Six Sigma:

Six Sigma is a methodology that gives businesses the tools they need to optimise their
business operations. This improvement in performance and reduction in process variation
helps to reduce defects and boost earnings, staff morale, and product or service quality.

Six Sigma focuses on minimising process variation and improving process control,
whereas lean encourages work standardisation and flow by eliminating waste (non-value
added processes and procedures). Because process improvement involves elements of both
methodologies to achieve positive results, the boundary between Six Sigma and lean has
blurred, with the term "lean Six Sigma" being used more and more frequently. Lean Six
Sigma is a data-driven, fact-based improvement philosophy that prioritises defect avoidance
above fault discovery. It improves customer satisfaction and bottom-line results by lowering
variance, waste, and cycle time while encouraging work standardisation and flow, resulting in
a competitive advantage. It applies whenever there is variety or waste, and every employee
should be a part of it.
Depending on the organization's culture and strategic business goals, Six Sigma
implementation methodologies might differ greatly. An organisation has two fundamental
options after electing to deploy Six Sigma:
1. Implement a Six Sigma initiative or programme:

Using this method, certain personnel (practitioners) are periodically taught statistical
tools and instructed to apply them on the job as necessary. If necessary, the practitioners
may seek assistance from a statistician. Within an organisation, there may be
achievements, but they do not build on one another to drive more and better usage of the
tools and overall technique. When companies embrace Six Sigma as a programme or
effort, it frequently appears that they have just added a few new tools to their toolkit in an
ad hoc manner through training classes. Applying the tools as needed to assigned projects
is one extension of this technique. It's worth noting, however, that project selection,
management, and execution aren't usually part of the organization's structure. Because
these projects are generally started at the bottom of the company, they may not have the
support of senior management, which could lead to push back from other groups affected
 by the effort. Furthermore, there is usually no one assigned to champion cross-
organizational projects and support transformation.

2. Establish a Six Sigma infrastructure:

Rather than focusing on individual tools, Six Sigma training should focus on a
process-oriented approach that teaches practitioners how to select the correct tool, at the
right time, for a specific project. This approach to Six Sigma training for practitioners
(Black Belts) typically involves four weeks of instruction spread out over four months,
with students working on their projects during the three weeks in between sessions. Using
Six Sigma as a business strategy through projects rather than tools is a more effective
method to get the most out of your Six Sigma training.
Consider the advantages of deploying Six Sigma in projects with executive management
support:
 Projects related to bottom-line results have a greater impact.
 Uses the tools in a more targeted and efficient manner.
 Provides a project management process/strategy that may be studied and
improved.
 Project presentations improve communication between management and
practitioners.
 Allows for a more in-depth understanding of important business operations.
 Provides employees and management with perspectives on how statistical tools
may be extremely beneficial to businesses.
 Allows Black Belts to get feedback on their project approaches during training.
Uses a closed-loop approach to Six Sigma, allowing time for auditing and
applying lessons learnt into a larger company plan.

Poka-Yoke:
Any mechanism in a Lean manufacturing process that helps to avoid mistakes is
known as a poka-yoke. The benefit of utilising Poka-Yoke is that it helps individuals and
systems operate correctly the first time, eliminating mistakes. By reducing faults, these
strategies can dramatically improve the quality and reliability of products and processes. This
approach to production is a wonderful match for the Lean management toolkit's ethos of
continuous improvement. It can also be used to fine-tune six-sigma Define – Measure –
Analyze – Improve – Control (DMAIC) project improvements and process designs. Simple
Poka-Yoke ideas and approaches can be used to eliminate human and mechanical faults in
product and process design.
The Poka-Yoke technique can be utilised everywhere there is a chance of making a
mistake or doing something incorrectly. It may be successfully used to any manufacturing or
service industry process, preventing a wide range of errors:

 Processing error: A process operation was overlooked or was not carried out
according to standard operating procedure.
  Setup error: Using the incorrect tooling or incorrectly configuring machine
adjustments.
 Assembly, welding, and other operations do not incorporate all parts.
 Incorrect part/item: During the process, the incorrect part was used.
 Operation error: Incorrectly performing an operation; having the wrong
version of the specification.
 Errors in machine adjustment, test measurement, or the dimensions of an item
received from a supplier are all examples of measurement error.
One of the most valuable diamonds in the crown of Lean management is the Poka-
Yoke approach. It's a means to ensure quality without having to go through a formal quality
assurance process, rather than preventing problems from occurring in the first place.
Poka-Yoke can be used in any business and has numerous advantages, the most notable of
which are:

 Assists in getting the job done correctly the first time.

 Time eliminates the possibility of making a mistake.
 It is not expensive.

Total Product Management (TPM):

The role of product management is to look after a certain product within a company.
It's a critical function at the centre of an organisation, balancing the need to offer value to
your firm (typically profit) with what customers desire and what is technically and
operationally feasible. This entails developing a product strategy, deciding what to construct
(Product Development), and determining how to market and sell the product (Product
Marketing).
Product management has three primary goals:
 Build once, sell many times - this achieves economies of scale, resulting in
increased profits.
 Being an expert in both the market and the product ensures that you design
products that customers will want to buy.
 With a balanced view of all the many facets of the product, lead inside the
company.
If you're new to product management, our online course Product Marketing and
Product Management for Technology-Based Products will provide you all the skills you'll
need to get started.
 TPM Balanced View
Our Product Activities Framework lists all of the activities that must take place in
every firm with goods to help clear things up. The goal of strategic product activities is to
figure out what the best product is for the company. Working within the company to assist
provide the product is referred to as inbound activities. Outbound activities aid the company
in selling its product.
 What role does product management have in the rest of the company?
Product management provides direction to the Development team, provides insights into
what the market wants, and validates that what they're generating is needed. It's up to product
management to get the Development team back on course if they lose focus and start
producing things that customers don't want. Product management may be a lifesaver for the
sales team, delivering bright new goods that allow them to have new conversations with their
clients. They also supply knowledge and assistance to Sales in order to help them sell. Sales
teams, on the other hand, are highly motivated to keep their clients happy, which frequently
entails demanding that new features be added to a product. As a result, when product
management says no, sales sees them as the "sales prevention department." In these cases,
product management must weigh the needs of one client against the needs of others by
assessing the roadmap, perceived commercial value, and resource restrictions.
Product managers provide a view of what's going on in their firm from a product
standpoint to Senior Management. They also see product managers as someone who have a
good understanding of the market and can advise on the best product strategy for the
company. Product managers are known for their ability to get things done. They lead and
motivate teams across the organisation to ensure that the company provides products that
customers demand. They need to be adept at communicating, influencing, and leading virtual
teams because they generate activity in many parts of the business but rarely have direct
authority over others.
The diagram below shows all the different stakeholders that product managers may work
within a mature business.