iSixSigma

Tell me about that 6 Sigma

Six Sigma – iSixSigma Forums Old Forums General Tell me about that 6 Sigma

Viewing 100 posts - 101 through 200 (of 205 total)
  • Author
    Posts
  • #84840

    S.A.BENEDICT RAJESH
    Member

    What is Six Sigma? Explain the Six Sigmas.

    0
    #84841

    S.A.BENEDICT RAJESH
    Member

    Why is it called Six Sigma?

    0
    #85277

    shilash
    Member

    Tell me details of Six Sigma, What?, Why required, How to get, what is time period, where to approach,

    0
    #85660

    Angshu Chakraverty
    Participant

    Hey, would someone who is in implementation please write the truth and applicability of 12- Sigma. I want to know whether 12 sigma has actually been achieved and implemented?

    0
    #86390

    ww
    Member

    said, if you cut a steel rod 1″ long and spec. is 1″+-10″
    the machine you use is a normal lathe.
    12-sigma is very easy.
    but, in real world, 12-sigma even 3 sigma is very difficult to achieved.
    the spec is real world is more likely 1″+-0.005″

    0
    #88478

    Zeynep
    Member

    From the beginning what consultants do to reach the goal of 3.4 (or is there any resource you could suggest that has more detailed information about six sigma process?) Thanks

    0
    #88479

    john beaudoin
    Participant

    Consultants will not get you to 3.4 defects per million opportunities unless they know your business better than you do.  Also, this 3.4 DPMO is not something that can happen in the short term.  It takes many iterations of continuous improvement in small steps to get there.  You will need trained employees in statistical approaches to solving busieness problems.  A book will not be sufficient. You will need to hire blackbelts and champions if you are starting fresh, or will need to initiate a slow process of training company management and key personnel.   One reference I know of is the Air Academy Associates in Colorado.

    0
    #89313

    md leakot ali
    Participant

    why it’s called 6 sigma?why sigma used for?

    0
    #89314

    venkatesh
    Member

    hi
    Pl send Info

    0
    #89601

    Pavan
    Participant

    i want atotal statement of six sigma in management .
     

    0
    #89604

    anon
    Participant

    I want my MTV

    0
    #89606

    Praveen Gupta
    Participant

    Six Sigma was named according to the expected quality level that was determined based on benchmarking performed in 1986.
    Six Sigma, that started as a quality improvement methodology, has become an strategy to improve profitability through dramatic improvement of business processes.
     
    Praveen

    0
    #89610

    Cone
    Participant

    Praveen,
    Six Sigma is not a Strategy. The strategy is to bring efficiencies to our business. Six Sigma is just a name attached to a philosophy and a set of tools and is in no way complete.

    0
    #89611

    Reigle Stewart
    Participant

    I do fully agree the idea that “six” as in six sigma
    was partially based on benchmarking data that
    was gathered and analyzed by Motorola in the
    mid 80’s. As an example … the data showed
    airline baggage handling to be about 4 sigma
    and airline fatality rates to be about six sigma.
    This was some of the original benchmarking
    data points. Building on this data it is
    interesting to report that only a few data points
    was around the 6 sigma mark … the vast
    majority was about 4 sigma. So this is only a
    part of the reason why “six” was determined to
    be the “right” number. I also happen to
    personally know that another source for “six”
    sigma was related to the assignment of safety
    margins (guardbands) during the course of
    design engineering. This is what Mr. Bill Smith
    and Dr. Harry was working on in the mid to late
    80’s. If a 25% design margin is to be enforced
    during and following the assignment of
    performance tolerances, it is necessary to
    select a 6 sigma capable process in the
    beginning. Why? If there should be undetected
    sampling error during process qualification the
    “worst case” bias would be 4 sigma capability
    (the margin would drop from 50% level … 6
    sigma …. to a 25% level … 4 sigma) assuming
    a typical sampling plan and alpha risk. If you
    work through the math you will see the “general
    guideline” for initially starting with a 6 sigma
    level of capability to eventually ensure and
    assure a minimum level of 4 sigma (25% safety
    margins). Also you will see that a 6 sigma level
    of initial capability is required to achieve a pre-
    defined level of product reliability (mean-time-to-
    failure) if certain “common circumstances” are
    encountered during product operation. There is
    a very interesting statistical relationship
    between 1) in-process defects and process
    capability 2) process capability and sampling
    error 3) sampling error and design margin and
    4) design margin and the instantaneous failure
    rate (lambda) and 4) lambda and cost of poor
    quality. By evidence of their work during the mid
    80’s Mr. Smith and Dr. Harry began to
    collaborate on a wide array of statistical
    engineering ideas related to the improvement of
    product reliability, quality and customer
    satisfaction. A lot of this work come to be
    embedded in the course called “Design for
    Manufacturability.” What is now called “design
    for six sigma” DFSS is largely based on this
    initial work.

    0
    #89699

    umar ali
    Member

    i want to know in detail about six sigma. plz help me.
     
    umar ali
    india

    0
    #89700

    ROSS
    Member

    Umar,
    Begin reading this site. Start with the “New To Six Sigma?” link to the left in the blue bar. Read, read, read. Then go buy a few books and read some more.
    Alternatively, you can sign up for a green or black belt training course. If your company doesn’t pick up the tab, then you will have to.
    In either case, no one has the time to educate you for free (except for isixsigma articles). and no one is going to spoon feed you the answers of how to implement it in your area. It requires work, dedication and diligence.
    Good luck in your pursuit. The rewards are tremendous.
    Tony

    0
    #89837

    Narendra
    Participant

    What is 6 sigma? What’s the 6 stands for ? How it will help for Software industry?
     

