Six Sigma Training

Online Six Sigma Training

2009-04-23T04:25:00.000-07:00

Six Sigma is a quality management methodology that follows a data driven approach for reducing waste and improving overall quality of goods manufactured or services rendered. It makes use of statistical tools and techniques that help in identifying exactly what the customer needs and designing sustainable methods to meet those requirements. By implementing Six Sigma, any organization can hope to increase efficiency, increase productivity, and reduce manufacturing costs. By employing statistical methods, companies can look forward to create a near perfect situation wherein the number of defects is reduced to less than 3.4 per million opportunities that exists for such defects to occur. Companies the world over have implemented Six Sigma in their business processes, which has helped them in attaining optimum competence and saving millions of dollars through phenomenal reduction in the amount of waste.

Why Online Training

The success of Six Sigma initiatives depends on a number of factors, one of which is the training imparted to owners and employees. Training is necessary as it allows organizational members to understand the various concepts and implement them in a proper manner. Due to hectic schedules, companies often decide to provide online training, making it easier for employees to select an appropriate time for training based on their work schedule.

Benefits Of Online Training

Employees often find it difficult to manage work schedules and training at the same time. Online training allows them to give priority to their current work obligations and receive training in their free time. Online training helps in better absorption as employees can decide on the number of topics to be covered in a day. Employees can receive online training in the comfort of their homes, which eliminates traveling expenses and time lost while traveling. Online training allows employees to view the entire course list on the screen from where they can select any topic they want to learn. Based on their knowledge, they can skip through topics that they are already aware of and continue with the rest of the topics. This helps them to devote more time to topics that are difficult to understand.

Online training courses offer practical tips related to work issues, which employees can use for learning the practical use of Six Sigma concepts and techniques. Employees can give online tests after completing a topic for assessing their learning quotient. Test results are displayed at the click of a button, allowing employees the freedom to move on to the next topic or study the same topic again if results are unsatisfactory. Employees can take part in online discussions, which allows them to gain different perspectives towards a common problem. Online training is imparted through interactive sessions, which may include audio/video clips, multi-media slide shows, online simulations, quizzes, and tests.

Classification Of Online Training Courses

Online Six Sigma training courses can be broadly classified into four different categories; namely, courses for functional managers, for quality control managers, for senior management, and for business associates. Each training course is designed to meet the specific learning requirements of individuals who work in different positions within an organization. Online courses can also be classified based on the level of training, which may be for Six Sigma Green Belt, Six Sigma Black Belt, or Six Sigma Master Black Belt. Companies can choose any of these levels for its employees depending on organizational requirements.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions - Six Sigma Online ( http://www.sixsigmaonline.org ) offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

1 Sigma Decisions in a Six Sigma World

2009-04-14T02:59:00.000-07:00

Six Sigma has become the standard for product quality in our highly competitive world, but we are still wrestling with decision-making that is running at a less than one sigma success rate. Paul C. Nutt in his book, ?Why Decisions Fail? reports, ?For more than twenty years I have been studying how decisions are made, writing about what works, what doesn?t and why. The key finding is startling ? decisions fail half of the time.?

In this world of ?Continuous Improvement? it seems incomprehensible that we are still working with a decision-making process that results in a 50% success rate. Why worry about competition from off shore when decision-making with a 60%, 70% or even higher success rate would really give organizations a huge competitive advantage. The amount of time and money spent on bad decisions is incalculable and it boggles my mind to think about the cost of covering up bad decisions not to mention the blot a bad decision can be on a reputation or the personal friction it might cause.

Historically, most decision-making has been based on the ?rational model.? This involves: define the problem; state objectives; outline alternatives, estimate consequences; evaluate tradeoffs; recognize uncertainty; estimate risk tolerance; remove emotion and choose the best option. Somehow this whole process sounds negative to me. There is nothing positive about problems or estimating consequences. Evaluating tradeoffs signifies settling for something less than the optimum. Estimating risk tolerance doesn?t sound very positive either. Given that we are always faced with imperfect knowledge and the risk of unintended consequences in any decision, choosing the best option seems like a pretty risky proposition. My experience has proven to me that attitude is a huge determinant of success and if this process is negative by its very nature, it seems easy to understand why ?decisions fail half of the time.?

There is another school of thought that suggests when faced with a problem, it makes sense to create an hypothesis and then gather data to test the hypothesis. Unfortunately, this approach falls prey to some of the same problems with our traditional model. Problems equate to negatives. The symptoms of the problem may lead you to identify the wrong problem. Data gathered to support an hypothesis might provide the right decision but the wrong problem. Both the traditional and the hypothesis models are based on the ?how? of decision-making. The hypothesis approach appears to me to be an expeditious way to the same results. Since data shows that ?decisions fail half of the time,? it seems safe to say that reality is often more confused and messy than a neat model can allow for.

Peter Drucker once said, ?The best way to predict the future is to create it.? This truth also applies to decision-making. Decision-making is not a problem solving activity. It is an exercise in the construction of a preferred future. Traditional decision-making is grounded in the negative and in the past. The new way to make decisions is to establish a positive mind set, to fully appreciate the ?why? of decision-making and build from there. Since we move toward that which we define, what better way to make decisions than to utilize the Appreciative Inquiry process. Modified slightly as the Taking Aim approach, we ?marshal? our resources and think about the best of what is, our successes, the things we have done well and felt good about. This step sets up the positive attitude that is so critical to success. Next we get ?ready? by envisioning the perfect future or what might be. This desired future provides us with the answers to ?why.? ?Aim? is the next step where we actually design what should be and finally we ?Fire? or execute what will be. This is a much more positive approach and builds around the desired outcome rather than around the obstacles that may or may not exist. If in this process we can fully understand the why of what we are about to undertake, we can adapt to the vagaries along the way that can stifle a how based solution.

Appreciative inquiry is real and the supporting data is building. Paul Nutt in the book, ?Why Decisions Fail? points out that staying issue-centered is critical to good decision- making and AI is a process to stay issue-centered. Successful business users include Roadway, John Deere, Green Mountain Coffee and others.

We all agree that our customers deserve six sigma products. If our organizations are to survive; our customers to have an ongoing supply of our products; our owners are to earn a return on their investment and our associates are to have secure well paying jobs; don?t they deserve a better success rate on decisions than 50%. If that rate could be increased to 60% or 70% what kind of competitive advantage would you gain in your industry? Isn?t it time you thought about a new approach to decision-making?

Six Sigma Technology Online

2008-11-02T22:23:00.000-08:00

Six Sigma quality improvement concepts and methodologies were originally devised for use in the manufacturing sector but with the development of newer technologies, Six Sigma is now increasingly being implemented in the services sector as well.

The basic aim of Six Sigma implementation projects is to reduce wastage of scarce resources by reducing the number of defects to less than 3.4 per million opportunities that exist for such defects to occur. Six Sigma quality improvement techniques provide accurate results because they make use of statistical analysis tools. These tools are quite effective when it comes to reducing variations in a product or service.

Why Online Training

Six Sigma projects are normally implemented under the supervision of Six Sigma professionals such as Green Belts, Black Belts, and Master Black Belts. The services of these professionals are necessary for ensuring that the implementation is completed within the planned schedule and within allocated costs. The only problem is that these professionals often charge hefty amounts as fees, which may not sometimes be too costly for a company. The best option then is to train existing employees so that they can get the requisite certification and in-depth knowledge about Six Sigma concepts and methodologies.

However, enrolling employees for a regular course is not recommended because the costs can be quite high. Another thing is that in regular courses, employees will have to attend regular courses, which will result in wastage of precious productive time. The best option is to provide online training that offers the same level of certification such as Green Belts and Black Belts. Since Six Sigma is currently the highest quality standard, it is always better to opt for reputed online training courses. It would be better if the online training course is nationally recognized and is designed to cater to different types of professionals such as engineers, technical managers, and analysts. Skills developed through the training program will then help these professionals in reducing defects in manufacturing, developing and in providing services.

What To Look For In An Online Six Sigma Course

Six Sigma online courses are selected according to the level of training a company is aiming to provide to its employees. However, it is always better to opt for an all-inclusive online course that covers most of the operations related aspects of a business such as general management, design, production, services, and even customer satisfaction.

The course should also include an introduction to Total Quality Management (TQM), leadership issues in organizations, project handling skills, quality improvement processes, use of statistical tools such as diagrams and charts, and other related topics. Such a course will empower the employees with specialized knowledge and skills that will help them during Six Sigma project implementations.

Online courses for existing employees are increasingly being preferred because companies do not have to spend top dollar for the training. Another reason is that by training their employees, companies are now able to harness their existing talent pool and reduce their dependence on the services of Six Sigma professionals. All these factors indicate that the future certainly belongs to online Six Sigma training.

Six Sigma And The Small Or Home Based Business

2008-10-30T04:09:00.000-07:00

Although Six Sigma was originally devised as a quality improvement technique for the manufacturing industry, it is now increasingly being adopted by the services industry as well. The basic Six Sigma concepts and methodologies are more or less the same in the services sector where they are applied to both operational and non-operational processes.

Defining Six Sigma

Motorola was the first company to develop and implement Six Sigma concepts in its business processes. The main aim of the company was to reduce manufacturing defects and to achieve near perfect production processes that would help in production maximization. Six Sigma implementation projects aim at bringing the number of defects to not more than 3.4 per million opportunities that exist for such defects to occur.

This standard is applicable for both manufacturing industries as well as the services sector. Six Sigma implementations start with the assessment of current quality levels, which are termed as 1 sigma, 2 sigma, and so on. The aim is continuous quality improvements until Six Sigma quality levels are achieved.

Six Sigma In Small Businesses

Six Sigma can be effectively employed in small businesses irrespective of whether the business is a manufacturing unit or is servicing a customer base. Even in small businesses, Six Sigma aims at perfecting existing business processes and assessing the real costs of the business such as COPQ (Cost of Poor Quality). At first glance, it may seem that Six Sigma is suitable only for large businesses because of multimillion-dollar savings and huge reduction in the number of defects. However, this not mean that Six Sigma will not be cost-effective in small businesses as standard concepts and methodologies can always be tweaked to suit small scale process requirements and for reducing implementation costs at the same time.

Most small businesses compete with large and well-established businesses and this is why they always need to be on their toes in order to reduce costs and offer quality products and services to customers. Six Sigma helps because it provides a level playing field to small businesses, allowing them to concentrate on increasing the customer base by offering better quality products and services. For ensuring the success of Six Sigma initiatives, small business owners can hire the services of professional Six Sigma professionals such as Black Belts and Master Black Belts. They also have the option of training their existing employees.

The conclusion is that Six Sigma concepts and methodologies can be tailored to suit any business that has a ready customer base. It is also applicable in an online business where it is all the more important to have satisfied customers because news travels faster on the internet, especially when it is something to do with bad quality products or services. By employing Six Sigma, small businesses can ensure the quality of their products or services, which in turn will allow them to garner positive publicity through customer feedbacks and reviews. Such businesses are most likely to witness rapid growth because satisfied customers are the real assets of any business, whether big or small.

Applying For - And Getting - That Six Sigma Job

2008-10-20T03:00:00.000-07:00

Six Sigma Job Categories

There are many junior- and senior-level Six Sigma openings across a wide range of industries. The positions and job descriptions are oftentimes unique to the company and its requirements. Admittedly, many of these positions are filled internally, as companies train their own people in the Six Sigma methodology so that people already familiar with the corporate culture are provided with the needed skill sets. On the other hand, these same organizations often reach outside for help, seeking out experienced people to either lead, or implement full-scale Six Sigma projects throughout the company.

Six Sigma Job Openings

Many companies openly advertise job opportunities that are clearly Six Sigma based (e.g., Six Sigma Analyst or Six Sigma Black Belt). Others, however, advertise openings for positions that are not obviously Six Sigma openings such as Functional Project Lead, Director of Operational Excellence, Business Project Manager, or Senior Projects Manager.

Job openings such as these are usually for people with Six Sigma Black Belt capabilities ? someone trained in the Six Sigma methodology with experience in leading cross-functional process improvement teams. These people are tapped to lead individual Six Sigma teams.

Companies sometimes advertise for Six Sigma Master Black Belts to fill organization-wide Six Sigma program manager positions, in effect taking over very senior positions within the organization. The successful applicants will be tasked to lead the company?s Six Sigma implementation, oversee Black Belts and process improvement projects, and guide the Black Belts as needed. These positions will require the highest level of Six Sigma experience and qualifications.

Meeting Six Sigma Job Criteria

The primary requirement for a Six Sigma job is, of course, to be trained in the Six Sigma methodology, ideally as a Six Sigma Black Belt. This requires formal training from qualified Six Sigma consultants who have long experience in training and implementation of Six Sigma. Often, a request is made for those with a specific background such as in Six Sigma DMAIC or DFSS methodology.

