Six Sigma Implementation
What is Six Sigma
Though six sigma is defined by many in many different ways, but the gist of what it is can defined as follows:
Six Sigma (6σ) is a set of techniques and tools for process improvement. It is used to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, primarily empirical, statistical methods, and creates a special infrastructure of people within the organization who are experts in these methods.
Six Sigma Projects
Each Six Sigma project carried out within an organization follows a defined sequence of steps and has specific value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits.
DMAIC
This method is used primarily for improving existing business processes. The letters stand for:
Define the problem and the project goals
Measure in detail the various aspects of the current process
Analyze data to, among other things, find the root defects in a process
Improve the process
Control how the process is done in the future.
DMADV
This method is typically used to create new processes and new products or services. The letters stand for:
Define the project goals
Measure critical components of the process and the product capabilities
Analyze the data and develop various designs for the process, eventually picking the best one
Design and test details of the process
Verify the design by running simulations and a pilot program, and then handing over the process to the client
| Benefits of implementing six sigma |
| Increased long term revenue |
| Improve quality |
| Expand Innovation |
| Reduce costs |
| Positively impact employee safety |
SAF’s process of implementing Six Sigma system
Leadership vision dispersion –Leadership gets engaged in this process by clearly defining the vision of implementing the system. This vision is communicated clearly, consistently, and repeatedly throughout the organization. In other words, leadership must lead the effort. Their primary responsibility is to ensure that Six Sigma goals, objectives, and progress are properly aligned with those of the enterprise as a whole. This is done by modifying the organization such that personnel naturally pursue Six Sigma as part of their normal routine. This requires the creation of new positions and departments, and modified reward, recognition, incentive, and compensation systems. These key issues are discussed throughout this chapter. The Six Sigma deployment will begin with senior leadership training in the philosophy, principles, and tools they need to prepare their organization for success
Infrastructure – Leadership direct the development and training of an infrastructure to manage and support Six Sigma.
Communication and awareness – DMAIC project essentially create change in the environment, therefore the buy-in through proper communication is essential.
Stakeholder feedback systems –Processes are then developed for establishing communication with customers, employees, and suppliers.
Process feedback systems –A framework for continuous process improvement is developed, along with a system of indicators for monitoring progress and success.
Project selection – Six Sigma projects are proposed for improving business processes by people with process knowledge at various levels of the organization. Six Sigma projects are selected based on established protocol by senior management to achieve business performance objectives linked to measurable financial results
Project deployment –Six Sigma projects are conducted by project teams lead by Black Belts (or by Green Belts with the technical assistance of Black Belts)