
converting the Six Sigma requirement to equivalent conformance levels (see Figure 1).

One of Motorola's most significant contributions was to change the discussion of quality from
one where quality levels were measured in percentages (parts per hundred) to a discussion of
parts per million or even parts per billion. Motorola correctly pointed out that modern
technology was so complex that old ideas about acceptable quality levels were no longer
acceptable.

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One puzzling aspect of the "official" Six Sigma literature is that it states that a process
operating at Six Sigma levels will produce 3.4 parts-per-million nonconformances. However,
if a normal distribution table is consulted (very few go out to six sigma), one finds that the
expected nonconformances are 0.002 parts per million (two parts per billion). The difference
occurs because Motorola presumes that the process mean can drift 1.5 sigma in either
direction. The area of a normal distribution beyond 4.5 sigma from the mean is indeed 3.4
parts per million. Because control charts will easily detect any process shift of this magnitude
in a single sample, the 3.4 parts per million represents a very conservative upper bound on the
nonconformance rate.

• Six Sigma and City Government.

• Fort Wayne has implemented Six Sigma to improve customer service and increase the
effectiveness of city government. Data based decision-making and empowerment of
employees are key components to the success of the program.
• Top companies have produced outstanding results with Six Sigma. Motorola, General
Electric and Allied Signal dramatically cut costs, increased profits and improved
customer service by using this system.
• Six Sigma is new to City government. Fort Wayne may be the first City in the country
to implement Six Sigma. Mayor Richard wanted to capitalize on the many benefits it
could bring to Fort Wayne government.
• The use of Six Sigma demonstrates the city’s commitment to innovation and
continuous improvement. Reduction of variation and defects within a process is the
goal.
• Six Sigma is a disciplined approach to problem solving using data, statistical analysis
and a diverse team of employees knowledgeable about the process or service to be
improved. Teamwork is crucial to the success of each Six Sigma project.
• Mayor Richard’s vision to bring a high powered private sector program to
government has not only enhanced services for Fort Wayne citizens, but has also
created a culture of renewed enthusiasm among employees to do their jobs better.

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 Costs and Limitations.

Institutionalizing Six Sigma into the fabric of a corporate culture can require significant
investment in training and infrastructure. There are typically three different levels of
expertise cited by companies: Green Belt, Black Belt Practitioner, Master Black Belt. Each
level has increasingly greater mastery of the skill set. Roles and responsibilities also grow
from each level to the next, with Black Belt Practitioners often in team/project leadership
roles and Master Black Belts often in mentoring/teaching roles. The infrastructure needed to
support the Six Sigma environment varies. Some companies organize their trained
Green/Black Belts into a central support organization. Others deploy Green/Black Belts into
organizations based on project needs and rely on communities of practice to maintain
cohesion.

Alternatives.

In past years, there have been many instances and evolutions of quality improvement
programs. Scrutiny of the programs will show much similarity and also clear distinctions
between such programs and Six Sigma. Similarities include common tools and methods,
concepts of continuous improvement, and even analogous steps in the improvement
framework. Differences have been articulated as follows:

• Six Sigma speaks the language of business. It specifically addresses the concept of
making the business as profitable as possible.

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• In Six Sigma, quality is not pursued independently from business goals. Time and
resources are not spent improving something that is not a lever for improving
customer satisfaction.
• Six Sigma focuses on achieving tangible results.
• Six Sigma does not include specific integration of ISO900 or Malcolm Baldridge
National Quality Award criteria.
• Six Sigma uses an infrastructure of highly trained employees from many sectors of
the company (not just the Quality Department). These employees are typically viewed
as internal change agents.
• Six Sigma raises the expectation from 3-sigma performance to 6-sigma. Yet, it does
not promote "Zero Defects" which many people dismiss as "impossible."

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• And the Quality Winner Is…?

The implementation of Six Sigma is no trivial matter, involving the commitment of

training expenditures and participation of all employees. Enterprise-wide success with Six
Sigma will take a concerted effort by the CLO to ensure that the proper foundation is in
place and that training and learning funds are wisely invested. Organizations that have
remained committed to this journey provide strong testimony that Six Sigma is worth the
effort!

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References and Information Sources.
• What Is Six Sigma? (Paperback)
by Pete Pande, Larry Holpp
• www.bmgi.com .
• SixSigmaTutorial.com
• ovitztaylorgates.com

• The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing Their
Performance by Peter S. Pande et al

• Six Sigma for Dummies by Stephen R. Covey

• Six Sigma for Everyone by George Eckes

• The Six Sigma Handbook: The Complete Guide for Greenbelts, Blackbelts, and
Managers at All Levels, Revised and Expanded Edition by Thomas Pyzdek

• What is Lean Six Sigma by Michael L. George

• Leaning Into Six Sigma ByBarbara Wheat

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