TITLE:PLANNING-What the six sigma's do and

others?

By:Revulagadda.Rajeev Kumar
Sri Krishna devaraya institute of management
Anantapur.
INNOVATION:
 Innovation can be defined as the process of implementing new ideas to
create value of an organ.
 Business innovation is an organizations process for introducing new ideas,
workflows, methodologies, services or products. Now a day’s management
has a very wide role all over the world. So in the stream of creativity and
innovation, the human resource teams of many firms are planning new
strategies to develop and to acquire the image of trust from the society. In
that area of planning 6-sigma is emerged and which was following by the
number of firms and became trust worthy in the society and also by
achieving (ROI) Return on Investments. Globalization and instant access to
information, products and services continue to change the way our
customers conduct business. Today’s competitive environment leaves no
room for error. We must delight our customers and relentlessly look for new
ways to exceed their expectations. This is why Six Sigma Quality has
become a part of talented firm’s culture.
SIX SIGMA:
. At first we should aware of
First, what is Six Sigma?
First, what it is not. It is not a secret society, a slogan or a
cliché. Six sigma is a highly disciplined process that helps us
focus on developing and delivering near-perfect products and
services.
At its core, Six Sigma revolves around a few key concepts.
Critical to Quality: Attributes most important to the customer.
Defect: Failing to deliver what the customer wants.
Process Capability: What your process can deliver.
Variation: What the customer sees and feels.
Stable Operations: Ensuring consistent, predictable processes
to improve what the customer sees and feels.
Design for Six Sigma: Designing to meet customer needs and
process capability
CRITICAL TO QUALITY(CTQ):
 :CTQs are the internal critical quality parameters that relate to the wants and needs of the
customer. . This is the process of analyzing the inputs and outputs and find out the path
that influence the standard or quality of process outputs.

 “Six Sigma - Critical to Quality” aims to provide innovative solutions to improve quality
and also management to amend within the small and medium enterprises (SMEs).

 Process of Implementation of CTQ:

 CTQ is used to find out the quality features or characteristics, which are related to the
customer.
 It must be included while drawing a detailed flowchart of a business process.
 The flowchart developed by CTQ identifies problems as well as finds out their root
causes.
 It also uses to create development in a process
 The critical to quality concept is an essential part of six sigma projects. CTQs are
developed in order to fulfill the needs of valuable customers. Customer satisfaction is a
primary factor in the development of CTQ parameters. Considering the cost, one may
remain focused to customer needs at the initial stage.
Steps to Find Critical to Quality:
 Critical to quality is implemented when the quality of output is affected.
 It is applicable where an input determines what happens next in the
process.
 It is usually applied for measuring whether inputs or outputs are meeting
needs.
 It is recommended to create a critical to quality tree in order to describe the
requirements of a customer in particular manner.
 Advantages of CTQ Tree are:
 It helps in transforming unspecific customer requirements into precise
requirements.
 It aids sigma teams in detailing broader specification.
 It gives assurance that all the characteristics of the requirements are to be
fulfilled.
Steps to Implement and also create a CTQ Tree:
 Determine the Basic Requirement of the Customer: Initially, the sigma team finds out the
basic requirement of the customers for the service or the given product. Generally, this basic
requirement is pointed out in the comprehensive terms in order to accomplish the requirement
of the customer.
 Identify the First level of Requirements of Customers: Secondly, the sigma team finds out
two or three requirements that can solve the basic customer's need mentioned in the initial
stage of the critical to quality tree. This ensures that the phones are responded instantly by the
professionals.
 Identify the Customer's Second Tier of Requirements: Thirdly, again the sigma team
finds out three or two requirements which can solve the basic customer's need mentioned in the
second stage of the critical to quality tree. This ensures that the professionals are available
round-the-clock to respond to the queries of the customers.
 Confirm Final Requirements with the Customers: The last step is applicable when all the
needs on the Critical to Quality tree reach a standard level after due confirmation with the
customer.
 Our example for the notebook may be light and small, able to run high quality graphics (for
media playback or video games), a fast processor, high level of customization (such as
laptop color or design), and affordable price.

 These goals are of course achieved with open dialogue between both the team working on the
CTQ as well as the customer.
DEFECT:
 Six Sigma - Defect - Before we go ahead, let us define two terms: A Six
Sigma defect is defined as anything outside of customer specifications.
A Six Sigma opportunity is the total quantity of chances for a defect.

 Defects play a central role in the Six Sigma methodology. The very name
“Six Sigma” represents its focus on reducing variation and establishing
performance so that fewer than four defects occur in a million
opportunities.

 Defining Defects:
 In most cases, a defect should be thought of as a failure to meet
the customer expectations for quality.

