BDA Your Six Sigma and Load Practitioners
Six Sigma is a business management strategy, originally developed by Motorola, USA in 1986. Six Sigma became well known after Jack Welch made it a central focus of his business strategy at General Electric in 1995, and today it is widely used in many sectors of industry.
Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.
It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization (“Black Belts”, “Green Belts”, etc.) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction and/or profit increase).
The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield, or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% or the product manufactured are statistically expected to be free of defects (3.4 defects per million). Motorola set a goal of “six sigma” for all of its manufacturing operations.
Six Sigma was heavily inspired by the quality improvement methodologies of the six preceding decades, such as quality control, Total Quality Management (TQM), and Zero Defects.
Like its predecessors, Six Sigma doctrine asserts that:
- Continuous efforts to achieve stable and predictable process results (i.e., reduce process variation) are of vital importance of business success.
- Manufacturing and business processes have characteristics that can be measured, analyzed, improved and controlled.
- Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.
Features that set Six Sigma apart from previous quality improvement initiatives include:
A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project.
- An increased emphasis on strong and passionate management leadership and support.
- A special infrastructure of “Champions”, “Master Black Belts”, “Black Belts”, “Green Belts”, etc. to lead and implement the Six Sigma approach.
- A Clear commitment to making decisions on the basis of verifiable data, rather than assumptions and guesswork.
For more information please contact Mark Fernandez