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SUBMITTED TO: ANITA MAM SUBMITTED BY: MAHEK DHAWAN
What is Six Sigma Management®?
analyze. improve. conferences. The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. and seminars are popping up everywhere. analyze. verify) is an improvement system used to develop new processes or products at Six Sigma quality levels. and are overseen by Six Sigma Master Black Belts. Six Sigma is a disciplined.4 defects per million opportunities. data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service. A Six Sigma opportunity is then the total quantity of chances for a defect. and expand opportunities for cooperation among employees whether they are collocated or dispersed. Process sigma can easily be calculated using a Six Sigma calculator. It can also be employed if a current process requires more than just incremental improvement. Some consultants are earning seven figure salaries. a process must not produce more than 3. This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC and DMADV. To achieve Six Sigma. Get Six Sigma Certification and grow you managerial acumen to be among the “best in class” in your field! The Six Sigma Management program gives you the specific knowledge to make customer focus your top priority. The statistical representation of Six Sigma describes quantitatively how a process is performing. Six Sigma at many organizations simply means a measure of quality that strives for near perfection. design. CEOs of large companies are claiming billions of dollars saved. use information to the maximum benefit. These new twists make Six Sigma different enough to exist on its own and are what makes Six Sigma work much better than any other quality methodology of the past. control) is an improvement system for existing processes falling below specification and looking for incremental improvement. A Six Sigma defect is defined as anything outside of customer specifications. measure. measure. minimize waste. Predictable Results. The Six Sigma DMAIC process (define. position process and innovation as the key vehicles of success. books. replace reactive habits with a responsive and learning style of management. and “Best In Class” Output The Six Sigma Management program prepares the manager to lead a cross cultural organization so that it excels on all aspects of products and services important to the customer. and yet one can argue that there isn’t much new about Six Sigma that we didn’t have with TQM. Both Six Sigma processes are executed by Six Sigma Green Belts and Six Sigma Black Belts. The Six Sigma DMADV process (define. Is Six Sigma just the latest management buzzword or is Six Sigma a Quality Management program that really works? Six Sigma does have a few new twists.Achieving Operational Excellence. .
and supervisors who work with cross cultural teams Organizations struggling to achieve or sustain operational excellence and predictable results Extended management leadership development initiatives Employees who need to be reminded of the quality implications How does it work and how is it done? The Six Sigma Management program is delivered as a classroom or online course. managers. managers. Black Belt. The Six Sigma Management program fills this void and enables alignment between Six Sigma and operational excellence in collocated as well as dispersed/virtual organizations. domestic or international Leaders. Participants attend the Six Sigma Management program course online. Who should do this? The Six Sigma Management program is ideal for: Leaders. which enables them to complete 100% of the education remotely. and supervisors in all locations. Green Belt. and principles. The Six Sigma Management is the arsenal you need to fight the organizational battles in the hypercompetitive global business world of the 21st century. and learn from industry-leading experts. but from a global perspective it’s a whole new animal for the following reasons (in order of importance): Why do this? The Six Sigma Management program represents the latest advances in the field of management. attend class when and where they want. The program can be delivered on-line individually or onsite in organizations that have at least eight attendees Global Perspective Of What Makes Six Sigma Work 1. There are other Six Sigma certifications offered across the industry. but there is none that directly links management leadership with Six Sigma implementation in cross cultural teams.Six Sigma only appears to be a little different than TQM in terms of Quality tools. Click here to download a printable flyer of the certification details. and supervisors at all levels Leaders. managers. and Master Black Belt certifications are available. A New Type of Top Level Support Past GE CEO Jack Welch is quoted for telling employees that if they wanted to get promoted. techniques. .
they’d better be Black Belts. 6. 8. within the company. and problem solving oriented. why spend time learning how to use them. Universal cost oriented metrics and the new level of competition that Six Sigma provides easily acquires top level support. but they also allow processes within the company to be compared with each other using a single scale called DPMO (Defects Per Million Opportunities). A New Corporate Attitude / Culture Implementation of Six Sigma creates a new environment that naturally promotes the creation of continuous improvement efforts. Training Like Never Before Much more training for all involved. How does an organization manage the Six Sigma process for delivering outstanding business results? .000 per Black Belt are well justified by the savings per project. New Metrics Use of metrics unlike anything ever used before. Master Black Belts. 5. What’s really important is that CEOs are seriously supporting large improvement projects run by highly trained business super stars. etc. and Green Belts (see structure below). The training is heavily statistical. cross-functional. These metrics not only tie in customer Critical to Quality (CTQ) needs with what is measured by the company. department to department. project management. Some argue that the only new addition that Six Sigma provides is the way top management is treating it. 7. and empowered teams to locate and make improvements. Black Belts are also trained team efficiency experts. process to process. Project Champions. 3. 2. 4. Training costs of approximately $15. Deployment Champions. If we don’t need them. A New Level of Process Comparison The use of opportunity divisible defect metrics (DPMO) allows comparisons from division to division. Black Belts.000-$25. Much Better Use of Teams Very efficient use of highly trained. A Closer Look at Old Metrics PDCA becomes a more detail oriented DMAIC and all those Quality tools that never get used are thrown out. Problem Solving and Team Leading Super Stars Executive Champion.
