module government process reengineering for …
TRANSCRIPT
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MODULE:
GOVERNMENT PROCESS
REENGINEERING
FOR EGOVERNANCE
Mohan Karambelkar
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WHY GPR?
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e-Government is Not about translating processes
but about transforming processes
e-Government is Not about Computers and Website
but about services to citizens & businesses
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NEED FOR GPR
Just Automation
As-Is computerization
IT enabled processes with no improvement in the
service levels
Poor cost benefit ratio
Minimal impact / improvement in service delivery
and administration
Poor Accessibility
Minimal online or self services to the stakeholders
Poor Governance
Not meeting requirements
Solution is
Government Process Reengineering
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GPR/BPR
4
In nutshell, GPR is undertaken to address ‘problems’ or
‘needs’ of the organization or its customers with an
objective to improve the overall quality of the services
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OBJECTIVES OF THE SESSION
Knowledge
Understand steps for GPR
Skills
How to prioritize the services
How to document the service processes
How to look for improvement in process
Behaviour/ attitude
Views on transformation (instead of translation)
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KEY TO GOOD REENGINEERING….1
Transformational
It should bring about a drastic improvement in the
quality of services provided.
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KEY TO GOOD REENGINEERING….2
Innovativeness
Innovatively and come up with solutions rather than
replicating the manual system.
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KEY TO GOOD REENGINEERING….3
Rationalization of Application form and data
requirements
Very often the information asked for in the
application is rarely used or is already available with
the Government. A good BPR would question the
need of all information sought.
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KEY TO GOOD REENGINEERING….4
Usage of data available in Government domain
efficiently
Very often the information sought is available in the
Government domain. Date of birth is an example of
commonly sought information. This is to be generally
supported with a duly attested certificate as proof.
This may be done away with as the Government
already has the information through date of Birth
records of the individual. Hence asking for a Birth
Certificate is a redundant activity.
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REENGINEERING
Re-engineering is the fundamental rethinking and
radical redesign of business processes to achieve
dramatic improvements in critical, contemporary
measures of performance, such as
cost,
quality,
service, and
speed.
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IMPROVEMENTS THROUGH BPR
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GOVERNMENT PROCESS
Government Rule
Technology Support
Process
Citizen Application Citizen Output
Citizen
interface
•Application fee
•Affidavit
•Attested
photocopy
•Forms
Delivery
Interface
Money
Transfer
Physical
paper
(e-copy?)
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SIGNS OF POOR GOVERNANCE…..1
Air of mystification about procedures
Pillar-to-Post
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eGovernance
Well defined process,
responsibility and
accountability
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SIGNS OF POOR GOVERNANCE…..2
Long queues at delivery points
Multiple visits to government offices
Poor quality of service
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eGovernance
Online services and quality
interaction
Public services closer home
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SIGNS OF POOR GOVERNANCE…..3
Outcome is in suspense
Too many intermediaries, shortcuts
Too many controls and checks, complexity,
exceptions & special cases
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eGovernance
Well defined transparent process
indicating outcome or deliverables
and turn around time
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GPR IN E-GOVERNANCE PROJECT LIFECYCLE
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1. E-Governance Strategy
Development
2. Current State
Assessment
3. Future State
Definition
4. Implementation
approach and sourcing
5. Develop and implement IT
system
6. Operate and sustain
Project Management Office/Unit
Change Management and Communications
GPR is undertaken during stages 2 and 3 of eGLC
GPR
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APPROACH TO GPR
Problem Identificati
on and Definition
Define vision and objectives for GPR
Process Study and
Documentation
Process Analysis
Process Reengineering & Defining
To-be processes
Process implementa
tion /IT enablement
& validation
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GPR: PROBLEM IDENTIFICATION & DEFINITION
Problem Identificati
on and Definition
Define vision and objectives for GPR
Process Study and
Documentation
Process Analysis
Process Reengineering & Defining
To-be processes
Process implementa
tion /IT enablement
& validation
Analysis of citizen
grievances & complaints
and pro-active Voice of
Customer surveys
Identification of problem
and defining unambiguous
problem statements
Problem Identification
and Definition
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PROBLEM STATEMENT
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Process for Passport
Issuance on Turn
Around Time (TAT)
metric is operating at
only 38% within
Service Level
Agreement (SLA)
People experience
enormous delay in
getting the passport
Unambiguous Ambiguous
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GPR: DEFINE VISION AND OBJECTIVES
Problem Identificati
