What is SixSigma?
Origin
• Originated in the 1980s at Motorola By Bill Smith
• Obtained Popularization through General Electric (GE)
in Mid 1990s
• Six Sigma Replaced TQM & BPR
• Six Sigma is a systematic method for enhancing business
processes
• Involves various techniques to determine what’s making
manufacturing process slow down
• How you can eliminate delays & improves the process.
3.
Understanding Six Sigma
SixSigma is a disciplined, data-driven approach for eliminating defects in any process. The key concept
revolves around achieving a standard of only 3.4 defects per million opportunities, which sets a high-quality
benchmark across various processes.
Definition of Sigma
A statistical measure
representing standard deviation.
1
2
3
Defect Rate
The target is to achieve only 3.4
defects per million opportunities.
Quality Standard
Establishing stringent quality
standards in processes.
Six Sigma Belts& Roles
White Belt
Yellow Belt
basic knowledge
project assistance
Green Belt
small project
leadership
Black Belt
expert leadership
Master Black
Belt
Six Sigma Belts & Roles
White Belts
• Have Basic Knowledge Of Six Sigma but not a member any project related with six sigma
Yellow Belts
• Supports the project by creating process map, collects data to be analysed , understand fundamental tools &
techniques.
Green Belts
• Have strong level of Six Sigma knowledge which moulds them to accompany the black belts and
contributes 30-40% in projects.
Black Belts
• Leader of the Six Sigma Projects which requires certification & successfully led
atleast 2 projects.
Master Black Belts
• Mentors of Green & Black Belts
• Have advanced six sigma knowledge & manages process
improvement at organization level.
Employee
Quality
Engineer
Project
Manager
Manager
Director
Of Operation
8.
Six Sigma’s Methodology
Whatissues we are facing , what
opportunities for improvement are
needed , what is customer
requirement
We determine here , how process is
performing currently in its unaltered
state.
Also , identifying No. of products
manufactured , time required for
manufacturing , etc.
We have to determine what type of
defect is caused in our product by
analysing previous data
Make changes to main product &
ensure , Defects are addressed.
Making regular adjustments to
control new processes & features
9.
Example
Let us consider, we have a car manufacturing company but its currently facing losses due to its low sell production & problem
in windshield wiper quality
Finding why cars had varying
windshield wiper quality & how to
optimize the current process to
manufacture more cars.
Define
Determine No. of cars that are
manufactured in a day , time taken to
manufacture/assemble a product.
Also , No. of defected product.
Measure Analyze
Machines that installs the Wiper was not
performing as it supposed to work. The
production taking much longer since car
chassis was moved from one place to
another.
Improve Control
Faulty Wiper attaching machine is replaced
by new machines & wheels are attached at
initial stage to decrease production time.
Making regular adjustments to control new
processes & feature , controlling production
time with higher efficiency
10.
Case Study -Toyota Six Sigma Success
• Variations and inefficiencies in
production lines
• Rising defect rates affecting
overall vehicle quality
• Need for maintaining consistency
while minimizing manufacturing
costs
• Demand for enhanced
productivity without
compromising Toyota’s reliability
standards
• Reducing process variation to
ensure consistency in production
• Eliminating defects to improve
overall product quality
• Data-driven decision-making to
identify the root causes of
inefficiencies
• Applying the DMAIC process to
systematically improve specific areas
of production
• By collecting and analyzing data,
they reduced problems and areas of
waste, leading to optimized
workflows and more reliable
production outcomes.
Before Applying Six Sigma Six Sigma Implementation
11.
Case Study -Toyota Six Sigma Success
1. Increased Production Efficiency: Streamlined processes and faster
production cycles
2. Reduced Defects: Fewer defects per vehicle → higher customer
satisfaction
3. Cost Savings: Less waste, improved utilization of resources
4. Sustained Improvement: Reinforced Toyota’s continuous improvement
culture (Kaizen)
Results Achieved
1. Strengthened Toyota’s global reputation for quality and reliability
2. Became a benchmark in Six Sigma and Lean synergy
3. Encouraged cross-departmental collaboration and data-driven
improvement initiatives
Broader Impact
12.
Benefits of SixSigma
Improved Customer Satisfaction
Products meets expectation
Increased Profitability
Eliminates rework, scrap & quality issues
Enhanced Decision Making
Uses data & statistical analysis
Continuous Improvement Culture
Reduces variation with fewer
defects
Enhanced Operational Efficiency
Streamline workflows & minimizes
waste
More Employee Involvement
Team-based projects improves
accountability & skill development
13.
Applications
Enhancing lab processesaccuracy with improved productivity & quality of experiments
Reducing defects in products and less rework , improved product quality to meet expectation
Reducing bugs in software using DMAIC , Higher reliability & performance
Improved reliability of power system & equipment calibration with better energy efficiency
Reducing delays , optimizing logistics & on-time delivery with improved efficiency
Customer-support response , faster service & higher customer loyalty
14.
Decisions are basedon measurable data
Step by step improvement path
Works across departments & industries
Cost saving & productivity improvements
Belt – based system
Sustainable quality culture
High Training Costs
Time-Consuming
Employees resist to adopt new techniques
Works best with measurable , repetitive
processes
Too Statstical
Can ignore something creative
Advantages Limitation
15.
Conclusion
Why Industries AdoptThese Method ?
Why Six Sigma Is Important In Industrial Management
• To minimize waste and defects, ensuring consistent product quality
• To make data-based strategic decisions and improve reliability
• To reduce costs while maximizing productivity and customer satisfaction
• Builds a culture of continuous improvement and accountability
• Aligns production processes with strategic business goals
• Enhances efficiency, profitability, and global competitiveness
• Ensures sustainable growth through systematic process control and improvement
