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What is the main goal of the six sigma implement?
The main goal of a Six Sigma implementation is continuous improvement.
The main goal of a Six Sigma implementation is continuous improvement.
Six Sigma is a business management strategy that seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing vari…ability in the business and manufacturing processes. Six sigma uses a set of quality management methods and creates a special infrastructure of people within the organization. A sigma rating indicates yield, or the percentage of defect-free products it creates. A six-sigma process is one in which 99.99966% of the products manufactured are free of defects. Six Sigma has been used by multinationals (MNCs) with great results. While statistics has a role in Six Sigma, its emphasis has been blown out of proportion. Six Sigma is a methodology that provides businesses with the tools to improve the capability of their business processes. Six sigma helps to solve most business problems with improved process knowledge. This increase in performance and decrease in process variation leads to defect reduction and vast improvement in profits, employee morale and quality of product. Six sigma certification is of three types - yellow, green and black belt. There are many organizations and institutes that offer certification. However, currently there is no central certification body, neither in the United States nor anywhere else in the world.
Six Sigma is a world-class management system for driving, achieving, and sustaining breakthrough improvements in every part of an organization. Through structured planning and… systematic project execution, an organization leverages Six Sigma to achieve its most important business objectives. Essentially, Six Sigma is about improving processes, or the way work gets done in an organization. This is where the rubber of performance improvement meets the road. If you operate your processes at Six Sigma quality, then you commit no more than 3.4 defects per million opportunities for defects. This means you have to operate your processes correctly the first time 99.9997 percent of the time! That is - 3.4 defects in a million pieces
It may require a culture change within the organization.
There are many websites which will sell you the sixsigma mark,however walking the walk and buying the mark are very different things, as with all products caveat emptor.Many q…uality managers have read about and seen the benefits of Six Sigma but are unsure how to approach their senior leadership about the opportunity because they do not have a concise package of information to convey. Fortunately, there is a series of tried and true steps which can be taken to sell management on the benefits of Six Sigma. These are the steps blazed by pioneering quality professionals who successfully sold management on the methodology and eventually deployed an effective Six Sigma program. The Importance of Leadership Buy-in Without leadership buy-in, there is little hope for Six Sigma adoption. A company's executives must believe and support Six Sigma's potential with dollars, words and actions just like any other corporate objective or goal. Executives are looking for a return on investment (ROI), risk mitigation and competitive advantage. Therefore, to convince them of the value Six Sigma will bring to the organization, it is important to present the benefits as a business case. The major steps to developing and presenting the business case are:*# Identify and evaluate your audience. Research and summarize successful launches at other organizations with similar functions; include the ROI and a sample project.Document critical success factors.Define deployment requirements.Define a pilot project.Calculate and display the potential financial savings range and ROI including "soft" elements such as corporate image and competitive advantage.Present and sell Six Sigma to the executives.Get ready for deployment! The Audience The first step is to determine the perspective of your audience. This involves evaluating their appetite for new initiatives and reviewing their previous messages to the company. Useful resources include mission statements, competitive or objectives cascades, and presentations made to various levels of the company. If appropriate, initiate an informal interview with the audience members in advance to determine their current challenges or passions and evaluate their previous success in finding tools to manage those challenges. From these sources, identify areas on which to focus the business case, including appropriate examples and pilot project ideas. Benchmarking To demonstrate the potential of Six Sigma, it is necessary to provide examples of successful deployments in other organizations. Focus on similar-sized organizations within the same industry if possible. The purpose is to show an investment of similar scale and the resulting performance improvements realized within one or two years of deployment. Many success stories exist in quality management publications or on quality Internet sites. A few hours spent using an online and/or library periodical search tool should yield a good list of appropriate examples as well. Identify themes that made Six Sigma a success for those companies and look for examples that include some of the messages gleaned from the executive research to align the message to currently accepted viewpoints. An important message to stress during the presentation to the executives is that simply training a number of Black Belts will not transform the organization into a "Six Sigma company." Leading consulting firms have proven the critical success factors through years of Six Sigma launches. These factors include