Six Sigma

Six Sigma is a set of techniques and tools for process improvement. It was introduced by American engineer Bill Smith while working at Motorola in 1986. Jack Welch made it central to his business strategy at General Electric in 1995. Today, it is used in many industrial sectors.

History

Six Sigma originated at Motorola in 1986 as a methodology designed to improve processes by eliminating defects. It was a data-driven approach and methodology for eliminating defects in any process and was first introduced by Bill Smith, a senior engineer and scientist at Motorola.

Methodology

Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-Check-Act Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC and DMADV.

DMAIC

DMAIC is used for projects aimed at improving an existing business process. The DMAIC project methodology has five phases:

• Define the system, the voice of the customer and their requirements, and the project goals, specifically.
• Measure key aspects of the current process and collect relevant data.
• Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered.
• Improve or optimize the current process based upon data analysis using techniques such as design of experiments, poka yoke or mistake proofing, and standard work to create a new, future state process.
• Control the future state process to ensure that any deviations from the target are corrected before they result in defects.

DMADV

DMADV is used for projects aimed at creating new product or process designs. The DMADV project methodology, also known as DFSS ("Design For Six Sigma"), features five phases:

• Define design goals that are consistent with customer demands and the enterprise strategy.
• Measure and identify CTQs (characteristics that are Critical To Quality), product capabilities, production process capability, and risks.
• Analyze to develop and design alternatives
• Design an improved alternative, best suited per analysis in the previous step
• Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s).

Roles and certification

Six Sigma professionals exist at every level – each with a different role to play. While implementations and roles may vary, here is a basic guide to who does what.

• Executive Leadership includes the CEO and other members of top management. They are responsible for setting up a vision for Six Sigma implementation.
• Champions take responsibility for Six Sigma implementation across the organization in an integrated manner.
• Master Black Belts, identified by champions, act as in-house coaches on Six Sigma. They devote 100% of their time to Six Sigma.
• Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They primarily focus on Six Sigma project execution and special leadership with special tasks, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma.
• Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities, operating under the guidance of Black Belts.

Criticism and controversy

Like any business process, Six Sigma is not without its critics. Some argue that it is overly complex for simple business processes, while others believe it can stifle creativity and innovation.

See also

• Lean Six Sigma
• Total Quality Management
• Zero Defects
• Business Process Reengineering

External links

• iSixSigma – Six Sigma Quality Resources for Achieving Six Sigma Results

Six Sigma Resources
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