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David Garvin's Theory, Six Sigma and Benchmarking Presented By:-Dhruv Shah Sahil Shah Dharmil Gosalia

The document discusses quality frameworks including David Garvin's eight dimensions of quality, Six Sigma methodology, and benchmarking. Six Sigma aims for near perfection with 3.4 defects per million opportunities. It was developed by Motorola in 1986 and has saved the company $17 billion. Benchmarking involves comparing business processes and metrics to best practices from other industries to identify areas for improvement. Typical benchmarking methodology includes identifying problem areas, leaders in similar processes, surveying best practices, visiting companies, and implementing improvements.

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Vishakha Jain
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154 views18 pages

David Garvin's Theory, Six Sigma and Benchmarking Presented By:-Dhruv Shah Sahil Shah Dharmil Gosalia

The document discusses quality frameworks including David Garvin's eight dimensions of quality, Six Sigma methodology, and benchmarking. Six Sigma aims for near perfection with 3.4 defects per million opportunities. It was developed by Motorola in 1986 and has saved the company $17 billion. Benchmarking involves comparing business processes and metrics to best practices from other industries to identify areas for improvement. Typical benchmarking methodology includes identifying problem areas, leaders in similar processes, surveying best practices, visiting companies, and implementing improvements.

Uploaded by

Vishakha Jain
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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David Garvins Theory, Six Sigma

and Benchmarking
Presented By:Dhruv Shah
Sahil Shah
Dharmil Gosalia

WHAT IS
QUALITY

Hence the perception of quality


differs from person to person and
from product to product.
Quality is viewed from different
perspective by every individual.

DAVID GARVIN
Prof. David A. Garvin is a professor at
Harvard School of Business.

GARVINSs 8
DIMENSIONS OF QUALITY
1.
2.
3.
4.
5.
6.
7.
8.

Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived Quality

SIX SIGMA
Six Sigma is the measure of quality that
strives for near perfection.
It is a disciplined, data-driven
methodology focused on eliminating
defects.
Six Sigma is a reference to a statistical
measuring system, equivalent to just 3.4
defects per every million opportunities.

DEFINITION
Six Sigma seeks to improve the
quality of process output by
identifying and removing the causes
of defects (errors) and minimizing
variability in manufacturing and
business processes.

WHY SIX SIGMA?


Intense
competitive
pressures
especially from rapid globalization.

Greater consumer demand for high


quality products and services, little
tolerance for failures of any type.
Top management (and stockholder)
recognition of the high costs of poor
quality.

SIGMA & % ACCURACY


Defects per
million
opportunities
(DPMO)

% Accuracy

One Sigma

691,500

30.85%

Two Sigma

308,500

69.15%

Three Sigma

66,810

93.32%

Four Sigma

6,210

99.38%

Five Sigma

233

99.977%

Six Sigma

3.4

99.9997%

SIX SIGMA AT MOTOROLA


Motorola is known for
but the company's
contribution to the
quality-improvement
Six Sigma.

its cell phones,


more lasting
world is the
process called

In 1986 an engineer named Bill


Smith first formulated the particulars
of the methodology.
Motorola saved $17 Billion from 1986
to 2006

IMPLEMENTATION ROLES
Executive Leadership
Project owner
Implement solutions
Black Belt managers

Own vision, direction,


integration, results
Lead change

Part-time
Help Black Belts

Project Champions

Master Black
Belts

Full time
Train and coach
Black and Green Belts
Statistical problem solving experts

Green Belts

Black Belts
Devote 50% - 100% of time to Black Belt activities
Facilitate and practice problem solving
Train and coach Green Belts and project teams

11

BENCHMARKING
Laymans Definition:
Standard is set and performance is
measured with the set standards.
Definition:
Benchmarking is the process of
comparing one's business processes
and
performance
metrics
to
industrys best and/or best practices
from other industries.

BENEFITS OF
BENCHMARKING
Attention to performance
Facilitates learning
Better involvement of staff
Increase
relationship
and
understanding of communication
within and between organization
Willingness to communicate and
creates sense of teamwork

TYPICAL BENCHMARKING
METHODOLOGY
Identify your problem areas
Identify other industries that have similar
processes
Identify organizations that are leaders in
these areas
Survey companies for measures and
practices
Visit the "best practice" companies to
identify leading edge practices
Implement new and improved business

Benchmarking
Laymans Definition:
Standard is set and performance is measured with the set
standards.

Definition:
Benchmarking is the process of comparing one's business
processes and performance metrics to industry bests and/or
best practices from other industries.

Benefits of Benchmarking
Attention to performance
Facilitates learning
Better involvement of staff
Improves relationship and understanding within and
between organization.
Willingness to communicate and create sense of
teamwork

Typical Benchmarking Methodology


Identify your problem areas
Identify other industries that have similar processes
Identify organizations that are leaders in these areas
Survey companies for measures and practices
Visit the "best practice" companies to identify leading
edge practices
Implement new and improved business practices

Types of Benchmarking

Process benchmarking
Financial benchmarking
Performance benchmarking
Product benchmarking
Strategic benchmarking
Functional benchmarking
Best-in-class benchmarking
Operational benchmarking

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