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1. PAGE
SIX SIGMA
STRATEGY &
METHODOLOGY
Your Company Name
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2. PAGE
WHAT IS SIX SIGMA
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Today, It Is Used In
Many In Industrial
Sectors For
Minimizing Errors,
reduction Of Costs
And Increase In
Profit
It Was A
Developed By Bill
Smith At Motorola
In 1986
It Is A Disciplined ,
Data – Driven
Methodology
Focused On
Eliminating Defects.
It Is A Measure Of
Quality That Strives
For Near
Perfection.
Six Sigma Is A Set
Of Techniques And
Tools For Process
Improvement.
Six Sigma Is A
Quality
Management
System.
2
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3. PAGE 3
SIX SIGMA ROAD MAP
Build Project From
Nonconformance,
Feedback & Audits
Analyze Processes
Online (OLAP)
Correct, Design,
Train & Document
Collect
Measurements
Monitor Live
Dashboard
Define
Control
/Verify
Improve/
Design
Measure
Analyze
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4. PAGE 4
SIX SIGMA PROCESS
Voice
Customer
&
Voice Of
Process
Understand the problem
that impact business
performance
Identify the problem with
data and facts
Find out a data driven and
reliable solution
Provide a solution to
increase profit reduce
Create a system to sustain
a long term solution
Measure and reap the
benefit of financial success
Statistical
Problem
Statistical
Solution
Practical
Solution
Result
Practical
Problem
Control
Plan
Measure
Analyze
Control
Improve
Define
Recognize Realize
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5. PAGE 5
WHY SIX SIGMA
CUSTOMER FOCUSED
Improvement Projects Are
Focused On Customer
And Company Strategy
DATA DRIVEN APPROACH
Facts, Data And Statistics
BOTTOM LINE
Improves Bottom Line
Reducing Defects
AND Rework
ENGAGEMENT
Management And
Employee Engagement
TRAINED INDIVIDUALS
Six Sigma Trained
Individuals Working On
Improvement Projects
PROJECT BY PROJECT
Project By Project
Focused And Time Bound
Improvements
BENEFITS
OF SIX
SIGMA
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6. PAGE 6
WHY SIX SIGMA
01 02 03 04 05
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ENGAGEMENT
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BOTTOM LINE
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PROJECT BY
PROJECT
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TRAINED
INDIVIDUALS
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CUSTOMER
FOCUSED
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7. PAGE 7
SIX SIGMA METHODOLOGIES
DEFECT
REDUCTION
CYCLE TIME
REDUCTION
SIX SIGMA
DMADOV DMADV DMAIC DSSS+ CFPM
Define Measure
Analyse Design
Optimize Verify
Design &
Manufacture
Define Measure
Analyse Design
Verify
Designing New
Processes
Define Measure
Analyze Improve
Control
Improving
Existing Cross-
functional
Processes
Developing Six
Sigma Software
Software
Development
Cross Function
Process Mapping
Improving
Cross-functional
Processes
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8. PAGE 8
THE DAMIC PROCESS
Activities to be Executed at Each phase
Relational Tools/Techniques Acquired
Expected Deliverables at Each Phase
Toll Gate Review Toll Gate Review Toll Gate Review Toll Gate Review
CONTROL
The Performance
IMPROVE
The Performance
ANALYSE
The Performance
MEASURE
The Performance
DEFINE
The opportunities
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9. PAGE 9
THE DAMIC PROCESS
Project initiation document
And project selection
Define the problem and
what customer requires
1. SELECT PROJECT –CTO’S
2. CREATE PROJECT CHARTER
3. DEVELOP HIGH-LEVEL PROCESS MAP
Measure the defects and
Process operation
1. IDENTIFY PROJECT OUT PUT METRIC
2. DEVELOP DATA COLLECTION PLAN
3. ESTABLISH PROCESS BASELINEAnalyze the data and
discover causes of defects
1. IDENTIFY ROOT CAUSES
2. VALIDATE ROOT CAUSES AND
DETERMINE..VITALFEW’’
3. QUANTIFY THE OPPORTUNITY
Improve the process to remove
causes of defects
1. IDENTIFY SOLUTION
2. REFINE AND TEST SOLUTION
3. COST BENEFIT CALCULATION
Control and monitor
your improvement
1. IMPLEMENT PROCESS CONTROL
2. PREPARE ROLL-OUT SOLUTION
3. PROJECT CLOSURE
DMAIC
01
02
03
04
05
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10. PAGE 10
STEP 1 : DEFINE
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02
03
04
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11. PAGE
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VOICE OF CUSTOMER (VOC)
Verbatim “I want the
pizza that I
ordered”
I want my
pizza when
you said it
would be here”
“I want my
delivery
person to be
friendly”
I’m not going
to pay a lot for
this pizza”
Need I’m not going
to pay a lot for
this pizza”
Pizza
delivered on
the on time as
promised to
customer
Pizza delivery
person is
polite
Price is equal
to or less Than
all other pizza
providers
Requirement Accuracy Timeliness Complaints Price
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12. PAGE 12
VOICE OF CUSTOMER (VOC)
Need
RequirementVerbatim
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Voice of Customer
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13. PAGE 13
VOICE OF CUSTOMER (VOC)
01 02 03
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14. PAGE 14
CUSTOMER CTQs
A Nice Café
Experience
Service Time
Reasonable
Prices
Food Quality
Drinks
Food
Healthy
Taste
Waiting time
Not spicy
Organic
<$20
<$5
<10 minutes
20 minutes
Needs Drivers Requirements CTQ
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15. PAGE 15
KANO ANALYSIS
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Customer Needs In The Kano Model
Exciter Performance
Basic
Implementation Level
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16. PAGE 16
PROJECT CHARTER
Resources
Team Roles
Project
Milestone
Project
Scope
Business
Case
Problem
Statement
Goal Statement
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17. PAGE 17
PROCESS SPECIFICATION LIMITS
0
1
2
3
4
5
6
0 1 2 3 4 5 6 7
LSL USLTarget
USL:
Upper Specification Limit for ‘Y’, anything
above this is a defect.
