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Mastering Six Sigma Principles for Business Success

Learn the key elements of a Six Sigma program and how to apply them to any business process. Explore the five-step process for successful Six Sigma programs and discover important drivers for implementation success. Understand the strategies, disciplines, and tools of Six Sigma that focus on customer needs, process simplification, employee productivity, and achieving better business outcomes. Dive into concepts like process variation reduction, process capability improvement, problem nature identification, and process correction. Follow the five-step Six Sigma process: Define, Measure, Analyze, Improve, and Control to drive continuous improvement. Enhance your understanding of process capability analysis, cause-and-effect matrix, and process flowcharting techniques. Discover how to monitor and maintain high performance levels with monthly performance reviews. Improve processes, make data-driven decisions, and achieve quality enhancements through Six Sigma methodologies.

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Mastering Six Sigma Principles for Business Success

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  1. Six Sigma Programs • Students should be able to: • Describe the key elements of a Six Sigma program and how they can be applied to any business process. • Explain the five-step process for successful Six Sigma programs. • Identify the important drivers for successful implementations of Six Sigma.

  2. What is Six-Sigma? A strategy. . . discipline. . . . a set of tools that: • Focus on and deliver what the customer wants • Simplify processes and close gaps in capabilities • Improve employee productivity and satisfaction • Achieve better business results…market share, revenue and income

  3. Key Concepts of Six Sigma Six Sigma focuses first on reducing process variation and then on improving process capability.

  4. Why Variability is Important Nominal value Six sigma Four sigma Two sigma Lower specification Upper specification Mean

  5. Process Capability Nature of the Problem Six Sigma Methodology identifies Processes That Are Off-target, and/or Have a High Degree of Variation, and Corrects the Process

  6. Six Sigma: A Five-Step Process D - M - A - I - C • Define--Identify the gaps between competitive priorities and competitive capabilities. • What is a defect? • Scope • Deliverables • Team composition • Steering committee • Goals

  7. Six Sigma: A Five-Step Process D - M - A - I - C • Measure — quantify the work the process does that affects the gap. • Process flowchart

  8. Pricing Process

  9. Six Sigma: A Five-Step Process D - M - A - I - C • Analyze—determine the drivers for optimal outcomes and establish procedures to make the outcome routine. • Process capability analysis • Cause and effect matrix

  10. Incapable Processes Process average Nominal value Lower specification Upper specification Off Target Nominal value Lower specification Upper specification Too Variable

  11. = x – Lower specification 3s , = Upper specification – x 3s Capability Measures Target Value Variability Capability 1.00 Three Sigma 1.33 Four Sigma 1.67 Five Sigma 2.00 Six Sigma Cpk = Minimum of Process Capability Index

  12. Capability Measures Target Value Variability Capability 1.00 Three Sigma 1.33 Four Sigma 1.67 Five Sigma 2.00 Six Sigma Upper specification - Lower specification 6s Cp = Process Capability Ratio

  13. Cause and Effect Matrix

  14. Sales Data

  15. Six Sigma: A Five-Step Process D - M - A - I - C • Improve—modify or redesign existing methods to meet new performance objectives • Decision guidelines • Escalation process • Exception codes

  16. What Continuous Improvement Looks Like

  17. Six Sigma: A Five-Step Process D - M - A - I - C • Control—monitor processes to make sure high performance levels are maintained. • Monthly performance reviews

  18. GE Early Dispute Resolution Process • What are the competitive priorities for the EDR process? • What is causing us to miss the competitive priorities? • What process measurements would you suggest?

  19. GE EDR System Business Unit Attempts to Informally Resolve Conflict Yes Resolution Reached? No Further Action Necessary ConflictNoted No Refer to Legal Group: Level 1: Private Resolution • Form DR Team • Evaluate Case • Select DisputeResolution Vehicle/Review • Ongoing Discussionw/Opponents Resolution Reached? Yes No Further Action Necessary No Level 2: External Facilitation Yes ADR Process (Mediation, Negotiation, Arbitration; Mediation Preferred) Resolution Reached? No Further Action Necessary Convene for ADR No Yes Resolution Reached? Level 3: Public Adjudication No Further Action Necessary Litigation No Appeal

  20. Summary • Everything we do is a process that can be defined. • Every process can be broken down, measured, and analyzed • into its component parts and therefore can be improved by • focusing on what is critical to the customer’s perception of quality. • To be successful, the entire process and any improvements must • be continually measured and controlled. • Drivers for success include a corporate culture institutionally • committed to the notion of change, a profound commitment to • quality in everything the business does, and strong leadership.

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