00 sixsigma awareness program for all final

8/12/2019 00 SixSigma Awareness Program for All Final

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Corporate Quality: General Awareness OnSix Sigma (6) Slide 1

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ixSigmaAwareness

General

AwarenessProgram on Six

Sigma (6)


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Some Rules

No discussion on shoulders during presentations.

Ask Lot of Questions, you have to perform on inputsbeing given

Switch Off Mobiles (or put silent mode). One break inevery 60 minutes - attend your calls during breaksonly.


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ixSigmaAwareness

Schedule (4 Hrs)

Introduction to 6

6 and Conceptual Understanding of DMAIC LEAN and Conceptual Understanding of SCORE

Roles and Responsibilities in Six Sigma

Top Management Direction

Sharing of Goals & Themes

Project Related Goals

Synergy with Other Organizational Initiatives

Future Plan


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Introduction to 6Process Maturity Stages and 6

Focus on Basic OperabilityLevel 1

Focus on Expected PerformanceLevel 2

SharingPerformance AppropriatelyLevel 3

Focus on ReliabilityLevel 4

Continuous ImprovementLevel 5 6


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Where did it come from?

1987: Motorola Chief Executive declares 6 by 1992 (5 yeargoal)

1988: Original 6 consortium is formed.1990: IBM tried 6 and failed. (because it lacked infra-structure)

1995: Jack Welch of GE adopted 6 and popularized it.

1996/97: 6 implementation begins in mass as companiesobserve the success of GE. (Whirlpool, GenCorp, Polaroid, Sony,Nokia, John Deere)

1997/98: Number of companies adopting Six Sigma growsrapidly.

1999: Starting to see exponential growth. ASQ started

offering course on 6.

Introduction to 6


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In India, .. the Presence of 6?
http://www.godfreyphillips.com/default.asphttp://www.wipro.com/index.aspxhttp://www.jubilantcorp.com/http://www.icicibank.com/http://www.airtelworld.com/


7/68Corporate Quality: General Awareness OnSix Sigma (6) Slide 7

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Six Sigma

(DMAIC & DFSS)Concept



Train

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ixSigmaAwareness

What is 6?Normal curve

68.3%

95.5%

2 23 3

99.73%

UCLLCL3 3

USLLSLThis is 3

Process



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ixSigmaAwareness

What is 6?

USLLSL CL

Why is it called Six Sigma?

- Specification Limits are 6 Sigma Away from Mean

If all readings are falling between these control lines, and

specification lines are 6away means this process is 6.

6 6

3 3

UCLLCL This is 6Process

UCLLCL 3 3


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ixSigmaAwareness

Six SigmaAn aggressive GOAL.

What is 6?

In terms of Defects that you can produce

Sigma Level DPMO In % Terms

2 308537 95.46%

3 66807 99.73%

4 6210 99.9937%5 233 99.999943%

6 3.4 99.9999998%

Six Sigma is a statistical unit of measure that reflects processcapability. The Sigma scale of measure is perfectly correlated to

such characteristics as defects per unit, parts per million

defective, and a probability of failure / error.


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Isnt 99% Good Enough?

It is Universal Scale of measure of Goodness,

99.99966% Good (6 Sigma)99% Good (3.8 Sigma)

20,000 lost articles of mailper hour

Unsafe drinking water foralmost 15 minutes each

day

5,000 incorrect surgicaloperations per week

Two short or longlandings at most majorairports each day

200,000 wrong drugrescri tions each ear

Seven articles lost perhour

One unsafe minuteevery seven months

1.7 incorrectoperations per week

One short or longlanding every five

years

68 wrongprescriptions per year

What is 6?


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ixSigmaAwareness

What is 6?

1000000

100000

10000

1000

100

10

1

1 65432 7

Airline Safety Rate

Pay Roll Processing

Baggage Handling

Prescription Writing

Restaurant BillTax Advice

DPMO

Process Performance


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What is different in 6?