    0
    #90564

    Akhi
    Participant

    Mr. Sambuddha, I do Agree with your “Generalisation”, but only to the extent that what you are actually driving at is true to all the concepts of the world. Be it Fashion, Technology or any other walk of life…. Everything “EVOLVES” and for better. And hence the STRUCTURED approach to Problem Identifiaction and Solving that, SIX SIGMA Concepts and Methodologies (DMAIC and DMADV have provided is not the brain child of some “GULLIBLE” Business Leaders ) but rather is a Evolution of and Amalgamation of all the benefitial tools from Creative Thinking and Statistical Analysis into an Organised Approach. IT IS POPULAR BECAUSE OF – Simplicity and Comprehensibility

    0
    #90574

    McNabb
    Participant

    I love the idea of an “elevator speech”.  I’ve encountered that situation quite a few times.  I think my responses are either too long-winded (in those cases I actually see their eyes glaze over) or too vague (they think, lets get out of here fast before she goes into more detail.)  We’re just starting our program and I really need to inspire people to love this program in an environment that doesn’t like too much change. 
    Can anyone suggest a 2, possibly 3 sentence shpeel?  And something that sounds natural, not recited from a text book.  I think there are people out there who understand what I’m talking about.
     
    Thanks 

    0
    #90594

    Raja Setlur
    Participant

    How about this ;-),
    In the beginning all was Variation in Processes.  Taguchi saw that Variation was evil and caused Loss. He then created angels like Bill Smith and gave them the power of Measurement and of Statistics. He then said unto them “ Go forth and analyse the Causes of Variation, Measure the Standard Deviation and Design Experiments to determine y = f(x). Bill Smith and other angels did so and Lo and behold! – Root Causes were identified, Variation was  reduced and the bottom line shewed a dramatic improvement. Forget not to Control the good that thou hast caused! And the world rejoiced and said Hail Six Sigma!
     
    (With apologies to Christians)

    0
    #90658

    Sanjay Tayal
    Member

    please tell me that what is 6 sigma ? and why it is named as 6 sigma?
    and tell me its features, importance, advanatages and disadvantages in a software company.

    0
    #90716

    Kool
    Participant

    Hi ,
    I’m going on a limp here and assume that some out there is actually interested the real deal.
    Per any basic statistical text
    Sigma- one of the 2 parameters that defines a normal distribution ,the other being mean.
    -Normal process-assumption is any mfg or otherwise process that is stable behaves only under random error.
    -Therefore the measurement taken of a normal process should fit a normal distribution. 
    – A normal distribution have 99.73% of the values within +/- 3 sigma.   Therefore if your customer spec. is set at +/- 3 sigma, 99.73% of your part will be acceptable.
    – If however you are able to improve your process such that the customer spec. is  at +/- 6 sigma, chances are 99.99998% that your part will be acceptable, which is close to perfection. (0.2ppm)
    (What about that 3.4ppm ,1.5 sigma shift thing?)
    – Remember I said normal process with assumption of random error.
    – Apparently, Motorola assumes that due to field conditions, the quality will deteriorate over time resulting in a 1.5 sigma shift-systematic error.  So go and punch up a calculator.  Normal Distribution at +/-4.5 sigma is
    99.99966% (3.4ppm). 
    – Six Sigma Strategy – Originally a 4-step process by Motorola to acheive 6 sigma quality.
    Measure-Analyze-Improve -Control.
    – Similiar to TQM/PDCA cycle.
    K
     

    0
    #91287

    Pipkin
    Participant

    The program seems more cliché that substantive.

    0
    #91902

    Alli
    Participant

    That is quite possibly the best and funniest elevator speech I’ve ever heard.  Wonderful!  I plan to use it, and give you the credit.

    0
    #91957

    Raja Setlur
    Participant

    Alli,
    Thanks! I thought my speech sank like like a stone.
    I am glad you like it!
    Raja

    0
    #92438

    vivian
    Member

    Hi! I want to know what does Six Sigma stands for. Is it the normal distribution curve and the three standard deviations above and below the mean?
    Thanks for your prompt answer.
    Cordially,
    Vivian

    0
    #92440

    mcintosh
    Participant
    #93699

    ilaiyaraajha
    Participant

    pl send ans because i am doing project in ug about six sigma

    0
    #93702

    K.M.Date
    Participant

    Three answers: Managerial, Operational and Statistical
    Managerial: ‘6’ indicates a highly superior level of process-performance in the long run (defect/error/mistake, undesirable results in general, of 3.4 ppm, why this?, see statistical definition). Symbol for ‘sigma’ stands to indicate that the more you reduce process-variation, more you get closer to a benchmark performance level of 6.
    Operational: To achieve the level of 3.4 ppm, you must reduce the process- variation in the end result to about 1/12th of the tolerance specified for the end result.
    Statistical: Assuming a shift of 1.5 timed the std. dev., area outside the normal curve is about 3.4/1000000 = 0.0000034

    0
    #95094

    DPatel
    Participant

    Raja,
    After reading approx. 60% of these posts, I came upon your post.  Thank you for that REFRESHING,amusing, and inventive way of presenting the Six Sigma concept!  It was very basic, easy to visualize, and understand.  Even though you based it off of a religeous perspective, it can be altered to fit need.  I will also be using it for easy visualization of the concept.  I will be sure to give credit to it’s inventive author!
    DP

    0
    #95127

    Raja Setlur
    Participant

    Patel,
    Thanks. You are the second person to convey your appreciation. That is encouraging.
     
    Raja

    0
    #95160

    John J. McDonough
    Participant

    Raja
    I apologize for not giving you an attaboy for that.  At the time you originally posted it, I liked it enough to pass on to my Black Belts.  Good job!
    –McD

    0
    #96026

    saurabh
    Member

    WHAT IS SIX SIGMA? GIVE ME A SINGLE LINBE ANSWER.