LSL:Ideally the middle point of USL & LSL.
Target:
Lower Specification Limit for ‘Y’, anything
above this is a defect.
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18. PAGE 18
PROCESS MAPPING SIPOC
Start Finish
SUPPLIERS
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INPUT
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PROCESS
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OUTPUT
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CUSTOMERS
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CS I P O
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19. PAGE 19
PROCESS MAPPING SIPOC
SUPPLIERS
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INPUT
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PROCESS
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OUTPUT
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CUSTOMERS
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01
02
04
03
05
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20. PAGE
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21. PAGE 21
PROCESS MAPPING FLOW CHARTING
Start
EndText Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
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22. PAGE 22
STEP 2 : MEASURE
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01
02
03
04
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23. PAGE
People Or Groups
Level Of Commitment Text Here Text Here Text Here Text Here Text Here
Enthusiastic Support
Help It Work
Compliant
Hesitant
Indifferent
Uncooperative
Opposed
Hostile
23
STAKEHOLDER ANALYSIS
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24. PAGE 24
VALUE STREAM MAP
Text Here
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2014 2015 2016 2017 20182013
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25. PAGE 25
VALUE STREAM MAPPING
Text Here
Text Here
Text Here
Text Here
Text Here
120hrs
260hrs Text Here
8hrs
Text Here
2hrs
80hrs Text Here
280hrs
80hrs Text Here
240hrs
80hrs
Text Here
100hrs
80hrs
Text Here
8hrs
80hrsText Here
160hrs
320hrsText Here
0.5hrs
320hrs Text Here
8hrs
80hrs
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26. PAGE
Defect Types/ Event
Occurrence
SUN MON TUE WED THU FRI SAT
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
26
CHECK SHEET
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27. PAGE 27
SPAGHETTI CHART
Spaghetti diagram- also used to described movement of
people in a factory or office (motion is waste)
TEXT
HERE
TEXT
HERE
TEXT
HERE
TEXT
HERE
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28. PAGE 28
SPAGHETTI CHART
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
Text
Here
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29. PAGE 29
5S ANALYSIS
STRAIGHTEN
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SORT
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SHINE
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SUSTAIN
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STANDARDISE
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A
BE
D C
WORKPLACE
ORGANIZATION
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30. PAGE
0
2
4
6
8
10
12
14
16
18
STEP 1: Sort
STEP 2
STEP 3STEP 4
STEP 5
Radar Chart
Sustain Straighten
ShineStandardize
30
5S SCORING RESULT
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31. PAGE
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Good
Specification
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Specification
Too Much Variation
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Great!