Continuous Improvement

through small QC tools (SIPs)

Six Sigma

Breakthrough70%

5%

Six Sigma Philosophy getting Better & Faster


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Logic and intuition

7 basic QC tools

DMAIC

DFSS

2

5

3

6 Methodologies

Ground Fruit

Low Hanging

Fruit

Bulk of Fruit

Bulk and Sweet

Fruit


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Y

Dependent variable

Output of the process

Effect

Symptom

It is monitored

X1,X2,..,Xn

Independent variable

Input to the process

Cause

Problem

It is controlled

Y = f(X)

To get results should we focus on Y or X?

The Focus of 6


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ixSigmaAwareness

Powerful MAIC Process

Control

(Key leverage variables)

Improve

(Critical Input Variables)

Analyze

(Key Input Variables)

Measure (All Input Variables)

Implement systems to ensure improvements are maintained

SPC

Poka-Yoke

Audits

Control Plans

Implement and validate solutions

DOEs

Surveys

Use quantitative tools to further narrow the field

Anova

Correction

Multi-vari studies

C & E Matrix

FMEA

Logistic RegressionSurvey Analysis

Pour in all possible input variables

Use soft tools to narrow the possibilities

Process Mapping

Mind Mapping

Ishikawa Diagram

Survey Design


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ixSigmaAwareness

6 Methodology - DMAIC

Define Measure Analyze Improve Control

What is

important?

How are we

doing?

What is wrong?

What needs to be

done?

How do we

guarantee

performance?


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6 Methodology - DMAIC

Phase Step Focus

Measure 1. select product or process CTQ characteristics2. Define performance standards for y

3. Validate measurement system for y

4. Establish Process Capability of y

YY

Y

Y

Analyze 5. Define improvement objectives for y

6. Identify variation sources in y7. Screen potential causes for change

Y

X1,x2,x3,xnX1,x2,x3,xn

Improve 8. Discover variable relationships between vital few xiand y

9. Establish operating tolerances on vital few xi

10. Validate measurement system for xi

Vital few xi

Vital few xi

Vital few xi

Control 11. Determine ability to control vital few xi

12. Implement process control system on vital few xi

Vital few xi

Vital few xi

85% of all process variation is controlled by 2-5 variables


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6 Methodology - DFSS

It is the act of designing a Product, Process or Service resulting in

Six Sigma output that satisfies both external customer and internal

business Critical To Quality (CTQ) requirements.

Characteristics:

The Goal is to design Six Sigma Quality (or redesign process or

product)

Strong focus on external customers (QFD, CTQ Flow down)

Great emphasis on predicting Y = f (X)

Large team (815 people) and many functions involved

Longer project cycle time

Often associated with a capital project


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6 Methodology - DFSS

Define Measure Analyze Design Verify

Opportunities

& Goals

Voice of

Customers

Product / Service

/ Process options

Sub-systems,

inputs,processes

Design Satisfies

VOC


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6 MethodologyDMAIC or DFSS

Define Measure Analyze

Design Verify

Which should I follow?

Improve Control

Entitlemen

tAchieved?

Yes

No

Not to worry, soon after assignment, it

will become clear which one I do. At this

point champion needs to decide tomove it forward or put it hold.

Sometimes it is not always known,

if I have a Technology or a Control

Issue.

f


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After DMAIC or DFSS

6 Sigma

Improve use of currentTechnology.

Change the Technology

Technology

Initial State

If you come to the conclusion that you

have mainly a technology problem,

Do not just give up! Any control

improvement will be good for the

process and can make a difference

while a longer term technology solution

can be derived.