    0
    #96027

    melvin
    Participant

    Here is your single line answer:
    https://www.isixsigma.com/dictionary/Six_Sigma-85.htm
    But be aware that if you boil everything down to single line answers, you’ll have nothing but evaporated residue. Who does that benefit?
     
     

    0
    #96365

    paklight
    Participant

    what is called six sigma,what does the number six stands for?

    0
    #96380

    Mikel
    Member

    The number 6 stands for the integer that comes after 5 and before 7 in a base 10 system.
    It also describes the desirable margin between a process mean and customer dissatisfaction. The units are standard deviations.

    0
    #96382

    Gabriel
    Participant

    In fact, 6 is between 5 and 7 in any system base 8 or more. Taht icludes a base 10 system such as the one you mention, unless that “10” of the base was in base 2 (binary)!
    :-)

    0
    #97169

    Ripley
    Member

    Our Business is changing fast. We must keep up to assure survival. To accomplish this we will be using this initiative called Six Sigma to gain improvements. Our CEO personally endorses this change initiative and I will serve as the local champion for the top-down deployment of this tool. We will be focusing on our most important business issues. · Several respected firms have profitably employed six Sigma: Motorola, General Electric, Nokia, etc. We will use the Six Sigma methodology structure to analyze our business issues. Define the problem in objective terms. Measure the process output performance. Analyze the problem to identify causes of variation. Improve output of processes by shifting performance to the target and reducing variation. Control the process performance to assure predictable results. · To be successful, will require that all employees be involved by participating on teams, supporting data collection and analysis, and implementing change. This improvement program will affect everyone in all processes — not just production, but all business processes as well. We will start soon by training specialists who will facilitate improvement projects in small teams and work with business areas to assure profits.

    0
    #97174

    K.Sathya Narayanan
    Participant

    Hi,
    A short definition of Six sigma
     
    Six Sigma is a disciplined, data-driven approach to process improvement aimed at the near-elimination of defects from every product, process, and transaction. The purpose of Six Sigma is to gain breakthrough knowledge on how to improve processes to do things BETTER, FASTER, and at LOWER COST. It can be used to improve every facet of business, from production, to human resources, to order entry, to technical support. Six Sigma can be used for any activity that is concerned with cost, timeliness, and quality of results. Unlike previous quality improvement efforts, Six Sigma is designed to provide tangible business results, cost savings that are directly traceable to the bottom line.
    ——————————————————————————————————–
    In bullet points.,
     
    The Definition of Six Sigma must is.,
    > Customer Focused
    > Essential to have Top Management buy-in and sponsorship.
    >Process Improvement aligned to Organisational Goals.
    >Project based improvement with accountability measure by data (MBD)
    >The breakthrough strategy based on “Shewhart Cycle”
    >$Dollar $ focused.
     
     
     
     
     
     
     
     

    0
    #97237

    naveed shah
    Participant

    Jet engine manufacturing example is great – and readily understandable, especially when you travel a lot!!! you want it to be perfect!!!!

    0
    #97683

    Alan Tan
    Participant

    6 Sigma – Does it mean +/- 3 Sigma or +/- 6 Sigma ?
    12 Sigma – Does it mean +/- 6 Sigma ?
    As I recalled.  6 Sigma is a tool to measure process capability, just a statistical calculation – Process Capability study.  The whole point is not about achieving 6 Sigma but rather to continuosly striving for 6 Sigma (near perfection)- looking for a way to improve the quality, effectiveness and cost for manufacturing.  Hence working towards zero defects.  It is how you set you mind – half full or half empty methology.
    There is not time limit to how far and how long you take as long as you can show that in statistical process and the result shows an improvement.
     

    0
    #97689

    Cao
    Participant

    Alan:
    6 Sigma means +/- 3 Sigma, since the Gauss (Normal) distribution is symmetric around its mean value, which happens to be zero. That makes it 3 Sigma to either (left and right) side of its mean value.
    SS implies a total commitment from an organization towards certain strategic, long term goals that its top management has realized that can only be achieved through an SS program.
    It is a Program and not a project, so it does not have a time constraint. But each new SS initiative within each sector in any given organization with an SS Program must have a certain timeframe for its own control cycle. SS is data-driven, and time is a major input to it.
    Cost happens to be a frequent improvement goal, but it should be competitive advantage the main driver for any SS Program.
     

    0
    #97691

    Mikel
    Member

    Hey genius, 6 sigma is +/- 6

    0
    #97692

    Cao
    Participant

    Oops !
     

    0
    #97709

    mman
    Participant

    Just because Cp (Capability index) is equal to USL-LSL divided through  6 Sigma  (one sigma is equal to process SD),the optimum result of this formula should be above 2,that means a  (very) stable and capable process .
    good luck…..MMAN

    0
    #97713

    mman
    Participant

    I agree with you mathematical-wise,but  “conceptual-wise” I like the “cultural change stages that lead GE to Six-Sigma Quality:1.Works-outs  and the “RAMMP”Matrix/2.best Practices/3.Process Maps/4.Change Acceleration(CAP)./5.Strategic Initiative/6.Making Customers Winners and stage 7:Six-Sigma Quality  (DMAIC…etc) as a “stretch goal”,using all the quality and management tools.Do you agree with me?kind regards.    MMAN  

    0
    #97715

    john beaudoin
    Participant

    Note: You are commenting on an e-mail from 2 years ago.
    GE, I’m sure has made several changes since my last response and our company has as well.  The culture change you refer to at GE has absolutely nothing to do with “Why it is called 6-Sigma” and has nothing to do with somebody saying that more than 6-Sigma is not achievable as I have discussed this issue with a GE blackbelt in person.
    What really made 6-Sigma implementation at GE be so successful was the leadership, Jack Welsh at the time, and his commitment to it.  This commitment included  executive orders such as:  No manager will be promoted unless he/she becomes a Greenbelt.  6-Sigma was instilled as a directive in all leadership and thus all activities in the business.  Now that this leadership has passed, and this has happened in my company as well, 6-Sigma is starting to fade. 
    Note: Companies that have been touting 6 Sigma for more than 5 years are not very vocal about it any more.  New training is stopping, etc.  Perhaps the tools are being used every day in some business decisions, but less formal projects are being completed and more focus is being put on supporting only key corporate objectives. 
    Where you continue to hear excitement about 6-Sigma are in the companies that are just now getting on the band-wagon for the first time.  I have a theory that after 5 years of 6-Sigma, all of the big pay-off low-hanging fruit projects are completed, and when it gets harder to find big cost reductions, management moves its attention away from 6-Sigma instead of realizing the gains it can provide in terms of customer satisfaction and new revenue generation.  Management looks continues to use the old processes with this regard.