Companies recognize experience as being the best teacher, however, so many establishments express strong preference (if not outright demand) for people with hands-on experience in completing at least one Six Sigma project.

Aside from Six Sigma training and project experience, companies have a preference for those with background experience (usually at least five years) in their particular industry or business. Management experience is another plus factor and this is usually a requirement by companies looking for a Six Sigma project team leader. Managing projects within structured environments, and proven management skills (as indicated by successful project implementation) will be a definite advantage in your favor, because companies in the initial stages of Six Sigma application will be looking for people who will lead and facilitate business teams as well as Black Belts and Green Belts through the process.

Other requirements

If you are applying for a Six Sigma position, you need to show that you have an excellent understanding of processes and quality methodologies as well as a willingness to grab the initiative and take the lead in making changes.

Another vital skill will be the ability to link strategy to execution. You need to show that you are able to look beyond surface issues and concerns: consider strategic business issues from a detached, clinical perspective, and use this as a springboard for developing and implementing creative and practical solutions to problems identified.

Steven French is a recruitment consultant to http://www.UteachRecruitment.com - the specialist UK teaching jobs recruitment agency. Visit Uteach Recruitment to find your perfect UK teaching job today. Note: We have lots of great Science teaching jobs available now!

Online Six Sigma Training

2008-10-13T04:07:00.000-07:00

Why Online Training

Benefits Of Online Training

Classification Of Online Training Courses

1 Sigma Decisions in a Six Sigma World

2008-07-22T22:22:00.000-07:00

Bob Cannon helps visionary leaders improve performance and profitability. He is the author of the new book ?Taking Aim for Better Decision-Making?, available at http://www.cannonadvantage.com. Bob can be reached at (216) 408-9495 or mailto: bob@cannonadvantage.com

This article courtesy of http://www.cannonadvantage.com

Effective Online Six Sigma Training

2008-07-12T03:30:00.000-07:00

Six Sigma training is beneficial to employees as well as the organization as a whole. However, since Six Sigma training is expensive, many organizations stay away from it. Online training is the best answer to all these problems. It is cost effective and flexible.

The aim behind implementing Six Sigma is to design near-perfect business processes, which will boost overall business performance. However, these implementations are not always easy because they often involve the overhaul of whole processes and systems. These process overhauls can cost a lot of money. In such a scenario, it makes sense to opt for the online training. There is another option to hire Six Sigma professionals, but even that could prove to be non-effective and expensive.

Additionally, it has often been noticed that Six Sigma professionals do not have the right kind of presentation and teaching skills. Six Sigma concepts and methodologies are implemented through projects and systematic procedures. As online Six Sigma training is available at every stage of a project, it is the best solution for most organizations.

Why Online Six Sigma Training Makes Sense

Online Six Sigma training uses interactive software tools to explain some of the most difficult topics. It allows employees to learn at their own pace. They can pay more attention to the topics, which they may find a bit difficult. They can skip through the topics that they are already aware of. Employees can learn when they are have time and are receptive to the things that are being taught. In addition, online training lets employees assess their understanding of the subject.

Employees just have to register for the online test, take the test and get instant results. It is that simple. In addition, they will receive feedback based on their performance. If they find that their performance in a particular topic is less than acceptable, they can learn the lessons again and take the test again. They can even take the Six Sigma lessons in the comfort of their home. This way, online Six Sigma training proves to be very motivating and enriching experience.

Additional Benefits

Online training offers far more benefits to the organization than the employees. Once employees are trained in Six Sigma, there is no need to hire Six Sigma professionals. The organization also saves on the production time as online training can be done after office hours. Employees can be called upon to play the role of change agents, responsible for implementing Six Sigma concepts in the organization.

How To Select The Most Effective Online Six Sigma Training Course

For selecting the most appropriate online course, organizations need to check the level of expertise being offered, the quality of content and the affiliation of the course. In addition, organizations also need to check the employee training costs as quoted by various online Six Sigma course providers.

Online Six Sigma training offers a new perspective to ?quality? in an organization. It offers a sort of recognition in the respective industry and boosts the organizational confidence as well. Online Six Sigma training can definitely be considered to be a long-term investment that pays off in the long run.

Effective Online Six Sigma Training

2008-07-04T02:25:00.000-07:00

Why Online Six Sigma Training Makes Sense

Additional Benefits

How To Select The Most Effective Online Six Sigma Training Course

Fundamentals Of Six Sigma Training

2008-06-27T22:50:00.000-07:00

Six Sigma professionals have the requisite expertise and experience in implementing Six Sigma projects and their services are necessary for ensuring the success of the implementations. However, not all organizations can afford such services because Six Sigma professionals normally charge hefty fees. The best option then for such organizations is to provide Six Sigma training to their existing employees. Training existing employees not only helps in reducing implementation costs but also ensures that the implementations are completed within the specified time.

However, selecting the most appropriate training course for employees may not always be easy because of the recent increase in the number of entities offering Six Sigma training courses. The problem is compounded because most of the training entities claim to be the best in the business.

Organizations can develop their own training institutes, but this can further complicate the financial health of an organization that is already running short of funds. The best option then is to select the most cost-effective training program for the employees. Given below are some of the basics that a good Six Sigma training program should always have:

1. The training program should cover important Six Sigma methodologies such as DMAIC (define, measure, analyze, improve, and control) and DMADV (define, measure, analyze, design and verify).

2. The training program should aim at creating awareness about the roles and responsibilities of personnel associated with Six Sigma implementations. It should make the employees learn the tenets of effective communications, which is a necessity for successful Six Sigma implementations.

3. The training should cover all types of Six Sigma statistical tools such as Critical Path Method (CPM). CPM helps in designing a proper timetable that predetermines the start and completion of key events in any business process. With the help of CPM, employees can easily find out the exact status of various projects by monitoring key events through the CPM timetable. Other important statistical tools that need to be covered include FMEA (Failure mode and Effects Analysis), which helps in anticipating future problems through analytical interpretations.

4. The training should enable employees to learn the use of software tools such as RapAnalyst, which simplifies DOE (Design of Experiments) and many other activities related to data mining; MiniTab and SixNet Intelligence; and the Six Sigma calculator, which is a hand tool. The training should also cover the use of judgmental tools such as Ishikawa Root Cause Analysis Diagram (Fishbone diagram), Brain Storming & Affinity Group Tool, Thought Map, and Regulation Diagram.

5. The training should also enable employees to learn soft skills such as presentation skills and managerial skills such as decision-making. These skills will go a long way in ensuring the success of Six Sigma implementations.

A Six Sigma training program that covers all the aspects stated above needs to be selected, even if it is relatively more expensive than other available training programs.

Six Sigma And Finance

2008-06-23T22:27:00.000-07:00

The success of Six Sigma implementations depends on the ability of the implementation teams to identify and alter systems that are responsible for the efficiency of a business process. For successful implementation of Six Sigma concepts and methodologies, organizations need to increase coordination between all the teams involved in the implementations. Consistent support and guidance from senior management is also necessary for ensuring the success of Six Sigma initiatives.

Six Sigma Implementations And The Finance Department

Six Sigma implementations do help in reducing operational costs, but an organization cannot afford to make strategic decisions based on vague assumptions. Organizations need to measure the monetary value of benefits that is being derived through the implementations. The task of assessing the financial spin-offs of the implementations is often entrusted to the finance department that assesses the improvements in relation to the organization?s bottom line.

The finance department utilizes project tracking software that measures the improvements being made and generates reports showing the financial payoff. The software is used all throughout the implementation process and the data collected is stored for future referrals. This is important because Six Sigma programs aim at continuous quality improvements, normally a 30%-60% improvement in around 6 months. Data available from past implementations makes it easier to deploy new Six Sigma concepts and methodologies in an organization.

Selecting The Most Suitable Finance Personnel

For ensuring that the financial functions are successfully carried out, organizations need to select only the most experienced employees. Outsiders can also be hired for this purpose but it is always better to opt for existing employees as they have a better understanding about the organization?s business processes.

If the selected employees are new to the concept of Six Sigma, it is necessary to provide adequate training before allocating them the responsibilities that they are supposed to shoulder. Finance personnel selected by an organization, act as the official scorekeepers and report any deviations that might affect the organization?s bottom line.

Finance And Quality Issues

Quality improvements are one of the main objectives of Six Sigma implementations. However, for producing high-quality goods or services that satisfy customer needs, it is necessary to deploy the financial measurement tools and systems at all stages of the implementation process. At the start of the implementation process, a financial impact analysis is conducted to identify the derivable monetary benefits. During the implementations, the actual monetary value of benefits is assessed and reported to the senior management. During the final stages of the implementations, the actual and planned results are compared to provide the necessary feedback to the quality department.

The success of any quality improvement technique such as Six Sigma can be ensured if the implementations are done in accordance with quantifiable financial results. The financial skills of selected personnel also go a long way in ensuring the success of Six Sigma implementation programs.

Six Sigma Tools For Process Control

2008-06-17T22:32:00.000-07:00

Six Sigma implementations aim at achieving near perfect production wherein the number of defects is substantially reduced. However, Six Sigma implementations are definitely not easy because they often require a major overhaul of existing business processes, which in turn requires extensive analysis and documentation.

Understanding The Six Sigma Pyramid

Six Sigma quality levels can be described with the help of a pyramid, wherein the base of the pyramid represents the current quality levels of a business. The aim is to move up the pyramid to make gradual improvements in the quality level such as sigma 1 to sigma 2, sigma 2 to sigma 3, and so on until the top quality level, Six Sigma, is not achieved. Every stage or quality level requires the use specialized statistical tools, about which the Six Sigma implementation teams should have in-depth knowledge and expertise.

Some Basic Tools

Businesses aiming for achieving sigma 3 or sigma 4 quality levels need to utilize Six Sigma measurement, analysis, and documentation tools. These tools will help in measuring the current percentage of material wastage, which is usually in the range of 50 to 60 percent if the company?s existing quality level is sigma 1. At sigma 2 levels, the wastage is around 33 percent, which means that there is still plenty of scope for improvement. Once the level of wastage is identified with the help of these tools, the Six Sigma implementation team can then start making the necessary changes in processes to achieve the next quality level.

Industry Specific Tools

A use of a particular Six Sigma tool depends on the type of industry. For example, in industries having high volume transactions, it would be impossible to measure and analyze each transaction. As such, only those tools are used that are designed to identify high value transactions based on predetermined logical parameters. These tools will allow a business to give priority to the improvement of most vital processes that deal with high value transactions.

Such tools are necessary for ensuring the success of Six Sigma implementation projects because higher quality levels cannot be achieved until and unless all the high value business processes are not utilized to their full potential. The full potential of a business process can only be realized when it reaches maximum optimization levels or achieves Six Sigma quality levels. All this can only be achieved by employing the right Six Sigma tools and techniques in the right business process.

For selecting the right tools, businesses need to opt for the expert advice of Six Sigma professionals. Although the tools are more or less the same used by engineers, supervisors, and other technicians, expert advice is still valued because it is only the Six Sigma professionals who know how to utilize the information generated through Six Sigma tools and techniques in a proper manner.

Six Sigma & Change Management

2008-06-09T02:01:00.000-07:00

It has been said and proven repeatedly that change is the order of the world. When it comes to business, everything from its growth and expansion to its dissolution is continuous change. Changes happen because of new work conditions, work pressure caused by customer feedback, implementation of new processes or perhaps due to seasonal conditions among numerous other conditions. Whether it is for the company or its workers, if change is done positively, companies can overtake their counterparts and excel as a whole while giving their customers satisfactory service.

Workers Opposition

When it comes to change, the company should be ready for the after effects. Opposition from different and importantly the most unexpected corners should be expected. Workers should be given time, if they haven?t been able to adapt to the change. This negativity can be seen through their resistance to work and comprehending changes. The workers could also delay work and resort to tantrums, besides the ignoring of work and not cooperating.

How To Manage Change In Six Sigma

? Sometimes people are opposed to change only because they don?t want one. By adapting to the change, workers show their willingness to future change; therefore denying any kind of change could discourage the future ones.

? Project leaders could opt to explain the change and the benefits to the workers. This could make them aware of the possibilities and simplify things. Project leaders could use additional sessions with the workers explaining through one-on-one meeting, mails or even over a lunch.

? Workers sometimes resort to mocking and ridiculing the change to show their opposition. In this case, the Black Belt must anticipate the nature of the workers and should formulate reports derived from independent sources to prove the effectiveness of the change.

? If change takes a longer period to take effect, it could also force the leaders to adopt different means to add momentum to the change. Besides, the change proposed should be speedier and permanent in nature.

? The profit obtained after putting a proposed change to practice has a positive effect on not only the company, but also the workers involved. Shareholders vouch for the financial benefits acquired from the change.

? Leaders could prove to the workers the effectiveness of their change through the profit reports, which have been enhanced after the implementation of the change.

? The foundation of a change has a major impact on its future, therefore managers or team leaders should formulate the correct implementation of the change.