on and Definition
Define vision and objectives for GPR
Process Study and
Documentation
Process Analysis
Process Reengineering & Defining
To-be processes
Process implementatio
n / IT enablement &
validation
Analyse services
portfolio and
undertake service
prioritisation
exercise
Define vision for
GPR, from problems
identified, service
priority
Define measurable
objectives for the
GPR exercise
Define vision and
objectives for GPR
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SERVICE PRIORITIZATION
Criteria to filter
The high value service (to citizen / government)
Visibility and complexity [V and Cm]
Feasibility and criticality [F and Cr]
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Selected Services
F and Cr
V and Cm
High Value
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THE HIGH VALUE SERVICE
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Valu
e to
Citiz
en
Value to Department
1 2
3 4
LOW HIGH
LOW
HIGH
Number of
visits,
Time spent
Increased transaction
volume,
Reduce processing
cost
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EXERCISE: PRIORITIZE SERVICES
Service Value-C Value-D
1.Resort H H
2.Bread &
Breakfast
L H
3.Home-stay L L
4.Restaurant H H
5.Theme park L H
6.Sightseeing L H
7 Trekking L L
8.SPA H L
9.Laundry L L
10.Maintenance L L
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Value-Department
Valu
e-C
ust
om
er
Low High
Low
H
igh
HH
HL LL
LH 1
1
2
3 4
1, 4 8
2,5,6 3,7,9,10
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VISIBILITY VERSUS COMPLEXITY
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Serv
ice V
isib
ility
Service Complexity
1 3
2 4
LOW HIGH
LOW
HIGH
Large customer
base,
Significance of
customer
experience
Ease in automation
Number of parties involved,
Number of documents
processed
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EXERCISE: PRIORITIZE SERVICES
Service Visibili
ty
Complexi
ty
1.Resort H L
2.Bread &
Breakfast
H L
3.Home-stay L H
4.Restaurant L H
5.Theme park H L
6.Sightseeing L L
7 Trekking L L
8.SPA L L
9.Laundry L H
10.Maintenance L L
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Low High
Low
H
igh
HH
HL LL
LH
Complexity
Vis
ibil
ity
1
2
3
4
1,2,5
6,7,8,10 3,4,9
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FEASIBILITY VERSUS CRITICALITY
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Service Feasibility
Serv
ice C
riticality
1 3
4 2
LOW HIGH
LOW
HIGH
Overall gain
Low risk – high
success
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EXERCISE: PRIORITIZE SERVICES
Service Critical
ity
Feasibil
ity
1.Resort H H
2.Bread &
Breakfast
L H
3.Home-stay L L
4.Restaurant L L
5.Theme park L H
6.Sightseeing L H
7 Trekking L L
8.SPA L L
9.Laundry L L
10.Maintenance H L
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Low High
Low
H
igh
HH
HL LL
LH
Feasibility
Cri
tica
lity
1
2
3
4
1
2,5,6
10
3,4,7,8,9
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SERVICE PRIORITIZATION: VALIDATE &
RATIONALIZE THE RESULT
Validate the identified services/projects for e-
Governance through department’s survey,
experience and knowledge of the customers
Verify that the high-value services can deliver
benefits through e-governance
Verify the feasibility of the implementation
priorities assigned to the high-value services
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VISION FOR GPR
Based on
problems identified,
service priority
Consider needs and opportunities
State what will be and will not be done
Involve consensus building by stakeholders
Be clear, intuitive and simple
Be aligned with overall development strategy
Reflect the specific conditions and ambitions of
the organization
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OBJECTIVES FOR GPR
An objective
is a specific and usually quantifiable statement of
program achievement and
is a statement of measurable outcome which can be
used to determine program progress towards the goal
Objectives should flow from e-Governance vision.
Two dimensions
Adding benefits to the customers and
Adding benefits to the organization itself
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Problem Identificati
on and Definition
Define vision and objectives for GPR
Process Study and
Documentation
Process Analysis
Process Reengineering & Defining To-
be processes
Process implementati
on / IT enablement & validation
GPR: PROCESS STUDY AND DOCUMENTATION
Study process flow,
actors, policies, process
stages
Documenting as-is
processes and creating
Process Maps
Recording time and other
data elements for each
process step
Validation of process
documentation from dept.
Identify and classify
Problems Issues &
Expectations (PIEs) for
the processes
Process Study and
Documentation
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AS-IS ASSESSMENT
IT Systems
Business Processes
People
CURRENT STATE (AS-IS) ASSESSMENT
As-Is Assessment is carried out along the following
dimensions:
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• Process maps
• Pain points
• Initial improvement areas
• Stakeholder needs
As-Is Processes
• IT Systems
• Scope and functionality
• Strengths and gaps
• IT Infrastructure (network, security, data center)
As-Is
IT
Environment
• Organizational structures
• Roles and responsibilities
• Capacities and skill sets
• Change barriers
As-Is
People Environment
CURRENT STATE ASSESSMENT Key Outputs/Deliverables
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TYPES OF PROCESS MAPPING
Process mapping can be done at various levels of
detail
Flowcharting
SIPOC Map (Supplier – Input – Process – Output –
Customer)
Value Stream Mapping
The Four Field Mapping
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FLOWCHARTING
Detailed activity / task level graphical representation
of the process
Common symbols used
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Start
Take water in a pot
Place the pot on a stove
Is the
water
boiling?