 .. Once specifications are correctly established, it should be fairly simple to

determine what a defect is In determining customer specifications,
companies may rely on surveys, focus groups, customer complaints, returns
and other sources of information relative to those specs.
Reducing Defects:
The goal of many Six Sigma DMAIC projects is to
improve performance and satisfaction by reducing the
defect rate.

example: if we took an incandescent bulb to our

home ..we used in the evening and at the time of sleep
we go to off, after that if we notice some voltage
fluctuations at the tip, it seems as defective product,
and the respective manufactured firm gets an
criticized feeling form the customer.
DMAIC:define,measure,analyse,improve,control.
DMADV:define,measure,analyse,design,verify.
PROCESS CAPABILITY:
WHAT IS PROCESS CAPABILITY?
Process capability compares the process output with the
customer’s specification.
The purpose of a process capability study is to compare the
process specification to the process output and determine
statistically if the process can meet the customer’s
specification.
A capable process is:
 Stable and not changing.
 Can fit within the customer’s specification with a little extra
room (usually 25%) to spare.
The less variation there is in a process, the more capable it
will be of meeting the customer’s specification.
Capable AND Centered:
· When using process capability as a means for measuring how well
our process is producing compared to the customer’s requirements, it is not
good enough to just make sure the process is capable; it must also be fairly
well-centered.
 MEASURING PROCESS CAPABILITY
 The primary measures of process capability used are the process
capability ratio, the process capability index, and the Cpk.
 Some organizations also use Process Performance Indicators (Pp and
Ppk), which are related to Cp and Cpk.
 Process Capability Ratio (Cr)—Describes what portion of the
specification the process is taking up. The Cr should be no greater than
75% in order for the process to be considered capable.
 Process Capability Index (Cp)—The inverse of the capability ratio. The
Cp should be at least 1.33 in order for the process to be considered capable.
VARIATION:
Variation is everywhere. It probably touches our lives more
closely than any other thing! Only the degree of variation may
vary.In automotive parts industry, every cylinder produced has
a different diameter, usually within a tolerance limits around a
nominal diameter. Traffic conditions on road vary every day. In
a shopping mall, number of people changes every day.
Response time in telebanking varies during the day. Variation
even drives physics - quantum physics. In the words of the
living legend of physics, Stephen Hawking, "Quantum
mechanics does not predict a single definite result for an
observation. Instead, it predicts a number of different possible
outcomes and tells us how likely each of these is. Quantum
mechanics therefore introduces an unavoidable element of
unpredictability or randomness into science." Let us take a
simple example to understand variation further.
Variation from a Six Sigma perspective:
 Very simply, variation is deviation from expectation. If you toss a coin, what’s the
chance of it landing on heads? Fifty percent. Therefore, if you toss a coin ten times,
your expectation is to get five heads and five tails. Take out a coin and toss it ten
times. What happened? Did you meet your expectation?
 Try it again. What happened the second time? Try performing successive sets of ten
coin tosses. Every time you repeat your ten coin tosses, the output — the number of
heads and tails — varies. The extent to which your experience deviates from
expectation is the extent to which variation has occurred.
 When you closely measure any output Y, you find that it varies — always. This
point is important to understand: Every output varies. Each time you park your car,
it doesn’t fit exactly in the same place between the parking lines. Every single
product a company makes varies, however minutely, from every other single
instance of the same product on every dimension, such as weight, size, durability,
and so on.
 The variation of actual occurrence versus the mean is a comparison you make
frequently in Six Sigma. If you measure the occurrence of something many times,
it’s going to vary around some average — or mean — value. The mean is the central
tendency of your process. Flip that coin enough times, and you see that the mean
tends toward 50 percent heads and 50 percent tails.
STABLE OPERATIONS:
Process stability is one of the most important concepts of the
Six Sigma methodology, or any quality improvement
methodology for that matter. Stability involves achieving
consistent and, ultimately, higher process yields through the
application of an improvement methodology. Does a process
need to be stable in order for a black belt to improve it?
To help your understand why process stability (also known as
variation reduction) is important, here are a few illustrative
concepts:
Building widgets to be within customer specifications or
tolerances: Some variation is inherent in the process, but the
variation may not be wider than the specifications allow,
otherwise the widget may not fit or function properly.
Design for Six Sigma (DFSS):
 Design for Six Sigma (DFSS) is a business-process management
"methodology" related to traditional Six Sigma. It is used in many
industries, like finance, marketing, basic engineering, process industries,
waste management, and electronics. It is based on the use of statistical tools
like linear regression and enables empirical research similar to that
performed in other fields, such as social science. While the tools and order
used in Six Sigma require a process to be in place and functioning, DFSS
has the objective of determining the needs of customers and the business,
and driving those needs into the product solution so created. DFSS is
relevant for relatively simple items / systems
 There are different options for the implementation of DFSS. Unlike Six
Sigma, which is commonly driven via DMAIC (Define - Measure -
Analyze - Improve - Control) projects, DFSS has spawned a number of
stepwise processes, all in the style of the DMAIC procedure.
Conclusions and Contribution:
The objective of this paper was to identify and explore HRM
practices in innovative, knowledge-intensive firms. The
findings from this research provide some initial indications
about HR practices in corporate firms, particularly in
organisations that are recognised as leaders in innovation.
The contribution of six sigma can benifit the firms as:
1) Improved Customer Loyalty.
2)Time Management .
3)Reduced Cycle Time.
4) Employee Motivation.
5)Strategic Planning.
6)Supply Chain Management.
Some firms which are undertaken 6 sigma and
succeeding: