Name : Monika B.

Pagare
Roll.no : 37

Project report
On
Six Sigma

Abstract

The evolution of six sigma has morphed from a method or set

of techniques to a movement focused on business-process
improvement. Business processes are transformed through the
successful selection and implementation of competing six sigma
projects. However, the efforts to implement a six sigma process
improvement initiative alone do not guarantee success. To meet
aggressive schedules and tight budget constraints, a successful
six sigma project needs to follow the proven define, measure,
analyze, improve, and control methodology. Any slip in schedule
or cost overrun is likely to offset the potential benefits achieved
by implementing six sigma projects. The purpose of this paper is
to focus on six sigma projects targeted at improving the overall
customer satisfaction called Big Q projects. The aim is to develop
a mathematical model to select one or more six sigma projects
that result in the maximum benefit to the organization.

purpose
The

goal of the Six Sigma is to

enable you to understand what
Six Sigma is ( both a simple and a
complex question ), why its
probably the best answer to
improve business performance in
years, and how to put it to work
in the unique environment of
organization.

objective

Data driven decisionmaking

Focuses on customer requirements
A focused/organized approach.
Redefines processes for longterm
results
Becomes ingrained in work and thought
processes
Relies on evidencebased solution
Rapid/effective change

Introduction
In

statistical terms, the purpose of Six

Sigma is to reduce process variation so
that virtually all the products or
services provided meet or exceed
customer expectations. This is defined
as being only 3.4 defects per million
occurrences. Six Sigma was developed
by Motorola in the 1980s but has its
roots in Statistical Process Control
(SPC), which first appeared in 1920s.

HOW DOES SIX SIGMA WORK?

There are three basic elements to Six
Sigma:

Process improvement

Process design/re-design

Process management

SIX SIGMA METHODOLOGY

DMAIC:refers

to a data-driven quality
strategy for improving processes. This
methodology is used to improve an existing
business process.

DMADV:refers

to a data-driven quality
strategy for designing products & processes.
This methodology is used to create new
product designs or process designs in such a
way that it results in a more predictable,
mature and defect free performance.

KEY ROLES FOR SIX SIGMA

Executive

leadership
Champions
Master Black Belts (Identify
projects& functions)
Black Belts (Identify non value
added activities)
Green Belts ( works on small
projects )

BENEFITS OF SIX SIGMA

Generates sustained success

Sets performance goal for
everyone
Enhances value for customers
Accelerates rate of improvement
Promotes learning across
boundaries
Executes strategic change

The Six Sigma Roadmap

Identify

core processes and key

customer
Define customer requirements
Measure current performance
Prioritize, analyze and implement
improvements.
Expand and integrate the Six
Sigma system

The Future scope Of Six Sigma

Six

Sigma may appear similar to other

quality management tools such as TQM or
Kaizen Events, but in reality, it is quite
different. Other quality management
programs often reach a stage after which no
further quality improvements can be made.
Six Sigma, on the other hand, is different as
it focuses on taking quality improvement
processes to the next level. This means that
Six Sigma has the potential to outlast other
quality management programs in the future

CONCLUSION
Six Sigma is methodology used for:

Aligning key business processes to

achieve those requirements.
Utilizing rigorous data analysis to
minimize data variation in those
processes.
Driving rapid and sustainable
improvement to business processes.