Heat the water
Add sugar and tea powder
to boiling water
Pour and filter tea
decoction in a cup
Add milk
Tea ready to serve
End
Flowchart:
To prepare Tea
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SIPOC MAP (SUPPLIER ,INPUT ,PROCESS ,OUTPUT ,CUSTOMER)
Mapping the key constituents of the process and their
interactions
Lists the following
The suppliers of these inputs (S)
The inputs required to these processes (I)
The processes that deliver these outputs (P)
The outputs provided to them (O)
All the customers (C)
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Add sugar
and Tea
powder
Supplier Input Process
Gas
Supplier
Water
Supplier
Grocery
Supplier
Milk
Supplier
Gas
Water
Tea powder,
sugar
Turn
on gas
Milk
Boil
water
Add
Milk
Output Customer
Tea You
SIPOC MAP: TO PREPARE TEA
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VALUE STREAM MAPPING
Mapping the entire value stream of the process
on a single page
Analyze the flow of materials and information
required to bring a product or service to a
consumer.
The different steps with the actual Hands on
Time (HoT) and waiting time before the next step
The total Turn Around Time
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Get water Boil water Make Tea
Decoction Make Tea
10 Sec 180 Sec 10 Sec 10 Sec
You
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FOUR FIELD MAPPING
The Four Field Mapping
Also known as Swim-lane diagram
Study process flow, actors, policies, process
stages/ phases
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SWIMLANE DIAGRAM FOR SERVING TEA
42
Process : Serving Tea
Sta
nd
ard
s
& P
oli
cies
Cu
stom
er
Wa
iter
Cook
Order a tea
Record the
order
Inform the
order
Note the
order
Prepare
the tea as
per order
Tea Service
Policy
Present the
tea in cup
Serve the
tea and
give bill
Consume
the tea and
pay the bill
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PROBLEMS, ISSUES & EXPECTATIONS
(PIES)
44
After generating the PIEs for the process, they are logically grouped
The next step is to brain-storm ‘Quick Wins’ & change possibilities in the process
Key PIEs, especially related to process, are analyzed for root causes in the Analyze phase
Other PIEs are reviewed in the Improve phase to ensure that the new process addresses all or most of them
PIE Grouping
PIEs
Process
Policy
Skills
Structure
IT
Infra.
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GPR: PROCESS ANALYSIS
Problem Identificati
on and Definition
Define vision and objectives for GPR
Process Study and
Documentation
Process Analysis
Process Reengineering & Defining To-
be processes
Process implementatio
n / IT enablement &
validation
Root cause analysis of process
issues and identification of root
causes
Analyzing process efficiency -
Value Adding and Non Value
Adding steps
Analyzing process complexity –
Data entry points, Hands off
points etc
Definition of key metrics and
arriving at baseline indicators
(TAT, error rate etc)
Process Analysis
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WHAT IS PROCESS ANALYSIS
A step-by-step breakdown
the inputs,
outputs, and
operations that take place during each phase.
determine potential targets for process
improvement through
removing waste and
increasing efficiency.
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INDICATORS OF POOR PROCESS
The process is ‘MULTIPLE WINDOW’
Process has too much movement, too much re-
entry and or copying
Process too much disintegrated
Process needs many manual inputs requiring
references from other documents
Standard formats not easily available
Customers need to provide same information and
or data multiple times
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QUESTIONS TO PONDER
Can
Activities, information, data that does not serve any
purpose be eliminated?
Activities, information, data, documents be
integrated?
Activities, process be simplified?
Activities, process, information, data that be
automated?
Independence from PLACE, TIME & PERSON be
utilized? (major benefit of Information Technology)
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IDENTIFY ROOT CAUSE
Identifying the root cause of process dysfunction
enables you to ensure that
the process redesign solves the root cause,
rather than simply addressing a symptom of a
problem that will occur again
It also allow you to determine how many
processes are affected by a single root cause. The
more process problems a root cause creates, the
higher priority it is for being addresses quickly
and effectively
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CAUSE AND EFFECT DIAGRAM:
TOOL TO FIND ROOT CAUSE
50
Poor
Quality
Product
Machine
Material Method
Lack of
training
Lack of
work-life
balance
Lack of
Communication
Lack of
maintenance Complex -
Not User
Friendly Slow &
low
accuracy
(Who?) (Where?)
