Six Sigma

Six Sigma

The six sigma approach developed moderately in France in the 1990’s, due to an image of quality often associated with management by constraints. Successful management of this approach’s tasks. As well as using the disciplined Six Sigma approach of project management in organizations. So are examples of Six Sigma applications of project management. Motorola coined the word Six Sigma to describe the overall management strategy summarized in this paper in the early 1980s. Many other companies, including General Electric, Boeing, DuPont, Toshiba, Seagate, and others. Actually have successfully implemented the process. It is quickly becoming a significant force in many leading organizations’ strategy.

Objectives of Six Sigma

The approach focuses on gaining a deeper understanding of customers’ needs and eliminating flaws and waste. These goals are attained by a thorough understanding of statistics, engineering, and project management. As well as the processes and structures that support them. Six Sigma programs aim to develop a company’s goods, services, and processes in a variety of areas. Therefore including manufacturing, marketing, finance, and administration. In several organizations, participation in it’s ventures is becoming a prerequisite for advancement. Understanding this management approach and combining project management and Six Sigma methods. Actually will provide project managers with valuable resources to help their companies.

Six Sigma Project Methodology

The following steps are included in the widely known Six Sigma project management methodology:

• Define: The project’s goals and scope are specified. Knowledge about the process and the consumer is gathered.
• Measure: Data on the current situation as well as process metrics are gathered.
• Analyze: Data is analyzed to determine the problem’s root cause(s).
• Improve: The problem’s solution(s) is/are formulated and implemented.
• Control: The adopted solution(s) are tested, and processes to maintain the gains. Such as standardization, are put in place.

The acronym DMAIC has been used to refer to this approach. Some people think there should be another initial step called Recognize. This will happen before the Define process. Hence it’s meant to make sure that the right opportunities and issues are identified.

Organizational Structure of Six Sigma

The Black Belt is at the heart of the approach. This is the project manager for Six Sigma.

• Black Belt is a full-time Six Sigma project manager who leads four to six projects per year. Black Belts are hand-picked and given rigorous instruction in the Six Sigma technique. This assignment, which may last up to two years in some organizations. Basically is a significant milestone in the career path of the person assigned to that position.
• Green Belts are specialized team members who work part-time on Six Sigma ventures. Six Sigma technique is taught to Green Belts. Some organizations refer to all team members working on a Six Sigma project. As Green Belts and provide them with Six Sigma training.
• Master Black Belts are seasoned Black Belts who serve as professional advisors to Black Belts, Green Belts, and other members of the team.
• Champions are the strategic and tactical corporate leaders of the company. They accept Six Sigma project charters and track project progress. Moreover ensure that Six Sigma projects in their respective business units are successful.

Benefits of Six Sigma

Better understanding of evolving consumer needs, improved quality and execution, waste reduction, cost reduction. Along with production of robust products and processes, enhancement of competitive position, and sustainable competitive advantage. In fact by continuous improvement of all business structures in the enterprise are all benefits of Six Sigma. 

The Six Sigma management approach focuses on gaining a deeper understanding of consumer needs. Also improving business processes around the enterprise, and improving financial efficiency. It’s used to enhance the organization’s goods, services, and processes in a variety of areas. Thus including manufacturing, product creation, marketing, distribution, finance, and administration.

The Six Sigma approach breaks with sterile debates and hesitations about the choice of breakthrough or continuous improvement. It shows the utility of both approaches by creating a break and continuously improving the entire company. Thus, it reduces the risks of resistance to change that are identical regardless of the project and often related to a lack of vision of the project. Moreover low support from the management team, a lack of clear objectives and the natural fear of change.

Cultural Values ​​Shared with Six Sigma

Through my experiences, my research, my meetings, I was able to discuss the theme of Six Sigma and its concrete vocation to change the company by orienting it on simple and effective ways of performance and efficiency. As my thoughts matured, these men and women helped me fuel my vision. The results are quite telling.

The values ​​associated with Six Sigma (revealed and / or accented) are the following:

• A team spirit with a rapprochement of the professions around the same objective.
• A culture of change with a methodology that allows the individual to be creative (designs the business in a simple and effective way, solves problems by looking for root causes).
• Communication enhanced by a “vision process” of the company that avoids a compartmentalization of trades.
• A stronger commitment! No more consultants crossing our offices without knowing what it is, reinforcing our fears and these famous sounds of the corridor according to the old adage of “give me your watch that I give you the time”! With Six Sigma, the staff is involved and has new skills that promote reciprocity and “win to win” that everyone is talking about systematically. Operational language and rapid success motivate and lend credibility to the approach.
• A culture of measurement is established in the organization, not only in projects: if we can measure, we can correct. The measurement system becomes a steering tool and being able to prove what is going on and give measurable objectives becomes a rule of operation.
• Customer satisfaction is the key and starting point of this approach, which promotes a transversal approach to work.
• Operational excellence takes all these forms with an approach to control each of the processes of the company.