Six Sigma
EXECUTIVE SUMMARY
The results of an exploratory study of six-sigma, suggest that the development of knowledge and learning communities is instrumental to sustaining six-sigma initiatives. Case studies highlight particular aspects of implementation and deployment efforts. The work presented in this report is to capture the current state of Six Sigma as well as to document the current practices of Six Sigma. Six key findings have been established. These include the interpretation of Six Sigma, tools and techniques, its development, implementation of Six Sigma, benefits. The future work to progress as Six Sigma continues to develop and evolve. The findings also open up new opportunities to apply Six Sigma in the fields that are not widely explored before for instance sustainability and product-service systems.
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Introduction
Six sigma is a highly regimented process that helps an organization to center on developing and performing near-perfect products and Services. Six Sigma is a rigorous, focused, and highly effective implementation of proven quality principles and techniques. Incorporating elements from the work of many quality pioneers, Six Sigma aims for virtually error-free business performance. Sigma, σ, is a letter in the Greek alphabet used by statisticians to measure the variability in any process. A company’s performance is measured by the sigma level of their business processes. Traditionally companies accepted three or four sigma performance levels as the norm, despite the fact that these processes created between 6,200 and 67,000 problems per million opportunities! The Six Sigma standard of 3.4 Defects-per-million opportunities (DPMO) is a response to the increasing expectations of customers and the increased complexity of modern products and processes. Despite its name, Six Sigma’s magic isn’t in statistical or high-tech razzle-dazzle. Since its introduction in the mid-eighties, many large corporations have been investing substantial
The results of an exploratory study of six-sigma, suggest that the development of knowledge and learning communities is instrumental to sustaining six-sigma initiatives. Case studies highlight particular aspects of implementation and deployment efforts. The work presented in this report is to capture the current state of Six Sigma as well as to document the current practices of Six Sigma. Six key findings have been established. These include the interpretation of Six Sigma, tools and techniques, its development, implementation of Six Sigma, benefits. The future work to progress as Six Sigma continues to develop and evolve. The findings also open up new opportunities to apply Six Sigma in the fields that are not widely explored before for instance sustainability and product-service systems.
0
1
Introduction
Six sigma is a highly regimented process that helps an organization to center on developing and performing near-perfect products and Services. Six Sigma is a rigorous, focused, and highly effective implementation of proven quality principles and techniques. Incorporating elements from the work of many quality pioneers, Six Sigma aims for virtually error-free business performance. Sigma, σ, is a letter in the Greek alphabet used by statisticians to measure the variability in any process. A company’s performance is measured by the sigma level of their business processes. Traditionally companies accepted three or four sigma performance levels as the norm, despite the fact that these processes created between 6,200 and 67,000 problems per million opportunities! The Six Sigma standard of 3.4 Defects-per-million opportunities (DPMO) is a response to the increasing expectations of customers and the increased complexity of modern products and processes. Despite its name, Six Sigma’s magic isn’t in statistical or high-tech razzle-dazzle. Since its introduction in the mid-eighties, many large corporations have been investing substantial
Bibliography: 1. Harry, M. J. 1987. The Nature of Six Sigma Quality: Technical Report, Government Electronics Group, Motorola, Inc., Scottsdale, AZ . 2. Hoerl, R. W. 1998. Six Sigma and the Future of the Quality Profession, Quality Progress. June:35 – 42. 3.Arnheiter, E.D. and Maleyeff, J. (2005), “The integration of lean management and Six Sigma”, TQM Magazine, Vol. 17 No. 1, pp. 5-18. 4. The Six Sigma Handbook, Third Edition 2010, A complete Guide for Green Belts, Black Belts and Managers at all levels by Thomas Pyzdek & Paul Keller. The McGraw-Hills Companies,Inc. 5. Breyfogle III, F.W. 1999, Implementing six sigma, John Wiley & Sons, NY. 6. Caterpillar website (2004) 7. Honeywell company website 8. Motorola website WEB DIRECTORIES http;//www.sixsigmaonline.org www.emeraldinsight.com lssacademy.com http://www.piqc.edu.pk www.gsk.com.bd www.averydennison.com www.wikipedia.org http://www.processexcellencenetwork.com 46