? The flexibility of the application or the software involved in the change should be cited. This could increase the participation level and a consistent rate of improvement, giving the workers a feeling of contribution and satisfaction.

? Besides the given remedies and options available, to change the resistance to change leaders could keep their workers updated about the forthcoming changes to avoid surprising them.

? Leaders and team members should share a good and healthy rapport, because of this communicating the different changes and new additions to the process can be intimated to the workers very effectively.

All said and done, change management is done on a broader scale and aimed basically to succeed in changing the mindset of the workers to adapt to change from time. Leaders should be ready for any kind of resistance to work, by the workers. They could identify the root cause of the resistance and explain its benefits to the workers. In addition, working hand-in-hand, team leaders and workers could be responsible for the profit of the company and their own progress.

Applying For ? And Getting ? That Six Sigma Job

2008-05-31T04:12:00.000-07:00

There is a growing demand for people with Six Sigma certification and expertise as companies realize the many ways in which the Six Sigma methodology can help their organizations grow and improve. Six Sigma has grown beyond its manufacturing origins with many government agencies and service providers now advertising for Six Sigma help. More importantly, even small companies are taking on Six Sigma consultants or full-time staff, which implies that the demand for Six Sigma professionals will only increase in the coming years.

Six Sigma Job Categories

There are many junior- and senior-level Six Sigma openings across a wide range of industries. The positions and job descriptions are oftentimes unique to the company and its requirements. Admittedly, many of these positions are filled internally, as companies train their own people in the Six Sigma methodology so that people already familiar with the corporate culture are provided with the needed skill sets. On the other hand, these same organizations often reach outside for help, seeking out experienced people to either lead, or implement full-scale Six Sigma projects throughout the company.

Six Sigma Job Openings

Many companies openly advertise job opportunities that are clearly Six Sigma based (e.g., Six Sigma Analyst or Six Sigma Black Belt). Others, however, advertise openings for positions that are not obviously Six Sigma openings such as Functional Project Lead, Director of Operational Excellence, Business Project Manager, or Senior Projects Manager.

Job openings such as these are usually for people with Six Sigma Black Belt capabilities ? someone trained in the Six Sigma methodology with experience in leading cross-functional process improvement teams. These people are tapped to lead individual Six Sigma teams.

Companies sometimes advertise for Six Sigma Master Black Belts to fill organization-wide Six Sigma program manager positions, in effect taking over very senior positions within the organization. The successful applicants will be tasked to lead the company?s Six Sigma implementation, oversee Black Belts and process improvement projects, and guide the Black Belts as needed. These positions will require the highest level of Six Sigma experience and qualifications.

Meeting Six Sigma Job Criteria

The primary requirement for a Six Sigma job is, of course, to be trained in the Six Sigma methodology, ideally as a Six Sigma Black Belt. This requires formal training from qualified Six Sigma consultants who have long experience in training and implementation of Six Sigma. Often, a request is made for those with a specific background such as in Six Sigma DMAIC or DFSS methodology.

Companies recognize experience as being the best teacher, however, so many establishments express strong preference (if not outright demand) for people with hands-on experience in completing at least one Six Sigma project.

Aside from Six Sigma training and project experience, companies have a preference for those with background experience (usually at least five years) in their particular industry or business. Management experience is another plus factor and this is usually a requirement by companies looking for a Six Sigma project team leader. Managing projects within structured environments, and proven management skills (as indicated by successful project implementation) will be a definite advantage in your favor, because companies in the initial stages of Six Sigma application will be looking for people who will lead and facilitate business teams as well as Black Belts and Green Belts through the process.

Other requirements

If you are applying for a Six Sigma position, you need to show that you have an excellent understanding of processes and quality methodologies as well as a willingness to grab the initiative and take the lead in making changes.

Another vital skill will be the ability to link strategy to execution. You need to show that you are able to look beyond surface issues and concerns: consider strategic business issues from a detached, clinical perspective, and use this as a springboard for developing and implementing creative and practical solutions to problems identified.

Steven French is a recruitment consultant to http://www.UteachRecruitment.com - the specialist UK teaching jobs recruitment agency. Visit Uteach Recruitment to find your perfect UK teaching job today.

Six Sigma and Its Benefits

2008-05-28T02:37:00.000-07:00

Six Sigma is a business improvement methodology, originally developed by Motorola to systematically improve processes by eliminating defects. Defects are defined as units that are not members of the intended population. The objective of Six Sigma is to deliver high performance, reliability, and value to the end customer. Since it was originally developed, Six Sigma has enjoyed wide popularity as an important element of many Total Quality Management (TQM) initiatives.

Methodologies:
Six Sigma has two key methodologies: DMAIC and DMADV. DMAIC is used to improve an existing business process. DMADV is used to create new product designs or process designs in such a way that it results in a more predictable, mature and defect free performance.

DMAIC:
Basic methodology consists of the following five steps:

* Define the process improvement goals that are consistent with customer demands and enterprise strategy.

* Measure the current process and collect relevant data for future comparison.

* Analyze to verify relationship and causality of factors. Determine what the relationship is, and attempt to ensure that all factors have been considered.

* Improve or optimize the process based upon the analysis using techniques like Design of Experiments.

* Control to ensure that any variances are corrected before they result in defects. Set up pilot runs to establish process capability, transition to production and thereafter continuously measure the process and institute control mechanisms.

DMADV:
Basic methodology consists of the following five steps:

* Define the goals of the design activity that are consistent with customer demands and enterprise strategy.

* Measure and identify CTQs (critical to qualities), product capabilities, production process capability, and risk assessments.

* Analyze to develop and design alternatives, create high-level design and evaluate design capability to select the best design.

* Design details, optimize the design, and plan for design verification. This phase may require simulations.

* Verify the design, set up pilot runs, implement production process and handover to process owners.

Benefits of Six Sigma:
Those organisations that implement Six Sigma correctly achieve significant benefits that contribute to competitive advantage and to changing the culture in an organisation from reactive problem solving to proactive problem prevention. Specifically the proven benefits include:

Benefits For the organization:

* Bottom line cost savings (5%-20% of turnover per annum)
* Improved quality of product or service as perceived by the customer (internal and external customers)
* Reduction in process cycle times
* Development of staff skills
* Common language throughout the organization
* World class standard

Benefits For the individual:
* Improved knowledge and skills
* Ability to use a wide range of tools and techniques
* A status that is recognised world wide

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Financial Spin-offs From Implementing Six Sigma

2008-05-27T02:07:00.000-07:00

The Six Sigma approach comprises a management initiative, improvement projects and a set of methods and tools. Six Sigma is about a breakthrough in business improvement. Companies trying to implement the program find considerable difficulty in getting commitment from various functions. This happens despite the project teams being able to identify significant operating efficiencies. The main reason for this is the impact on the company?s bottom line not being clearly discernible. The Six Sigma program can be implemented much more effectively if the CFO and his/her staff can be brought on board so that their concurrence can be obtained.

The Six Sigma Program: The Six Sigma strategy aims at achieving breakthrough business improvements and then creating the required infrastructure and systems to grow and maintain the gains. Typically, Six Sigma projects target a 30% to 60% process improvement in 4 ? 6 months. The overall aim is that the Six Sigma mindset should spread throughout the organization. Employees become aware of the ramifications of poor performance, unproductive processes and non-value adding activities. It is essential that the improvements be linked to the bottom line. In fact, many organizations stipulate that the finance department verifies the financial spin-offs, and where exactly in the financial statement this will manifest itself. A project tracking software is employed, that measures the process improvements and the financial spin-offs and generates the reports. Considering the importance of the impact on the bottom-line, the finance function has to closely associate with the initiative from the outset.

Co-opting the Finance Function The success of the Six Sigma program depends largely on selecting and training the right people to fill key roles. Good companies allocate potential leaders on a high career growth path to fill key project positions. The detailed composition of the team is always a matter of debate. The team must have cross-functional representation to tackle various issues that may arise. Finance and accounting executives have a particularly important role as they act like scorekeepers and report on key business parameters affecting the bottom-line. This results in creating greater shareholder value, which in turn ensures the success of the Six Sigma initiative. The finance professional must be co-opted at the inception of the project to contribute the maximum value to the team. He can, also help in designing an appropriate incentive system for rewarding performance by team members in tandem with human resources.

Quality Issues: Quality in businesses encompasses the entire process and focuses on eliminating defects and producing goods and services that satisfy the customer. The Six Sigma process incorporates the financial aspects at all stages of the project:
? Before starting a project, a financial impact analysis is carried out to identify benefits.
? During the project, the employees and management become aware of the actual processes of the business in various aspects, and how they are performing, including financials.
? After the project or during completion, a review of actual results is done and the returns quantified. This serves as a feedback for the Quality department.

Any quality program, including the Six Sigma initiative, can be much more effective if the project is tied to quantifiable financial results. Informed and motivated employees, with good training can make all the difference to the success of the program.

Alexander Gordon is a writer for www.smallbusinessconsulting.com - The Small Business Consulting Community. Sign-up for the free success steps newsletter and get our booklet valued at $24.95 for free as a special bonus. The newsletter provides daily strategies on starting and significantly growing a business.

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LEAN or Six Sigma? Which Should My Business Be Using?

2008-05-24T02:51:00.000-07:00

In all honesty, probably both! LEAN and Six Sigma are perfect partners and provide great synergy and complement each other nicely. Often I meet people who are unsure which approach to take and therefore delay in doing either. This means that they are losing valuable time in being able to make the changes to improve organisational performance. It is possible to start on one track and, along the way, find that your focus changes as you learn more about your processes and systems.

Looking at a process or system to decide which approach to use isn?t always black and white. A lot depends on the culture of the organisation and what type of data is available.

Organisations that are driven by objectivity and have many Key Performance Indicators (KPI?s) will often find more comfort in the Six Sigma approach. This is a result of the perception that it is more ?scientific? as it appears to be complex because of the statistical tools that can be applied. Those companies that are more subjective and intuitive feel more comfortable with the LEAN approach. To them, it seems less daunting as it does not rely on high order statistics in analyzing situations and tends to focus on team activities and employee engagement in solving problems.

Often people describe continuous improvement programs as a journey. If we consider the LEAN journey then I would say that Six Sigma can be used as a stop-over along the way. For instance, an organisation on the LEAN journey finds that it has a specific problem with yield in a particular department or a specific piece of equipment then area is a likely candidate for a Six Sigma project. This means that the organisation can still proceed under the LEAN umbrella but acknowledge that there is a specific activity that can benefit from the Six Sigma approach. To make things easier it may also be beneficial to engage an expert in Six Sigma for that activity so that the organisation maintains their LEAN focus.

Similarly, those undertaking a whole of business approach using Six Sigma as the process improvement vehicle can find that as part of the Improve phase there are opportunities to implement LEAN approaches. For instance, a manufacturing operation that uses Six Sigma finds that there is a high degree of variability in the setup and changeover times for equipment in various departments. Analysis shows that the cause of this variation is a result of a poorly organised workspace where valuable time is wasted in locating the appropriate tools and attachments. 5S and Quick Changeover techniques are used to improve this aspect of the operation or improve both the speed and variability of the set-ups.

Whichever approach is leadership is vital. It is crucial that senior management not only embrace the process, but seen as driving it. Senior management must be engaged and be able to provide the necessary leadership to maintain the momentum within the organisation. Active involvement in projects and in the monitoring and review process is essential so that improvement activities are seen to be integrated into the business.

In the end, it doesn?t really matter which approach you take. The important point to recognise is that you want to better in the future than you are today and there are powerful tools to help. LEAN and Six Sigma are not mutually exclusive and in fact make great partners to any business looking to leap forward in performance.

John Yealland is a management consultant and Certified Six Sigma Champion and Black Belt. His skills span the areas of I.T, Training, Logistics, Manufacturing and Operations. John can be contacted at http://www.unboundbusiness.com.au.

Cutting Costs With Six Sigma

2008-05-23T02:54:00.000-07:00

Problems Faced By Companies On The Cost Front

On the cost front, most industries such as the manufacturing industry, service industry, health care industry and even the educational industry are all experiencing a great amount of pressure. As an example, hospitals are facing ever-decreasing compensation from insurance companies, which is a serious concern to many. Hospitals also experience the pressure of high labor costs and low productivity. This decline in revenue has come about due to the increase in costs and the ever-increasing competition. 6 Sigma has always been construed as a quality improvement tool, and quality has always been linked with high costs and expenditures. However, the efforts by the black belts and the master black belts to help save on costs have helped companies view Six Sigma favorably.

6 Sigma And It's Contribution Towards Cost Cutting

Six Sigma was never intended to be used as a cost cutting tool; nevertheless it has made great contributions towards that end. The methodology of 6 Sigma employs unique ways to help cut costs in all aspects of business. Firstly, Six Sigma contributes towards customer servicing. The opinions of the customer alone help define the quality of the products and services provided by any business. By figuring out the customer's needs; 6 Sigma can help by cutting down on any wastage like over-utilization and under-utilization of capacity. Six Sigma also helps stabilize process variation, which helps save on material conversion. Not only does this result in an increase and improvement in productivity and quality, but it also results in the reduced cost of rejection and re-working.