Specification
31
PROCESS CAPABILITY MEASUREMENT
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32. PAGE 32
PROCESS CAPABILITY MEASUREMENT
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TargetLSL USL
1.5
2.5
3.9
5.8
9.5
6.4
5
2.8
1.9
0.19
0.36
0.69
0.99 0.99
0.69
0.36
0.19
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33. PAGE
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SUBTITLE
Option 01
LCL
UCL
2.1
3.5
2.5
4.2
2.9
4 3.9
4.8
3.5
5.7 5.9
6.7
7.5
6.4
7.2
5.2
6.1
9
0
2
4
6
8
10
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
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SUBTITLE
Option 02
LCL
UCL
3.1
4.6
1.5
3.5
3.1
4.8
3.9
5.4
5.9
5.1
5.9
7.5 7.8
6.8
7.5
5.2
6.1
7.6
0
1
2
3
4
5
6
7
8
9
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
33
XBAR AND R-CHART
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34. PAGE 34
STEP 3: ANALYSIS
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01
02
03
04
05
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35. PAGE 35
ROOT CAUSE ANALYSIS
Text Here
Text Here Text Here Text Here
Text Here Text Here Text Here
Text Here
Text Here
Text Here
Text Here
Text HereText Here
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36. PAGE 36
CONTROL IMPACT MATRIX
1 2 3 4 5
Effects (Y’s) Outputs
Weight (1 to 5)
Causes (x’s) Inputs
Association Table
(1=weak,5 = medium, or 9= strong)
Rank %Rank
1
2
3
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37. PAGE 37
CONTROL IMPACT MATRIX
High Impact
Medium
Impact
Low Impact
In Control Text Here Text Here Text Here
Out Of
Control
Text Here Text Here Text Here
Vital“X”Control
Vital “X” Impact
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38. PAGE 38
PARETO ANALYSIS
PARETO ANALYSIS
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80%
Reasons
20%
Complaints
Reasons
20%
Complaints
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39. PAGE 39
PARETO CHART
Reason01
Reason02
Reason03
Reason04
Reason05
Reason06
Reason07
Reason08
0
5
10
15
20
25
30
35
40
45
50 PARETO CHART
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40. PAGE
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41. PAGE 41
PARETO CHART
52
78
83
87
87
91
95
97 99
100
0
1
2
3
4
5
6
Category 1 Category 2 Category 3 Category 4 Category 5 Category 6 Category 7 Category 8 Category 9 Category 10
RESTAURANT
COMPLAINTS
• TOTAL COMPLATIONTS : 1188
• 67.18% COMPLAINTS: Pricing
& Service
• PRICING & SERVICE : 11%
• Analysis: Bring down complaints
67.18% by working on 11% of
the causes.
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42. PAGE 42
PROCESS MAP ANALYSIS
Issue Order
Complete Order
Re- Submit Order
Deposit
Requested-
Submit Order
Process Order
Refund Order
Cancel Order
Requested
Deposit
Deliver Goods
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43. PAGE 43
STEP 4 : IMPROVE
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01
02
03
04
05
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44. PAGE 44
SCAMPER TECHNIQUE
Combine
Substitute
Adapt
Magnify
Rearrange
Eliminate
Put To
Other Uses
SCAMPER
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45. PAGE 45
SCAMPER TECHNIQUE
Text Here
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Reverse
Substitute
Combine
Modify
Put To
Another
Use
Eliminate
Adapt
Scamper
Technique
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46. PAGE 46
POSSIBLE SOLUTIONS
01
02
05
06
03
04
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47. PAGE 47
POSSIBLE SOLUTIONS
01 02 03 04 05 06
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48. PAGE 48
COST BENEFIT ANALYSIS
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49. PAGE 49
COST BENEFIT ANALYSIS
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50. PAGE 50
FAILURE MODE EFFECT ANALYSIS
Ranking
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Severity
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Occurrence
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Detectability
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51. PAGE 51
STEP 5 : CONTROL
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01
02
03
04
05
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52. PAGE 52
STATISTICAL PROCESS CONTROL
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Upper Control Limit (UCL)
Lower Control Limit (UCL)
Processoutput
10%
20%
40%
60%
80%
100%
120%
140%
160%
180%
01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18
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53. PAGE 53
THE DMADV METHOD
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Text Here
01
05
04
02
03
Your Text
Here
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54. PAGE 54
THE IMPROVEMENT (PDCA) CYCLE
Measure ImproveAnalyzeDefine Control
Critical To
Quality Tree
Mesa
Summary
Statistic
Solution Analysis
And Selection
Risk Assessment
Solution
Implementation
Project
Charter
Voice Of The
Customer, voice
Of The Business
Process Mao
Pareto Chart
Reason01
Reason02
Reason03
Reason04
Reason05
Reason06
Reason07
Reason08
0
5
10
15
20
25
30
35
40
45
50
Upper Control Limit (UCL)
Lower Control Limit (UCL)
Processoutput
1
0
%
2
0
%
4
0
%
6
0
%
8
0
%
1
0
0
%
1
2
0
%
1
4
0
%
1
6
0
%
1
8
0
%
0
1
0
2
0
3
0
4
0
5
0
6
0
7
0
8
0
9
1
0
1
1
1
2
1
3
1
4
1
5
1
6
1
7
1
8
Cause & Effect
Diagram
Sustainability &
Benefits
Project
Handoff
Statistical
Process Control
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55. PAGE
ADDITIONAL
SLIDES
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56. PAGE 56
AGENDA
Agenda
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Agenda
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05
Agenda
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04
Agenda
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03
Agenda
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02
Agenda
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01
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57. PAGE
Professional
COMPANY
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57
OUR MISSION
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58. PAGE 58
OUR TEAM
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JOHN SMITH
JOB TITLE HERE
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MARY SMITH
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ANITA SMITH
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PETER SMITH
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59. PAGE 59
OUR GOAL
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60. PAGE 60
DASHBOARD
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61. PAGE 61
LOCATION
Asia
60%
Europe
70%
Latin America
80%
North America
80%
Africa
90%
Australia
50%
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62. PAGE 62
TIMELINE
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2014
2016
2017
2015
2018
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63. PAGE
Contact@website.com
THANK
YOU
63
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64. PAGE
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