    0
    #97735

    Bill Ahls
    Participant

    John,
    I disagree with the point you make about the popularity of Six Sigma waning as a result of the eradication of the low-hanging fruit, primarily because Six Sigma is not a tool designed for going after the low-hanging fruit. Quite the opposite its strength lies in taking a structured approach to addressing the variation in the high-hangers or opportunities that are less well defined. I absolutely agree with you in that the leadership of Jack Welch was predominantly responsible for the success of Six Sigma but I also support the notion of leadership substitutes theory that (among other things) claims that a transformed culture that truly embraces change over a sustained period of time can eventually act as a substitute for effective leadership and as such reduces to some degree the need for a “Jack Welch” at GE – in other words, the need now is not as great as the need was in the past because the predominant culture fills the void. My understanding is that this is somewhat the case at GE but I have little other than case studies to go by. Further, what supporting evidence do you have to back your claim of:
    “Companies that have been touting 6 Sigma for more than 5 years are not very vocal about it any more.  New training is stopping, etc.  Perhaps the tools are being used every day in some business decisions, but less formal projects are being completed and more focus is being put on supporting only key corporate objectives.”
    I have not seen this at GE, Moto, or any other but it may in fact exist and I would definitely be interested in tangible examples.
    Bill

    0
    #97736

    Mikel
    Member

    Bill,
    If you don’t see what John is talking about at Motorola, you either don’t understand what they have become or what they were. They have completely lost the culture at the leadership level (10+ years ago with Bob Galvin leaving the corporate champion role) and are trying to get it back. They have not got it yet. They told the analyst that they would save several billion in 18 months about 12 months ago and then proceeded to role out some amatuer TQ looking thing called DSS. Want to take bets on how it was received with the people who knew what it used to be like?

    0
    #97738

    Bill Ahls
    Participant

    Stan,
    It’s more the former with a touch of the latter – I definitely have not been in touch with the goings-on at Motorola lately. Sounds to me like they never suceeded with any level of culture change (or it could be the Malcom Baldrige curse) :)

    0
    #97742

    mman
    Participant

    I’m really very surprised.This could frustrate many people ,who believe in Six-Sigma..What about the desire and enthusiasm?
                                                      kind regards,   MMAN

    0
    #97749

    john beaudoin
    Participant

    I think you have missunderstood the context of my theory.  You are absolutely correct in identifying that the strength of 6-Sigma is its ability to identify “hidden” costs and improve quality and customer service to the point that a competative advantage can be obtained by a company that because of the culture needed to support such a process, be non duplicatable.
    My theory is that most top management are going to continually prioritize their initiatives, strategies, competitive responses, share holder concerns, etc.  These managers read some trade magazines, Wall Street Journal articles, and some management books touting examples of companies that have had success with 6-Sigma.  These managers then get interested and assign some people in the organization to put something together to start some initiative withing the company.  What immediately happens is that people get trained and projects start rolling in to tackle the more simple projects that can be used in training.  For the first few years, many projects average $75K/project in cost savings.  Once a few million in savings has been attained, and it gets harder to come up with new areas for savings, or people aren’t given the necessary time to work on projects, possibly due to the downsizing of the work force that has taken place over the last couple of years, management will start focussing on other issues that they don’t see six-sigma has a connection with.
    Please do not assume I am saying this should happen, or is a good thing, because I think companies make a big mistake at this point.  It is the company that realizes 6-Sigma is an important part of the culture and can be used for items well beyond cost reduction such as improving marketing efforts, analyzing survey data, revenue generation, customer satisfaction, etc. that will truely succeed and have a unique competitive advantage.
    As a trained blackbelt, a person who has completed more than 20 6-Sigma projects over the last 5 years, as an engineer, and an MBA student who has 14 years of work experience with a Japanese company and 2 of the largest companies in the U.S, I am not just throwing stuff on the wall to see what sticks.  I have seen this evolution in companies with my own experience.
    Go to Motorola’s Web Site and tell me where you find 6-Sigma mentioned.  They don’t even call what they are doing 6-Sigma anymore.  A search on their site turned up the last item with “6 Sigma” published in May 2003.  GE on the other hand is still very active in 6-Sigma.  But remember, Jack did a lot to get GE into the mindset of 6-Sigma and went to the point of almost penalizing employees that did not embrace it.  They turn over 20% of their workforce every year, and they have immediately indoctrinated any new employees into their 6-Sigma culture.  Not too many other companies are willing to do that or have the top management support to do so.  This is why GE will continue to have a competitive advantage.

    0
    #97758

    Mike Carnell
    Participant

    mman,
    There was Demand Flow Technlogy as well.
    Regards,
    Mike

    0
    #97783

    Et Al
    Participant

    6sigma is one of the greatest marketing ploys developed by consultants capitalizing on the problem solving tools and techniques developed over the past quarter century – it sells cause the tools do work, even though 6sigma has packaged it very poorly – they sell it first to the top executives who just love all the pretty window dressing, and then who’s to argue if thats what they demand – after all the tools still work and the managers seem happy behind the curtains – the shame is in the waste of it all, that window dressing sure is expensive – its the year of the consultant, laughing at you all the way to the bank.

