A

SEMINAR REPORT
ON

“SIX SIGMA”
SUBMITTED IN PARTIAL FULFILLMENT OF THE
REQUIREMENT FOR THE AWARD OF THE DEGREE
OF

BACHELOR OF TECHNOLOGY
IN

Computer Science & Engineering

Guided by: - Submitted by: -

Mohd.Faisal Mohd Imran
Lecturer (CSE) Final year (CSE)

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 DEPARTMENT OF COMPUTER SCIENCE & ENGG.
LAXMI DEVI INSTITUTE OF ENGG. &
TECHNOLOGY, ALWAR
RAJASTHAN TECHNICAL UNIVERSITY
2010-2011

CANDIDATES DECLARATION

This is to certify that work, which is being presented in the seminar entitled “ SIX
SIGMA” submitted by undersigned student of final year B.Tech. in Computer Science

& Engineering in partial fulfillment for award of degree of Bachelor of Technology is

a record of my own work carried out by me under guidance and supervision of Mr.
Mohd. Faisal, Lecturer, Department of Computer Science & Engineering.

This work has not submitted elsewhere for award of any other degree.

Date: Name & Signature of student

Place: LIET,Alwar Mohd Imran

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LAXMI DEVI INSTITUTE OF ENGG. & TECHNOLOGY,
ALWAR

CERTIFICATE
This is to certify that the work, which is being presented in the SEMINAR, entitled
“SIX SIGMA” submitted by Mohd Imran final year B.Tech. In
Computer Science & Engineering in partial fulfillment for award of
degree of Bachelor of Technology is a record of student’s work
carried out by him/her under our guidance and supervision.

This work has not been submitted elsewhere for the award of any other degree.
Date:
Place: Liet, Alwar
Signature of Seminar Guide Batch No. CS 02
Signature of Seminar
Coordinator  Year: 2010-2011 
 
(Mr. Mohd.Faisal) (Mr. Manish Mukhija)
Lecturer, CSE Assist. Prof. CSE

Signature of Dean

(Dr. Manoj Wadhwa)

Dean CSE

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 ACKNOWLEDGEMENT

I express my sincere thanks to my seminar guide, Mr.Mohd.faisal,

Lecturer, C S Dept., for guiding me right from the inception till the
successful completion of the seminar. I sincerely acknowledge her for
extending her valuable guidance, support for literature, critical reviews of
seminar and the report and above all the moral support they had provided us
with all stages of this seminar.

I would also like to thanks our lab technicians CS Dept. for their help
and cooperation throughout our seminar

Mohd Imran DATE:

FINAL YEAR, CSE
LIET, ALWAR

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 ABSTRACT

Six Sigma in Education is an art of learning through a study of orientation to the

customer’s the ultimate parents and the children studying at a college in particular. It

is a the pride and enhancement of the products to get recognition out of the Quality

Environment of Learning and Study Cult which replicates and laminates the success

at large among the masses.

The inception of Six Sigma technique in Education is implemented as a

novice inception

Using the quality learning tools, brain storming and bench marking over all.

I am sure my work on implementation of the SIX SIGMA IN ACADEMICS would

not only spread the cause but shall also give a new dimension to the standard of

education in particular.

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 INTRODUCTION

Six Sigma is a business strategy that seeks to identify and eliminate

causes of errors or defects or failures in business processes by focusing
on outputs that are critical to customers. It is a measure of quality that
strives for near elimination of defects using the application of statistical
methods. A defect is defined as anything which could lead to customer
dissatisfaction. The fundamental objective of the Six Sigma
methodology is the implementation of a measurement-based strategy
that focuses on improvement and variation reduction

Six Sigma in the past 15 years has evolved from a focus

on process improvement using statistical tools to a
comprehensive framework for managing a business. The
results that world-class companies such as General
Electric, Johnson & Johnson, Honeywell, Motorola, and
many others have accomplished speak for themselves.
Six Sigma has become a synonym for improving quality,
reducing cost, improving customer loyalty, and achieving
bottom-line results.

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The Six Sigma Strategy

To achieve Six Sigma quality, a process must produce no more than 3.4
defects per million opportunities. An “opportunity” is defined as a
chance for nonconformance, or not meeting the required specifications.
This means we need to be nearly flawless in executing our key
processes. Six Sigma is a vision we strive and a philosophy that is part
of our business culture.

Key Concepts of Six Sigma

At its core, Six Sigma revolves around a few key concepts.

Critical to Quality: Attributes most important to the customer

Defect: Failing to deliver what the customer wants

Process Capability: What your process can deliver

Variation: What the customer sees and feels

Stable Operations: Ensuring consistent, predictable processes to

improve what the customer sees and feels
Design for Six Sigma: Designing to meet customer needs and process
capability

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When Six Sigma was introduced to many organizations’, the initial
reactions varied from a lot of enthusiasm to an absolute skepticism, with
the latter mood reflected in comments such as:
It is another quality improvement initiative or flavor of the month
There is nothing really new in Six Sigma compared to other quality
initiatives such as TQM we have witnessed in the past.
This too shall pass like others it is an ‘old wine in a new bottle’
This won’t work in our business we are doing Six Sigma already
It is nothing more than a hype it is not for us as Six Sigma requires
complicated statistical methods

I often ask a simple question to people in organizations who practice

TQM, “What do you understand by the term TQM?” I often get many
varying answers to this question. However if I ask a bunch of Six Sigma
practitioners, “What do you know of the term Six Sigma?”, I often get
an answer which means more or less the same thing that I would have
expected.

The following aspects of the Six Sigma strategy are not accentuated in
previous quality improvement initiatives. & Six Sigma strategy places a
clear focus on achieving measurable and Quantifiable financial returns
to the bottom-line of an organization. No Six Sigma project is approved
unless the bottom-line impact has been clearly identified and defined.

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Six Sigma strategy places an precede importance on strong and
Passionate leadership and the support required for its successful
deployment & Six Sigma methodology of problem solving integrates the
human element (culture change, customer focus, belt system
infrastructure, etc.) and process elements (process management,
statistical analysis of process data, measurement system
analysis, etc.) of improvement. Six Sigma methodologies utilizes the
tools and techniques for fixing problems in business processes in a
sequential and disciplined fashion. Each tool and technique
Within the Six Sigma methodology has a role to play and when, where,
why and how these tools or techniques should be applied is the
difference between success and failure of a Six Sigma project.
Six Sigma creates an infrastructure of Champions, Master Black Belts
(MBBs), Black Belts (BBs) and Green Belts (GBs) that lead, deploy and
implement the approach. & Six Sigma emphasizes the importance of
data and decision making based on facts and data rather than
assumptions and bunches! Six Sigma forces people to put measurements
in place. Measurement must be considered as a part of the culture
change.
Six Sigma utilizes the concept of statistical thinking and encourages the
application of well-proven statistical tools and techniques for defect
reduction through process variability reduction methods (e.g.: statistical
process control and design of experiments)
Just like any other quality improvement initiatives we have seen in the
past, Six Sigma has its own limitations. The following are some of the
limitations of Six Sigma which creates opportunities for future research.
The challenge of having quality data available, especially in processes
where no data is available to begin with (sometimes this
task could take the largest proportion of the project time)

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 The right selection and prioritization of projects is one of the
critical success factors of a Six Sigma program. The prioritization
of projects in many organization’s is still based on pure subjective
Judgments. Very few powerful tools are available for prioritizing
Projects and this should be the major thrust for research in the
future. The statistical definition of Six Sigma is 3.4 defects or failures
per million opportunities. In service processes, a defect may be defined
anything which does not meet customer needs or expectations. It
would be illogical to assume that all defects are equally bad when
we calculate the Sigma Capability level of a process. For instance,
a defect in a hospital could be a wrong admission procedure,
misdiagnosis, lack of training required by a staff member, misbehavior
of staff members, unwillingness to help patients when they have specific
queries, etc.
Assumption of 1.5 sigma shift for all business processes does not
Make much sense. This particular issue should be dealt with extra
caution as a small shift in sigma could lead to erroneous defect
Calculations.
Non-standardization procedures in the certification process of
Black belts, Green belts, etc. Research has shown that the skills and
expertise developed by Black belts/Green belts are inconsistent
across companies and are dependent a great deal on the
certification body. Black belts believe they know all the practical
aspects of advanced quality improvement methods such as Design
of Experiments, Robust Design, Response Surface Methodology,
Statistical Process Control and Reliability, when in fact they have
barely scratched the surface.

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Six Sigma can easily digress into a bureaucratic exercise if the
Focus is on such things as the number of trained Black Belts and
Green Belts, number of projects completed, etc. instead of bottom-line
savings.

There is an overselling of Six Sigma by too many consulting firms.