(What?) (How?)
Lack of
standard
process Lack of
set-up
process
Improper
Packaging
Incorrect
Proportion
Delivery
Issues
Man
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DO ALL THE PROCESS ACTIVITIES ADD VALUE?
VA – Value Adding activity
NVA – Non Value Adding activity
Measuring process efficiency – VA/ NVA
activities
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PROCESS COMPLEXITY
Identifying process complexity –
Data Entry Points (DEPs) /
Hand off Points (HOPs) etc
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GPR: PROCESS REENGINEERING/ TO-BE PROCESSES
Problem Identificatio
n and Definition
Define vision and objectives for GPR
Process Study and
Documentation
Process Analysis
Process Reengineeri
ng & Defining
To-be processes
Process implementa
tion / IT enablement & validation
Elimination or automation of
Non Value Adding /
redundant activities
Identification of solutions (re-
engineered process)
Evaluation and selection of
best solution
Definition of To-be processes
based on the evaluation
Finalization of To-be
processes with department
Setting of target KPIs
Process Reengineering & Defining To-
be processes
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DEFINE FUTURE STATE (TO-BE DEFINITION)
To define how the identified business functions
and services shall be performed going forward
To define the new business processes
To define IT solutions and services for
automation of new business processes
To define people change management, capacity
building and communication requirements for
project implementation
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To-be definition is performed along the following dimensions:
TO-BE DEFINITION
IT Systems
Business Processes
People
DEFINE FUTURE STATE (TO-BE DEFINITION)
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Key Outputs /Deliverables
• To-be business processes
• New process KPIs/metrics
• Changes to the legal and policy environment
To-be Processes
• Functional Architecture and Requirements specifications
• Enterprise Architecture covering Application, data, network, security, data center architecture
• Data digitization and migration strategy
• SLAs
To-Be
IT Environment
• Institutional structures needed for project implementation
• Training and Capacity building plan
• Change Management Plan
• Communications Management Plan
To-be
People Environment
DEFINE FUTURE STATE (TO-BE DEFINITION)
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PROCESS REENGINEERING PRINCIPLES
Redesigning existing processes:
Elimination of non-value added activities
Organize the process around the outcomes
Building quality in the source
Replacing processes completely
Removing the process
Outsourcing the process
Automate the process
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Getting ready to perform a task / Prepare to do work
Moving people, information and/or things from one
location to another
Ensuring a task was performed correctly / Checking /
Reviewing
Rework; unnecessary or duplicate performance of a
task
Preparation
T
R
P
I
Transport /
Handling
Inspection /
Verification
Redundancy /
Duplication
Non-Value Added Activities
An activity that provides the business process with no competitive advantage and which can be discarded without influencing the final outcome.
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REENGINEERING OBJECTIVES
Integrate I Divisions, Customers (internal and external) &
Suppliers
Automate A Repetitive tasks, data capture or entry & error check
Simplify S Forms, Procedures, Communication & Work Flow
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REBALANCING EGOVERNMENT
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PERFORMANCE INDICATORS
Cost indicator
Time indicator
Demand indicator
Productivity indicator
A comparison of these measures for the old and redesigned
process will show the improvement achieved in performance.
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GPR: PROCESS IMPLEMENTATION
Problem Identificatio
n and Definition
Define vision and
objectives for GPR
Process Study and
Documentation
Process Analysis
Process Reengineering & Defining
To-be processes
Process implementati
on / IT enablement & validation
Implementation of re-
engineered processes
Implementation of IT
system to handle re-
engineered process flow
Putting in place
mechanisms to monitor
KPIs and continuous
improvement
Change Management, Legal
Framework changes etc
Process implementatio
n / IT enablement &
validation
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PROCESS IMPLEMENTATION /
IT ENABLEMENT AND VALIDATION
Implementation of re-engineered processes
Implementation of IT system to handle re-
engineered process flow
Mechanisms to monitor KPIs and continuous
improvement
Monitoring and Evaluation
Change Management
Stakeholders management , communication
Legal Framework changes
For example, Recognition of Electronic Transactions
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6 SIGMA
Proven set of statistical tools and methods to
eliminate variation
Data driven design or improvement
Sigma is standard deviation i.e. statistical
measure of variation
Higher the variation higher the number of defect
1 Sigma - Defects per million 317400
2 Sigma - Defects per million 45600
3 Sigma - Defects per million 2700
4 Sigma - Defects per million 60
5 Sigma - Defects per million 20
6 Sigma - Defects per million 3 64