BSCIC's SIX SIGMA

INTRODUCTION

YOU CAN HARDLY pick up a news or business magazine these days without coming across an article about Six Sigma. It originated at Motorola in 1987, and its implementation helped the company win the 1988 Malcolm Baldrige National Quality Award. It laid the foundation of Six Sigma, however, with sporadic deployment among relatively few companies.

• In 1994, the tsunami began. AlliedSignal, a 14 billion company lead by Larry Bossidy, applied Six Sigma to his mediocre company with a vengeance. With the
  help of a former Motorola quality expert, Rich Schroeder, Larry established Six Sigma to be clearly a business process and quite effective. He was able to track Six Sigma project activities directly to earnings per share for 1995.
• When Larry convinced his friend, Jack Welsh, Six Sigma would work in GE, the rest is history. Since 1996, Six Sigma was integrated with Lean Enterprise methods, the results were magnificent.
• A major advantage of Six Sigma is it does not have “quality” or “statistics” in its
  name. It is perceived to be a business system that improves the bottom line and only brings in technical details as needed.
• Six Sigma’s simple and effective management structure is one of its strengths.
• Six Sigma’s heroic goal is the elimination of defects from any process, product or service — far beyond where virtually all companies are currently operating. The numerical goal is 3.4 defects per million opportunities (DPMO) while higher levels of defects are associated with lower sigma levels.
• The Breakthrough Strategy is usually presented as a five-step improvement process: define, measure, analyze, improve & control. This is very much like the
  Shewhart plan-do-check-act cycle.
• Six Sigma implementation is top-down: The CEO is usually the driving force, and an executive management team provides the Champion for each project. The Champion is responsible for the success of the project, providing necessary resources and breaking down organizational barriers. Getting upper management Champions involved in the project selection process helps guarantee the projects will have a large impact on the business.
• All Six Sigma projects are rigorously evaluated for financial impact. The CFO is an important member of the executive management team, and most project teams have a member from finance who documents the financial impact.
• It is a business system that speeds up improvement by getting the right projects conducted in the right way. It drives out fear by making employees agents of change rather than resisters to change. It has been successful for the
  companies that have adopted it, and this success will encourage other companies to adopt it.

SIX SIGMA AWARENESS PROGRAM

The Six Sigma Awareness Program is aimed to make you understand how Six Sigma can help your organization to improve the business performance through conducting right projects in right ways.You will know your role in Six Sigma deployment, its roadmap, deliverables, toolkits and how to sustain the gain. You will also know the roadblocks that may come in the way of Six Sigma and how
you can get around them.

Course Content

	Introduction
	What is Six Sigma?
	Why Six Sigma?
	History of Lean and Six Sigma
	Deliverables of Lean Sigma
	Methodologies
	Lean Sigma Roadmap
	On-time delivery Issues
	Defects, Accuracy, Quality, Scrap and Rework Issues
	Roles of Green Belt, Black belt, Master Black Belt, Champion

Overview of Lean Sigma Toolkit

• Project Charter
• Voice of Customer
• CTQ Tree
• SIPOC
• Value Stream Map
• Cause Effect Matrix
• Basics of Statistics, Samples
• Measurement System Analysis
• Normality test
• Process Capability Analysis
• Control Chart
• Tests of Significance
• ANOVA, Chi-Square test, Multi-Vari Analysis, Regression Analysis
• FMEA
• VA/ NVA Analysis
• Design of Experiment
• Process Control
• Mistake Proofing

Introduction to Lean Sigma roadblocks and how to get around them?

Course Duration: One Day

Target Audience:

Business Leaders, Quality Leaders, Process owners/ managers/ executives, Quality managers/ executives across all industries and functions.