The Importance Of Critical Thinking In Six Sigma Methodology
The Importance of Critical Thinking in Six Sigma Process Methodology
While the Six Sigma methodology may be both a logical and workable tool for business process and product improvement, the importance of integrating critical thinking (CT) in the Six Sigma process cannot be overstated. For without the application of CT, the data under consideration in the process may be incomplete, rendering the reliability of the Six Sigma finding(s) and recommended solution(s) suspect.
Six Sigma is a method many organizations utilize for enterprise process improvement, which employs scientific and statistical method to reduce defects and variation in production processes and/or products. As a robust business improvement methodology, Six Sigma focuses the organization on customer requirements, process alignment, analytical rigor and timely execution (Ayad, 2010).
Fundamental in its approach is the application of certain problem-solving methodologies such as DMAIC and “root cause” analysis. DMAIC, an acronym which abbreviates Defining, Measuring, Analyzing, Improving and Controlling (opportunities and performance), is a means of measuring variation and defects and improving quality. Another methodology used by Six Sigma practitioners is an approach referred to as the ‘5 Whys’, which is a method of isolating the ‘root cause’ of process variation and/or defects by asking “What caused the problem?” followed by “Why?” five consecutive times. After the fifth response is rendered, it is assumed that root of the problem will have been revealed.
Six Sigma seeks to improve business processes through the use of DMAIC as its approach, with the outcome of identifying root causes of opportunities and/or defects, and improving corporate performance. (Ayad, 2010). It depends upon business statistics and numeric data analysis to drive a course of improvement. By virtue of its systematic approach, the Six Sigma methodology does employ certain levels of Benjamin Bloom’s six educational
While the Six Sigma methodology may be both a logical and workable tool for business process and product improvement, the importance of integrating critical thinking (CT) in the Six Sigma process cannot be overstated. For without the application of CT, the data under consideration in the process may be incomplete, rendering the reliability of the Six Sigma finding(s) and recommended solution(s) suspect.
Six Sigma is a method many organizations utilize for enterprise process improvement, which employs scientific and statistical method to reduce defects and variation in production processes and/or products. As a robust business improvement methodology, Six Sigma focuses the organization on customer requirements, process alignment, analytical rigor and timely execution (Ayad, 2010).
Fundamental in its approach is the application of certain problem-solving methodologies such as DMAIC and “root cause” analysis. DMAIC, an acronym which abbreviates Defining, Measuring, Analyzing, Improving and Controlling (opportunities and performance), is a means of measuring variation and defects and improving quality. Another methodology used by Six Sigma practitioners is an approach referred to as the ‘5 Whys’, which is a method of isolating the ‘root cause’ of process variation and/or defects by asking “What caused the problem?” followed by “Why?” five consecutive times. After the fifth response is rendered, it is assumed that root of the problem will have been revealed.
Six Sigma seeks to improve business processes through the use of DMAIC as its approach, with the outcome of identifying root causes of opportunities and/or defects, and improving corporate performance. (Ayad, 2010). It depends upon business statistics and numeric data analysis to drive a course of improvement. By virtue of its systematic approach, the Six Sigma methodology does employ certain levels of Benjamin Bloom’s six educational
References: Ayad, A. (2010), Critical Thinking and Business Process Improvement, Journal of Management Development, Volume 29 Issue 6, p 556-564, 9p Ellis, D. (2013), Becoming a Master Student, Wadsworth Cengage Learning, Boston, MA Watson, G. H. (2004), Six Sigma: Analyse Sources of Variation, Manufacturers’ Monthly, p 20-21, 2p