Project Quality Management

Presented by
Six Sigma (6)
Kelompok 3
PRESENTATION
Scheme Six Sigma (6)

Introduction

Characteristics of Six Sigma

Six Sigma Objective

Methodology of Six Sigma

Criticism
Case Studies

Conclusion & Discussion

Introduction
 Introduction

Six Sigma
is a set of techniques, and tools
for process improvement.
Sir Bill Smith It was developed byMotorolain
1986.
the Father of six sigma introduce this quality.
an improvement Methodology to Motorola.

Six Sigma
now an enormous brand in the world of corporate development.
Manufacturing methods of six sigma are used in Batch production,
Job production & Mass production.
 History
Business Statistical Statistical Business
Problem Problem Solution Solution

Motorola extended the Six

The word Sigma (6)
has been used by
mathematician and
engineer as a symbol
for unit measurement
in product quality Mid
variation
1980s
Sigma methods to its critical
Six Sigma became well
business processes and
known after Mr. Jack
significantly became a
Welch made it a central
formalized in-house
focus at his business
branded name for a
performance improvement strategy at General
methodology. 1991 Electric (GE) 2000

1920s Late Motorola certified its 1995 Six Sigma was

Engineer in Motorola in the
first Black Belt Six effectively established
USA used Six Sigma 1980s Sigma experts, which as anindustry in its
aninformal name for an in-
indicates the beginning own right, involving the
house initiative for reducing
of formalization of the training, consultancy
defects in production
accredited training of and implementation of
processes, because it
Six Sigma Methods Six Sigma methodology.
represented a suitably high
level of quality.
 Definition
Six Sigma (6)
is a collection of managerial and statistical concept and techniques
that focuses on reducing variation in processes and preventing
deficiencies in product.
*the concept of variation states No two items will be perfectly identical

Six Sigma seeks to improve the quality of process outputs by

identifying and removing the causes of defects

Six Sigma is a very clever way of branding and

packaging many aspects of Total Quality
Management (TQM)
Levels of Six Sigma

There are software used for

Six Sigma:
Arena
Aris Six Sigma
Bonita open solution
JMP
MATLAB
Minitab
STATA
etc
The Characteristics of Six Sigma
 The Characteristics of Six Sigma
Benefits of Increase the magnitude of improvement
Six Sigma
Reduce performance variability of the projects

Increase employees improvement effort & commitment to quality

Integrates business-level performance, project metrics into a systematic

review process

Fewer defects. Lower scrap, rework rates, and less waste

(in the manufacturing route)

Increase customer satisfaction leads to increased sales and large market

share (in the marketing route)
 The Characteristics of Six Sigma
Statistical Quality
Control

Six Sigma is clearly derived from the Greek letter (Sigma) from the Greek
alphabet, which is used to denote Standard Deviation in Statistics.

Standard Deviation is used to measure variance, which is an important tool for

measuring non-conformance as far as the quality of the output is concerned.

Methodical
Approach

The Six Sigma is not merely a quality improvement strategy in theory, as it features
a well defined methodical approach of application in DMAIC and DMADV which
can be used to improve the quality of production.
 The Characteristics of Six Sigma
The statistical and methodical aspects of Six
Sigma show the scientific basis of the technique. Fact and Data Based
This accentuates an important aspect of Six Sigma Approach
that it is fact and data based.

Project and The Six Sigma process is implemented for an

Objective Based organizations project tailored to its specifications and
Approach requirement.

The process is flexed to suit the requirements and

conditions in which a project is operating to get the best
results. Apart from that, the Six Sigma is also objective
based.

The management needs some incentive to invest in the

Six Sigma process. It is aimed to enhance profitability and
to generate financial.
 The Characteristics of Six Sigma
The Customer
Focus

The customer focus is fundamental to the Six Sigma

approach. The quality improvement and control
standards are based on the explicit customer
requirements.

Teamwork Approach to
Quality Management

The Six Sigma process requires organizations to get organized when it comes to
controlling and improving quality. Six Sigma actually involves a lot of training
depending on the role of an individual in the Quality Management team.
Six Sigma Objective
 Six Sigma Objective

There are five main objective that our group discussed.

Overall Business Improvement

Six Sigma methodology focuses on

business improvement.

Beyond reducing the number of

defects present in any given
number of products.
 Remedy Defects / Variability

Any business seeking improved numbers

must reduce the number of defective
products or services it produces.

Defective products can harm customer

satisfaction levels.
Reduce Cost

Reduced costs equal increased profits.

A company implementing Six Sigma

principles has to look to reduce costs
wherever it possibly can without
reducing quality.
 Improve Cycle Time
Any reduction in the amount of time it takes
to produce a product or perform a service
means money saved, both in maintenance
costs and wages.

