Er.R.K.Jindal ,(GNDTP,Bathinda) Er.K.K.Garg (GHTP,LM) Er.M.K.

Bansal ,(GNDTP,Bathinda)

SIX SIGMA (6)-An Initiative to Improve Quality Motorola is the originator of SIX SIGMA (6) which is the result of many quality initiatives undertaken by the firm during mid 80s.Six sigma is based on the paradigm that a zero defect is possible in any product, process and transaction .To achieve the goal of zero defect emphasis is on exact measurements as it is well known that what cannot be measured can not be improved upon. Six sigma is a disciplined, data driven approach and has precise milestones for implementation .It is a vision, a tool for quality improvement, a benchmark and a profit improvement methodology all rolled into one. It converts a business problem into a statistical problem and finds a statistical solution. It then converts the statistical solution to business solution .Its goal is breakthrough in knowledge leading to process improvements. These improvements enable companies to do things better, faster and at lower cost while offering superior consumer satisfaction. In old methods of quality control through increased levels of inspection and testing at various steps of production, the costs involved tend to outweigh quality costs. However, improving sigma capability of the company through improving process capabilities give quality at a lower cost. Although there is no set procedure to improve the quality and every organization has different strengths and weaknesses, the key components of six sigma program are: A goal of total customer satisfaction. A common language throughout the organization at all levels and at all functions. Common, uniform quality measurement techniques for all business areas. Goals with identical improvement rates, based on uniform matrices. Goal directed incentives for management and employees. Coordinated training in why and how to achieve the goal. Six sigma works everywhere. It is management by fact not emotion. Three basic methodologies of six sigma--count, measure and benchmark-- can be applied to any business and to any division like personnel, policies, warehousing, security etc. of the business. . Statistical Explanation of Six Sigma: Sigma () is a letter in Greek alphabet used to denote the standard deviation. Standard deviation measures the spread of numerical data about its average value. Greater the standard deviation, greater will be the magnitude of the deviations of the values from their mean .In short, Sigma is a measure of variation. Sets of

values which can be characterized by the average and the standard deviation may be modeled by the normal distribution (in statistics) which is also known as bell shaped curve. Empirically for a normal distribution 68% of the data elements are within one standard deviation of the average, or we can say that area covered under the bell shaped curve is 68% .As the increases, the area under the bell shaped curve increases i.e. 95% within 2 and 99.7% are within 3 and more than 99.999999% for 6 .When applied to a business process it is a measure of how many defects or failures are likely to occur per million opportunities. For a normal distribution, the area beyond 6 is 3.4 ppm. Therefore six sigma quality initiative is to achieve the zone of impossible i.e 3.4 defects per million. Methodology of six sigma is firmly grounded in scientific principles. Its theory is based on the principles of statistics and its practical application requires study of organizational behaviour. A coordinated and thorough training is necessary for effective implementation of six sigma. Intensive training in data communication and problem solving analytical methods is needed. At the core of 6 is a highly structured process known as DMAIC, an acronym for its steps: Define Measure Analyze Improve Control The first three phases --- Define, Measure and Analyze are the decision making process. With 6 the problem is defined by first defining the process and then measuring the process outputs to see just how bad it is .Key process inputs are also measured as measurement is necessary for any improvement. Measurements will lead to creation of data which is analyzed using various tools and techniques. Quality of data is the most important. After the analysis comes the improvement stage .Here , existing of the process is found out and various tools and techniques of 6 are employed to improve the of the process. Performance tracking mechanisms and measurements are available in 6 methodologies so that gains made in the process are not lost over a period of time which is the control component of the 6. Implementation of six sigma requires well trained and dedicated team. Martial art terms have been borrowed to define levels of training achieved, project experiences and expectations of the team members eg. Green/ Black / Master Black Belts etc Following six sigma implementation structure is most common: Champions and Sponsors: Six sigma champions are high-level individuals who understand Six Sigma and are committed to its success. Sponsors are owners of processes and systems that

help initiate and coordinate six sigma improvement activities in their areas of responsibilities. Master Black Belt: This is the highest level of technical and organizational proficiency . Master Black belts provide technical leadership of six sigma program . Master Black belt must assist Black belts in applying the methods correctly in unusual situations .Whenever possible, statistical training should be conducted only by Master Black belts . Black belts: Black belts are on-site six sigma implementation experts with the ability to : Develop, coach and lead cross-functional process improvements teams. Efficient planning and launching of six sigma projects. Use, teach and disseminate six sigma tools and methods to Green Belts and team members. Black belts should have in-depth understanding of six sigma philosophy , theory , strategy , tactics and quality management tools like prospective systems analysis , graphical analysis , capability analysis , hypothesis testing , regression analysis , analysis of variance , supply-chain management , design of experiments, mistake proofing , statistical process control , failure-mode-effects analysis and many more statistical tools . They should be actively involved in the process of organizational changes and development. Green Belts: An employee of an organization who will lead a process improvement or quality improvement team is made green belt. Green Belts are champions and supporters of six sigma. A Green Belt will have sufficient knowledge to support and champion six sigma implementation and to participate in six sigma projects as team leader or team member . Green Belt team members are capable of supporting systematic reduction in process variability through process mapping , conducting process capability studies , identifying key process variables , isolating and eliminating special causes and mistake proofing using scientific methods . TQM/ Six Sigma (a comparison) Six sigma discards a great deal of complexity involved in total quality management(TQM). Out of the available 400 tools of TQM, Six sigma takes a handful of proven methods and trains a small cadre of in-house technical leaders. It changes the discussion on quality levels from in terms of percentage to parts per million / billion (PPM / PPB). A very powerful feature of six sigma is the creation of an infrastructure to ensure that performance improvement activities have the necessary resources. Failure of infrastructure has been the number one cause of failure of 80% of TQM programs. Six sigma changes full time job of small but

critical %age of the organizations personnel. Savings in cost of poor quality as the sigma of a product is increased are enormous, as tabulated below.

Sr. Levels of No. Process Control 1 +/-1 Sigma 2 +/-2 Sigma 3 +/-3 Sigma 4 +/-4 Sigma 5 +/-5 Sigma 6 +/-6 Sigma

Cost of poor Quality (% of sales) >40% 30-40% 20-30% 15-20% 10-15% <1%

Impact of 6 in daily life 99% Good (3.8) Sigma Unsafe drinking water for almost 15 min. each day. No electricity for almost 7 hours each month. Two short or long landings at most major airports each day. 99.99966% Good (6) Sigma One unsafe min. every seven months No electricity for one hour every 34 years. One short or long landing every Five years.

In nut shell,6 is a philosophy of continuous improvement and measurement to drive goal of total customer satisfaction.