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28 Nov 09 Very Basics of Six Sigma

Six Sigma is very famous business management strategy developed by Bill Smith at Motorola in 1986. It is a set of practices designed to eliminate defects and improve the manufacturing process. Any process output that does not meet customers’ specifications has been defined as defect in Six Sigma. This principle is heavily inspired by other quality improvement methodologies of earlier decades such as Quality management, TQM (total quality management), and zero defect.

Doctrine of Six Sigma

  • Reduced process variation is critical for business success, therefore, the team should strive to achieve stable process result that could be predicted beforehand.
  • The characteristics of business processes and manufacturing can be measured, analyzed, improved, and controlled.
  • A strong commitment from the entire organization, especially from top management, is required to achieve the goal of sustainable quality improvement.
  • Six Sigma focuses to achieve the financial return from every six sigma project that could be measured and quantified.
  • This business management strategy put emphasizes on the role of strong and passionate role of leadership in the organization.
  • Assumptions and guesswork have been given rest, and decisions are made on the basis of verifiable data.
  • In order to implement the Six Sigma approach and lead the Six Sigma teams a special force of “Champions,” “Black Belts,” and “Master Black Belts” are developed.

What makes Six Sigma different from other quality improvement mechanisms?

Six Sigma principle asserts that by using proper methodologies, the defect level in the manufacturing as well as business processes can be reduced to 3.4 DPMO (defects per million opportunities).

Although the principle was developed for quality control in manufacturing and business process, in the recent years it has been used in many different ways. Six Sigma is increasingly used to improve communications with customers, employees and shareholders, product design, and improving the total process of interaction, etc.

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