SIX
SIGMA & LEAN SIX SIGMA
Six
Sigma Alchemy (P) Ltd. (SSA)
has been pioneering in Six Sigma
Consulting in India since 1999.
SSA has a wide experience in
consulting Service as well as
Manufacturing corporates; such
as L & T, ICICI, ABN-AMRO,
Bombay Dyeing and many more.
Traditionally, Six Sigma focuses
only on defect reduction from
a process which yields only
a marginal financial benefits,
where as Lean Six Sigma combines
the resource productivity improvement
techniques with Six Sigma to
yield large financial benefits.
SSA is the only organization
which offers Green belt / Black
belt courses on Lean Six Sigma.
| Lean
Six Sigma combines the best
of both Six Sigma &
Lean Systems |
| Differentiators |
Six
Sigma |
Lean
Systems |
| Approach |
Removes
variation [defects] in process
to improve Quality |
Removes wastes (NVAs)
in process to improves speed
or velocity |
| Method |
DMAIC, DMEDI, DMADV The
methodology is more structured |
Kaizen, Kaikakku (Rapid
Kaizen) The methodology
is flexible |
| Focus |
Process Quality |
Process Flow |
| Primary Benefit
|
Uniform Process Quality |
Reduced Flow time |
| Secondary Benefits |
- Less Variation
- Uniform Output
- Improved Quality |
- Reduced Inventory
- Reduced Lead Time
- Reduced Waste |
SSA APPROACH:
In line with
the international practices,
SSA covers both the theory and
application of Lean Six Sigma.
SSA believes in empowering its
clients through knowledge transfer
by handholding during its tenure
of its association with any
organization. The Lean Six Sigma
implementation involves two
aspects namely, academic knowledge
transfer of Lean Six Sigma methodology
and application of the same
through breakthrough improvements
in projects. SSA consulting
model is unique w.r.t. project
hand-holding and demonstration
of tangible results. SSA believes
in working hands-on with the
clients rather than mere emphasis
on training. The methodology
aims at creating a matured Six
Sigma/ Lean Six Sigma practitioner
who can model and apply Six
Sigma/ Lean Six Sigma to real
life breakthrough improvement
projects.
METHODOLOGY:
The
SSA Consultation comprises of
Knowledge Transfer through Class-
room Trainings, Workouts,
Handholding & Review
CREDENTIALS OF THE
CURRICULAM FOR TRAINING &
CONSULTATION:
SSA has developed an
exclusive RDMAIC curriculum
along with supporting software
training specially designed
to suit Indian service &
manufacturing industries. This
curriculum along with the consulting
models has been validated many
times in Indian industries such
as Larsen & Toubro Limited,
ICICI Bank, ICICI Infotech,
Global Telesystems, Bombay Dyeing
DMT division, Jolly Board Ltd.,
Lipi Data Systems, ABN-AMRO
(ACES), Bell Granito Ceramica
etc.
CRITICAL SUCCESS FACTORS
The following are the critical
success factors for the value
addition of entire Lean Six Sigma
movement:
SIX
SIGMA ORGANIZATION
Six Sigma is not a one-time
effort, which has a start and
an end of achieving some small
improvements. It is a way of
life to achieve defect free
outputs through Six Sigma processes
from all parts of the Organization.
The process
for sustaining the benefits
through a structure in the organization
is described below. Depending
upon the Client requirement
SSA facilitates the Organization
in internalizing the Six Sigma
Structure that is described
as below.
The
Approach: RDMAIC
Recognize-Define-Measure-Analyze-Improve-Control
Methodology:
The Blackbelt training curriculum
follows logical steps with cookbook
guidelines for the project Blackbelts.
RDMAIC curriculum as it is referred
develops the solution for complex
problems by way of structured
thinking.
The
purpose of the each phase is
briefly given below:
| Recognize: |
To identify
the high priority business
issues that needs to be
tackled by the Six Sigma
Blackbelts. The success
of the Six Sigma initiative
largely depends on the
right identification of
the focus areas in the
business processes. |
| Responsibility: |
Top management, Steering
Committee & Champions |
| |
|
| Define: |
To define clearly the
customer requirements diagnosed
through VOC (Voice of the
customers) and arrive at
the CTQ's (Critical to Quality
Characteristics). Develop
project charter and sign-off
by the steering committee.
