| Six Sigma is powered by principles which are | | | | (some even have specialized working knowledge |
| governed by continuous improvement. In pure | | | | pertaining to some specific industries such |
| terms, Six Sigma helps manufacturing | | | | as automobiles, aircrafts, etc). |
| organizations reduce the number of errors or | | | | |
| reduce the number of defective products | | | | Achieving Six Sigma certification in your |
| manufactured by them. This is achieved by a | | | | organization requires you to execute one |
| regular sharpening of the process and | | | | project completely in the recommended |
| constant monitoring on processes and how they | | | | process. Documenting the process and training |
| can be improved. | | | | existing business and manufacturing heads |
| | | | forms a large part of the implementation of |
| However, Six Sigma today has moved on from | | | | Six Sigma processes. An organization also |
| the manufacturing realm of business and is | | | | requires investments within the company by |
| also very much a part of the services | | | | way of people, man hours, machine hours, |
| industries where the spirit of the process is | | | | technology etc to implement Six Sigma. |
| lauded. Constant improvements are sought in | | | | |
| almost all industries today. A reason for the | | | | Getting familiar with the nomenclatures of |
| phenomenal success of this business process | | | | Six Sigma: |
| and quality management and practice has been | | | | |
| the short term and long term impact it has on | | | | The Total Quality Management process of Six |
| bottom line of the business. | | | | Sigma has gained popularity over the past few |
| | | | years specially as businesses have become |
| Six Sigma is not a process which begins to | | | | more quality conscience and as manufacturing |
| show results only over a long period of time | | | | processes become more complicated. The key |
| or results which can only be measured by | | | | industries implementing Six Sigma are |
| abstract measurements. In fact its results | | | | Healthcare, Banking, Insurance and |
| can be measured right away by the reduction | | | | Construction. The two prominent methodologies |
| in the number of faulty products, reduction | | | | are DMAIC (Define Measure Analyze, Improve |
| in returns from customer and reduction of | | | | and Control ) and DMADV ( Define, Measure, |
| useless inventory. A before and after the Six | | | | Analyze, Design and Verify). There is also |
| Sigma implementation can easily highlight the | | | | operational hierarchy when it comes to Six |
| benefits to the organization. If you are new | | | | Sigma. Apart from the senior Management, |
| to this concept and have only heard about it | | | | there are Champions, Master black belts, |
| on the passing, here are some vital answers | | | | Black Belts and Green Belts who have a |
| to frequently asked queries: | | | | predefined role in the implementation of Six |
| | | | Sigma in the organization. |
| What does it take to implement Six Sigma in | | | | |
| an organization? | | | | If the benefits are so prominent, why are |
| | | | more companies not implementing Six Sigma? |
| It takes phenomenal operational efficiency | | | | |
| and discipline as well as organizational | | | | Six Sigma has not changed much from the time |
| leadership to implement Six Sigma. Since the | | | | it was put together way back in the 1980s. |
| concentration of the manufacturing process | | | | The success factor has been the absolute |
| has to be reducing the number of defects or | | | | number of achieving 3.4 defects per million |
| defective products, each process has to be | | | | products which is phenomenal. Even with this |
| scrutinized closely and amended to work | | | | measurement, Six Sigma has largely remained a |
| towards this goal. In-house champions make | | | | territory for the large companies and very |
| this quality conscience-ness possible as it | | | | few small to medium enterprises have ventured |
| is not possible for all processes and | | | | in this direction. The primary reason has |
| involved managers to be highly quality | | | | been the cost of implementing this process is |
| conscience. Technology is also a great | | | | very prohibitive. The man power resources |
| enabler in the implementation of Six Sigma as | | | | required to manage the process is equally |
| it helps reduce faults to a large extent. | | | | difficult. |
| | | | |
| A number of professionals are required to be | | | | Some organizations which are very convinced |
| employed to be able to implement this | | | | about this quality management procedure adapt |
| business process improvement method in an | | | | something called the Lean Six Sigma. The Lean |
| organization. There are individuals who have | | | | Six Sigma has the same spirit but lesser |
| in-depth knowledge about the principles of | | | | number of defines processes and steps and is |
| Six Sigma as well as manufacturing processes | | | | quite suited for smaller organizations. |