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If an organization is not able to deliver the product or service within the delivery date affecting their production capacity and lead time or the organization looks for the continuous process improvement to be competitive in the marketplace then the organization should not face a problem to use Six Sigma methodology. Six Sigma identifies the sources of variation and prioritizes the opportunities for improvement. Six Sigma is typically formed by the formal quality department for the purpose of solving a specific problem and achieving well-specified results.

Six Sigma was derived out of Greek letter Sigma (σ). Six Sigma is a statistical term that measures how far the given process deviates from the target or specification limit. The main focus of Six Sigma is to reduce defects and variation in the process and have a consistent and predictable process. If an organization already identifies the solution or aware of the action plan for a problem then it is not considered as a Six Sigma project and the implementation project certainly does not follow Six Sigma methodology. All that needs to be done is to work through the action plan that is already put in place. The need for process improvement could speed up the flow when the company is well below the six sigma level and unknown of the cause and solution.

The statistical representation of Six Sigma describes how the process is performing through a metrics program. For a business to achieve Six Sigma should not produce more than 3.4 defects per million opportunities. Six Sigma methodologies are rolled out across various companies from small to high-profile companies. The implementation of six sigma strategies:

• Save corporate dollars
• Reduce overproduction
• Reduce Delay and Wait Time
• Wasted motions/un-utilized talents

Six Sigma is originated by Motorola in the 1980s. Six Sigma produces product at 3.4 defects per million opportunities or translates into 99.9997 percent quality or yield. Six Sigma follows an improvement cycle (DMAIC) which is the core tool that used to drive Six Sigma. DMAIC involves define, measure, analysis, improve and control of the process.

Each stage of DMAIC process involves:
Define – Identifies the problem
Measure – Measures the Problem
Analyze – Finds out the root cause
Improve – Finds the solutions
Controls – Sustains the improvement

Following are the best practices to be followed during each phase of the DMAIC approach for the success of the project:

Define phase:
Define the parameters that have to be agreed among the stakeholders
Outline the borders of the project
Scope, budgetary, customer needs has to be aligned with the organizational goals
Develop team as the project begins

Measure phase:

1. Collect accurate data to the scope of the project
2. Estimate process capability
3. Detailed mapping of the process to eliminate the possible failures and to identify the area for improvement
4. Baseline data to be reliable to compare against future results

Analyze phase:

1. Understand cause and effects
2. Expose the potential root cause of business inefficiencies
3. Validate the root cause
4. Identify the area for improvement

Improve phase:

1. Identify the innovative solution to fix the problem
2. Initiate and complete pilot run of the change
3. Include stakeholder participation to include feedback analysis

Control phase:

1. Place control in the process
2. Develop metrics to monitor the process improvement
3. Standardize, document the new process for continued success

Six Sigma is not just process improvement techniques but involves management strategy. Six Sigma has started to grow into a distinct manufacturing discipline. It has become mandatory for all type of organizations as it demonstrates the bottom line and customer satisfaction improvement.

We are always available to help you clarify the deployment of these effective Lean Six Sigma tools. If you have more questions, contact us at 6Sigma.us.