Charter is the terms of
reference TOR for the project
Blackbelts expected to deliver. |
| Responsibility: |
Champions, Project Blackbelts
members facilitated by the
consultant. |
| |
|
| Measure: |
To define
defect opportunities of
the product or service output
in relation to the customer
requirements-CTQ and measure
the current level of process
performance capability in
Six Sigma scale to understand
the scope for improvements. |
| Responsibility:
|
Champions, Project Blackbelts
facilitated by the consultant. |
| |
|
| Analyze: |
To identify the root causes
for the poor Sigma level
in the process outputs.
The Blackbelts will identify
the sub-processes by mapping,
formulate theories for poor
performances, test the theories
to identify the vital few
causes and recommend solutions
for improvement. |
| Responsibility: |
Champions,
Project Blackbelts facilitated
by the consultant. |
| |
|
| Improve: |
To implement specific
solutions proposed by the
Project Blackbelts and quantify
the improvements in the
Sigma levels. |
| Responsibility: |
Champions, Blackbelts
& project Blackbelts
facilitated by the consultant.
|
| |
|
| Control: |
To design and implement
control systems so that
the improvement is sustained
and the organization is
able to hold the gains. |
| Responsibility:
|
Champions, Master Blackbelt
and Project Blackbelts facilitated
by the consultant. |
Six Sigma Organization
Structure (optional for companywide
implementation)
Six Sigma implementation is
a Top-Down driven approach and
the success depends on the following:
Roles in Six Sigma Structure:
|
Steering Committee: |
Apex
level body headed by the
head of the organization
along with his/her senior
managers, which will direct
the Six Sigma Movement.
The steering committee that
guides TQM /Kaizan/ISO initiatives
itself can guide Six Sigma
initiatives. This is the
highest-level body, which
will report the outcome
of Six Sigma movement to
the MD & CEO.
Responsibility: The scope
of steering committee
will include, identifying
pain areas, assigning
to project Blackbelts,
approving the project
Charter, provision of
resources, regular progress
reviews and providing
direction to the project
Blackbelts. |
| |
| Master
Blackbelt: |
Senior
Management Executive who
will master the Six Sigma
curriculum and guide the
Blackbelts on statistical
techniques & other concepts
to solve the technical problems.
He will procure the right
resources from inside or
outside the organization
for helping the project
Blackbelts. He will regularly
review the progress of the
projects and report the
same to the Head of QUALITY.
He is the most important
resource, to make Six Sigma
a company wide culture.
This position is akin to
MR. of ISO 9000. He will
be reporting to the Head
of QUALITY and the steering
committee. |
| |
| Champion: |
The
champion is generally is
the beneficiary of the process
improvement in terms of
reduction in cost / resources
/ manpower / TAT etc. It
is recommended to appoint
the process owner responsible
for the operations/output
of a process preferably
at level not less than Manager/GM
/ VP who can nurture the
project Blackbelts. He will
set the objectives, provide
resources to the project
Blackbelts and regularly
review the progress. He
will take the responsibility
to implement and maintain
the improved process and
report the Sigma level to
the management regularly. |
| |
| Blackbelt: |
Project
Leader of the team that
will be tackling a problem
for improvement. He will
be trained in all RDMAIC
curriculums and will form
the Six Sigma resource of
the organization. Once he
completes a project, he
will be assigned another
project chosen for improvement.
If he has good communication
skills, he will become a
Six Sigma trainer. To be
certified as a "Blackbelt",
he should have completed
minimum 1 project. He will
be reporting to Master Blackbelt
for the project progress. |
| |
| Greenbelt: |
Project
member representing a function
in the Six Sigma team who
has the skills to apply
Six Sigma methodology for
problem solving. He will
be certified as Greenbelt
once he successfully completes
one project. He will report
to the Blackbelt as far
as the project is concerned. |
|