Many of them claim expertise in Six Sigma when they barely
understand the tools and techniques and the Six Sigma roadmap.
The relationship between Cost of Poor Quality (COPQ) and
Process Sigma Quality Level requires more justification. The control of
the quality performs the vigil of right operations which are inherent in
nature. Ina school where the motto of quality is education, the control of
quality has a competitive edge in terms of academic excellence enabling
the all-round development of the child. Along with, the staff of an
educational institution has to be well trained, developed and involved in
quality control activities.
Since the attainment of Quality depends not merely on tools and techniques
but on the people, the students and the teachers together striving for it, a
novel idea has been developed by Professor K. Ishikawa of Japan in the
sixties. The whole idea was termed as Quality Circle (QC) approach, under
which the task performers at the grass root level are given the privilege of
participating in progress and to have a say in the work they do. It may sound
farfetched but the studies have revealed that it is more-so over a true
explanations that Quality Circle concepts were first piloted at the Nippon
Telegraph and Cable Company in 1962. With the effect of the great success
in this arena, today, there are around 2.5 million QCs involving more than
20million members and extending into the services sector of Japan. As an

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Everlasting strategically individuality, the Quality Circle concept to upgrade
the qualitative analysis has had a unique acceptability in nearly all fields of
commerce, in nearly all parts of the world, with the tide. The QC concept as
the result of the interaction between the American statistical method of
quality control and Japanese Organizational practices, is a people-building
rather than a people-using approach. It aims at making every worker a
decision-maker concerning his or her own work.

In the process of polishing the acceptance of any commodity, which may

be a product on the side of any company or producing results on the part
of the educational institute, the QCs’ constitute a formal, institutionalized
mechanism for productive and participative problem-solving interaction
among employees or the students. Small groups of workers engage in a
continuing co-operative study process to uncover and to solve work-
related problems. Each circle also acts as a surveillance mechanism which
assists the organization institution in adapting to its environment and in
monitoring opportunities. It scans the environment for opportunities, does
not wait to be activated by a problem, and does not stop its activities
when a problem has been found and solved. It follows that for greatest
organizational benefit; QCs’ should function continuously and be
independent of the production process.

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What does the future hold for Six Sigma?

In my opinion, Six Sigma will be around as long as the projects yield

measurable or quantifiable bottom-line results in monetary or financial
terms. When Six Sigma projects stop yielding bottom-line results, it
might disappear. One of the real dangers of Six Sigma is to do with the
capability of Black Belts (the so called technical experts) who tackle
challenging projects in organizations. We cannot simply assume
that all Black Belts are equally good and their capability vary
enormously across industries (manufacturing or service), depending a
great deal on the certification body. Another danger is the attitude of
many senior managers in organization’s that Six Sigma is ‘an instant
pudding’ solving all their ever-lasting problems.
I would like to accentuate the point that Six Sigma does provide an
effective means for deploying and implementing statistical thinking,
which is based on the following three rudimentary principles:
All work occurs in a system of interconnected processes
Variation exists in all processes, and Understanding and analyzing the
data that explains variation in processes.

The above principles of statistical thinking within Six Sigma are robust
and therefore it is fair to say that Six Sigma will continue to grow in the
forthcoming years.

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However the total package may change in the evolutionary process. It is
important to remember that Six Sigma has a better record than Total
Quality Management (TQM) and Business Process Re-Engineering
(BPR), since its inception in the mid-late 1980’s.
I often ask a simple question to people in organization’s who practice
TQM, “what do you understand by the term TQM?”. I often get many
varying answers to this question. However if I ask a bunch of Six Sigma
practitioners, “What do you know of
the term Six Sigma?”, I often get an answer which means more or less
the same thing
that I would have expected.

HISTORICAL PERSPECTIVE ON SIX SIGMA

In the mid-1980s, Motorola, under the leadership of Robert W. Galvin,

was the initial developer of Six Sigma. Most credit the late Bill Smith
for inventing Six Sigma; Smith, a senior engineer and scientist within
Motorola’s Communications Division, had noted that its final product
tests had not predicted the high level of system failure rates Motorola
was experiencing. He suggested that the increasing level of complexity
of the system and the resulting high number of opportunities for failure
could be possible causes for this.

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He came to the conclusion that Motorola needed to require a higher level
of internal quality, and he brought this idea to then-CEO Bob Galvin’s
attention, persuading him that Six Sigma should be set as a quality goal.
This high goal for quality was new, as was Smith’s way of viewing
reliability of a whole process (as measured by mean time to failure) and
quality (as measured by process variability and defect rates).
Motorola had always been a pioneer in the areas of productivity and
quality.

