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Six Sigma is a systematic approach to eliminating errors. Six Sigma uses statistical
methods to improve quality by minimizing variability in business processes, from
manufacturing to engineering and purchasing. Six Sigma accomplishes its goal by using
two Six Sigma Methods: DMAIC and DMADV.
Define design standards that align with the product or process goals
Measure and identify characteristics of the product or process that are critical to
quality
Analyze the data, and identify possible sources of defects
Design changes that will eliminate the source of defects or errors
Verify that the design will meet the requirements
Customer Focus
Six Sigma is about improving quality. The first step in that process is defining what
“quality” means, from the perspective of the people whose opinions matter most: the
customers. A business needs to measure quality the same way its customers do. By
focusing on the customer, a business can improve its products’ quality.
Once the data is collected, determine whether it is providing the required insight and is
meeting the goals that were established. If not, refine the data collection plan and
collect additional information.
Six Sigma data collection involves interviewing people, making observations, and
asking questions until the answers are found. Ask the questions such as:
Once the data is collected, use it to look for ways to improve or optimize the process by
identifying the root cause of variation.
Eliminate Variation
After identifying root causes, make changes to the process that will eliminate variation,
and thus eliminate defects from the process. Also look for ways to eliminate steps that
do not add value for the customer. This will eliminate waste.
Be proactive in identifying variation and eliminating it. Don't wait for signs of variation to
become obvious. Collect data, talk with people, and study the data to find variations in
the process that may have become accepted because “that's the way we've always
done things.”
Teamwork
Six Sigma involves teams and leaders who take responsibility for the Six Sigma
processes. The people on the teams need to be trained in Six Sigma's methods,
including the Six Sigma measurement methods and improvement tools that will be
used. In addition, they need communication skills so that they can involve, serve, and
communicate clearly with both coworkers and customers.
Putting together teams that have members with a variety of skills and backgrounds
related to a process will help the team spot variations. For a manufacturing process for
example, people from operations, maintenance, engineering, and purchasing should be
included.
Six Sigma requires flexibility in many ways. The business’s management system needs
to accept positive changes as well as empower change. Employees should be
motivated to adapt to change. In the beginning, the benefits of the changes should be
made clear to workers. This will help to create an environment where change is more
readily accepted.
Key to Six Sigma is the ability to change or adapt procedures as needed. In short, the
process required for change should not be so complex that workers and management
would rather work with a broken process than fix it.
VSMs are visual maps or flowcharts that enable businesses to understand every aspect
of a process and define potential problems. Unlike standard flow charts, VSMs include
the internal (departments and workers) and external (customers and shipping) factors
that affect a process. By completely mapping out a process, it is much easier to define
potential problems.
Capability Analyses measure the ability of a process to meet a business’s needs. This
tool allows businesses to quantify the relationship between the customers’ needs and
the current process’s ability to meet those needs, allowing businesses to make
processes that are customer-focused.
Five Whys enable businesses to hone in on a problem’s root cause and fix it, rather
than addressing surface-level issues that temporarily improve a situation. Doing what its
name suggests, Five Whys requires workers to ask “why” until the root cause of a
problem is identified.
PDCA is a lean tool that solves problems using four steps: Plan, Do, Check, Act. Once
a root cause is identified, this tool allows it to be addressed systematically by creating a
solution, testing it, reviewing its success, and finally implementing it.
SPC is a quality control tool that monitors and controls a process by tracking its metrics.
A common way to implement SPC is to use a control chart, which records information
and allows businesses to see when a process stops working. Once an issue is
discovered, the process can be altered to solve any new problems that occur.
Other lean methodologies can also be used to support Six Sigma. Lean tools like
Kaizen can be used to help create an environment where changes are accepted and
business practices are continuously improved upon, while 5S can be used to make
problems easier to spot as well as create standardized processes.