Additionally, customer satisfaction improves

when both retailers and end users receive
products sooner than expected.

The company that can get a product to its

customer faster may win business.
Customer satisfaction depends upon successful
resolution of all Six Sigmas other objectives.

But customer satisfaction is an objective

all its own.
Methodology of Six Sigma
 DMADV

Methodology of Six Sigma

DMAIC
DMADV
DMADV is used for projects aimed at creating
new product or process designs.

Methodology of Six Sigma

DMAICis used for projects aimed at improving

an existing business process.

DMAIC
 DMADV is more about
The emphasis of DMAIC is
creating process
more on correcting an
(standardize) with an
existing process and
optimize design or
reducing existing variation
Doing it right first time

DMAIC is correction DMADV is prevention

DMAIC uses more statistical DMADV uses Qualitative Tools:

tool and numerical / quantitative analysis Quality Function Deployment
to arrive at the solution (QFD), KANO Model, etc

DMAIC projects often take short DMADV projects are often much larger
duration to fix a customer problem & and take longer. Often based on a long
process improvement term business need for new products /
service
Criticism
 Criticism

Six Sigma Why Six Sigma

7 Deadly Sins Program Fail?
 Criticism
Six Sigma
7 Deadly Sins
+ Inadequate Information
+ Selecting the wrong Project for Six Sigma
+ Creating Solution-Caused Problems
+ Serving the wrong customer
+ Leaping to the fix
+ Faulty Implementation
+ Failing to consider the Human Side of
change
Why Six Sigma
Program Fail?
+ Lack a model on how to effectively guide the
implementation of Six Sigma programs
+ Lack an understanding of the sequence of
these activities for effectively guiding the
implementation of these programs
+ Six Sigma improvement programs cost more
than the improvement they drive because of
incorrect application
+ Many companies was due to the lack of
commitment from management
+ Improvement projects are not correctly
identified and prioritized
+ They do not consider the human side of the
implementation
CASE STUDIES
One Hundred Percent Accountability:
A Six Sigma Event Success Story

Manufacturer Takes Mail Management to a New Level

 Canon Business Process Services is a leading provider of business process
services, document management and managed workforce services,
dedicated to helping clients build stronger and more agile businesses.

THE CASE
The shipping and receiving division for a major food manufacturer
needed to improve its ability to track and deliver packages, mail and
valuable documents to final delivery points within the organization.
The Canon Business Process Services (CBPS) Best Practices team was
brought in to implement a Six Sigma Kaizen Event, a quick and efficient
improvement project focused on a single process.
The objective of the project was to identify actions that would increase
productivity and accountability while reducing errors produced in the
companys shipping and receiving operation.
 The companys goal was to ensure
The Challenges 100 percent accountability for all
packages arriving on its dock

Each month, couriers including FedEx, DHL, and UPS deliver

over 13,000 packages to the companys receiving dock.
Each day, the company receives over 500 letters and packages
daily that are related to important administrative functions.

CBPS examine :
- the existing receiving process, it found that there were multiple
gaps in the chain of custody that could lead to lost and delayed
packages.
- the software had not been configured to provide important data
(end-of-day status, volume, route, delivery location).
- There were many workflow crossover activities due to restricted
space and company research processes contributed to incorrectly
delivered and lost packages.
 The CBPS MPS program eliminated many single-
THE SOLUTION function desktop printers, replaced them with
networked MFDs and helped cut costs.

CBPS created a comprehensive continuous improvement plan that identified

actions and focused on:
-Modifying workflow on the dock to minimize package handling.
-Eliminating duplicative efforts
-Updating the software system
-Training employees on the proper process for handling and delivering packages

CBPS Best Practices :

-team configured the software system to provide an end-of-day
report that details all packages that have not yet been delivered.
-report generate in order to ensure that all non-delivered packages
are physically located in the secure dock holding area.
-performance report generate to give details the number of packages
delivered, as well as the number of packages delivered late and the
percentage of on-time performance for the receiving area.
 Since the Kaizen Event, the company
has experienced zero defects relative to
THE RESULT incorrectly delivered or mishandled
packages. The company now has
complete accountability for pack-ages
received into the dock at all times.

Overall, the company and the CBPS Best Practices team delivered the following results:
-+ 100 percent accountability for packages received into the dock at all times
-+ Improved accountable mail process tracking capability from 30% to 100%
-+ Enhanced efficiency in the receiving area through redesigned workflow
-+ Increased employee productivity, empowerment and training
-+ Timely and accurate delivery of all packages
CONCLUSION & DISCUSSION
CONCLUSION & DISCUSSION
 Lecturer
o u Tri Joko Wahyu Adi, ST, MT, PhD

k y
a n
Th

Kelompok 3