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SIX SIGMA

Six Sigma is the Pursuit of Quality

An organization pursuing or practicing Six Sigma is serious about the pursuit of manufacturing excellence. This data-driven approach is a formula for excellence based on the Six Sigma defect-elimination process based on deviation from process specifications based on transaction and manufacturing processes as they effect the product or service output.

The practice of Six Sigma produces a qualitative measurement that can be observed and improved, leading to operational and. or manufacturing success.

Six Sigma methods are applied in the form of projects, and are accomplished through the application of methods that are proven to increase success in quality. Because it is a discipline, Six Sigma is defined in terms of performance, or expertise excellence much like martial arts, producing six divisions of expertise in Green Belts, and Black Belts. The level of Six Sigma Master Black Belt recognizes the highest level of achievement, and authorizes the master to oversee and train the other 12 levels.

Approximately 6 projects can be completed in a year’s time, and is highly effective in producing productivity and profitability results. Companies such as General Electric improved profitability by $10 billion dollars in their first year of completion of a round of Six Sigma Projects.

The Six Sigma process works because of it’s system of personal achievement, and acquisition of skills that can increase a participants executive standing and earning ability. The projects pay off because the savings in operational costs are so significant, that the cost can easily be absorbed by an organization intent on increasing profitability aggressively practicing the tenants.

Six Sigma improves Problem Solving by creating management champions (Executive Champion, Project Champions, Green and Black Belts, etc.) that structure effective problem-solving, and mentor it in implementation to ensure effectiveness. Inclusive globa; training for all throughout the organization also ensures the entire organization is on the same page, working towards the same goals.

Six Sigma projects are based around this statistical, problem-solving model that produce mission-critical metrics that can be compared and contrasted so essential improvement areas can be identified and addressed. Defects per Million Opportunities, or DPMO uses a single scale of defect identification that speeds up the process of making profit-positive changes, and implementing them immediately. This is how companies implementing Six Sigma, such as GE, see immediate profitability improvement in the first year.

New types of integrated, cross-functioning teams are created that deepen the saturation into processes, creating a cross-check on systems that effect each other. Because of the ease of comparing operating processes, and the cross integration of functional teams within the company, the improvement offered by Six Sigma creates a culture of continual improvement hat evolves processes within formerly isolated departments into a “meshed gear” style of operation where each part of the company empowers the other to succeed.

Processes and tools not needed are discarded, using the idea of Lean Management to keep the practice tight and functional. The Six Sigma process is an excellent way to empower employees, improve processes, and increase profitability when companies seek a dramatic improvement in their bottom-line profitability, quickly.