Abstract
Six Sigma provides an effective mechanism to focus
on customer requirements, through improvement of
process quality. In the Global Engineering Development
Center of Tata Consultancy Services (TCS GEDC) at
Chennai, India, Six Sigma projects are being carried
out with the objective of improving on time delivery,
product quality and in-process quality.
This paper describes the application of the Six
Sigma methodology comprising the five phases
Define, Measure, Analyze, Improve and Control, by
taking the example of a project, and demonstrates the
benefits attained.
1. Background
The Global Engineering Development Center of
Tata Consultancy Services (TCSGEDC) located at
Chennai, India, has been executing projects for various
businesses of General Electric Company (GE) since
1995. The projects span the areas of Engineering
Design, Computer Aided Design, Finite Element
Analysis, Software Development for Engineering
Automation and Implementation of Product Data
Management Solutions. TCS GEDC has a number of
initiatives in quality and process management and is on
its journey to Level 5 of the Capability Maturity Model
(CMM) enunciated by the Software Engineering
Institute of Carnegie Mellon University [1]. TCS
GEDC's long association with GE has influenced it to
adopt the Six Sigma Approach for making disciplined
and rigorous progress in quality improvement. TCS
GEDC learns and leverages from the experience of GE
in the implementation of Six Sigma Initiatives.
Six Sigma Quality quantitatively means that
the average review process generates 3.4 defects per
million units where a unit can be anything ranging
from a component to a line of code or an administrative
form. This implies that nearly flawless execution of key
processes is critical to achieve customer satisfaction and
productivity growth [2].
C H A M P IO N
(CENTER MANAG ER)
B lack B elt
(G E -P S g rou p )
B lack B elt
(G E -TS g rou p )
B lack B elt
(G E -N P g rou p )
B lack B elt
(A U TO M A TIO N g rou p )
B lack B elt
(F E A g rou p )
G reen B elts
G reen B elts
G reen B elts
G reen B elts
G reen B elts
3. Deployment
All employees are trained on Six Sigma Quality to
increase their awareness, understanding, and the day-today use of Six Sigma tools and processes, and their
application to projects.
Six Sigma projects (quality projects) are chosen,
based on customer feedback and analysis of the process
metrics. Projects that have a significant customer impact
and financial savings are given top priority.
ii.
iii.
Potential
Failure Modes
Potential
Causes
Current
Controls
Dispatch
incomplete
PDM structure
not followed
Non
conformance of
inputs with
Standards
Work
Pressure
Lack of
knowledge
Information
not given to
all team
members
against
blindly
following
SIMTOs
Lack of
knowledge
No Control
Risk
Priority
Number
200
No Control
180
No Control
160
No Control
140
QA tool
limitations
QA Tool
120
Incomplete
dispatch
Non
compliance to
Standards
4. Methodology
A Six Sigma Project consists of the following phases:
Define: The product or process to be improved is
identified. Customer needs are identified and translated
into Critical to Quality Characteristics (CTQs). The
problem/goal statement, the project scope, team roles
and milestones are developed. A high-level process is
mapped for the existing process.
Measure: The key internal processes that influence the
CTQs are identified and the defects generated relative to
the identified CTQs are measured.
Analyze: The objective of this phase is to understand
why defects are generated. Brainstorming and statistical
tools are used to identify key variables (Xs) that cause
defects. The output of this phase is the explanation of
the variables that are most likely to affect process
variation.
Improve: The objective of this phase is to confirm the
key variables and quantify the effect of these variables
on the CTQs. It also includes identifying the maximum
acceptable ranges of the key variables, validating the
measurement systems and modifying the existing
process to stay within these ranges.
Project
Initiation
Effort Estimation /
Scheduling
Project Study
ONSITE
Quality
Assurance
Resource
Allocation
Execution
CLIENT
STUDY
Delivery
Feedback
Defects
10
8
6
4
2
0
Study
Execution
Delivery
Ke y Proce sse s
Project
Initiation
Quality
Assurance
CLIENT
Delivery
Effort Estimation /
Scheduling
Project Study
ONSITE
Resource
Allocation
Execution
STUDY
Feedback
50
45
40
35
30
25
20
15
10
5
0
In iti a l s tu d y o f p k g
not do ne
Im p ro p ecauses
r e x e c u that
ti o n affect
Using FMEA, five most severe
the CTQs and the recommended actions were
T ig h t s c h e d u le
La ck of com m n.