    0
    #97789

    Mikel
    Member

    Et Al,
    What is a better way to do this?

    0
    #97790

    Bill Ahls
    Participant

    Point well taken. I actually went back to Motos website yesterday after reading Stan’s post and was amazed by the lack of a Six Sigma presence. I did find a little in 2004 but all within their Brazilian operations. Amazing.
    One of the first thoughts that comes to my mind is why does a company like GE have greater long-term implementation success than did Motorola? I would surmise that its related to strong transformational leadership (Welch). I imagine the next 10 years will tell alot as well.

    0
    #97794

    Mikel
    Member

    To say GE has a better long term is way premature.
    Motorola sustained a great effort from 1979 to the mid 90’s. They compete in very competitive markets.
    GE is in their 8th year of implementation and are in relatively uncompetitive markets.
    What I mean by competitive is you can’t survive with sigma levels < 5.
    GE does not have any businesses running this well and they dominate the markets they are in. Even with all the hype around GE, the actual achievement is still minor league. Just remember they already dominated every one of their markets even before starting this. Motorola had lost almost every one of their markets before starting this.

    0
    #97828

    Mike Carnell
    Participant

    John,
    I am glad you stuck the ‘I believe ….” on a bunch of this stuff. You usually put up some pretty good stuff but I believe you are out in the weeds on this one. Understand that doesn’t make either of us right or wrong.
    There is no relationship between “low hanging fruit” and the existence of SS. Actually the thing that typically give me cold shivers when I get somewhere is the person that always stands up and goes “that won’t work here. We have been doing ___some initiative___ for ___ years and the low hanging fruit is gone.” That is the first indicator they are screwed up. I got the same story in a large company in Japan and offered to the Board to jump out of the 20 something floor if we couldn’t get a million or more out of each factory. They had been at the CI stuff longer and more earnestly than most companies & I’m still here.
    We listened to a couple egos tell us in January 1998 that they were going to kill it at the end of the year because it had run its course. Didn’t happen.
    It will run a lifecycle just like TQM. It is a toss-up if the tool zombies or the Yuppies will emasculate it first.
    There is still lots of time to crank out some really good deployments before the sky falls!
    Regards,
    Mike

    0
    #97833

    john beaudoin
    Participant

    Mike,
    I posted much over the past year, but it is amazing how some of my insights have stood the test of time in this topic coming up again.
    Keep in mind that I have started this year with simply stating a theory as to why top management at many companies has trouble sustaining the gain of 6-Sigma based on actual observations, including the evolution of 6-Sigma at my company over the last 5 years.  Theories almost always stay theories until disproved, and so far, no one has offered any evidence to disprove mine, although there seems to be some agreement that the future of GE is still not entirely tested as Motorola has been.
    My tone is one of great dissappointment as I thought this would not happen to my company 2 years ago, but I think I can say that one of the key differences in implementation at my company from implementation at a GE was the pressure put on all management levels to embrace and train in 6-Sigma.  After 5 years of company involvement, we still have a large percentage of managers who have either not received any training or went through training, but never utilized the tools, got certified, or worked on any projects.  Lay-offs and reorganizations have had a detrimental impact on 6-Sigma at my company as well, and I imagine at other companies too.  When it comes down to laying off someone that physically gets product to the customer or takes an order, the guy in the office making charts and graphs looks like the first place to cut.  I don’t agree with the logic, but I’ve seen it.
    I foresee that things will change as the economy improves, as companies struggle to find a competitive advantage over close competitors, and when resources become available to pour into improvement.  With the large number of companies out there, I’m sure some can be found in all various stages of recovery and decline.  One thing is for sure, I do not think 6-Sigma will die like TQM, at least not until some incredible breakthrough in analysis is invented, but just as 6-Sigma uses many of the TQM tools, any new methods will use many 6-Sigma tools I’m sure.

    0
    #97917

    Van Pham
    Member

    How are you doing Billy Bear?  Still at SLR?

    0
    #97919

    Bill Ahls
    Participant

    Hey Phamster! No, our entire dept got “impacted” last July and now I’m at EPB in Chattanooga. Still at Staktek?

    0
    #97920

    Bill Ahls
    Participant
    #98202

    sloxl8
    Member

    Smells like congruence model.

    0
    #98630

    Sajith Parlikad
    Member

    Highly creative, informative and hilarious!! I believe this would be something  that any engineer can use to explain Six Sigma to their operators on the floor (a little tweak might be warranted).
    Thanks for posting this.
     

    0
    #98960

    AT
    Participant

    Dear Reigle Stewart:
    Your response to the question was the most compelling .  Would you please refer me to your sources, particularly to the name, “Design for Manufacturability?
     
    Thank you!
     

    0
    #98961

    AT
    Participant

    Dear Sr. Master Black Belt Bramwell:
    Thank you for your straight response.  Would you please define for me (in your words) Six Sigma.  I am word-logged with book definitions.
    Thanks in advance!
    Aaron

    0
    #98962

    SSNewby
    Member

    AT,
    You were probably being a little snotty there, but, the more I think about it – the better it sounds.  “Dear Sr. Master Black Belt Bramwell”.  I’m not sure how you become a Sr. Master Black Belt, but it has a nice ring to it.   I’m thinking I want to be a Grand Sr. Master Black Belt though, and maybe this forum, and MicroSoft  “Certificates”, is the way to do it.  Thanks.
    SSNewby

    0
    #98963

    Darth
    Participant

    Dr. Newby, in recognition of your exceptional postings on isixsigma, I Dr. Lord Vader, with full support of the Darkside hereby appoint you Grand Exhalted Senior Master Black Belt of the Fourth Order.  May your reign be long and prosperous.

