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Six Sigma
Many organizations are using the concepts of Six Sigma to
improve their business processes. Unfortunately, many organizations
fail to reap the benefits of Six Sigma because improvement
projects are not focused.
Six Sigma projects must be linked to the organization's business
plan
Overview
Six Sigma methods have their roots in Motorola's quality improvement
efforts in the late 1980s. That effort was a major contributor
to Motorola being one of the first Malcolm Baldrige winners
in 1988. In the 1990's Six Sigma achieved popular appeal as
a result of the success General Electric and Allied Signal
(now Honeywell) had implimenting Six Sigma concepts.
While the name "Six Sigma" has taken on a broader
meaning, the fundamental purpose of Six Sigma is to improve
processes such that there are at least six standard deviations
between the worst case specification limit and the mean of
process variation. For those of us that are statistically
challenged, that means the process is essentially defect free!
The tools of Six Sigma are not new. Most of them are the
same basic tools used by Quality Improvement Teams in the
1970s and early 80s. Six Sigma does have a catchy name and
titles like "Black Belts," but its real value is
in the systematic approach to improvement. The DMAIC process
is a variation of PDCA that many people find helpful. There
is no doubt about it, Six Sigma can help organizations improve
processes.
On the other hand, many Six Sigma program managers complain
that projects are all over the map. How can they make sure
people are "working on the right things?" The best
approach is to align Six Sigma projects with the organization's
strategic business plan.
When Six Sigma projects are aligned with the organization's
strategic direction, breakthrough results can be realized.
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