true leadership support, a data-driven culture, proof of concept through the use of a pilot project, alignment to corporate/functional objectives, and full integration in the business environment. To strengthen the significance of the message, reference examples of these factors found in the success story articles. The critical factors are a critical take-away from the meeting. Deployment Plan The purpose of presenting a deployment approach is to show the scale and timing of the undertaking. To address concerns about resource and training cost risk, include a stair-step approach to deployment. This approach uses approval tollgates to obtain executive signoff of the deployment's effectiveness before rolling it out to a larger group of employees. The first step is the selection of a pilot project with one employee and an external consultant or Master Black Belt. If the project proves successful, the next step is Black Belt training and project management for a pilot department. This logic continues until all functional areas have 10 percent of their employees trained as Black Belts and 100 percent trained as Green Belts. This scalability also allows the training of internal, experienced Black Belts to become Master Black Belts, which reduces the need for expensive consultant-based training. One successful way of presenting this is through the use of a one-page timeline showing two years of anticipated benefits, the goals of training, expected project savings and external consultant needs diminishing. Also highlight a continuous line representing ongoing executive support. Pilot Project Idea The selection and presentation of the pilot project idea is another place where it is critical to link the project idea to a known "hot topic" of the executives. It will peak their interest if one of the company's current challenges is addressed. But be careful not to promise "world peace." One of the necessities of an individual project is a scope small enough to allow for real, measurable and sustainable improvement within a realistic time frame. The pilot overview outlines the resources required and the process of evaluating its effectiveness. First review the objective (hot topic improvement) and the scope (one major contributor to poor performance). Next review the resources needed, including recommending an experienced, quality-driven employee for Black Belt training. Then outline the expected external consulting needs (a Master Black Belt), including a cost range. A natural next step is to review the timeline of the pilot project, which will explain the Master Black Belt costs over the term, including training and project oversight. The timeline should follow the DMAIC project steps with signoff tollgates to assure each step passes corporate and Six Sigma evaluations. The final evaluation should follow a few months after the project is closed to assure that the improvement is sustained according to the control plan implemented as a result of the project. The Bottom Line The return on investment is the focus of many executives. This section of the presentation should include a five-year cost/benefit analysis outlining the hard costs and savings as well as a list of soft issues that also affect the decision. The hard costs need to include the offset to department staffs when Black Belts are assigned fulltime to Six Sigma. Other costs include training, consulting, possible travel, software (statistical, flowcharting), and hardware (additional laptops). The cost offsets will increase over time as training increases. They will represent the average savings per Black Belt for your industry based on three to four projects closed per Black Belt annually. Although the five-year return data will interest the leadership, the softer issues communicate the real objective - competitive advantage. Here it is important to show Six Sigma as an enabler of the organization's goals. Include appropriate illustrations such as "proven approach," "fact-based management," "process of continuous improvement," "sustained improvements versus fix and forget" or other selling points that fit the executive mindset. The bottom line is not to oversell the benefits, but to convince management of the potential so that they approve the pilot project and continue their support as Six Sigma integration continues. Presentation Format A lot of time and effort will have been put into the Six Sigma proposal by the time it is ready for presentation. Despite this, the purpose of the presentation is to gain buy-in. It is wise to follow a concise format, coinciding with similar material the executives are used to reviewing. The best approach is to use a successful presentation example unique to the organization. In the absence of a such proven example, the following format is a good bet:*# Executive summary Concise presentation of the highlights a. Industry examples b. Critical success factors c. Deployment requirements d. Pilot project e. Return on investmentDetailed report including copies of crucial references (to leave with them for further information)Question-and-answer sessionSchedule a follow-up decision point meeting Now for the Real Work When the executives are convinced that Six Sigma is the key to the future, they will likely view the person who sold them on the idea as the subject matter expert. They will typically select that person as their deployment leader to direct the integration of Six Sigma within the organization. The deployment leader's next steps will include selecting a consulting/training/deployment company, managing the pilot project, developing Six Sigma overview training, and attending Black Belt training. With the executives engaged in the deployment, the organization is ready to reap the rewards of Six Sigma.