C i C SS


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Comparing DMAIC or DFSS

Prevent Defects

All CTQs

Scope defines duration

Subject matter expert problem solvers

No predetermined source for

solution

Uses 6 Sigma Tools

Cross Functional Team

Eliminate Defects

A few CTQs

Duration defined scope

Generalist Problem Solvers

Solution assumed to be within

existing process

Uses 6 Sigma Tools

Cross Functional Team

DMADV DMAIC

l


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6 Tools

Process

Mapping

GraphicTools, Pareto,

Run Chart

DescriptiveStatistics,

SPC, T-Test

MSACapability,

Cpk, Sigma

C&E

Matrix,

Fishbone

ANOVA

DOE-Simple,

Fractional

Factorial

Regression

Simple Multiple

Building a 6Processes

Teams,Project

Management

Multi-Vary

Study

FMEA,

Control

Plan

Advanced

specialized

DOW, EV-OP

Optimizing

the Process

Process

understanding-

reduce variation

Fundamentals-

Identify Special

Causes


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Lean Concept

A Hi f LEAN


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A History of LEAN

Make each as

unique item

Customization

Skilled Workforce

Parts interchangeable

Moving production line

Division of Labor(Worker,

quality mgmt, engineer)

Workers as problem

solver

Workers empoweredTraining

Upstream Quality

Min Inventory

JIT

Eliminate waste Responsive to

change

High production rateLow cost

Persistent quality problems

Inflexible model

Low production rate

High cost

Low cost

Improving Productivity

High quality products &

services

Lean applied to all

functions in value

stream

Lean is applied to

Transactional

Businesses

Low cost

Improving Productivity

High quality products &

services

Greater value for stake

holders

Craft Production Mass Production Toyota Prod. System Lean Enterprise

1885 1913 1955 - 1990 1993

Lean is the elimination of waste and efficient creation of enterprise value.

Th 5 P i i l f LEAN


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The 5 Principle of LEAN

Value:

Defined from the customers perspective

Value Stream Mapping: Understand the process flow in detail

Understand the information flow in detail

Flow:

Reduce all forms of WasteWaiting Time

Non value adding steps

The objective is continuous flow

Pull: Provide only when needed

Strive for perfection: Continuously pursue improvement

LEAN W t O i A l


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LEANWaste: Onion Analogy

More than 90% of work is Non-Value Added / Wasteful!!!!!!!

Actual Work

Layers of waste

WASTE:Anything other than the minimum amount of equipment,material, parts and working time absolutely essential for production

LEAN P j t Ch t i ti


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LEAN Project Characteristics

Solution known or obvious

Extensive data & statistical analysis not required Reduce obvious waste: Scrap, Inven tory, Wait ing, Motion etc.

Often involves mistake proofing, Poka-Yoke, and 5S

Improve product flow / path

Reduce process lead time / inventory

Eliminate non-value added steps

Reduce set up or change over time

Reduce Push Vs Pull scheduling

Goal is to achieve Future State Value Stream

Capital often required

LEAN P j t SCORE


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LEAN Project - SCORE

Select The Process to be worked on

Clarify The Problem Statement andProject Objective

Organize The Team Members and train themon method, scope of project

Run The Event (Identify the Solutionand test run it)

Evaluate The Result and Standardize theNew Procedure

LEAN T l


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LEAN Tools

5S Visual Management Cellular Layout

Standardized

Work

Batch

Reduction

Waste Reduction

Mistake

ProofingKAIZEN

Quick Change

Over

PULLFLOW /

KANBAN

Total

Productive

Maintenance

Building a LEAN

Processes

Value

Stream

Mapping Value

Si il iti LEAN & 6


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Similarities..LEAN & 6

Origin is in Manufacturing, but broadening into transactional

processes.