The reduction in Cost of Poor Quality (COPQ) is massive considering the overall tremendous savings coming from practically no rejections. This has come about due to the graduation from three or four sigma to 6 Sigma. For example, in the case of a hospital, after utilizing the Six Sigma methods in it's cardiology department, the hospital can cut down the average process time that is necessary for admission. This produces a dual-advantage. The first one being that the reduction of almost 45 minutes of the process time will lead to a decrease in labor costs. Secondly, the hospital department can now accommodate a larger number of patients because of the increase in the productivity.

The doctrines of total customer satisfaction and returns on investment are the main areas of focus. The 6 Sigma team helps generate innovative and creative ideas that are aimed at controlling costs. The team then helps employ risk management schemes and devises that lead to the early detection of various risk factors. An increase in yield from project portfolios will lead to an increase in resources resolving matters of risk.

The Biggest Challenge Faced By Six Sigma

The biggest challenge faced by 6 Sigma is from the outsourcing or off shoring of business processes. The developing third world countries have a lower cost structure and are attracting the large corporations offering them a chance to increase their overall return on investment. This is a process that is being engaged by medium and small-sized businesses, as the larger corporations have experienced significant success using outsourcing.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

Six Sigma For The Service Sector

2008-05-22T03:25:00.000-07:00

Introduction

6 Sigma is all about quality improvement and was first pioneered by Motorola in the 1980s. Over the last few years, this methodology has received much recognition and several companies have adopted it in order to meet their targets. Six Sigma's clientele include a long list of well-established manufacturers like General Motors, Ford Motor Co., GE, Honeywell and many more. However, there are still many non-manufacturing companies that have come to the conclusion that 6 Sigma will not work for them. This is because Six Sigma was originally developed for helping the manufacturing industry. Organizations such as health care systems, financial service providers and educational systems all doubt the usefulness of 6 Sigma.

Why The Service Sector Feels That Six Sigma Is Not For Them

The most obvious reason why service companies keep away from 6 Sigma is because they perceive it as a manufacturing tool. Service organizations feel that because their companies have a large amount of human work force, there are no measurable defects to be corrected. However, experts say this is not true. A recent survey has shown that service companies that have invested in Six Sigma are all saving millions of dollars for every project. Human resources makes up a large part of all service organizations. To conquer this problem, leaders of the industry can be trained in 6 Sigma to balance their employment expertise with statistics-based analytical tools. The fear of metrics is another obstacle that stands in the way of the service sector and Six Sigma. Most people feel that 6 Sigma sounds too technical. The importance of metrics is to give an insight into the business working processes. Service based companies need to focus all their attention on developing Six Sigma projects that specialize in their business needs like customer and cash generation. Convincing the service sector about the merits of taking up 6 Sigma has proven to be a big challenge. Most service companies still believe that Six Sigma can only benefit the manufacturing industry.

How 6 Sigma Can Benefit The Service Industry Six Sigma goes in to the details of improving customer service, generating business expansion and gaining knowledge about the service sectors business processes. Most service industries revolve around areas of finance, human resources and sales and marketing. Hence, 6 Sigma delves deeply into the subject of soft skills. Six Sigma can be applied to a company that provides housekeeping services. Firstly, the companies working processes would need to be understood. Using the DMIAC method or the define-measure-improve-analyze-control method, 6 Sigma can definitely implement quality in any industry. As the main aim of this methodology is to reduce defects, the first step would be detecting the particular defect. Secondly, data will be collected to observe how, why and how often these defects occur. Next, the Six Sigma team implements an outstanding employees method of working as the normal method for all employees. Finally, new employees are taught the correct techniques.

6 Sigma is useful in the field of sales and marketing as well. According to Six Sigma data, during sales, too much face time with a customer can prove to be counter-productive. Changing this process can result in an increase in the percentage of sales per product. Other industries that 6 Sigma has assisted in the past are the financial service sector, insurance companies, management companies, educational institutions, high-tech companies, state agencies and many more.

Six Sigma In The Insurance Industry

2008-05-20T00:11:00.000-07:00

6 Sigma concepts and philosophies were originally developed for improving the overall quality of business processes in the manufacturing sector. Companies like Motorola and GE were among the first few that successfully introduced Six Sigma concepts in their business processes. However, with the development of newer tools and techniques, 6 Sigma is now deemed appropriate for the services sector as well. The usability of Six Sigma in the services sector is easily evident from the increasing number of finance and insurance companies that are opting for 6 Sigma.

Consumers are increasingly becoming aware of the quality of services being offered to them, making it essential for the services industry to implement quality improvement techniques like Six Sigma for conforming to customer expectations. This is especially true for the insurance industry where the relationship between the insurer and the insured is still largely governed by sustained personal contact. By implementing 6 Sigma programs, insurance companies have been able to offer quality services at affordable rates to their customers.

Identifies Key Business Processes

Unlike other quality management practices such as Total Quality Management (TQM) whose effectiveness is difficult to measure, Six Sigma based improvement programs make use of statistical tools, which can measure the effect of changes being made in a very short time. 6 Sigma focuses on process orientation, enabling organizations to identify key business processes that are necessary for improving customer satisfaction. This helps managers in understanding the exact requirements of their customers and in altering business processes to suit customer needs and expectation.

Follows A Disciplined Approach

Six Sigma has helped insurance companies in improving quality as well as reducing costs of services offered. It has enabled insurance companies to follow a disciplined approach, which has helped in preventing errors, minimizing hand-offs, and eliminating rework and workarounds. It has also helped in increasing the speed of business processes used in the insurance industry.

Helps In Making Informed Decisions

6 Sigma has enabled managers in taking informed decisions based on statistical data. With the use of Six Sigma tools and techniques, managers no longer have to rely on their perceptions or gut feelings for rendering the level of services promised to policyholders, clients, and prospects.

Helps In Building Customer Loyalty

6 Sigma emphasizes on understanding the needs of the customers before making any changes to business processes. This helps insurance companies in building customer loyalty among their policyholders, which is necessary for the long-term success of any business organization. Insurance companies can also hope to increase their market share, as satisfied customers are most likely to recommend a company that offers quality services while advising a friend, relative or business associate. Helps In Reducing Costs

Six Sigma tools and techniques aim at streamlining business processes in such a way that helps in reducing costs. This helps insurance companies to improve their savings and avoid drastic cost-saving measures such as downsizing, which can have a negative effect on employee morale. It can also create doubts in the mind of policyholders and prospects as downsizing usually attracts a lot of negative publicity.

6 Sigma has helped the insurance industry in bridging the gap between planned strategies and actual operations by providing analytical and in-process performance measurement tools. These tools are used for comparing planned goals and objectives with actual outcomes and for finding the reasons as to why a particular business process is not giving the desired results. Once the exact problem has been pinpointed, managers can make the necessary changes that will help in improving overall quality of services rendered to policyholders and prospects.

Value Stream Mapping And Six Sigma

2008-05-17T02:38:00.000-07:00

Business processes are similar to a river flowing in a natural direction and carrying information from point A to point B. Value Stream Mapping (VSM) is one of the techniques used in Lean Six Sigma for identifying areas of waste that need to be avoided in both manufacturing as well as office business processes. Aside from identifying areas of waste, VSM also helps in streamlining business processes for achieving higher productivity. VSM is based on scientifically proven methods, making it necessary for organization to employ profession Six Sigma consultants (VSM specialists) during the implementation stage.

The Initial Process

Implementing VSM is a long drawn process where the first step involves mapping the current flow of materials or information in key business processes of an organization. The mapping is done with the help of flowcharts that depict the flow of goods or information from one end to another. The flowchart also contains information about the average time taken for the completion of various sub processes. For generating a comprehensive flowchart, consultants often gather inputs from business heads, floor managers or factory workers. While creating the flowchart, key sub-processes are highlighted using specific icons. This helps in pinpointing areas where waste and inconsistencies are happening. The flowchart also helps in understanding the complexity of a business process, which needs to be simplified for increasing efficiency.

Future State Of Value Stream Mapping

In the next step, VSM consultants discuss each step depicted in the flowchart with the management for finding out ways that would streamline and optimize the whole business process. In Six Sigma terminology, this is referred to as Future State Value Stream Mapping (FSVSM). A number of methods can be used during FSVSM process but only those need be selected that help in streamlining processes without affecting the day-to-day operations of an organization. One such method is Cellular Manufacturing, which can be used during FSVSM. Although it is a simple concept, it requires adequate planning on part of the consultants as well as the management. Takt Time is another method that is used for evaluating lead-time of manufactured goods or services rendered. This method is commonly used in organizations where the main objective is to deliver goods or services in time, for e.g. courier companies. Another method is known as Kanban, which forms a part of Just In Time (JIT) manufacturing system. It helps in maintaining low inventory levels and work in progress without affecting the quality or volume of manufactured goods.

Effectiveness In Automotive And Other Manufacturing Industries

VSM has proven to be very effective in organizations that make use of large and complex assembly line manufacturing processes. Automobile manufacturing companies are probably the best examples as far as the effectiveness of VSM is concerned. Top automobile companies such as Ford and Toyota have successfully implemented VSM in their business processes, which has in turn helped these companies in manufacturing high quality products while reducing costs at the same time.

Although concepts of VSM are applicable in all types of manufacturing organizations, companies other than automobile companies may find it a little difficult to implement VSM word for word. Some consultants also feel that benefits associated with VSM are sometimes over-hyped when it comes to implementing VSM in non-automotive companies. Personal opinions may vary but what is certain is that VSM does help in reducing waste if implemented properly.

How To Overcome Six Sigma Controversies

2008-05-16T00:01:00.000-07:00

"The more I learn about customer satisfaction, the less I know," the CEO of a Fortune 500 company recently lamented. By the time some companies get to understand their customers? needs fully, it will be too late. Management is often flooded with customer data detailing their satisfaction levels among other things. However, the data has been collected only as an exercise, not as a means to end customer dissatisfaction.

Can?t Anyone Achieve Six Sigma?

There is no doubt that Six Sigma has enjoyed the seat of power like no other management tool has to date. The milestones crossed by the methodology are also non-controversial. Then where are there any problems and why is doubt being cast upon its ability to deliver?

Paddy Rao, Associate VP of a large software services company, a Champion and Master Black Belt himself, cites a major stumbling block for Six Sigma implementation, which is cultural change. A sudden change in the way people work and an altered reporting structure is what people find as obstructions to their routines. ?Sometimes it takes ages to break this mindset?, says another Black Belt who worked with Rao.

Anyone that says they have successfully implemented Six Sigma means only that they have completed the implementation. It doesn?t mean that they have actually achieved 3.4 defects per million. You will notice many things changing as you go about deploying Six Sigma. The market changes, you may see a change in technology or even an internal matter like organizational change can occur.

The Robust Mechanisms Of Six Sigma

As with all other aspects of life, failures are always attributed to Six Sigma but not the successes. A successful Six Sigma implementation essentially requires a rock solid commitment from top management. Despite this, Six Sigma continues to question any authority, critically shaking most of the beliefs that the organization had about itself. As it goes deeper, it potentially shakes the foundations on which organizations exist.

The inordinate delay in data gathering is another obstacle to get Six Sigma out of the starting block. Sometimes the data is not divulged and other times it genuinely takes time to gather. Other priorities coupled with this pushes the implementation team to rush through the deployment.

Add to this the possibility of selecting the wrong project. If this happens, no matter how well you slog out later, the deployment will be a loser from the beginning. You will invariably fail to see a much different result from that of the original.

Indeed, it is the robust inbuilt mechanisms of Six Sigma that have worked for its success in almost all cases. One genuine concern about Six Sigma is about the cost of implementation, which very nearly challenges the ROI. As one CRM specialist put it, ?where ROI has catapulted because of CRM, Six Sigma has been credited for it?. This is the reason that Six Sigma is so widely accepted, despite the costs.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions ? Six Sigma Online ( http://www.sixsigmaonline.org ) offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

Process Simulation And Six Sigma

2008-05-13T03:44:00.000-07:00

Six Sigma has become one of the most commonly used quality management techniques since its introduction in the 1990's. The importance of Six Sigma has continued to increase ever since companies like GE began implementing it's various concepts and techniques in their business processes. This has helped the company in saving billions of dollars since the time when the concepts were first implemented.

