Six Sigma is a process that uses statistics and data analysis to analyze and reduce errors or defects. In this process, the goal is to improve cycle times while reducing manufacturing defects to no more than 3.4 defects per million units or events. Or,
Six Sigma is a method that provides organizations with tools to improve their ability to run their business. This increase in performance and reduction of process variance, it is possible to reduce defect rates, improve employee morale, and improve the quality of products or services, all of which contribute to a higher level of profitability.
Six Sigma is a set of management tools and techniques designed to improve the capability of a business process by reducing the probability of error. Six Sigma is a data-driven approach that uses statistical methodology to remove defects, reduce defects, and improve profits. Digital transformation has become the hottest buzzword of this decade. New technologies and tools support the transformation journey of companies large and small as they compete for a larger slice of the business in a fast-paced competitive environment.
However, is it enough to facilitate the transformation process in the company? Can a stand-alone technology implementation remove a bottleneck in the production process or support service design troubleshooting? Although digital transformation rapidly tracks company growth, it must be equally supported by quality control management methods and business transformation.
From an applied point of view, the Six Sigma approach is one of the most effective management strategies programs in the present era with regard to change in all culture and production process. Ultimately, this leads to outstanding quality for the user, although this approach originated at Motorola in the late 1980s as a way to fully focus on process improvement and help accelerate the rate of habitual change in a highly competitive environment. The concepts and means of the SEGA System Six have evolved and expanded over the years – the closest example is General Electric and AG Wireless / Honeywell – and this has helped to keep the flame of interest burning constantly and redouble efforts in operations and attempts to improve quality.
The application of Six Sigma is still unfamiliar and it has been long overdue in playing its effective role in the global arena of quality that focuses on serving the beneficiary.
If you have read this far, you certainly know that Six Sigma is not some sort of new social club. On the other hand, there are many different approaches to what Six Sigma is as a highly technical approach that engineers and statisticians use to simplify outputs and processes.
This is true to some extent. Metrics and statistics are central components of the way Sega Six develops, but on the other hand, they are not everything in Six Sigma.
Another definition of Six Sigma principles is that which says that it aims to get closer to fulfilling the desires and requirements of the beneficiaries. This is also true, and in fact, the concept of Six Sigma in itself refers to a statistically based goal of reaching a performance defect ratio of only 3.4 per million activities or opportunities, a goal that only a few companies can claim to have reached.
Skillful cycling and successful facility management depend on the same things as a “closed-loop system” in which external and internal information, i.e. feedback or stimuli “tell the cyclist/or facility manager how to correct course, stay on track and steer properly.” A good closed loop system works properly even if the road is winding.
Six Sigma puts the customer in the first place and relies on the use of information and facts in order to reach better solutions, but the real message of Six Sigma is beyond statistics.
And activating the role of measurement, Six Sigma is about making all areas of the facility better so that we can meet the changing needs of the beneficiaries, or the market and technology for the benefit and interest of employees, beneficiaries and shareholders.
Six Sigma has its foundations in five key principles:
Focus on the Customer
This is based on the popular belief that the “customer is the king.” The primary goal is to bring maximum benefit to the customer. For this, a business needs to understand its customers, their needs, and what drives sales or loyalty. This requires establishing the standard of quality as defined by what the customer or market demands.
Measure the Value Stream and Find Your Problem
Map the steps in a given process to determine areas of waste. Gather data to discover the specific problem area that is to be addressed or transformed. Have clearly defined goals for data collection, including defining the data to be collected, the reason for the data gathering, insights expected, ensuring the accuracy of measurements, and establishing a standardized data collection system. Ascertain if the data is helping to achieve the goals, whether or not the data needs to be refined, or additional information collected. Identify the problem. Ask questions and find the root cause.
Get Rid of the Junk
Once the problem is identified, make changes to the process to eliminate variation, thus removing defects. Remove the activities in the process that do not add to the customer value. If the value stream doesn’t reveal where the problem lies, tools are used to help discover the outliers and problem areas. Streamline functions to achieve quality control and efficiency. In the end, by taking out the above-mentioned junk, bottlenecks in th
e process are removed.
Keep the Ball Rolling
Involve all stakeholders. Adopt a structured process where your team contributes and collaborates their varied expertise for problem-solving.
Six Sigma processes can have a great impact on an organization, so the team has to be proficient in the principles and methodologies used. Hence, specialized training and knowledge are required to reduce the risk of project or re-design failures and ensure that the process performs optimally.
Ensure a Flexible and Responsive Ecosystem
The essence of Six Sigma is business transformation and change. When a faulty or inefficient process is removed, it calls for a change in the work practice and employee approach. A robust culture of flexibility and responsiveness to changes in procedures can ensure streamlined project implementation. The people and departments involved should be able to adapt to change with ease, so to facilitate this, processes should be designed for quick and seamless adoption. Ultimately, the company that has an eye fixed on the data examines the bottom line periodically and adjusts its processes where necessary, can gain a competitive edge