    0
    #98967

    SSNewby
    Member

    Dr. Vader,
     
    I am both tremendously honored and utterly speechless.  Fourth Order was well beyond anything I had ever aspired to achieving.  This day, I have arrived   (or at least become even more of the consummate geek than I already was, which is, in itself, quite an achievement).  
     SSNewby PhD Grand Exalted Senior Master Black Belt of the Fourth Order (newly installed)

    0
    #98976

    AT
    Participant

    Hey!  I’m a retired Army veteran strong on protocol.  I respect accomplishment.  No ‘snot’ intended . . . really!  I’m pursuing a MSM and am studying the Sigma thing!  You seemed like a responsible source.  I appreciate your response.  Thanks so much!
    Aaron

    0
    #98986

    SSNewby
    Member

    AT,
     
    Best wishes with your studies.   Anytime you can intertwine academic research and studies with practical interests and applied elements of your work or environment the more rewarding it is.   This web site is one of the best for well-written articles, interpersonal connections, and forum responses and thoughts from practitioners that I have seen.
     
    SSNewby

    0
    #99001

    John J. McDonough
    Participant

    SSNewby
    Congratulations on your appointment to Grand Exalted Senior Master Black Belt of the Fourth Order, (in italics no less) a most worthy and deserved achievement!
    –McD
     

    0
    #99002

    John J. McDonough
    Participant

    Aaron
    I have to second SSNewby’s comments.  There are a lot of very sharp folks here who provide terrific insight.  Although once in a while things do head off into the weeds, its really pretty uncommon.
    The successful belt will be constantly looking for ways to improve, not only his organization, but himself.  Clearly, you have that attitude.  I’m sure you will be very successful.
    –McD
     

    0
    #99608

    Andy Eales
    Participant

    I do believe that was said by Jim Parnella some 6 months ago! I am that sad that I remember these things.

    0
    #99993

    manju
    Participant

    hi all,
    i am very new to six sigma please let me know about this.
    * meaing of six sigms (concept origin)
    * its role and importants
    * nature and scope (charecteristics)
    * its applicability etc.,
    manju 

    0
    #99996

    SANDEEP KOUL
    Member

    Dear Manju
    Six sigma is a methodolgy by which you can improve on Cost ,Quality and Delivery which finally lead to Customer Satisfaction.This being a very powerfull Tool,can give amazing results financial gains to the organisation.It was initated in early 80ies by Motorola and there after gained  popularity in many Companies .The difference as compared to other tools is that the results /Gain can be measured and the projects taken by different leadders so called Black Belts need to be completed within stipulated time
    I hope I have tried to convey you using less Technical /Sixsigma terms as  it seems you are new to this feild.  It will be informative if you write about your profession and nature of work.
    Regards
    Sandeep Koul

    0
    #100004

    Yadav
    Participant

    I report to a MBB and I am working on getting my GB with the intention of getting the MBB within 1-2 years. I am looking for some feedback from you guys on the e-green belt training offered by Villanova University and BMG. Which of the two would you choose and then what are your opinions on an online course for green belt vs in-class training.
    Any help would be appreciated

    0
    #100028

    SANDEEP KOUL
    Member

    Dear Ajit
    It is nice to hear from you that you are working as a Green Belt. I am a black belt, as per my experience it is not important to be a GB or BB .You really need to keep on reading and implementing, work closely with you Leader/Bait is really very important that you know all the Tools of SS, where when and how they really need to be implemented to get the maximum out put/results.
    Getting an online degree is just wasting money for a piece of paper /certificate. It is important to be knowledgeable rather then literate.
    Regards
    Sandeep Koul

    0
    #100041

    Mikel
    Member

    What is a Leader/Bait? (third line of your post)
    Is that superior or inferior to a Master?

    0
    #100058

    John J. McDonough
    Participant

    Ajit
    I guess I part ways a little with sandeep here.
    Since you are working for an MBB, I presume you are working on projects and getting some mentoring from the MBB.  If this is the case, then online training can be as effective, perhaps more effective, than in class training for a Green Belt. 
    The key here is to pace your online coursework to more or less correspond to where you are in a project.  Picking something up online, and then applying it in your project, with an MBB handy to guide you, has to be the most effective way of learning the tools.  You really don’t have this flexibility with an in-person course.
    Now, without the MBB to help, and in the absence of a project you can use to apply your skills, then an in-person class will typically be a lot better than an online class.
    –McD

    0
    #100078

    SANDEEP KOUL
    Member

    Dear MCD
    I really appreciate your difference of opinions and the understanding you have, but at the same time as Mr. Ajit is already a six sigma GB that in itself means that the basic concepts will be clear to him. In addition to this he presently assisting a MBB for different projects helps to implement the learned Tools during GB training and at the same time during the completion of the project will come across new tools which will be practiced by his MBB.
    The key here is the patience and the thirst for learning more and more viz a viz compared to spending large amount of money for the sake of Certificate. I really have come across some GB who is really at par with BB and trained BB who are not clear with the basics.
    Regards
    Sandeep Koul
     
     
     

    0
    #100079

    SANDEEP KOUL
    Member

    Sorry
    It was Leader / Black Belt
     
    Regards
    Sandeep

    0
    #100095

    John J. McDonough
    Participant

    Ajit said:

    “I am working on getting my GB”
    I, of course, lept to the conclusion he still had things to learn, and wanted to learn them.  I also didn’t see where he as assisting his MBB in projects, although I sort of assumed (hoped?) that.  Maybe you picked that up from another thread.
    Perhaps your point was that the learning is more important than the certificate, and that I agree with.  What I don’t agree with is that online learning is always useless.  In most cases, I think in class learning is likely to be better than online.  But there are situations where online can be better, and it sounds as if Ajit may be in one of those situations.
    I know of one company where the BB/MBB’s have a library of “just in time” training modules.  When a GB is about to embark on a new tool, the BB trots out the training module and delivers training in the tool immediately before the GB is going to use it.  In my view, this is probably close to optimal.  However, absent that resource, the MBB is likely to be pressed to deliver training on the tools to the GB in the manner and timing it is needed. 
    Presuming that he has good projects (and I never saw where he said that), then it is likely that the online training can be better paced to line up with his use of the tools.  This will be far better than sitting in a classroom for a week listening to someone drone on about all sorts of meaningless tools, and then weeks or months later trying to remember what was said.
    But, without the project and the mentoring, the classroom setting can provide exercises and team interaction that will be better at cementing the learning that simply flipping mindlessly through a few CBTs.
    I think we agree on the key issue, though, and that is meaningful learning should be the objective, not the piece of paper.  Sorting out how best to do that really depends a lot on where Ajit is in his journey, and the kind of relationship he has with his MBB.
    –McD
     

    0
    #100150

    manju
    Participant

    Hi Sandeep,
    Thanks a lot for your response. i am in to IT recruiting and it is an end to end job. how can i apply and impliment this technique (six sigma) for this area.
    regards,
    manju  

    0
    #100151

    indresh
    Participant

    hi manju,
    well saw your post at the dicsussion forum
    well you may be requiring six sigma rigour (i prefer calling it a rigour) in all your daily activitiesspecifically in IT recruitment you may consider it in the following area
    – reducing the turn around time to hire specific skills set (whichever might be the most difficult)
    – optimising the source mix (sources through which recruitment is carried out)
    – recruited employee alignment with job/role/performance for the first six months
    – reduce cost per hire without comprimising on quality
    rgds,
    indresh
    if required some specific inputs feel free to post it on the site

    0
    #100463

    SANDEEP KOUL
    Member

    Dear
    Methodology to improve on Quality,Cost and Delivery.
    Regards
    Sandeep Koul

    0
    #100634

    manju
    Participant

    Dear Indresh,
    Thanks for your valuable response. i need more help on this. if it possible to decribe it in step by step like how could i use this technique in day by day activities relating to recruitment and i need a person thoughts and experience that who has hands on experience in this area. i hope you can help me in this process.
    feel free to mail me !
    Regards,
    manju 

    0
    #100638

    Lala
    Member

    Manju
     
    fyi
     
    regs
     
    sunil
     
    Dear sir
     
    We are please to announce open house Black Belt training program for the benifit of industry & Quality Professionals
     
    Please replicate this mail to all your Quality friends network
     
    The Black Belt program certification will also lead you to new avenues of business / employment etc
     
    Looking forward to your participation !
     
    regards
     
    sunil chandwani
     
    http://www.bssolutions.org
     
    09810172567
     
    ————————————————————————–
     
         2004 Open House Enrollment Lean Six Sigma –  Black Belt Training
     
     
    Fees : – Rs 72,000 / per person
     
    Program Dates: – June 12 – June 25, 2004 – New Delhi  
     
    Venue : – TBD
     
    Course Intent
     
    ·  The focus in developing Sigma Lean Black Belts is an in-depth
       understanding of Sigma Lean philosophies, theories and
       application tactics for both Manufacturing and service sector.
     
    – The training sessions will equip the Black Belt candidates with the
       requisite Six Sigma tools / Techniques   & also establish competency
       in the DMAIC 12-step Problem Solving Methodology and Lean methods
     
    ·   All the training modules are supported with case studies and
        exercises to enhance learning.
     
    ·   Black Belt Certificate will be awarded to those persons who
        successfully qualify the examination.
     
    Who should Attend  &  Sigma Lean Black Belt Pre-requisites
     
    •    Production ,Quality, Finance ,Customer Service Professionals  can
          attend the course   – Minimum 2 to 5  Years of Industry Experience.
     
    ·    Laptops are required for this 14  days training course(else
         sharing  @1 M/c per 2- 3 persons – Kindly bring your laptops
     
    ·    Fees must be paid in advance prior to course commencement vide
         draft in favor of Business Strategic Solutions Pvt Ltd  &
         Attendance is mandatory on all days
     
    For Consulting & Training Program contact details
    Website : http://www.bssolutions.org
    E mail: [email protected]
    Mb:098101-72567
     
    ————————————————————————–
     
                  Black Belt – Course Curriculum
    ————————————————————————-
     
    I)  Introduction to Six Sigma
     
    – Overview of Lean -6 Sigma Definition / Terms – DPU / DPMO /CTQ /RTY /
      Z value / Big Y etc
    – Financial Indicators – Economic Profit , NOPAT , ROIC , WACC etc
    – Kano’s Model Of Customer Satisfaction, Design & Review of Customer
      Satisfaction Surveys
    – Six Sigma Team Hierarchy – Champions /Black Belt /Green Belt ( Roles /
      Responsibilities )  
    – DMAIC Cycle / Toll Gate – Overview  ( DMAIC 12 Steps Methodology )
    – Team Mgmt Skills  – CAP / ARMI / GRPI
    – Lean Concepts – Kanban / JIT / Kaizen / TPM / SMED etc
     
    II) Exploring  DMAIC Tools    : Define
     
    –  Process Mapping and  Dashboard Measures (Input , Process , Output )
    –  Project Management : How to Select a Project  ( Benefit /Effort Matrix )
    –  Project Chartering & Toll Gate  – How to review – Questioning techniques
    –  Quality Function Deployment ( QFD)
    –   Define Stage : Toll Gate Review
     