The Simulation Process

Process simulation is one of the various techniques used in Six Sigma, involving the use of a computerized model of an actual business process. The computerized model used in process simulation is designed by inputting all the critical components of a business process such as process inputs, process flow, and the various sub-systems used in the process. With the help of the computerized process simulation model, process managers can easily view the whole process within a few minutes that would have normally taken days or even weeks to complete in the real world. Process simulation helps in collecting large data samples, which can be further analyzed and used for predicting the effects of changes made in real business processes. This allows analysts to simulate all the possible changes that can be made in a business process and analyzing the effect of such changes on the end result. Changes that are most helpful in improving the quality can be selected and put through more rigorous simulation processes for confirming the potential benefits of such changes. Once this is done, the changes can be applied in the real process as by now it is quite certain that the changes will be successful in improving the quality of goods manufactured or services rendered.

When And Where To Use

Although process simulation is a powerful tool, it must be used in the right manner and only in appropriate business processes. If the necessary information is not inputted correctly, the computerized simulation model will not be able to predict the effect of changes made in the business process. This can seriously affect the quality of end products if such changes are implemented in the real process. Process simulation is most effective when a business process is complicated and difficult to visualize. For less complicated processes, it is better to use process mapping in combination with brainstorming techniques for generating innovative quality improvement ideas. Process simulation is helpful in simulating business processes that require managers to make informed decision at every stage of the process. Process simulation is used for improving the logistics of a manufacturing company by mapping the exact flow of materials from the time they enter the factory floor to the time when they reach the final consumer in the form of finished goods.

Risks And Drawbacks

Although process simulation is very beneficial, it can also create problems for an organization if not used properly. Companies very often make the mistake of employing process simulation in every business process in the hope of improving quality. This can create confusion among the employees, especially when the company and its workforce are new to the concepts and philosophies of Six Sigma. If a process is too long and involves various sub-processes, it is better to concentrate on sub-processes that affect the quality of the end product. Companies often try to simulate the whole process, which leads to the wastage of both time and effort. For realizing the full potential of process simulation, organizations need to simulate only on those processes that are critical to the quality of goods manufactured or services rendered.

The Road to Six Sigma: Cause-Effect and Scatter Diagrams

2008-05-12T03:16:00.000-07:00

Part 2 of a 4 part series

Last week we talked about using Pareto analysis for organizing, simplifying, and prioritizing problem solving. This week, we're going to introduce two simple tools which can be used together to improve the performance of business systems. In improving any process, there are problems to be overcome. Most of these problems come to our attention due to their symptoms and effects. In order to solve these problems, we must find the root cause of each problem and eliminate that cause.

One of the most useful tools in problem solving is the Cause-Effect Diagram. Cause-effect diagrams were invented in Japan in 1943 by Kaoru Ishikawa as an aid to explaining how various factors in a complex process can be sorted out and related. Cause-effect diagrams are often referred to as fishbone diagrams because of their shape or Ishikawa diagrams after their inventor.

Cause-effect diagrams are extremely useful for organizing input from a brainstorming session. Brainstorming, to be effective, should be freewheeling and without judgments. Data is developed without regard to order, relationships or relevance. Once the data is captured, however, we need to sort it out and show the various relationships. Let's use as a simple example:

Now let's say that all the people affected by this situation have been gathered for a brainstorming session and have produced the following possible causes for variations in temperature:

Heating plant
Controls
Insulation
Dimensions of room
Outside temperature
Supply of energy

Design of room (windows, doors, etc.)
Person adjusting the controls

Note that the discomfort could have been caused by variations in humidity, noise, lighting or other factors, but in this case, it is a simple problem of incorrect and/or varying temperature. Because this is true, we can focus our efforts only on the possible causes of temperature variation. To help organize the information, we will group our data into four categories; People, Equipment, Process, and Environment.

<div style="float:left;margin-right:5px;"> <div align="center"><img src="http://www.bizmanualz.com/articles/images/cause_effect2-small.jpg" width="175" height="110" border="0" />
Cause-Effect Fig. 1</div> </div>

This is shown in the first cause-effect diagram (<strong>Cause-Effect Fig. 1</strong>).

We could have labeled our categories anything, but we used labels that work for the situation. Sometimes more than four groups are identified. No problem!

<div style="float:right;margin-left:5px;"> <div align="center"><img src="http://www.bizmanualz.com/articles/images/cause_effect3-small.jpg" width="175" height="108" border="0" />
Cause-Effect Fig. 2</div> </div> Now let's see where our possible causes can be logically placed (Cause-Effect Fig. 2).

Once we have arranged the data in this fashion, we can investigate each factor and determine if it is in control. In our example, the problem is that the occupants of the room are cold. We know the problem is not due to environmental factors because the design of the room has not changed, and the outside temperature is warmer than it was yesterday, when we were comfortable.

The person who adjusts the controls says that he has set the temperature at 80F, but the room is still cold.

Therefore, the problem must have something to do with the equipment. A careful examination reveals that the heating plant and controls are in good shape, but the gauge on the fuel oil tank registers zero. A call to the fuel oil distributor brings his truck in short order and soon we are achieving our <strong>desired output</strong>, comfortable occupants. (Sure -- They are comfortable! They don't have to pay for the heating oil.)

Now this is an absurdly simple example, but suppose our analysis of the cause-effect diagram did not reveal the <strong>root cause</strong>. Usually this means that we have not been sufficiently thorough in our analysis. We began with the premise that temperature was the source of the discomfort. But if that were not the case, we could easily miss important factors in the analysis. This points out the need for careful <strong>problem definition</strong>.

It also happens that the analysis reveals several possible causes, and it is not clear if there is one or more of these causes that need to be addresses in order to solve the problem. This brings us to our second handy tool, the <strong>scatter diagram</strong>.

<div style="float:right; margin:0px 0px 5px 5px;"> <div align="center"><img src="http://www.bizmanualz.com/articles/images/scatter-pos_small.jpg" width="175" height="106" border="0" />
<strong>Fig. 3: Example
Scatter Diagram</strong></div> </div>

Scatter diagrams, like the ones shown on<strong> Fig. 3</strong>, are a special type of cause-effect diagram developed from historical or experimental data. Scatter diagrams, will reveal the relationship, if any, between variations in one variable and variations in another.

Scatter diagrams do not identify which variable is the cause of changes in the other variable. Sometimes, both variables are changing as a result of changes in a third, unidentified variable. Therefore it is usually best to develop and analyze the cause-effect diagram first. We know from our simple example that changes in occupant comfort do not cause changes in room temperature, (at least not until someone adjusts the controls).

As an example, let's say that we are investigating why particulate emissions are high and varying in a random fashion. From a cause-effect analysis we have identified variable fan speed as a possible cause. Fortunately, we have daily data from the last fifty days on both indicated fan speed and lab sample particulate counts from the filter exhaust. The data and resulting scatter diagram show the situation more clearly.

What can we say about fan speed as a possible cause for variability in particulate levels? From the scatter diagram <strong>(Fig. 4)</strong>, it is unclear what the precise nature of this relationship is. It appears as a general rule that as fan speed rises, particulate counts rise. Because of the dispersion of the data, however, fan speed is probably not the only cause of this problem. We should keep looking.

So far we have discussed setting priorities for process improvement and looked at ways of finding and quantifying cause. Once we have our process in control, we need a tool for keeping the process in control and assessing opportunities to improve its performance. That's for next week when we will discuss <strong>control charts</strong>.

Learn more about developing policies, procedures and processes, or about improving your organization by attending the next Implementing Lean Thinking, How to Create Well Defined Procedures and Processes or Statistical Process Control classes. TO address other training needs, please visit the Bizmanualz Training Website.
Chris Anderson is the founder and CEO of Bizmanualz, Inc. Since 1995, Bizmanualz has specialized in empowering organizations to continuously improve compliance, control and customer satisfaction using effective and well-defined management

Future Of Six Sigma - Different Viewpoints

2008-05-10T01:52:00.000-07:00

Since its introduction in the 1990's, 6-Sigma has become the buzzword in both the manufacturing and service industries. The various methodologies used in 6-Sigma are based on a disciplined and data driven approach that help in eliminating defects and achieving near perfection by restricting the number of possible defects to less than 3.4 defects per million. The methodologies are effective in managing business processes of both the manufacturing and service industries. In manufacturing industries, the concepts and methodologies are used for reducing the number of defects whereas in service industries, they are used mainly for reducing transactional errors.

Although many companies have been successful in reducing the number of defects through Six Sigma projects, the arguments raised against the efficacy of 6-Sigma in all aspects of business processes still do not seem to die down. Some management experts think that Six Sigma is inherently flawed, as it does not take into account the flaws that might be present in the system itself. They are of the opinion that the analytical and statistical tools used in 6-Sigma only expose flaws in the execution and do not account for a process that itself is riddled with defects.

Supporters of Six Sigma offer a different viewpoint. According to them, quality management tools such as Total Quality Management (TQM) and 6-Sigma are conceptually quite similar except for their labels. Business organizations may use any of these for improving overall quality. However, they often give preference to 6-Sigma as they believe that Six Sigma is more than just a process improvement program and is based on concepts that focus on continuous quality improvements. They have the opinion that 6-Sigma concepts combine statistical measurement tools with contemporary management techniques for achieving extraordinary results.

The Limited Use Of Six Sigma

6-Sigma gained prominence as an effective quality improvement technique after it was successfully implemented in Motorola. Since then, many large organizations have implemented 6-Sigma programs and improved the quality of manufactured goods or services rendered. However, the full potential of 6-Sigma has not been realized so far because many competent small to medium level enterprises have still not implemented Six Sigma programs. These enterprises have all the resources to implement such programs, but are often wary of the final certification, as they believe that it is meant only for large organizations. These companies often do not realize that 6-Sigma delivers the same benefits to both large as well as small business enterprises. The only difference may be in the volume of goods manufactured or services rendered.

The Future Of Six Sigma

6-Sigma may appear similar to other quality management tools such as TQM or Kaizen Events, but in reality, it is quite different. Other quality management programs often reach a stage after which no further quality improvements can be made. 6-Sigma, on the other hand, is different as it focuses on taking quality improvement processes to the next level. This means that 6-Sigma has the potential to outlast other quality management programs in the future.

The scope of 6-Sigma is also much broader than other quality management programs as it can be applied to every business process of an organization. The future is bright for 6-Sigma programs with the growing awareness in small and medium enterprises about the potential benefits that can be derived from implementing such programs.

Six Sigma For Small Businesses

2008-05-09T03:41:00.000-07:00

Six Sigma is a series of systems that focus on implementing quality measurement strategies based on data and statistical analysis to enhance operational performance. In the early days of its introduction, 6 Sigma was commonly misconceived to be a big business strategy, applicable only to large corporations. Though no such restriction was ever envisioned in its functional scope, it was rendered this status since only big businesses initially tried and applied the strategies to improvise their business processes (they had the money). However, it has been subsequently demonstrated that 6 Sigma can be equally productive when implemented in small businesses. Its features of Measure, Analyze, Improve and Control, have the potential of regulating work with proper standards irrespective of the size of the organization or the project under execution.

Advantages

One major benefit of small organizations employing Six Sigma is that they can speed up the implementation of 6 Sigma strategies. Owing to factors such as fewer layers of management hierarchy, flexible process flow and quick access to the top decision-makers in smaller businesses, the execution of Six Sigma in such organizations can be quite fast and effective. Another advantage of applying the process in small corporations is that training lead times can be shorter.

As the monetary expenses incurred on Six Sigma training are heavy, it is important to assess the savings that accrue from the first set of projects implementing the 6 Sigma strategies. Typically, it has been observed that the financial gains and the cultural conversion in management skills in smaller firms are rapid. In addition, applying 6 Sigma strategies in a small business environment can help achieve breakthrough results since the period between implementation and visible results is almost negligible.

In small businesses, individuals who are trained as 6 Sigma Green Belts and Black Belts can be used as trainers for coaching other employees. This helps in achieving more, since the trainers and trainees work in the same environ and the former can demonstrate live execution of Six Sigma procedures. In such an environment, employees who being initiated into Six Sigma implementation are able to see for themselves, the process errors being made and are able to often come up with innovative solutions to overcome those and improve productivity. In this manner, process issues get a two way perspective. These perceptions are beneficial since 6 Sigma strategies are not stagnant and are in a continuously reinventing mode.

Overall, changing the viewpoint of employees in a small organization is easier than in a large one.

Disadvantages

There are a few hurdles in the way of Six Sigma implementation in small organizations. Firstly, small-scale firms have a shortage of ready funds for investing in 6 Sigma training and implementation. Secondly, small corporations cannot afford full-time Black Belt personnel to guide their staff. The salary demanded by such personnel is substantially high and smaller firms often prefer investing that amount in areas such as marketing and product development.

Six Sigma vs. Total Quality Management

2008-05-06T23:58:00.000-07:00

Six Sigma is a relatively new concept as compared to Total Quality Management (TQM). However, when it was conceptualized, it was not intended to be a replacement for TQM. Both 6 Sigma and TQM have many similarities and are compatible in varied business environments, including manufacturing and service industries. While TQM has helped many companies in improving the quality of manufactured goods or services rendered, 6 Sigma has the potential of delivering even sharper results.

