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Six Sigma Quality Management Overview

Six Sigma is a quality management approach that aims to reduce defects to 3.4 per million opportunities. It was developed by Motorola in the 1980s to improve quality tenfold and won them the 1988 Malcolm Baldrige National Quality Award. Six Sigma uses a DMAIC or DMADV methodology of Define, Measure, Analyze, Improve, and Control phases to identify and remove causes of defects. It requires leadership commitment, process thinking, and statistical tools to measure, analyze and control key process variables within acceptable ranges. When properly implemented with a bottom-line focus and training, Six Sigma can address issues in total quality management.

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56 views18 pages

Six Sigma Quality Management Overview

Six Sigma is a quality management approach that aims to reduce defects to 3.4 per million opportunities. It was developed by Motorola in the 1980s to improve quality tenfold and won them the 1988 Malcolm Baldrige National Quality Award. Six Sigma uses a DMAIC or DMADV methodology of Define, Measure, Analyze, Improve, and Control phases to identify and remove causes of defects. It requires leadership commitment, process thinking, and statistical tools to measure, analyze and control key process variables within acceptable ranges. When properly implemented with a bottom-line focus and training, Six Sigma can address issues in total quality management.

Uploaded by

Bagus Trilaksono
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

QUALITY MANAGEMENT APPROACH &

METHOD : SIX SIGMA (OVERVIEW)


DR. RETNO WULAN DAMAYANTI, ST.,MT
SIX SIGMA
• Motorola, under the direction of Bob Galvin, developed the principles now
known as Six Sigma in the 1980s.
• Motorola set out to improve the quality of their products and services tenfold.
• This effort led to their acceptance of the 1988 Malcolm Baldrige National
Quality Award.
• Allied Signal, Honeywell, General Electric (GE), IBM, Bombadier, Asea
Brown Boveri, DuPont, Compaq, and Texas Instruments.
• A properly deployed Six Sigma program addresses the major issues
encountered in TQM.
WHAT IS SIX SIGMA
• A Vision and Philosophical commitment to our consumers to offer the highest
quality, lowest cost products.
• A Metric that demonstrates quality levels at 99.9997% performance for
products and processs.
• A Benchmark of our product and process capability for comparison to ‘best
in class’.
• A practical application of statistical Tools and Methods to help us measure,
analyze, improve, and control our process.
WHY SIX SIGMA

Six-sigma is the target limit where you


need to keep your process in to reduce
the probability of any defects. At the
six-sigma level, the likelihood of errors
is 3.4 per million products.
Key Success Factors for Six Sigma

 Committed leadership from top management


 Integration with existing initiatives, business strategy, and performance
measurement
 Process thinking
 Disciplined customer and market intelligence gathering
 A bottom-line orientation and continuous reinforcement and rewards
 Training
SIX SIGMA ORGANIZATION
SIX SIGMA METHODOLOGY
• A standard methodology has been developed for Six Sigma projects: DMAIC,
an acronym for Define, Measure, Analyze, Improve, and Control.

• When new products or services are designed, we can alternatively use the
DMADV approach (replacing Improve with Design and Control with Verify)
SIX SIGMA CYCLE
DEFINE

Identify customers and their priorities

Identify business objectives

Select a Six Sigma project team

Define the Critical-to-Quality (CTQ’s); characteristics that the


customers consider to have the most impact on quality
MEASURE

Determine how to measure the processes

Identify key internal processes that influence


CTQ’s

Measure the defect rates currently generated


relative to those processes
ANALYZE

Determine the most likely causes of defects.

Identify key factors that are most likely to create


process variation.
IMPROVE

Identify means to remove causes of the defects.

Confirm the key variables and quantify the effects on CTQ’s

Identify maximum acceptable ranges for the key variables and


a system to measure deviations of the variable

Modify the process to stay within the acceptable ranges


CONTROL

Determine how to maintain the improvement

Put tools in place to ensure that the key


variables remain within the maximum
acceptable ranges under the modified process
SIX SIGMA &
JAPAN KAIZEN
SIX SIGMA TOOLS
NEXT WEEK….

• SIX SIGMA CASE STUDY EXAMPLE

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