Focus is on improving the process to get better results

Both have methods and tools to support the initiative

Focus on customer needs to define objectives

Use data to verify progress

Requires leadership focus and involvement

Requires change leadership skills

K Diff b t LEAN & 6


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Key Difference between LEAN & 6

Time

Everyone in their natural

work teams

Empowerment

Industrial Engineering

Defects

Belt experts, with project

teams

Top down

Statistics

LEAN 6Primary Metric

Change Agents

Culture

Underlying Science

Lean improves the

Flow by

eliminating waste

6 Sigma improves

the process byreducing variation

K Diff b t LEAN & 6


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Key Difference between LEAN & 6

A B C D E

Remove step: The LEAN Approach

A B C D

A B DC

E

Reduce Variation: The Six Sigma Approach

E

A B C E

C i b t LEAN & 6


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Comparison between LEAN & 6

Remove Waste

5 Basic Principle

Flow Focused

Visual Change Now

Secondary Effects

Less Waste

Decrease Cycle Time

Continuous Quality Improvement

Reduce Variation

5 Phase DMAIC

Problem Focused

Statistical Analysis

Secondary Effects

Less Variation

Consistent Output

Continuous Quality Improvement

LEAN 6

Selecting and Improvement Methodology


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Selecting and Improvement Methodology

Recognize

a Problem

Does a

process

management

system exists

Is the

solutio

n

known

?

Are

solution

obvious

?

Is it a

new

product

or

process?

Is cycle

time

reduction

the

objective?

Is the time

bottleneck

defect

driven?

Is an

inventio

n

required

?

Process

Management

Y

N

Y

N

Y

N

Y

N

Y

N

YN

Y N

Just Do It

Obvious root cause,

obvious solution

Work Out

Obvious root cause,

Non data driven solution

DFSS

(DMADV)

R&D LEAN

DMAIC

Th GOALS f LEAN d 6


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The GOALS of LEAN and 6

Waste Reduction

Yield

Improvement

Customer

Satisfactio

n

$

The Bottom Line: Higher Net Income

Hard Savings Soft Savings Potential Savings


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Roles &

Responsibilities

I t d ti f LEAN & 6


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TrainingModule:SixSigmaAw

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Introduction of some LEAN & 6terminologies

Executive and deployment leader

Corporate Steering Committee

Finance Representative

Champion

Process Owner

Master Black Belt

Black Belt

Green Belt

Yellow Belt

Brown Belt

Lean Belt

Lean Team Members

Executive and Deployment Leader


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areness

Executive and Deployment Leader

Role: Own the vision, direction, integration and results.

Lead the cultural change

Responsibilities: Determine the scope of 6 / Lean deployment

Identify financial, project and training related goals

Identify strategic priorities to which champions will assignprojects

Drive use of 6/ Lean as standard problem solvingmethodology

Training: 1 to 2 days targeted at 6s / Leans potential

Pitfalls: Without visible executive support, the performance excellence

program struggles

Must push to ensuring full-time Black Belts / Lean Belts.



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areness


Who are they?: Multidisciplinary team of 10 or so business leaders from

key supporting functions of the company including

Finance

HR

Information Technology

Communications

Responsibilities: Take the executive vision and make it a reality

Create supporting infrastructure which enables the long termsuccess of the program

Key deliverables: The performance excellence handbook (Focusarea Lean / 6 etc.)

Training: 1 to 2 day of 6/ Lean training 3-4 days of infrastructure development workshops



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Role: Ensure standard guidelines for project valuation are

adhered to

Serve as a key project team consult

Serve as independent check on project results

Define how the finance community will support 6/ Lean

Responsibilities: Track savings after project close

Assists champions with original forecast for potential projects

Meet with project leads (BBs / GBs / LBs) throughout project lifeto validate savings

Training: 1 to 2 day of 6/ Lean and valuation training 1-2 key finance leaders also work as part of the core team

to develop finance valuation guidelines

Pitfalls: If finance is not actively engaged in 6/ Lean, executive support

may diminish..why is that?

Champions


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areness

Champions

Who are they: Typically a business leader leading a division or geographic region

Companies can identify Hands on and Executive champions

Roles: Own the financial results of projects

Training: 2-5 days focused on high level understanding of 6/ Lean.

Pitfalls: If champions are not actively driving project results and future

project identification, 6/ Lean will struggle.