    III) Exploring  DMAIC Tools  : Measure
     
    – Cycle Time – VAFA Analysis
    – FMEA – Failure Mode & Effect Analysis ( OSD , RPN  Guidelines ) 
    – CE Matrix ( Rating /Ranking ) 
    – Data Collection Plan
    – Measurement System & Analysis -Appraiser /Equipment variation &Gage R & R
    – Basic Statistics – Variation  Normal Curve / Mean /SD / Quartiles /
      Z long term & Z short term
    – Types of Data – Variable /Attribute data , Sampling plans etc
    – Control Charts ( Variable  – X/R ,Pre Control , I /MR etc
      & Attribute – P, u , c, np  + Multi charts )
    – Capability Analysis – Cp , Cpk , Pp , Ppk etc
     – Measure  Stage – Toll Gate Review
     
    IV)  Basic Minitab Introduction
     
    – Pareto  /  Run chart + X bar /R chart  etc
    – Descriptive statistics / Normality testing / Histogram – Interpretation 
    – Box & Dot Plots
     
    V) Exploring  DMAIC Tools  : Analyze
    – 7 QC Tools & Simple PSP – Problem Solving Process
    – Hypothesis Testing ,CHI SQUARE & ANOVA
    – Regression & Correlation Analysis
    – Minitab application for above
    – Analyze Stage – Toll Gate Review
     
    VI) Six Sigma – How Communication Occurs
           – Video   +  Industry Quality Leaders Interaction
     
    VII) Exploring  DMAIC Tools  : Improve
         – Design of Experiments (DOE) – Terms / Definitions
         – Full Factorial & Fractional Factorial Experiments – Designing &
           Interpretation
         – Central Composite & Box Henken  +  Plackett – Burman Experiments
         – Minitab application for above
         – Improve  Stage – Toll Gate Review
     
    IX) Exploring  DMAIC  Tools  : Control
         – Poke Yoke +  Control Plan
         – EVOP /PLEX /RSM
         – Control   Stage – Toll Gate Review
     
    X) Six  Sigma Project Documentation
       – Project Documentation              

    0
    #100646

    mman
    Participant

    Are you asking others to do your  “home-work” for you?I suggest you to read first all the messages and try to create your own concept instead of asking  for  “ready-made”solution,regards

    0
    #100665

    indresh
    Participant

    dear manju,
    would like you to provide details on what kinda of recruitment you are handling, else what problem area are you trying to address
    feel free to mail me at [email protected]
    rgds,

    0
    #100827

    Ramya
    Participant

    hi
    i went through your reply….
    hmmm… about 6sigma ur the master… what about OEE…
    if u know that jack welch is reteried now can u guess what will be his next move…

    0
    #100951

    MLIU
    Participant

    I cannot agree 6 Sigma = 3.4 ppm defects. Look at the Z table (6 Sigma short term = 4.5 Sigma long term). ppm > 4.5 Sigma = 3.4; and ppm < 4.5 Sigma = another 3.4. Total = 6.8. Therefore 6.8 ppm defect or 99.99932 compliance for a 6 Sigma (short term) process.
    In your quote, you took both side defects ( Sigma) for ppm defects at 1 to 3 Sigma. However, while getting to the 6-1.5=4.5 Sigma, you only took one side of the Normal Distribution Curve.
    Please correct me if I am wrong. Thanks
     
     

    0
    #100954

    hongkeat
    Participant

    Try to calculate tolerence (USL) is 12 sigma,  with mean shifted 1.5 sigma from center of USL and LSL. That is only 1 side 4.5 sigma, and the other side 7.5 sigma (PPM = 0).

    0
    #100957

    MLIU
    Participant

    1. If USL=12 Sigma from the centre, what is the LSL? for a 6-Sigma process, it is 0 Sigma (centre)!. I am afraid you mean USL – LSL = 12 Sigma, i.e.6 and -6 Sigma.
    2. Besides, either the 4.5 or the 7.5 should carry a minus sign.
    3. Assuming the above are correct, still cannot agree with your statement. The 1.5 Sigma shift should both towards the Centre. The one you propose is either both to the left (-7.5, 4.5) or right (-4.5, 7.5)
     
     

    0
    #100958

    Arora
    Participant

    Gabriel,
    Excellent View!

    0
    #100977

    hongkeat
    Participant

    You are right. When I mentioned tolerance I plan to type (USL-LSL) but just miss that. Sorry for that.
    CPL = (mean-LSL)/3sigma and CPU = (USL-mean)/3sigma, both of them should not have negative sign if the mean is within USL and LSL.
    Cpk (min of Cpu or Cpl) is negative when mean is out of USL and LSL. That will happen for very bad capability or spec set wrongly.

    0
    #100978

    MLIU
    Participant

    Thanks for you reply.
    However, the Z table I have is in 2 sections: Z from 0 to 6 and Z from -6 to 0.
    My argument is on a normal distribution process with mean = 0, SD = 1, USL = 6 Sigma from mean (on the right), LSL = -6 Sigma from mean (on the left). I am afraid it’s nothing to do with the Cp.
    Please check the message I posted under separate heading “Is 6 Sigma Really = 3.4 ppm” in this forum. I hope I explain my query more clearly there. Await your reply.
     

    0
    #101005

    MLIU
    Participant

    Dear Hongkeat,
    I am clear now. The 1.5 Sigma shift means the shifting of the whole bell curve either to the left or right. I mistook it as LSL and USL decreased 1.5 Sigma. Thanks for your help indeed.

    0
    #101014

    kyaw min
    Participant

    method of 6 sigma control

    0
    #101031

    john beaudoin
    Participant

    I see you have found your answer in the shift of the bell curve, which is taught in Six Sigma 101 and is the foundation of which all training is built.  Understanding this numerical value is no where near the challenges that await you paduan learner.
     

    0
Viewing 100 posts - 101 through 200 (of 205 total)

The forum ‘General’ is closed to new topics and replies.