This way the ownership is theirs and they are doing the improvements on their own. 1. S/he will be trained as a Black Belt and will report to the Steering Committee. Ensure that the Return On Training Investment is at least 20 times. 6. . 3. There are a lot of mediocre programs floating around being offered even by reputed training institutions. executive management should form a Steering Committee which will now ensure that Organizational goals are aligned with Six Sigma projects Resources are planned for and roadblocks removed A person to lead this effort in the organization is selected.Ritesh Chatterjee provides his top 10 lessons learned for deploying Six Sigma within a business or organization. 5. Reward well the project leaders and their team members when they receive certification. All leaders should be trained as Six Sigma Champions. One point to remember is that you will be best trained by a Six Sigma practitioner (Black Belt or Master Black Belt) rather than an academic who will teach you only theory. A Green Belt training program is spread over 4 months and requires one project for certification. Get the movement going at the shop floor level. This training should consist of an introduction to Six Sigma. tools and techniques used. and functional managers (like Production Manager. Six Sigma Project savings become an input for that plan. Include Six Sigma planning within the business operating plan. Ensure the when the Operating Plan for the next year(s) is being made. process owners. Rather than having a few Black Belts or Green Belts doing projects all the time. The Leadership team has to be totally convinced of the benefits of Six Sigma. This group includes the Steering Committee. This can be done by good project definition and correct practitioner allocation.). train shop floor operators and supervisors in the use of tools and techniques (White Belt program). Secure the Top management commitment by first training them. Maintenance Manager. 2. At Owens Corning I have designed the White Belt (3 day) training program to help employees on the shop floor lead their own projects (though smaller in size and duration). 4. Select the right consultant to train your Belts. They must select their best performing person for this job. and a Black Belt will need to complete two projects before s/he is certified (which will typically take longer than 6 months). etc. In addition. Make it such that other people aspire to get this certification. Leadership/top management commitment is essential. This is normally a 2 day training session that ensures that the Champions learn to ask the right questions of Six Sigma practitioners. A typical Black Belt training program is spread over 4-5 months. The certified candidates should be adequately compensated during their annual performance review. and the roles and responsibilities of the management as Champions.
The project metrics should continue to be tracked after the project is declared completed. Never allow Six Sigma to be classified as a Quality Manager’s job. the practitioner candidate will get certified. Ensure that the certification process is rigorous and true. 9. A Quality Manager’s role is distinct and s/he will not be in position to manage the Six Sigma process as for the entire business. The Functional Area Manager. Ensure financial validation of projects. Make sure that the Finance Leader is signing off on the project’s actual savings. This will ensure that only after successful completion of projects and demonstrating proper use of tools/techniques. The finance department should do the reporting of the metrics and savings in the control phase of the projects.7. Create a certification process. 10. This will ensure that the course corrections are made regularly and the projects get completed on time. Ensure that proper guidance/handholding is being done by experienced practitioners for the new candidates after their training. Finance Leader and Six Sigma reviewer should sign on the certificate declaring that the benefits have actually started accruing. This tracking responsibility should be on the project leader or process owner if handed off by the project leader. 8. Develop a mentoring process. .
return to class for another week. The chart below describes how these roles are typically defined. statistical tools and sometimes team skills. Leaders and Champions usually receive high-level training on the technical aspects of Six Sigma and specific training on how to lead an initiative. work on their projects for three weeks. Professional responsible for the business process that is the target of a Six Sigma project. and so on until they have acquired all the skills appropriate to their role. Typically has two weeks of classroom training in methods and basic statistical tools. Middle. .or senior-level executive who sponsors a specific Six Sigma project. each candidate is assigned an initial “training project” that he/she will work on during the formal training period. Full-time professional who acts as a team leader on Six Sigma projects. Highly experienced and successful Black Belt who has managed several projects and is an expert in Six Sigma methods/tools. Typically has four to five weeks of classroom training in methods. Six Sigma Roles And Responsibilities Sponsor Senior executive who sponsors the overall Six Sigma initiative. Leader Champion Senior-level executive who is responsible for implementing Six Sigma within the business. Responsible for coaching/mentoring/training Black Belts and for helping the Six Sigma leader and Champions keep the initiative on track.Six Sigma has a martial arts convention for naming many of its professional roles. ensuring that resources are available and cross-functional issues are resolved. Candidates attend classroom training for a week. At the “Belt” level. Black Belt Master Black Belt Green Belt Part-time professional who participates on a Black Belt project team or leads smaller projects. Team Member Process Owner Professional who has general awareness of Six Sigma (through no formal training) and who brings relevant experience or expertise to a particular project.
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