Total Quality Management

Total Quality Management is often associated with the development, deployment, and maintenance of organizational systems that are required for various business processes. It is based on a strategic approach that focuses on maintaining existing quality standards as well as making incremental quality improvements. It can also be described as a cultural initiative as the focus is on establishing a culture of collaboration among various functional departments within an organization for improving overall quality.

Comparison To 6 Sigma

In comparison, 6 Sigma is more than just a process improvement program as it is based on concepts that focus on continuous quality improvements for achieving near perfection by restricting the number of possible defects to less than 3.4 defects per million. It is complementary to Statistical Process Control (SPC), which uses statistical methods for monitoring and controlling business processes. Although both SPC and TQM help in improving quality, they often reach a stage after which no further quality improvements can be made. 6 Sigma, on the other hand, is different as it focuses on taking quality improvement processes to the next level.

The basic difference between 6 Sigma and TQM is the approach. While TQM views quality as conformance to internal requirements, 6 Sigma focuses on improving quality by reducing the number of defects. The end result may be the same in both the concepts (i.e. producing better quality products). 6 Sigma helps organizations in reducing operational costs by focusing on defect reduction, cycle time reduction, and cost savings. It is different from conventional cost cutting measures that may reduce value and quality. It focuses on identifying and eliminating costs that provide no value to customers such as costs incurred due to waste.

TQM initiatives focus on improving individual operations within unrelated business processes whereas Six Sigma programs focus on improving all the operations within a single business process. Six Sigma projects require the skills of professionals that are certified as 'black belts' whereas TQM initiatives are usually a part-time activity that can be managed by non-dedicated managers.

Applications Where Six Sigma Is Better

Six Sigma initiatives are based on a preplanned project charter that outlines the scale of a project, financial targets, anticipated benefits and milestones. In comparison, organizations that have implemented TQM, work without fully knowing what the financial gains might be. Six Sigma is based on DMAIC (Define-Measure-Analyze-Improve-Control) that helps in making precise measurements, identifying exact problems, and providing solutions that can be measured.

Conclusion

Six sigma is also different from TQM in that it is fact based and data driven, result oriented, providing quantifiable and measurable bottom-line results, linked to strategy and related to customer requirements. It is applicable to all common business processes such as administration, sales, marketing and R & D. Although many tools and techniques used in Six Sigma may appear similar to TQM, they are often distinct as in Six Sigma, the focus is on the strategic and systematic application of the tools on targeted projects at the appropriate time. It is predicted that Six Sigma will outlast TQM as it has the potential of achieving more than TQM.

Choosing A Six Sigma Program

2008-05-05T02:58:00.000-07:00

Business organizations all across the globe are deploying Six Sigma concepts and techniques for improving the quality of their products or services. This has created the need to educate employees about the various Six Sigma concepts and techniques that improve quality and help in offering better products and services than those offered by competitors. This is necessary, as quality products or services are primary requirements for the long-term success of any business organization.

Training Is Necessary

Any company planning to empower its employees with the various Six Sigma concepts and philosophies needs to enroll them in a Six Sigma program for getting the requisite training and qualifications. However, companies often become confused when it comes to selecting the most appropriate Six Sigma program. Conducting online research does not help in solving matters, as search results list thousands of training organizations, most of which are labeled as 'premier', 'best' or 'rated # 1'. For selecting the most appropriate Six Sigma program, companies need to look beyond the labels and concentrate more on the details of the training program.

How To Select The Right Training Process

Companies need to decide whether they need a standardized certification program or a simple learning program that imparts basic knowledge about Six Sigma. If certification seems necessary then it is important to ask training organizations about the type of certification provided by them and their student pass rates. Companies often send their employees for training in batches and as such only those training organizations need to be short listed that offer discounts on training large number of candidates. Expenses on training can be lowered even more by entering into a contract with the training organization.

Venues For Training

A program that can be conducted off-site in the same town or nearby area is far better than programs that are conducted far away from the company's location, as costs of hotels, airfare, meals, and others can increase overall training expenses. Companies need to ask potential trainers about the type of resources that they use in their training programs and how much of it can they bring along in case of off-site training.

Due Diligence

Companies need to interview potential trainers and ask questions regarding their past corporate relationships, referrals, total number of candidates trained by them till date, training materials used, earlier projects they have worked on, and their qualifications. This is necessary, as companies want trainers that have a great deal of real-world experience. Spending thousands of dollars on learning something that can be learnt by just reading books will certainly be a waste of money and effort.

Six Sigma programs are classified according to their depth and specialization. Just as in martial arts, white belts, yellow belts, green belts, brown belts, black belts, master black belts, and champions represent Six Sigma levels. Programs offered may include DMAIC, DFSS, Lean, Kaizen, Fishbones, SIPOC's, MiniTab, Process Maps, SAS, Change Management, Force Field Diagrams, and Project Management. Companies can select any one of these or a combination of these depending on the level of specialization that they think is necessary for achieving the desired Six Sigma goals and objectives.

Some Cautions

Companies need to make sure that the individuals who provide training are the same ones who have been interviewed. This is necessary because often, training organizations try to woo potential clients with their most competent trainers and actually send junior level professionals when the contract is signed. A lot of money is spent on training employees. Therefore, it is necessary to consider every detail before signing the training contract with the training organization.

Communications And Six Sigma

2008-05-02T02:44:00.000-07:00

Implementing new work techniques, strategies, or management systems in business organizations is often a daunting task for managers, as employees usually resist change. This is a fact acknowledged by several modern management theories. As such, any business organization that is planning to deploy Six Sigma needs to concentrate on building an effective communication system so that employee morale and productivity are not affected.

Employee Awareness Is Critical

Six Sigma projects are not limited to a particular set of employees or functional department and are effective only when the organization as a whole understands the need and scope of such projects. The philosophies and techniques used in Six Sigma need to be communicated to everyone in the organization through clear and open communication channels, transcending departmental barriers that would otherwise cause confusion. Making the employees aware about the positive aspects of Six Sigma and how it can help in improving their efficiency will allow managers to effectively overcome any resistance, either intentional or just because of inertia.

Methods And Processes

Teams comprising competent employees selected for implementing Six Sigma concepts in their work processes need to be provided with all of the requisite tools and information by the management. Various aspects involved in Six Sigma projects such as rationale, expectations, goals, and sequence of steps in the process need to be clarified beforehand to reduce confusion during the implementation stage. Case studies related to Six Sigma projects verify the fact that teams with clear goals and objectives achieve a lot more in a shorter period under all circumstances. As such, documentation of Six Sigma processes becomes all the more important for resolving any complications during the deployment stage. It is necessary to create a schedule, outlining the strategies that will help in effective implementation and take the process from its present state to one that is within statistical control and in line with the organization's Six Sigma goals. The schedule also needs to clearly define the role of every employee in relation to his/her contribution during the implementation stage.

Some Issues Of Concern

Lack of clear and effective communication channels is one of the main reasons responsible for frustration and underachievement when it comes to implementing Six Sigma concepts and philosophies. The problem is complicated, as it is very difficult to determine whether the communication provided by the management is enough or falling short of the organization's needs. Very often managers may believe that they are effectively communicating with the employees, but in reality, they may easily underestimate the number of issues on which employees need information.

Improving Communication

The best way of improving communications is to assess the situation from an employee's point of view. This way the management can easily decide the type of information needed by the employees, identify their confusions and worries, and select the most effective channel of communication. As communication is a two-way street, it is better to ask the employees themselves about their needs and expectations either through written or verbal contacts. The management can organize open-house sessions or get feedback through e-mails or questionnaires.

Be Realistic

The managers need to be aware that it takes time to develop effective communication systems and as such, they need to remain honest, clear, and compassionate for building trust among the employees. It is important not to promise anything that cannot be fulfilled, as nothing turns off employees more than the feeling of being betrayed. Genuine, considerate, and unvarying communication is thus essential for building employee engagement throughout the Six Sigma deployment process.

Business Process Management And Six Sigma

2008-05-02T02:40:00.000-07:00

Six Sigma was devised to incorporate continuous improvement in the industry procedures through its methodological systems of identifying faults and correcting them. In short, it minimizes the number of errors that may occur while a task is being performed. This is achieved by way of daily scrutiny of the process and sharpening the techniques used therein. Initially, Six Sigma was implemented only in the manufacturing stream but eventually moved on to other fields where it has proved its mettle.

However, with advancing technology and increasing complexity of situations faced each day mere Six Sigma implementation is not enough. This is where the Business Process Management gets integrated with Six Sigma to create a better performance-enhancing tool.

BPM

Business Process Management are those set of activities, which are undertaken by a corporation to either better the current processes or alter them to suit new age requirements. This phenomenon supports and modifies the company's processes and gives them useful management strategies, models the data flow, manages people, resources and systems at any given time.

Reason For The Merger

The coming together of BPM and 6-Sigma was initiated since what one lacked the other could provide, thereby leading to a better approach towards analysis, understanding and improvising business techniques. For instance, 6-Sigma lacks the ability to collect large amounts of data, which is instantly provided for by BPM. Likewise, BPM is deficient in analytical tools to solve a difficult and complex business crisis and needs Six Sigma methodology to intervene.

Usefulness Of The Union

Integrating Six Sigma and BPM has led to expansion of a corporation's scope of functionality and its service quality. The following points explain the changes occurring due to the collaboration.

It helps in processing long-term performance results of the organization since there is a considerable amount of reduction in the number of errors and useless inventory, which in turn eliminates customer dissatisfaction. The entire value chains of the institution are illustrated in a better and detailed manner, understood in depth and managed properly. Both the processes together give near perfect estimations, which aid in altering business policies if required and also bring about necessary changes in management procedures that enhance performance levels. As Six Sigma fails to effectively control business processes and most of the time relies on the manual methods and control mechanism, which hampers performance initiatives greatly. BPM involvement aids the controlling process and terminates the drawback instantly. Since 6-Sigma cannot gather the extensive data required for any research and policy implementation, BPM fills in for this lapse by enhancing the projects by accelerating the collection and distribution of critical data. The product design is improved due to combine application of BPM and Six Sigma. Such companies are at a better advantage of creating a superior product right at the inception time. Initializing physical, feature wise market growth is possible by focusing on customer expectations and undertaking surveys since BPM is apt at supplying buying patterns and customer attitude records. Punching Six Sigma data into the BPM system is much faster and more precise.

Various Levels Of Six Sigma Certification

2008-05-01T04:32:00.000-07:00

Six Sigma is a methodological strategy by which errors in a company's current processes and plans are identified and strategies to rectify the same are formulated. It is fact-based technique, involving a lot of data handling, which provides scientific results for cost cutting and reduction in waste of resources. Today, many organizations, large and small scale, are applying Six Sigma to ensure improved, faster and cheaper services to their consumers without compromising on the quality quotient.

Various Levels

Implementation of Six Sigma requires professionals who have been trained in the program and have had exposure to practically applying the concepts in different organizations across industries to know how to go about its application on the job. There is a Six Sigma certification program that has to be undertaken for gaining knowledge about this particular quality measurement practice. Six Sigma certification is similar to other professional courses in that after having cleared specified guidelines and followed the required procedure, individuals are certified as capable of employing the gained knowledge in their respective field. There are several stages of the program and with each qualifying level, certain tests that have to be cleared. These levels are labeled in the same manner as a martial arts certification grade. There are various belts such as green belt, black belt and master black belt awarded to professionals who complete corresponding stages of the course.

Green Belt

The first level is completed when an individual finishes two weeks of training and passes the qualifying exam. This level is termed Green Belt, which teaches all the essential methodologies. The curriculum for the Green Belt involves DMAIC, which stands for five interrelated phases: Define, Measure, Analyze, Improve, and Control. It defines customers, their needs, recommended products and services, the assignment limits and plotting process flow to improve current methods. It measures performance by developing and collecting data from numerous sources and scrutinizing it for flaws by comparing it with surveys. The Analyzing phase bridges the rift between present methods and targeted results. Improving stage works out various solutions to redefine the earlier processes and deploys implementation plans. The Control stage teaches how to maintain the new changes that have been introduced and maintain the documentation and contemporary systems in accordance with the goals.

Black Belt

The Black Belt is awarded to a professional who completes four weeks of training, which involves Green Belt curriculum as well. This phase's curriculum covers Green Belt subject matter as well. Black belt certified personnel usually train other Six Sigma aspirants and Green Belt holders, and in the process improve their abilities and skills as well. The Black Belt level enables individuals to master the Six Sigma roadmaps, extensive arithmetical methodologies and cross-functional process improvement. Black belts usually take up responsibility as Six Sigma team leads.

