SIX SIGMA CONTROL IN TOTAL QUALITY MANAGEMENT

Presented by

Kanta Rahul113220

TOTAL QUALITY MANAGEMENT

• TQM is a management strategy with a customer focus, deploying suitable technique to eliminate waste. In all activities of an organization and seeking continuous improvement. It is management technique. It is a leadership philosophy with a customer focus. It is a way of doing business & it is not just a programme. It is a management strategy. Any strategy has a policy detailed by objectives, a method to meet the objectives and where the method deploys different techniques and the techniques supported by goals.

• Continuous improvement• Continuous wide programme• Management as leader

OBJECTIVES OF TOTAL QUALITY MANAGEMENT

• Meeting the customer requirement.• Continuous improvement of quality at the

every level at every state and at every place.• Participative problems solving process.• Focused and continuous cost reduction.• Interlink and integrate various subsystem of

the organization.

TQM IMPLEMENTATION

Plan: • (1) Lay down and plan policies and objectives of TQM.• (2)Plan method to achieve the objectives of TQM.

DO • (3) Provide education and training to workers and managers to Achieve Objectives.• (4)Implement TQM by introduction never things.

CHECK: • (5) Check the result by observing them and find cause of the nonConformance• (6) Analyze the results.

ACT: • (7) try to act for the preventing undesired effects. (8) Measure the improvement

and design for future.

What is Six Sigma

• Six Sigma is a highly disciplined process that helps us focus on developing and delivering near-perfect products and services.

• Six Sigma is a statistically-based process improvement methodology that aims to reduce defects to a rate of 3.4 defects per million defect opportunities by identifying and eliminating causes of variation in business processes.

• Six Sigma focuses on developing a very clear understanding of customer requirements and is therefore very customer focused.

Why the name Six Sigma• The word is a statistical term that

measures how far a given process deviates from perfection.

• The central idea behind Six Sigma is that if you can measure how many "defects" you have in a process, you can systematically figure out how to eliminate them and get as close to "zero defects" as possible.

• To achieve Six Sigma Quality, a process must produce no more than 3.4 defects per million opportunities. The "3.4 Defects Per Million Opportunities (DPMO)" is a gross confusion of the following situation

Key themes in Six Sigma

• Continuous focus on the customer’s requirements• Using measurements and statistics to identify and measure variation in the

production process and other business processes• Identifying the root causes of problems• Emphasis on process improvement to remove variation from the production

process or other• Business processes and therefore lowers defects and improves customer

satisfaction• Pro-active management focusing on problem prevention, continuous

improvement and constant• Striving for perfection• Cross-functional collaboration within the organization; and• Setting very high targets.

Key elements of Six Sigma

Is Six Sigma really something new?

While typically applied consistently within a company, the content of the Six Sigma approach varies from company to company, consultant to consultant, and author to author. However, Six Sigma programs do have some common features, among which are the following:

• It is a top-down, rather than bottom-up approach.• It is a highly disciplined approach that typically includes four

stages: measure, analyse, improve and control.• It is a data-oriented approach, making sound and heavy use

of various statistical decision tools.

• Mikel Harry, key developer and proponent of the Six Sigma program at Motorola, has defined Six Sigma as “a disciplined method of using extremely rigorous data gathering and statistical analysis to pinpoint sources of errors and ways of eliminating them”.

• Well-known statistician and quality consultant Ron Snee has indicated that “Six Sigma should be a strategic approach that works across all processes, products, company functions and industries”.

Methodologies of Six Sigma • Six Sigma uses two methodologies named ‘DMAIC’ (Define, Measure, Analyze,

Improve, Control) and ‘DFSS’ • (Design For Six Sigma).• 1. DMAIC: - The Six Sigma DMAIC process is an improvement system for

existing processes falling below specification and looking for incremental improvement.

• 2. DFSS: - The Six Sigma DFSS methodology has two variations named DMADV (Define, Measure, Analyze, Design, Verify) and DMADOV process (Define, Measure, Analyze, Design, Optimize, Verify). DFSS is used to develop new processes or products at Six Sigma quality levels. It can also be employed if a current process requires more than just incremental improvement. Both Six Sigma processes are executed by Six Sigma Green Belts and Six Sigma Black Belts and are overseen by Six Sigma Master Black Belts.

DMADV • Basic Methodology consists of following five steps: -• Define the goals of the design activity of the consistent with customer

demands and enterprise strategy.• Measure and identify CTQs (critical to qualities), product capabilities,

production process capability, and risk assessments.• Analyze to develop and design alternatives, create high-level design

and evaluate design capability to select the best design.• Design details, optimize the design, and plan for design verification.

This phase may require simulations.• Verify the design, set up pilot runs, implement production process and

handover to process owners.

DMAIC • Define the process improvement goals that are consistent with customer

demands and enterprise strategy.• Measure the current process and collect relevant data for future

comparison.• Analyze to verify relationship and causality of factors. Determine what

the relationship is, and attempt to ensure that all factors have been considered.

• Improve or optimize the process based upon the analysis using techniques like Design of Experiments.

• Control to ensure that any variances are corrected before they result in defects. Set up pilot runs to establish process capability, transition to production and thereafter continuously measure the process and institute control mechanisms.

Benefits of Six Sigma Those organisations that implement Six Sigma correctly achieve significant

benefits that contribute to competitive advantage and to changing the culture in an organisation from reactive problem solving to proactive problem prevention. Specifically the proven benefits include:

• Bottom line cost savings (5%-20% of turnover per annum)• Improved quality of product or service as perceived by the customer (internal

and external customers)• Reduction in process cycle times• Development of staff skills• Common language throughout the organisation• World class standard• Creates a competitive edge• Drive sales growth

Costs of Six Sigma Projects

Although Six Sigma projects can have many benefits and help the company to save money over the long run, there are also costs associated with Six Sigma projects. They typically include the following:

• Direct Payroll - Payroll expenses for individuals dedicated to the Six Sigma project on a full time basis.

• Indirect Payroll – The cost of time devoted by senior executives, team members, process owners and others in the implementation of the Six Sigma project.

• Training and Consulting – The cost of teaching people Six Sigma skills• Improvement Implementation Costs – The costs of improving the production process to

eliminate the sources of variation identified in the Six Sigma project. This might involve new equipment, new software, additional personnel costs for newly formed positions, etc.

• Software – Some software such as Minitab Inc.’s Minitab statistical software or Microsoft’s Visio, for generating flow-charts, may also be required. More advanced software tools sometimes include Popkin’s System Architect, Proforma’s Provision or Corel’s iGrafx Process 2006 for Six Sigma.