Responsibilities: Maintains linkage between business strategy and projects

Recognizes and define projects Select BBs / LBs and assign projects to each

Removes roadblocks to project success

Review project activity often with BBs / LBs

Report project activity to executive team

Process Owners


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areness

Process Owners

Roles: Owner of the solution delivered by 6/ Lean team

Training: 2-5 days focused on understanding of 6/ Lean and role he / she will

play in its deployment

Eventually trained as GBs / LBs

Pitfalls: If process owner is not engaged throughout DMAIC / DMADV he / she

will not accept the solution when its time to close the project.

Responsibilities: Implementation of the team solution

Assist with culture change at local level

Assist champion with potential project identification

Co-leads realization phase with Finance Representative

Provide resources to serve as team members on projects

Master Black Belts


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Master Black Belts

Roles: Vary company to company

Should be able to make champions life easier in mature deployment

Training: Certified BBs and additional course and requirements

Trained on more advanced 6 tools

Responsibilities: Instructor & mentor of BBs / GBs / LBs

Training material developer

Deployment assistant to core team and champions Keeper of project backlog list

Driver of project closure process

Leader of larger scoped projects

Black Belts


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Black Belts

Roles: Practitioner of DMAIC / DMADV methodology

Training: 4-5 weeks of DMAIC / DMADV training

Personal and professional development for later leadership roles

Pitfalls: The likely success of 6 projects dramatically decreases without

implementation of full time BBs.

If BBs are not selected from amongst the best within an organization,it sends the wrong message

Responsibilities: Ideally full time facilitator / leader of 6 project team Team should discover and recommend project solution

Execute 4-6 project / year

Green Belts


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Green Belts

Roles: Carry the language of 6 deeper into the organization

Accelerate number of employees positively affected by 6

Training: Typically 5-15 days of abridged version of DMAIC / DMADV

Pitfalls: If GBs are not properly supported, their effectiveness diminishes

dramatically.

Responsibilities: Become local advocate

Part time implementers of smaller scope of projects with directimpact to daily non- 6 duties

Assist BB with team activities and tool application to project area

Yellow Belts


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Yellow Belts

Roles: Extend the 6 language into the trenches

Training: Trained by BBs and GBs during team meetings

36-40 hours of formal class room training in the basics

Pitfalls: Team that are too small or too large may prevent project success.

Recognition of team member contribution is critical throughout thelife of project

BB / GB must seek out and get buy-in from team members

Responsibilities: Assists BBs / GBs with data collection and tool application

Provide invaluable process expertise to 6 team Assist process owner with the long term implementation of solution

Performance Excellence Organization


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TrainingModule:

SixSigmaAw

areness

Performance Excellence Organization

Neeraj RS Kanwar

Performance Excellence Executive

Sunam Sarkar

Marketing &

Strategy

Satish Sharma

India Operations

PK Mohammed

Research &

Technology

Tapan Mitra

Human Resource

Prakash Bisht

Benfits Custodian

Satish AgarwalExecutive Champion

Limda & Pune

N SreekumarExecutive ChampionKerala Factories


Rajesh Dahiya

ChampionSales

Dheeraj Sinha

PE Deployment Leader

Sanjeev Sadavarti

SS Deployment Leader

TR GopalakrishnanChampionTBR Technology

MK JainChampionRadial

Technology

Cyriac MattamChampionBias Technology

Dr Arup K ChandraChampionCompound

Research

PA Thomas

ChampionLimda Bias

G Rangarajan

ChampionLimda Radial

S Gopakumar

ChampionPerambra

James Joseph

ChampionKalamassery

Avik

Chattopadhyay

ChampionMktg

Anil ChopraChampionComm

Cherian George

ChampionTech Serv

Rajesh Kumar

ChampionInt. Sales

Biju Sebastian

ChampionHR

UK Kaushal

ChampionPune

KR Pillai

ChampionEngineering

Kaushik Roy

ChampionProcurement

Project Review Committee

(Manufacturing)

A Bhaskar

ChampionProjects

Project Review Committee

(Non - Manufacturing)

S Sankaran

ChampionSystems

Roy Thomas

ChampionTBRRNK KrishnanChampionDesign

Development

Yash Powar

ChampionHR Projects

AS Girish

ChampionHR Projects

CK Kumar

ChampionProjects

Typical Interaction During Phases


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Typical Interaction During Phases

Recognize Define Measure Analyze Improve Control Realization

Executives

Finance

Representatives

Champions

Process Owners

Black Belts

Green Belts

Lean Belts

Team Members

Process Owners

Finance Rep.

