Six sigma..

Six sigma..

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  Fahad Sattar (06)
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  Six Sigma “is acomprehensive and flexible system for achieving, sustaining and maximizing business success by minimizing defects and variability in process. It relies on TQM. TQM: A philosophy that stress on three principles for high performance and quality of process.  Customer satisfaction  Employee involvement Continues improvement in performance.
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  Six Sigma having lessthan 3.4 defects per million opportunities or a success rate of 99.9997% where sigma is a term used to represent the variation about the process average . Why is it called as six sigma? It is called six sigma because of the basic idea that if we have standard deviations between the process mean and specific limit then every item will meet the standard of that product.
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  Steps in SixSigma Understanding the customers needs Disciplined use of facts, data and statistical analysis  Diligent attention to managing, improving and reinventing business process.
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  * * * * * ** • * • * ** * ** ** ** ** *** **** **** Process average Ok: Too much variation Process variability Ok: Process off target Reduce speed Center process Process on target with low variability Six sigma approach focuses on reducing speed and centering the process.
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  Importance of SixSigma Focuses on reducing variation in process Centering the process on their target measures of performance Flaw-too much variation or an off-target process, degrades the performance of the process. Example of six sigma is mortgage department of a bank.
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  A five stepsprocedure that leads to improvements in process performance. The model can be applied to  Projects involving incremental improvements to processes  Projects requiring major changes  redesign of an existing process  development of a new process
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  Six Sigma Improvementmodel Steps:
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  1 Define: Determine thecharacteristics of the process’s output that are critical to customer satisfaction Identify the gaps between the characteristics and the process capabilities Get a picture of the current process by documenting it using flowcharts and process charts.
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  2 Measure: Quantify thework process does that affects the gap. Select what to measure, identify data sources and prepare a data collection plan.
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  3 Analyze: Use thedata on measures to perform process analysis Apply tools such scatter diagrams, cause-and-effect diagrams and the statistical control tools Determine where improvements are necessary. Establish procedures to make the desired outcome routine.
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  4 Improve: Modify orredesign the existing modes to meet the new performance objectives Implement the changes. 5 Control: Monitor the process to make sure that high performance levels are maintained. Once again use data analysis tools to control the process.
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  Belts Successful firms usingsix sigma develop a cadre of internal teachers who than are responsible for teaching and assisting teams involved in a process improvement project, these teachers are called BELTS. Types Of Belts: 1) Green Belts 2) Black Belts 3) Master Black Belts
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  Types Of Belts: 1Green Belts: Are the employees who achieved the first level of training in a six sigma program, spend a part of his/her time teaching and helping teams with their projects and rest of the time they do their assigned duties.
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  Types Of Belts: 2Black Belts: Are the employees who have reached the highest level of training in six sigma program and spend all of their time teaching and leading teams involved in six sigma program. 3 Master Black Belts: Are full time teachers who review and mentors black belts.