SIx Sigma

After World War II Quantity is given the priority where Qaultiy is treated as a feature

After 1760's Inspection came in to picture to idnetify the non confirming parts

Product Quality Approach

CoQ=COF+COA

CoQ= Cost of Quality

CoF=Cost of Failure(rework,scrap etc)
COA=Cost of Appraisal(Testing,Inspection,Audit etc)

Total Cost= Cost of Production+ CoF+CoA

With Increase in Quality COF decreases and COA Increases

Process Qulaity Approach

CoQ=COF+COA+CoP
CoP=Cost of prevention(Improved Process,Robust Design,Error Proofing)

With Increase in Quality COF decreases,COA and CoP Increases

Total Cost= Cost of Production+ CoF+CoA+CoP+delta

Consider a SoftWare Development. In either of the above approaches defects have to Corrected.
But if you see the 2nd Approach since the Preventive actions like Templates,check lists are
employed the no of Defects get decreased there decreasing the Rework also the COA comes
down if the Process of inspection is improved... There by a reduction in COF and COA makes the
Overall Production Cost to decrease.

In TCS when ever a project gets inititated Following is the Process follwoed

Any Project will be initiated with a Project Inititaion Note duly Approved by Resident Manager.
The PIN Process is sadi to be compliatn if two critical Files(Project Name and Work Order
Number(WON)) and The PIN Reaches the RM with in 5 Days of project kock off

Say in this month

A number of 20 projects have been initiated

PIN X has errors in both fileds

PIN Y has reached RM in 8 Days

Pin Z has incorrect WON

All other PINS are valid and approved

No of decfects are (1+1)+1+1=4

No of defective PINS are 1+1+1-3

Total no of opportunities are 20*3=no of items* possible number of defects=60

Sigma Level is a statistical estimate of the number of defects that any process will produce ,
equivalent to Defects per million oppurtunities.

DPMO SIGMA Level Yield

3,08,500 2 69.15%
66,800 3 93.320%
6,200 4 99.380%
233 5 99.9770%
3 6 99.99967%

Terms
Accuracy
precise

Capable Process: A Process that produces consistent results, centered on a desired target value
when measured over a time

Stable process: A Process that is under statistical Control or that is free of special casuses of
variation. Typically all the data points are with in the + or - 3 sigma control

Cneter of Attention or ABC of Six Sigma starts with Customer as the focus.

Always keep in mind when looking for Process performance improvements

DMAIC and DMADV

Problem :Suresh a TCS EMployee coming late to office

He starts at Office at 8:00 take as a train and takes another bus to reach office at 9:30

To improve he lists the steps he follows

1.Start at 8:00 Clock

2.Take the Main Road to reach Railway station

3.Waits in the Railway queue to take ticket.

4.Takes the slow train

5.Takes the Bus from there

Takes mud road to Railway station

Takes monthly Railway Pass

Takes the fats train

DMAIC:

Define ,Measure,Analyse,Improve and Control(DMAIC)

DMADV

Define,Measure,Analyse,Design and Verify

He buys a Motor Cycle to reach office at 9:00

How do i decide whether I have to go with DMADV or DMAIC

DMAIC:
A product/Process does currently exist but does not meet the Customer specifications or donot
perform adequately

DMADV:
A product or Process does not exist currently and so needs to be developed

The existing Process /Product has been optimised(using DMAIC or other emthodology) and still
doesnot meet the Customer specification or Six Sigma.

DMAIC Methodolgy Steps:

1)Define

1.1
 Identify the project CTQ's:

The Key to any Successful project is getting the Voice of Customer and translating them to well
defined Critical to Quality (CTQ's).

translate
VOC -----------------------------------------------------> CTQ

Example:

VOC : deliveries contain defects

What could be the CTQ

a)ON Time Delivery

b)First Time Right

Answer would be First Time right...

1.2 Develop the Team Charter

For a Six SIgma Green Belt Project

i) We Begin with a Business Case to understand the benifits of doing the project and to ensure
that objectives are aligned to business Needs

ii) The problem statement is articulated based on VOC or pain Area(Eg:last Month the Code
delivered has 10 Defects of level 2 and level 3 in the 20 Modules Ready)

iii) GOAL STATEMENT is then written highlightinh the target to be achieved during a time
frame(Eg: reduce level 2 and level 3 errors by 50% by the end of the next month)

iv) We define the scope of the project to demarcate boundaries of our process(Eg: We will
concentrate on 20 Critical Modules out of 25 Modules and focus on Level 2 and Level 3 Defects)

v) We will then build the Team for the Green Belt Prohject and assign responsibilites

1.3 Define Process Map

To Understand the AS-IS process we develop COPIS as our next step

Customer Who are the Customers of my process?

Output What is the Output of my process?
Process AS-IS process drawn at the level of Pain Area's
Inputs What are the inputs to my process?
Supplier Who are the providers of the inputs?

Your GB Project needs to be SMART

Specific
Measurable
Attainable
Revelant
Time Bound

2.Measure
 2.1 Select the CTQ's Characterstics

In the previous example the CTQ woud be the no of Level 2 and 3 error/Module

2.2 Define Performance Standars

Having Identified with Y Measure , we now have to set the target and specification Limits for the
same.

We also need to define the defect and opportunity.

In our example the defect will be any failed Test Case

Opprotunity is: Each Module

2.3 Measurement System Analysis

To evaluate the Current Process , one has to Collect Data for Y Measure and some of the
Factors that would Affect Y. The data collection plan should answer

1.What Data is Collected?

2.Who will collect the Data?
3.When is the Data Collected?
4.How is the Data Collected?

Measurement System Analysis, which is a clear startegy for collecting reliable data efficiently.

The data should not vary if different persons collect the data.(Reproducability)

The data should not vary if same person collects the data.(Repeatability)

Our MSA must ensure that we minimise all GAGE R and R issues.

MSA should ensure that data collected clearly depicts

Only the variations introduced by process

Not the variations introduced by the method or strategy used for measurement.

3.Analyse

3.1 Establish the process Capability

Any process operates ata aprticular Sigma Level

Our Main Objective is to use the data we have gathered and caliculate the value of process
sigma which is measure of Capability of AS - IS Process

This is also called BaseLining the Current Capability.

DPMO

3.2 Define Performance Objectives

After baselining the AS-IS process we need to set the Benchmark or the ultimate goal we wish to
achieve in TO-BE process, we would be developing
 3.3 Identifying the variation Sources

Next step is to identify the Key factors that casue the variation in Y Metriic

y=f(x1,x2,x3...,xn)

X's relate to input and process variables

is a independent
is a cause
is a problem
needs to be controlled.

Y is the output
is dependent on X's
is an effect
is a symptom of causes

How we achieve the X's are brain storming among the Team.

4.Improve

4.1 Screen the Potential Causes.

From the Analsysis Phase having known the complete list of X's that impact the out put Variable
Y, we need to narrow down to only those X's that have the greatest impact on our output Measure

How can we do this?

We have to identify a few Vital X's based on data Available and not on perception or belief

a)Untrained programmer.
b)Low level of Testing
c)No Code Walk through.

(I need to talk about Controllable and unControllable parameters)

4.2 Discover Variable Relationships

Next we would need to identify the magnitudde of impact of