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SIX SIGMA
- 1. SIX SIGMA "Delivering Tomorrow'sPerformance Today" PAWAN KUMAR PORWAL ASSOCIATE PROFESSOR DEPT. OF QUALITY ASSURANCE ISF COLLEGE OF PHARMACY WEBSITE: - WWW.ISFCP.ORG EMAIL: [email protected] ISF College of Pharmacy, Moga Ghal Kalan,nGT Road, Moga- 142001, Punjab, INDIA
- 2. 2WHAT IS SIGMA? A term (Greek) used in statistics to represent standard deviation from mean value, an indicator of the degree of variation in a set of a process. Sigma measures how far a given process deviates from perfection. Higher sigma capability, better performance
- 3. 3WHAT IS SIXSIGMA? Six Sigma - A highly disciplined process that enables organizations deliver nearly perfect products and services. The figure of six arrived statistically from current average maturity of most business enterprises A philosophy and a goal: as perfect as practically possible. A methodology and a symbol of quality.
- 4. 4WHAT IS SIXSIGMA? A statistical concept that measures a process in terms of defects – at the six sigma level, there 3.4 defects per million opportunities. But, it is much more!
- 5. 5 Six Sigma isnot: •A standard •A certification •Another metric like percentage Rather! •It is a Quality Philosophy and the way of improving performance by knowing where you are and where you could be. Methodology to measure and improve company’s performance, practices and systems WHAT IS SIX SIGMA
- 6. 6WHY SIX SIGMA? Six Sigma emerged as a natural evolution in business to increase profit by eliminating defects The Current business environment now demands and rewards innovation more than ever before due to: Customer Expectations Technological Change Global Competition Market Fragmentation
- 7. Five Core Elementsof Six Sigma Customer Orientation Leadership Engagement Dedicated Improvement Organization Structured Method Metric Focus 7
- 8. 8SIGMA LEVELS Sigma Level( Process Capability) Defects per Million Opportunities 2 308,537 3 66,807 4 6,210 5 233 6 3.4
- 9. SIX SIGMA –PRACTICAL MEANING 99% GOOD (3.8 Sigma) 20,000 lost articles of mail per hour Unsafe drinking water for almost 15 minutes per day 5,000 incorrect surgical operations per week Two short or long landings at most major airports each day 200,000 wrong drug prescriptions each year No electricity for almost seven hours each month 99.99966% GOOD (6 Sigma) Seven articles of mail lost per hour One unsafe minute every seven months 1.7 incorrect operations per week One short or long landing every five years 68 wrong prescriptions each year One hour without electricity every 34 years 9
- 10. Not very satisfactory! Companies should strive for ‘Six Sigma’ quality levels A successful Six Sigma programme can measure and improve quality levels across all areas within a company to achieve ‘world class’ status Six Sigma is a continuous improvement cycle INDUCTION INDUCTION DEDUCTION DEDUCTION Data Facts Theory Hypothesis Conjecture Idea Model Check Plan DoAct
- 11. Improvement cycle ThePDCA cycle Plan Do Check Act
- 12. Prioritise (D) Measure (M) Interpret (D/M/A) Problem(D/M/A) solve Improve (I) Hold gains (C) Alternative interpretation
- 13. 13 SIX SIGMA METHODOLOGY (Ittakes money to save money) BPMS Business Process Management System DMAIC (Define, Measure, Analyze, Improve, Control) Six Sigma Improvement Methodology DMADV(Define, Measure, Analyze, design and verify) Creating new process which will perform at Six Sigma
- 14. 14BUSINESS PROCESS MANAGEMENT(BPM) SYSTEM: BPM strategies emphasize on process improvement and automation to derive performance Combining BPM strategies with sigma six is most powerful way to improve performance Both strategies are not mutually exclusive but some companies produced dramatic results by combining them.
- 15. 15 DMAIC (Define, Measure, Analyze,Improve, Control) A logical and structured approach to problem solving and process improvement. An iterative process (continuous improvement) A quality tool which focus on change management style.
- 16. 16PHASES Phases of SixSigma are: Define specific goals to achieve outcomes, consistent with customers demand and business strategy Measure reduction of defects Analyze problems ,cause and effects must be considered Improve process on bases of measurements and analysis Control process to minimize defects
- 17. 17DMADV Acronym for: Define the project Measure the opportunity Analyze the process options Design the process Verify the performance
- 18. Difference between DMAICand DMADV The DMADV methodology, instead of the DMAIC methodology, should be used when: A product or process is not in existence at your company and one needs to be developed The existing product or process exists and has been optimized (using either DMAIC or not) and still does not meet the level of customer specification or Six Sigma level 18
- 19. Types of ProcessVariation Chances causes: None traceable to a single major cause, Special Cause: Variation is due to differences between people, machines, materials, methods, etc Control charts provide a means for distinguishing between common cause variability and special cause variability 19
- 20. Statistical Process Control Control charting is the primary tool of SPC Control charts provide information about the stability/predictability of the process, specifically with regard to its: Central tendency (to target value) Variation SPC charts are time-sequence charts of important process or product characteristics 20
- 21. Control Chart Example:Patient Falls 21
- 22. What To Do:Plan of work phase-I 22 Select three cups with the same sample number (day). Weigh each on the digital scale Record the data on the check sheet form and calculate the mean (average) and report the results to the instructor Also report the lowest and highest weights for each day. Calculate range = highest - lowest
- 23. Process Capability “ProcessCapability is broadly defined as the ability of a process to meet customer expectations” (Bothe, 1997) Once we have a process in control then we can answer the question of whether the process is capable of meeting the customer’s specifications. 23
- 24. Assessing Process Capability Cp, a term used to define process capability, is mathematically expressed by: Cp = (USL-LSL)/6σ The figure shows centered distributions with various Cp levels. Cps less than two have visible tails outside the acceptable limits. 24
- 25. Non-Centered Distributions Ifthe distribution is off center, the probability of a bad result drastically increases. In this case Cpk is used. It is the smaller of Cpk = (USL – Mean)/ 3σ Or Cpk = (Mean - LSL) / 3σ 25 This figure shows the same distributions off-center by 1.5σ. The Cpks are smaller than the corresponding Cps. This illustrates the need to both control variation and accurately hit the desired mean. Bad
- 26. What To Do:Plan of work phase-II 26 Draw control limits on your chart based on the first 20 samples. Weigh a new sample (3 cups), record the data on the 2nd check sheet and calculate the average and range. Plot the average and range on the charts, and decide if the process is in control. If the process goes out of control, stop and investigate the cause using a fishbone diagram.