Im p r o p e r p la n n in g
a m o n g te a m
m e m b e rs
A llo c a tio n b a s e d
P k g . S tu d y n o t
o n s k ill s e t
.
fo llo w e d s tric tly
in p k g p la n
S h iftin g p e o p le
T ig h t s c h e d u le
a c ro s s p k g .
fre q u e n tly
La ck of
k n o w le d g e
m e eshows
t in g
identified. Figure 5-7
the results of FMEA
conducted in one of the project groups.
tig h t s c h e d u le
La ck of
k n o w le d g e
.
N o p r io rity
M is in te r p r e ta tio n
o f in s tr u c tio n s
N e w a v a ila b ility
o f re s o u r c e s
N o c a u s a l a n a ly s is
N o IQ A
C h k lis ts /IQ A
n o t fo llo w e d
C la r if. n o t
ra is e d in tim e
R e p e titiv e
e r r o rs
N o s h a r in g o f
le s s o n s le a rn t
Q u a lit y -n o n
c o m p li a n c e
N o p r io rity
La ck of
k n o w le d g e
U n p a ra m e tric
fe a tu re s
tig h t
s c h e d u le
N ew
p e o p le
N o in d u c tio n
tra in in g
P o o r q u a lity o f
in p u ts /in s tn s .
Lack of
tr a in in g
No EQA
M is in te r p r e ta tio n
o f in s tr u c tio n s
N o t g iv in g re le v a n t
d o c . fo r E Q A
N o n a v a ila b ility
o f re s o u r c e s
In itia to r s
p r e fe r e n c e s
U p d a te o f
d a ta file s
N o t u p d a tin g
c h e c k lis ts /
g u id e lin e s
In fo . n o t
g iv e n to a ll
te a m m e m b e r s
C h a n g e in G E S T D s
s /w to o ls n o t
ru n n in g o n th e
m a c h in e s
Q A T o o l, P ip e
m a s te r
Project Study
Execution
Checklists (Process / Product)
Guidelines, Procedures
Methodologies
Training
Standardisation - Templates
Defect Prevention
Log files for usage of Tools
Delivery
Quality Compliance
100%
99%
98%
97%
96%
95%
94%
3rd Qtr '98
4th Qtr '98 1st Qtr '99 2nd Qtr'99 3rd Qtr '99 4th Qtr '98
Period
Individual Value
UCL=2.735
Mean=0.9435
Subgroup
Moving Range
2
1
8
7
6
5
4
3
2
1
0
LCL=-0.8475
10
20
30
40
50
1
1
UCL=2.200
R=0.6734
LCL=0
April 2000
May 2000
June 2000
LSL
USL
USL
Target
LSL
Within
Overall
Cpm
Overall Capability
Pp
PPU
PPL
Ppk
0.76
0.71
0.82
0.71
-2
Observed Performance
0.00
PPM < LSL
21276.60
PPM > USL
21276.60
PPM Total
6. Conclusion
The thrust on Six Sigma Quality has helped in
creating and sustaining customer focus in the TCS
GEDC, leading to improved customer satisfaction as
indicated in the feedback from the customer. At the
same time, active participation of the team members
from all levels in the Six Sigma projects has evolved a
culture of effective and creative team work.
The goal is to achieve Six Sigma level not only in
product quality, which is currently at 5.85, but also in
the other client specified metrics of on-time delivery
and estimate compliance. To achieve this goal, TCS
GEDC plans to have about 60 Six Sigma projects
completed by the second quarter of 2001.
7. References
[1] Paulk M, Weber C, Curtis B, Chrissis M.B. (1995)
The Capability Maturity Model: Guidelines for
8. Author information
Mala Murugappan (mmala@chennai.tcs.co.in) is the
SEPG
coordinator
at
Offshore
Engineering
Development Center, Chennai, India. A Certified
Quality Analyst, her interests include process and
quality improvement and Six Sigma Quality. She has
undergone Six Sigma Training for Green/Black Belt
conducted by GE, India. Mala received her Bachelor of
Engineering in Mechanical Engineering from College of
Engineering, Guindy, Chennai and Master of
Technology in Machine Design from the Indian Institute
of Technology, Chennai.
Dr. Gargi Keeni (gkeeni@mumbai.tcs.co.in) is the
Corporate Quality Head at Tata Consultancy Services,