Master Black Belt

A person who has undertaken more than the required four weeks training and implements it in an organization as a Six Sigma program manager is awarded the Master Black Belt. These personnel are responsible for imparting knowledge to help Green Belt level and Black Belt level learners in improvising on their projects. They apply their skills in an organization by coaching other employees and helping them achieve the Green Belt and Black Belt certification without the company having to spend on training separately.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online rel="nofollow" href="http://www.sixsigmaonline.org">six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

Six Sigma For The Non-Manufacturing Sector

2008-04-10T02:46:00.000-07:00

The Six Sigma revolution has systematically taken over various sectors of the industry owing to its methodological process variations of working towards achieving targets and eliminating any defects occurring in them throughout the procedure. Since it aims at providing top class service and works towards being a reliable and valuable enterprise for its customers, it has made an entry into areas such as banking, telecommunications, marketing, insurance, healthcare, software and construction.

Range Of 6 Sigma

Earlier the scope of Six Sigma was limited to manufacturing processes, which accounted for only two percent of the United States industry. Nowadays, the non-manufacturing corporations such as IT management, Finance, Human Resource, Sales and services have also realized the need for top quality and are implementing Six Sigma to improve their service value. In most non-manufacturing organizations, quality of the soft processes is banked on heavily for the company's success.

The non-manufacturing course follows the 5S code under 6 Sigma system, which is Sort, Set in order, Shine, Standardize and Sustain. The company requires classifying various items and then eliminates the ones, which are not related to the process and red tags them. This clears space for a much-required process that needs to be implemented on a daily basis. Secondly, it defines a work path for all individuals, decreasing the wastage of labor and focusing on specified details of the job. Polishing the work skills and worker's knowledge is also focused on to keep the work force updated with the latest developments of the world in fields of science, technology, economics, finance and others.

Need For 6 Sigma In Non-Manufacturing Ground

The non-manufacturing corporations mainly deal with customers, suppliers and clients on a routine basis. It encompasses those soft processes that are the driving force behind the production and distribution of every product and service. The soft processes are human centric and each situation is a unique case hence, it requires scientific application to reduce and manage the variances. This necessitates standardization, as the quantity of automated equipment is less and human resource is greater.

Performance And Efficiency

Efficiency is another factor which demands Six Sigma application. The managers are required to think and formulate utility processes to enhance the working conditions for subordinates thereby extracting optimum work out of them. There would be no point in extracting work from employees unless and until it is efficient to further the productivity, quality and quantity. Six Sigma provides tools that can be implemented to boost labor confidence and motivate them to better performance levels thus increasing not only their advancement but also elevates the company standards in the market.

Practical Aspects Of Implementation

Managing finances is the basic aim of all non-manufacturing concerns. To maintain an organization's status is a difficult job and furthering its stand is a Herculean task. Without adequate finances the company cannot sustain itself and implementing Six Sigma would help in sorting out the accounting needs.

Six Sigma has chances of working wonders for the non-manufacturing sector if the managers and policy makers are more receptive towards changes and new conceptual ideas.

Lean Six Sigma Implementation Basics

2008-04-10T02:44:00.000-07:00

Lean Six Sigma methodologies are a combination of standard 6-Sigma quality improvement techniques and lean manufacturing principles that are used for speeding up business processes. 6-Sigma methodologies focus on reducing defects in business processes, whereas Lean 6 Sigma does not only eliminate defects but also improves the speed of a process and reduces waste by eliminating non-value added steps in a business process. Combining 6-Sigma and lean manufacturing principles is like combining the contents of two different toolboxes that help companies to improve quality and efficiency.

Compatibility

Depending on the type of methodologies used by an organization, Lean Six Sigma is often referred to as Lean Service, Lean Manufacturing, and Lean Enterprise. These concepts are compatible with standard Six Sigma methodologies and can be applied to every type of business processes. Both the concepts use similar strategies and methods and focus on improving business processes that serve customer needs. Both focus on identifying and eliminating sources of waste and processes that do not add value for maximizing output, efficiency, and throughput. They emphasize providing requisite training for enabling employees of an organization to understand the tools and processes of the methodology. Both concepts encourage the involvement of senior managers and key mentors within an organization for ensuring that quality improvement projects are executed without affecting the day-to-day operations.

Lean 6 Sigma uses different techniques for reducing costs, reducing production cycle times, expanding capacity, and improving productivity. It uses "value stream mapping" for identifying improvement opportunities. However, Lean Six Sigma concepts may sometimes prove inadequate in solving some of the more complex problems that call for advanced analysis.

Benefits

Standard 6-Sigma methodologies follow a disciplined, data driven approach and use statistical tools for analyzing quality at every stage of the production process. When combined with Lean manufacturing principles, it helps in identifying and resolving quality issues. Its successful implementation is important in reaping quick results and enabling employees and plant managers to harness better work patterns on plant floors. Lean Six Sigma programs are executed under the guidance of 6-Sigma Champions and Black Belts for enhancing the efficacy of quality improvement initiatives. It is necessary to deploy lean manufacturing techniques during the Six Sigma implementation process for ensuring that the improvement process includes a standard problem-solving approach.

Lean Six Sigma focuses on adding value to manufactured goods or services rendered by eliminating defects in every business process. This helps in building customer loyalty, as customers often prefer products and services that offer consistent quality. The matrices used in Six Sigma help in identifying customer needs, manufacturing quality products and rendering quality services.

Lean Six Sigma concepts and methodologies are based on a highly sustainable approach that gets easily integrated with the existing work processes within an organization. It requires the involvement of employees at all levels within an organization. The deployment of 6-Sigma programs can initiate a culture shift within an organization that helps in eliminating waste within the production process.

Lean Six Sigma helps in ensuring future success of an organization by radically improving quality and reducing waste. It also allows employees within an organization to design and develop new business processes that will help in making drastic improvements to the organization's performance.

How And When To Choose The Right Six Sigma Training

2008-03-31T02:01:00.001-07:00

The term "Six Sigma" may seem difficult to comprehend at times, but is actually very easy to explain. The term is derived from a character in the Greek alphabet, which is used for representing a standard variation in statistical mathematics. Statistically, Six Sigma can be defined as a near perfect method of production that restricts the number of defects to less than 3.4 for every million opportunities that exist for a defect to occur. This makes Six Sigma one of the preferred quality management techniques for achieving near perfect business processes through process improvement.

Data Driven And Disciplined Approach

Six Sigma follows a disciplined and data driven approach for eliminating defects in any type of business process, whether it is the product manufacturing process or after sale customer service. The two most commonly used methodologies in quality improvement projects are the DMAIC process (define, measure, analyze, improve, control) and the DMADV process (define, measure, analyze, design, verify). The former is used for improving the quality of business processes that have not met customer specifications and require improvement. The latter is used for developing new products or business processes that conform to 6-Sigma quality levels. Both the processes are carried out under the guidance of Green Belts and Black Belts, who in turn are guided by Six Sigma Master Black Belts.

Companies often want to know exactly how many benefits can be derived from Six Sigma training. Just to get an idea, one can look at the financial data of General Electric, one of the companies that have successfully implemented Six Sigma training. It is estimated that the total value of benefits derived from the training was close to a staggering $ 10 billion in the five years after implementation. It is estimated that on an average, Six Sigma Black Belts help companies save $ 230,000 per project. Given that most companies can execute 4 to 6 such projects per year, the total savings can translate into $ 920,000 to $ 1,380,000 per year.

Selection Process

After selecting the most appropriate type of training, a company needs to find the right consultant who has the necessary skills and experience in implementing Six Sigma programs. The selection of the training consultant will depend on the type of Six Sigma program that the company is planning to implement. Some programs are implemented all throughout an organization whereas others are implemented in a specific area only such as individual functional departments. The decision regarding the selection of the consultant needs to be made only after consulting other employees, as they are the ones who will eventually interact with the consultant during the implementation process.

After getting approval from the employees, it is advisable to seek references from business associates in other companies that have implemented such projects and can provide the necessary insights. Companies need to interview potential trainers and ask questions regarding their previous work relationships, referrals, total number of candidates trained by them till date, training materials used, earlier projects they have worked on, and their qualifications. This is essential since companies need trainers with a great deal of real-world experience. Companies need to inquire in depth about the type of training that the trainer is willing to provide. Usually, companies prefer training firms that operate online help desks for helping clients in dealing with problems that might arise after the training has been completed.

Six Sigma Process Simulation And Modeling

2008-03-31T02:00:00.000-07:00

Six Sigma has become a buzzword in industry circles since its introduction in the 1990's. The methodology is based on a disciplined and data driven approach and is used for eliminating defects and achieving near perfection by restricting the number of possible defects to less than 3.4 defects per million. It is being used effectively for managing processes of both, manufacturing and services industry. In the manufacturing industry, it is used for limiting defects in the goods produced whereas in the services sector it is used mainly for reducing transactional errors.

What Is Process Simulation And Modeling?

Simulation software based on Six Sigma methodologies can be used for simulating a wide range of processes in order to eliminate common industry problems related to defects, wastage of productive resources, and quality control. The basic idea governing Six Sigma process simulation is to provide an accurate system of measuring defects in a process, so that these can be eliminated during the actual production. The emphasis is on measurement and statistics for ensuring that the process is properly set up and measured. The methodology is also used for measuring baseline performance, which helps predict the effects of any improvements made in the process. Proper application of Six Sigma methodologies leads to tangible improvements effected by decisions that have been explored and proven in detail.

Scope

The Six Sigma philosophy covers different aspects of industrial processes ranging from pure defect management to process performance improvement. With the increasing use of Six Sigma methodologies, it has become widely accepted that process simulation and modeling techniques can be used for improving almost any type of manufacturing or transactional process. Most of the process simulation and modeling techniques are based on DMAIC (Define, Measure, Analyze, Improve, Control). In the 'Define' phase, the process simulation techniques are used for identifying the changes that would have made the most impact on the outcome. This helps in making the most appropriate changes. Various simulation tools are used throughout the other phases for providing detailed statistical data on the effect of any proposed changes related to throughput, utilization, delays, service levels, and any other factors related to the process.

How The Simulation Model Works

- The simulation software coverts numerical data into graphic representations, which are relatively easier to understand. - Commercial companies that specialize in providing Six Sigma services offer customized services, wherein the simulation model is an exact replica including all the elements used in the actual process such as machines, labor, conveyor and belts. - All these elements are represented by icons and once they are in place, one can define the link between these elements, establish the process flow, and add as much detail as possible for simulating the actual process more accurately and more effectively. - After setting up the simulation, one can simulate an infinite number of hypothetical scenarios both positive and negative that might affect the process. For example with the help of simulation, a manager can know exactly what will happen if a crucial machining tool breaks down or half the labor force does not turn up for work. - All these factors can severely affect production. However if the extent of potential damage is known beforehand, appropriate contingency plans can be put in place for restricting or even eliminating the possible loss of production.

Process simulation and modeling techniques help executives make informed decisions. The data generated by the simulation tools empowers decision makers with a deep insight about the process and procedures, allowing them the ability to make the necessary changes.

Six Sigma Document Control Issues

2008-03-29T02:33:00.000-07:00

When discussing Six Sigma document control issues it is essential to recognize the effect Six Sigma has on any firms QS/ISO 9000 initiatives. From its inception until today, Six Sigma has evolved and at present is much more than a defect control mechanism. It is referred to as a methodology that is used to control course deviations that have the capacity to cause defects. In any process where change is initiated, there is often an undesirable variation in end results. The 6-Sigma methodology is intended to manage variation and do away with such expected defects. Its use guarantees superior performance, consistency and value to the end user.

Major Techniques

The two Six Sigma methodologies to be understood are Six Sigma DMAIC methodology (Define, Measure, Analyze, Improve, Control) and Six Sigma DMADV methodology (Define, Measure, Analyze, Design, Verify). What is most important in Six Sigma document control is timely interception and communication. When using 6-Sigma to uphold ISO 9000 certification, document control is an important aspect of the entire process. The Document Control feature is helpful in regulating the known coordinates. Its need arises when changes are made in any regular practice. As and when there is change in a system, it may require a while to understand and adjust to these alterations. Since the authorization to amend standard procedures is often made by an individual or specific body within a company, it is very important that all staff members who will be affected with these changes are notified in time. An accurate control measure guarantees that all personnel who are going to be affected by this interference are made aware of the changes. The document control aspect helps them analyze these changes, as well as realize that the new directives are now part of standard procedures. Document control helps associated personnel adhere, acknowledge and understand revisions in standard practices.

Alternatives

The document control procedures and alternatives have been discussed long enough to rationalize Six Sigma implementation. In most cases, a lot of objective revisions and realization of the need for change is possible through ISO 9000 Corrective Action data evaluations. The alternative is to use a proactive approach when implementing 6-Sigma to help provide greater value to the end customer along with developing a particular company"s reputation and projecting a much needed competitive edge. In Six Sigma methodology implementation, a company"s management selects and sponsors the Six Sigma project that is intended to accomplish planned objectives. As such, a specific project is awarded to a team that has potential process personnel and is led by a certified 6-Sigma Black Belt. Aside from having access to adequate funds needed to work on a new project, the team is also permitted to make authorizations to bring about the required change and implementing the blueprint of the methodology that is chosen.