Six sigma is a measurement scale upon which improvement / performance can be gauged or overall methodology that provides standardized problem-solving tools improvement. . In l…ayman's terms, the idea is that by using basic statiscal tools to identify sources of variation that cause defects in your processes, you can attack each one of those sources of variation and decrease the number of defects your process generates. The concept of a Six Sigma process comes from a process which yields most of it's output within the specification limits required by customers. In the case of a six sigma quality process (1.5 sigma shifted), no more than 3.4 out of 1 million outputs that come out of a process are defective. There are many commercial pages which will explain sixsigma, none of which can be linked here.
The main liability for an organization who uses the six sigma process is to ensure the entire workforce - mainly the technical and fault-finding staff - are fully adapted …and aware of the entire structure of its purpose. The process mean a significant culture change in the company and its relevant departments.
its a statistical term for standard diviation. in normal distribution if there are six standard deviations between the process mean and the nearest specification limit, then… there is a 99.99966% probability that no items will fail to meet specifications . In six sigma 1.5 sigma correction is considered to allow the natural variation present in any process. So when we say that process is sis sigma , it is nactually 4.5 sigma.
In theory, there are infinite sigmas beyond six sigma. In reality, the cost and ability to move from six to seven sigma in a business process is usually not worth the return. …At a six sigma quality level, you would expect 3.4 defects per million. At seven sigma quality, you would have 0.007 defects per million. There are some processes that may run at seven sigma quality, but six sigma is a better goal which the vast majorities of businesses will never manage to reach.
Jack Welch brought Six Sigma to GE in late 1995. He approached a committee of 500 top managers with the goal of being a total Six Sigma company with little to no manufacturing… defects by 2000. Welch was reported as saying this would be the most difficult stretch goal the company had ever undertaken. The results were astounding! Withing the first two years (1996-1998) GE posted an 11% boost in Revenue, 13% Profit increase, 14% increase in Earnings Per Share, and a 17% growth in Operating Margins.
Every process can be regarded as either an asset or a failure. Its criticisms include lack of originality, confusion as to the role of consultants and potential negative effec…ts.
Total Quality Management has been around for longer than Six Sigma. They both deal with improving quality, but TQM focuses on the problem by approaching it collaboratively… while Six Sigma deals with it statistically. (Edit by LUMINIS INDIA, follows) TRUE DIFFERENCE from practical point of view of business TQM was the flavor of the day in years 1970-1980s in western industrial world and had varying degrees of success and was built upon the fundamentals of scientific management. However, Six Sigma originated in late 1980s at Motorola, but it gain popularity & momentum, after it was given a robustness at GE under the guidance of Jack Welch in 1995-96. Six Sigma went on to acquire all the 'good' of TQM and presented itself as a very powerful & practicable (STRUCTURED) methodology to bring about the serious reduction in defects & variation in the process outputs. Does it all give answer to the original question asked here? No. Let's see what is the biggest & most profound difference between TQM & Six Sigma. Promises were not realised, high profile organisations that had claimed to be practising Quality Programs (Read: TQM), went into decline, and staff had seen slogans and mission statements published with each TQM initiative, which focused on customer service and people; at the same time with these Quality Programs, they had seen being followed by redundancies and drastic cuts in training budgets. There were some success stories but there were also many failures with TQM. Therefore it was not surprising that a CEO could actually draw very little comfort from the writings of quality gurus in order to select an appropriate quality program (Read: TQM) in their organisation. There was little doubt that managers were confused too by the variety of advice available. It all changed drastically when Six Sigma emerged at the horizon. Because it was Six Sigma (at General Electric/Honeywell), which DIRECTLY connected the BOTTOM-LINE (monetary) benefits to each improvement project undertaken in the name of Quality. As they said, "No Black Belt Project would be approved, if its expected monetary benefits (results) are less than $250000. Six Sigma brought in the language & terminology, which every CEO wanted (wants today) to hear from his/her quality implementations. Thus, it is, Direct linkage with bottom-line, which is the biggest difference between TQM & Six Sigma. It is where Six Sigma scored heavily over the TQM. With thanks, LUMINIS INDIA