Champions

Typical Time Commitments During Project Phases


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Typical Time Commitments During Project Phases

Month0 Month1 Month2 Month3 Month4 Month5 Month6

LEAD

SUPPORT

REVIEW

Champion

Process Owner

Finance Rep

Executives & Leaders

GBs / BBs / LBs


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SixSigmaAw

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Lean

Practitioners

Lean Belts


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TrainingModule:

SixSigmaAw

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Lean Belts

Roles: Practitioner of LEAN Methodology

Training: 4 Days of LEAN training

Personal and professional development for later leadership roles

Pitfalls: The likely success of LEAN projects dramatically decreases without

the implementation of full time belts.

If LEAN practitioners are not selected from amongst the best withinan organization, it sends the wrong message

Responsibilities: Ideally full time facilitator / leader of lean project team

Team should discover and recommend project solution

Execute 4 to 6 projects / year

Lean Team Members


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Lean Team Members

Roles: Extend the reach of the LEAN language into the trenches

Training: Trained by LEAN belts during team meetings

4 Days formal classroom training in the basics

Pitfalls: Team that are too small or too large may prevent project success

Recognition of team members contribution is critical throughout theproject life cycle

LEAN belts must seek out and get buy in from team members

Responsibilities: Assist LEAN belts with data collection and tool application

Provide invaluable process expertise to LEAN team

Assist process owner with long term implementation of solution


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SixSigmaAw

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Top

ManagementDirections

Scope of Deployment


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SixSigmaAw

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Scope of Deployment

Enterprise wide across Indian Operations

The deployment would cover all business functions,

business operations and manufacturing locations

It will include all areas, which impact PCC

It will start limited with identified projects and then

move across the organization

Six Sigma Awareness to be given to all in Plantsand Field

For LEAN & 6

Business Goals through 6 LEAN


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SixSigmaAw

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Business Goals through 6 LEAN

TOP LINE: To be number one in Indian Operations with overallrevenue of 2010 million by Year 2010.

PEOPLE: To be in list of top 10 most desired employers in India byYear 2010.

CUSTOMERS: To be most desired Tyre Brand in India by 2010.

Financial To generate additional 3% margin through 6 efforts in next 3years in Indian Operations

Year 0:

2007-08

0.5%

Year 1:

2008-09

1.5%

Year 2:

2009-10

2.0%

Year 3:

20010-11

3.0%

Strategic Priorities and Themes


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SixSigmaAw

areness


To generate additional 3%

margin in next 3 years

Themes:

Bringing down cost of Mfg (product Reengineering/ RM Cost, Conversion etc)

People Productivity

Throughput time and Value addition RM to FG (inventory Management , Cycle time

reduction)

Optimization of Product Streams across all production facilities.

Benchmarked supply chain processes providing competitive advantage

Self reliance in Technology (Machine Building at Apollo)

Bias to Radial Migration Strategy and Management

Enhancing product quality

Response Time/ Time to Market

Price Premium Projects



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SixSigmaAw

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2010 by 2010

Themes:

New market segments like specialty tyres, UHP radials etc

Presence in Tyres + segments

Revenue growth to achieve PIM by 2009-2010Self reliance in Technology (Machine Building at Apollo)

Global Presence


Product Strategy

Sales Effectiveness of the below the line programs



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SixSigmaAw

areness

g

To be in list of top 10 most

desired employers in India

Themes:

Employee development

Employee Satisfaction

Attrition



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SixSigmaAw

areness

g

To be most desired Tyre

Brand in India

Themes:

Customer Satisfaction / Retention (Competitive Advantage)/ OEM Preference

Brand building/ Brand Positioning

Global Presence

Enhancing product quality


Project related Goal - 6 LEAN


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TrainingModule:

SixSigmaAw

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j

Project Type MinimumSavings

No. of Projects / Belt /Yr

Certification

Black Belt Rs. 10 Million /project

Year 1: 3 proj. / Yr;Year 2: 4 proj. / YrYear 3:to be reviewed

Completion of 3 BBProjectsMentoring of 2 GB projects

Post One year

Green Belt Rs 5 Million /project

2 projects per year Completion of 2 GBProjectsPost One year

Lean Belt Rs. 2.5 Million /project

5 projects per year Completion of 5 LeanProjectsPost One year

Performance Excellence Methodologies


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SixSigmaAw

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gIntegration

PIM

Everest

Sanjeevani

Cost Reduction

Productivity Improvement

Energy Conservation

PIM Projects

PCC Budget Projects

Quality Journey

CFT Activities

TS - 16949

1.All Projects should be

brought under one

umbrella

2.Clear guidelines should beestablished for various

types of projects (forselection, execution and review)

3.The guideline to be

established can be basedon goal of projects,

methodology used and

employees involved.

Synergy with other Organizational Initiative

Performance Excellence Methodologies


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SixSigmaAw

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gIntegration

Critical decisions taken for unifying all projects under PIM

Single window unifying all types of projects and that is under PIM.

PIM projects will be revisited and guidelines for classifying

projects will be made.

All Projects will be validated by Corporate Steering Committee andregistered by PIM Coordinator (Mr. Dheeraj Sinha)

Current Projects in PIM to be reviewed for classification which

methodology to followBy the steering committee.

All New Projects will be recommended / proposed by Championsand Corporate Steering Committee will approve it for Year 2007

08. (For subsequent years, guidelines will be drawn and location committees willbe set up for taking up projects)

Plan for 6 & Lean (Year 2007-08):


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ningModule:

SixSigmaAw

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Business

Diagnosis

Corporate Office

Some Field Offices

All 4 Plants

Top Management

Orientation

JMD & Direct Reports

Key Functionaries

Improvement

Opportunity

Focus Areas

Six Sigma

Strategy for

ATL

10 Days 02 Days

Completed

in Jan-07

Completed on

31 Jan & 1 Feb, 2007

( )



66/68


Trai

ningModule:

SixSigmaAw

areness

Initialization

based on

Strategy

Financial Benefit

Calculation Policy

HR Policies (Selection,

Job description &

retention of Belts)

IT Framework

Communication Strategy

Champions

Orientation

Key Process owners

based on diagnosis

and ATLs Six Sigma

Strategy

Six SigmaPolicy

Framework

Six Sigma

Strategy

for ATL

Six SigmaProjects

identified

with

projected

Savings

03 Days03 Days

21, 22 & 23 Feb, 2007 8 & 9 Mar, 2007

( )



67/68


Trai

ningModule:

SixSigmaAw

areness

Six Sigma

Trainings Green BeltTraining

Six SigmaProjects

identified

with

projected

Savings

10 Days

Black Belt

Training

24 Days

Yellow Belt

Training

5 Days x 3 Batches

Six Sigma e-

Awareness

4 hours x Allemployees

7075 High

Impact Projects

(> 10 million)completed

150 200

Medium Impact

Projects (> 5

Million)

completed

Effective

Support to Six

Sigma Projects

as Team

Members

Effective

Support to Six

Sigma as

Champions /

Data providers

SixSigm

aReviewand

ProjectMentoring

Trainings to

Start from

April, 2007

( )


68/68

Trai

ningModule:

SixSigmaAw

areness

Thank You

00 sixsigma awareness program for all final

Documents