In the 1980s, Motorola had been the site for presentations of quality and
Productivity improvement programs by a number of experts, including
Joseph M. Juan, Dorian Shainin (our colleague at Rath & Strong),
Genichi Taguchi, and Eliyahu Goldratt. Mikel Harry, now president of
the Six Sigma

Academy and coauthor of Six Sigma: The Breakthrough Management

Strategy
Revolutionizing the World’s Top Corporations, was an attendee of some
of these programs; inspired in part by their thinking, he developed a
program
for the Government Electronics Division of Motorola that included
Juran’s
quality journey, Statistical Process Control (SPC), and Shainin’s
advanced
diagnostic tools (ADT) and planned experimentation (PE).
Harry then worked with Smith on the Six Sigma initiative. Harry led
Motorola’s Six Sigma Institute and later formed his own firm
specializing in
the subject. Smith and Harry’s initial Six Sigma umbrella included SPC,

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ADT, and PE. Later, they added Design for Manufacturability (product
capability
and product complexity), accomplishing quality through projects and
linking quality to business performance.4
Meeting the challenge Galvin had set in 1981 to improve quality by
tenfold
and developing Six Sigma helped Motorola to win the first Malcolm
Baldrige National Quality Award in 1989. In line with Galvin’s policy
of
openness and in response to the interest generated by the Baldrige
Award,
Motorola shared the details of its Six Sigma framework widely.
In the mid-1990s, AlliedSignal’s Larry Bossidy and GE’s Jack Welch
saw
in Six Sigma a way to lead their organizations’ cultural change through
Six
Sigma initiatives and also achieve significant cost savings. In 1998,
Business
Week reported that GE had saved $330 million through Six Sigma,
double
10029_Bertels_01.r.qxd 12/16/02 9:48 AM Page 2
ANTECEDENTS OF SIX SIGMA 3
Welch’s previous prediction. Interest in Six Sigma really took off after
that
article appeared, an interest that was fed by GE’s continued success with
Six
Sigma and Jack Welch’s speeches and books.

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WHERE IS SIX SIGMA GOING?

Process-centered organizations delivering products and services that

meet or exceed customer expectations call for new management
paradigms and new leadership skills. Becoming a Six Sigma company
versus a company doing Six Sigma, as Ken Freeman of Quest
Diagnostics puts it, is a journey of risk and challenge, but the risks can
be offset and the challenges met by two unique aspects of Six Sigma: its
ability to develop change leadership skills and its unrelenting focus on
satisfying the customer.

Six Sigma helps leaders define the future: the kind of work people will
do, the skills that are needed, the ways performance will be measured
and rewarded, the careers of the future, the role managers will play, and
how strategy will be executed.

Results are achieved through people. With Six Sigma, work and the
people who do it are refocused from tasks to processes. Six Sigma gives
everyone in the organization a common language and set of tools for
achieving what is valuable to the customer. Scientific management
applied to employees doing tasks is replaced with the scientific method
being practiced by every employee working in a process. Bill Quinn of
Johnson & Johnson, where Six Sigma is part of its Process Excellence
initiative, eloquently expressed the vision of what it means to be a Six
Sigma company in our interview with him, and we don’t think we could
say it any better.

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CONCLUSION

Six Sigma is becoming a cornerstone philosophy among the world’s

leading corporations because it has proven itself by generating
substantial business returns. Six Sigma is also seen as a great training
ground for twenty-first century leadership. It is now fairly commonplace
for people who are well trained in Six Sigma to achieve top leadership
positions.
It is only fitting to end this chapter with words from Six Sigma’s
Staun chest champion, Jack Welch: “We believed then and we are
convinced today . . . that there is an ‘infinite capacity to improve
everything’—but there was no methodology or disciple attached to that
belief. There is now.
It’s Six Sigma quality, along with a culture of learning, sharing, and
unending Excitement.

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SUMMARY

Six Sigma in Education is an art of learning through a study of orientation

to the customer’s the ultimate parents and the children studying at a

college in particular. It is a the pride and enhancement of the products to

get recognition out of the Quality Environment of Learning and Study

Cult which replicates and laminates the success at large among the

masses.

The inception of Six Sigma technique in Education is implemented

as a novice inception

Using the quality learning tools, brain storming and bench marking
over all.

Page 19 of 20
I am sure my work on implementation of the SIX SIGMA IN

ACADEMICS would not only spread the cause but shall also give a new

dimension to the standard of education in particular.

REFERENCE

1. Carpenter R. H. S., Movements of the six sigma, 2nd edition, Pion

Limited, 1988, London.

2. Intel Signal Processing Library –Reference Manual.

3. www.google.com

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