SIx Sigma

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					THE KILLING OF THE LOCUSTS -BRUTE FORCE At the height of Mao Zedong’s cultural revolution in China, the fields of one Chinese village were being attacked by swarms and swarms of locusts. Seeing their crops decimated, the villagers turned to Mao’s little red book for guidance on how to get rid of this plague. They searched in vain. Nothing the great helmsman wrote seemed to fit until they came upon a piece of sound of advice. Mao wrote that in the absence of any directive, people should devise their own solutions! That inspired the villagers to round up all able-bodied people and dispatch them to the fields to kill the locusts by hand, one by one. For seven days, hundreds of them labored long and hard until all the locusts lay dead. Had the same problem arises today, a few bags of insecticides would have done the job in one hour! WHAT DOES SIGMA () MEAN? Sigma () is ►Letter from the Greek Alphabet ►Statistical measure of variation from the mean. ►Metric that indicates how well that process is performing. ►Measures the capability of the process to perform defect-free work.

The Sigma value indicates how often defects are likely to occur in a process

SIX SIGMA PROGRAM

►Originally developed by Motorola, adopted and enhanced by Honeywell and GE ►Highly structured approach to process improvement ►A strategy ►A discipline –DMAIC

WHAT IS SIX SIGMA?

►Two meanings ►Statistical definition of a process that is 99.9997% capable, 3.4 defects per million opportunities (DPMO) ►A program designed to reduce defects, lower costs, and improve customer satisfaction

►Responsible for creating lasting changes in an organization in terms of six sigma aspects.

SIX SIGMA IMPROVEMENT MODEL

SIX SIGMA BLACK BELTS

1.Define critical outputs and identify gaps for improvement 2.Measure the work and collect process data 3.Analyze the data 4.Improve the process 5.Control the new process to make sure new performance is maintained

►Leaders of teams responsible for measuring,analyzing, improving & controlling key processes. ►Train and coach Green Belts and Six Sigma Associates ►Knowledgeable and practitioner of six sigma tools. ►Change agent and pivotal in to Six Sigma Success. ►They identify and execute projects. ►Must possess management and technical skills.

SIX SIGMA GREEN BELTS

THE SIX SIGMA PLAYERS

►Employees throughout the organization who execute Six Sigma as part of their job. ►Focused on projects that tie directly to their day to day work. ►Help deploy the success of six sigma technique. ►Lead small scale Six Sigma projects within their respective area. ►Train and Coach Six Sigma Associates.

SIX SIGMA ASSOCIATES

►Hourly workers that are trained in the fundamentals of six sigma. ►Assist Black belts and Green Belts in the execution of projects. ►“White Belts” -newcomers to the Six Sigma Infrastructure. ►Multiplier of Six Sigma Success. “The long-term objective of any company wanting tosuccessfully implement the Six Sigma program is to train all its employees in such a way that they make the methodology integral to improving everything they do.” -- Mikel Harry

EXECUTIVE LEADERSHIP

►Possess internal will and executive commitment that lays the foundation of success

SIX SIGMA IMPLEMENTATION

SIX SIGMA CHAMPIONS

►SENIOR CHAMPION ►Executive leader of a business, who selects individual who will champion Six Sigma within the business ►Ensure that all the key functions of the organization is connected to six sigma. ►PROJECT CHAMPION ►Must have key executive leadership roles in the business. ►Lead the initialization, deployment and implementation of six sigma. ►Oversee Black belts and focus on Six Sigma at the project level. ►Break down barriers, create support system & make sure financial resources are available. ►DEPLOYMENT CHAMPION ►Full time and plays a major role in terms of leadership and commitment. ►Responsible in the Six Sigma Program’s Strategy for deployment and implementation. ►Able to develop business wide focus in terms of six sigma results. ►Responsible for the continuous improvement & education in six sigma program. Champions are the “FORCES” that keeps the initiative moving forward

►Emphasize defects per million opportunities as a standard metric ►Provide extensive training ►Focus on corporate sponsor support (Champions) ►Create qualified process improvement experts (Black Belts, Green Belts, etc.) ►Set stretch objectives This cannot be accomplished without a major commitment from top level management.

SIX SIGMA MASTER BLACK BELTS

►Full time individual selected by Champions to act as in-house experts in Six Sigma. ►Work with Champions to coordinate project selection and training. ►Train and coach Black Belts and Green Belts. ►Help inculcate Six Sigma into an organization’s culture.


				
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