Advantages Of Document Control

The document control procedures and alternatives ensure that a thorough evaluation has been carried out prior to undertaking any new project. Six Sigma methodology, together with an ISO 9000-type Document Control system avoids negligence of vital factors, provides accurate logistic results, allows for insight into long term project results and prevents process personnel from resorting to any previously used plan of action.

Identifying And Selecting A Six Sigma Consultant

2008-03-28T01:53:00.001-07:00

When tested quality programs such as Six Sigma are implemented the right way, process improvement in a company can result in tangible gains within 3 to 6 months. Employees feel satisfied and ultimately, the shareholders also benefit from the overall results. While it is possible for business owners to study quality initiatives and effect changes within their organization on their own, sometimes an external consultant with expertise in Six Sigma might be the best person to help lead the change. Consultants are immune to a company's internal politics and have the advantage of exposure to information and best practices from other companies where they have implemented the procedure.

Choosing The Appropriate Consultant

Selecting the right Six Sigma Consultant is a vital decision that can have a tremendous effect on your business. Ways to assess a Six Sigma consultant include checking if their experience is relevant, if their track record is successful, if they are willing to impart their knowledge systematically and if they are skilled at training and facilitation.

Features Of A Good Consultant

- Six Sigma Consultants should have a unique blend of skills in Six Sigma and relationship management in team development and conflict resolution. - They should serve as good communication lines between the employees or the customers and the leaders of the organization. - They should take adequate responsibility for writing projects, documenting them and making decisions for the project. - They should be able to lead the projects and facilitate conferences. - Six Sigma consultants should also be able to make presentations to associates and contribute to a company's change of management process.

Selection Criteria

- The key to selecting a good Six Sigma consultant is becoming aware of the specific needs and work culture of your firm. - Companies hiring a Six Sigma Consultant should initially perform a careful assessment of their internal environment and then formulate a team that can oversee the whole process. - The company should know whether it requires a full Six Sigma service implementation or whether it only requires training. - The main reasons for hiring Six Sigma Consultants should be their expertise on certain subject matters, are skilled at communication, be it written or verbal, are unbiased and can implement their skills within the company in a non-partial manner. - Accountability is also an important consideration; if the implementation doesn't work then it can be placed squarely as the responsibility of the consultant. From an owner's point of view, it's easier to blame an external consultant than to take sides within the company itself. - Cost is certainly a major factor while choosing a consultant but it should not be the only one. The professional fees charged by Six Sigma firms can vary from reasonable to very expensive and the key consideration should be the value that the consultant brings to the organization.

Pre-Hiring Measures

- It is advisable for companies to identify about 10 Six Sigma Consultants and ask for a proposal, based on which, they could shortlist 3 to make a presentation. This method of selection has worked very well for many companies. - Background information about a consultant can be obtained from other businesses that have been through the process before. - It is important to select a firm with more than a few years of Six Sigma experience. - During the selection process, team leaders must decide what role the consultant has to play during the project. The consultant can be a strong facilitator and an experienced practitioner, a team member or a subject matter expert. - To fit into any of these roles, a consultant has to have strong facilitation skills, in-depth process knowledge, industry exposure and should be able to perform specific tasks for the team.

Change Management In Six Sigma

2008-03-28T01:52:00.000-07:00

Change is the only constant thing in the world and businesses are no exception to this universal principle. The aim of change is bringing about continuous improvement in the competitive world through which businesses hope to surpass their competitors to meet customer needs better than the rest.

Change Meets Resistance

You need to anticipate resistance from unexpected corners while contemplating and proposing change. This could be for the first Six Sigma project or for the subsequent project, despite rigorous results with previous project implementations. Workers may respond by ignoring the change, by refusing or failing to comprehend changes, disagreeing with apparent benefits and resorting to delay tactics and tantrums. Other instances can be ignorance from other sections within the organizations and non-cooperation on projects

Managing The Change In Six Sigma

Project leaders understand that most resistance has no valid reasons.

1. For example, let us take the case of ignoring the change. People are opposed to change just because they don't want a change. Change entails doing things in a different way, which demands adoptability regardless of its simplicity. They assume ignoring the change proposal will ultimately lead to its withdrawal. Make it an irreversible change, perhaps by associating annual review to the success of the changed process.

2. Failure to comprehend is another place to manage the change assertively, although this is not intentional. Handling things can be easier in this case. Use additional sessions to explain, such as a lunch meeting, one-on-one meetings; mailers, tables, and calendars which are visible daily and can be used for tools.

3. Not accepting or ridiculing the true values of the benefits is another way of resisting change, which the Master Black Belt must anticipate. Use independent sources or/and positive results from other departments or projects to prove your point. See that the points are valid and the team can relate to them.

4. Failure to achieve speed: Slow progress in change initiatives may bog you down, forcing you to go through multiple steps, which you may want to skip, even though they are essential. But practically, this could be futile. Break the illusion of speed and build up the momentum as you progress on a scientific path only. This is more permanent and speedier than a diluted and scattered set of activities.

5. Sustaining and sharing the vision: They key to longevity of support down the line is the shared vision, the dream and positive attitudes. Following up launches with a flurry of short-lived activities achieves nothing. But the workforce needs to be galvanized regularly to keep the vision alive. Communicating and getting together regularly will help in this regard.

6. Proof of the pudding is in eating it: Shareholders look for economic benefits out of every project, although not opposed to changes as long as they see appreciation to top line and bottom line figures in the financial statement. You can only prove to them when you show increased profits riding on more volume and enhanced quality.

Managing the change in Six Sigma is no different from doing it elsewhere. But the scale of the operation and the interests concerned along with wisdom should guide the way ahead.

Data Collection Tools In Six Sigma

2008-03-27T02:59:00.000-07:00

You can't imagine being able to organize the enormous amount of data and manipulate them as easily as you would be able to do without data collection tools. Then again, the task is not easily done unless you have selected the right kind of tool appropriate for the project. You need these data collection tools at all steps where you generate numerical data.

Six Sigma Data Collection Tools

The data collection tools are mostly in excel format and come as Macro Plug Ins, barring a few exceptions of stand-alone applications.

Initial Raw Data Collection Tools

1. Operational Definitions Sheet- This sheet defines the metrics so that data collection across the board is consistent. 2. Voice Of The Customer Data Collection Tool- Collect data from internal database, surveys, interviews, listening posts and observations at the point of sales and use and organize them systematically 3. Worksheet For Customer Segmentation- Worksheet for segmentation is essential to identify and concentrate on the demands of main and sub-segments which helps get down to finer details 4. Check Sheets- Very handy in collecting smaller sample data of different attributes or counts for use in defining problem areas or substantiating the outcomes. 5. Data sheets- These plain and simple datasheets are used to gather small amounts of measured or variable data to for the purpose of defining a problem or substantiating the results.

Data Assessment Tools

Data assessment tools are not decision-making tools such as the Ishikawa Fishbone Chart or the Thought Map Relation Diagram.

1. Customer Requirement Translation And Analysis Tool- Analysis of customer requirement is done to translate to an understandable and an unambiguous language. The translated and interpreted customer data converts into measurable functional requirements... thus strengthening the operating team's capability to deliver products and services that customers will immediately identify and really relish. 2. SIPOC Diagram- SIPOC diagram is rather a presentation diagram and an analysis tool at the same time. It provides an "at a glance" like overview of various processes, and helps identify the venders, inputs and outputs of a process and customers by critically contrasting the input data against each other 3. Pareto Chart- A Pareto chart is helpful in identifying those small numbers of problems which cause about 80% of all the troubles. This is a tremendous help in reducing or eliminating the avoidable waste of efforts so that you can channelize your improvement efforts on continuous productive applications. 4. Production Scheduling And Actual Scorecard- The simple production scheduling and actual score card comes handy to evaluate the production schedules and operations & sales planning as opposed to actual results. This is the same template which is used for Pareto chart, 'schedule to actual' comparison and the checklist for quality. 5. QFD House Of Quality Chart- Quality Function deployment house of quality is an all in one tool. It helps identify customer requirements vis-a-vis products or services, develop an effective blueprint, formulate strategies to eliminate faults and failures and finally implement new design.

It would be futile to work without tools, either PC based or otherwise in a Six Sigma environment.

Six Sigma In Data Warehousing

2008-03-25T04:13:00.000-07:00

The primary reason that corporations introduce Six Sigma into data warehousing boils down to cost reduction. Large corporations are incurring huge expenditures, most of the times running into millions of dollars, which eats into stakeholders' margin, in creating and maintaining data warehouses. The criticality of data warehouses can be understood by their vital role in support to prediction of business performance.

There is no denying the fact that data warehousing is in a way, the powerhouse of Six Sigma deployment. In early stages of projects, data warehousing allows for better planning of deployment, design and tuning of the production environment.

Data Warehousing Basics

Data warehousing components are complex in nature and are multifaceted. The various components are either developed in house or by a third party or in joint development at the party's place of business. Typically, designers focus on functional and business needs and not on performance constraints faced by the production environment. The consequence of this costly mistake is the possibility of missing deadlines and reworking the project, which are manifestations of operational inefficiencies.

Challenges to Data Warehouse Design

It is not new that modern day data warehouses are built for auto refreshing and/or compatible for at least real time updating. ETL, as extraction, transformation and loading of data flow is a very resource-consuming exercise in data warehousing. The importance of data warehousing increases several times, considering the fact that data structures are both strategic and functional.

Even the real time refreshing of data becomes a daunting task with the refresh window getting clogged straining server resources. Then there are some other factors that have a play in affecting the performance of ETL.

Meeting the Challenge to Quantify the Data Warehouse Effect

Quantifying the effects of data warehouse is to project whether challenges can be scaled. The recent trend in data warehouse development is to treat them as belonging to the same family or group. Consider dedicating each family to a particular geographical location, and other subsets of respective hierarchical data. Warehousing modules for individual data groups (families) are developed at their initial stages and new ones are taken care off as and when they arise and are just plugged into the main data warehouse. The database could contain three fundamental tables such as tables to store attributes of data; storage of linking information; and finally, aggregated data ready for use.

Applying Six Sigma Elements into Software Development

Applying Six Sigma elements into software development typically helps in identifying potential problems in production if the development is done in the early stages of the project. Secondly, the mammoth task of data warehousing can return positive results if deployment plans are fine tuned before implementation.

The self-assessing nature and the provisions for internal auditing shed light on the course of implementation. At the same time, one cannot forget that databases developed remain tied to the system architecture on which they are built and bear heavily on the accuracy of predictions in a fluctuating business environment, ironically for which they are built.

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How Much Does Six Sigma Cost?

2008-03-24T03:03:00.000-07:00

Most companies contemplating Six Sigma implementation have most of the costs worked out beforehand. This follows the assumption that taking additional work means involving more people. You either hire people on fee base or recruit them on your payroll at a cost. Well, then there is the cost of implementation above this, which can run into quite a few thousands of dollars depending upon the project on hand.

But is that the cost of Six Sigma? There are several schools of thoughts and arguments about how to arrive at the cost of Six Sigma and one of which advocates an interesting theory. This appears to be the closest of all the definitions of Six Sigma.

Cost of Six Sigma

The cost of Six Sigma is the cost of lost opportunities due to errand processes or procedures which could have been saved had the procedures or the processes been corrected at the expense of a fraction of the cost.

Cost Consideration Before Project Selection

While contemplating the deployment, one needs to think about the composition of the team as well. The composition of the team can be so organized to as to contain the cost of hiring. The big question however, is whether the project team be placed within the purview of the QA department or be kept independent. Should the task force you are considering to form be composed of consulting Black Belts with select internal employees or should you purely consider only the freshly trained internal Black Belts? Consider whether cost of training will help save the cost of consultation and time, keeping in mind the future projects.

Some Realistic Points Of View

The truth about Six Sigma certification is no one is going to certify your organization after the implementation, as there is no such certifying standard just yet. This implies that both the implementation and achievement are relative, although measurable in terms of cost saved. But there not yet one single universally accepted standard barometer to tell whether the cost saved is absolute.

Let's just accept it; it is within the reach of the best employees of an organization to pull off wonders for their employer. They can be trained in-house or they can be asked to study 'how to' books and tools by attending a seminar or two. The next best step towards saving cost of Six Sigma is piggy backing on forums and discussion groups. This is absolutely possible, considering that many small enterprises have done this with great a degree of success.

Continuous self-education, forming of the team and introduction to not just Six Sigma tools and procedures but to the tools of management and cost give a broader picture. Six Sigma is no magic wand; it takes a excellent analytical and reasoning ability with dedicated and sustained efforts towards cost reducing (i.e; when we say problem solving.)

The cost of a Black Belt could run from $100,000 or more depending on the project at hand. The number of Black Belts is not something which is entirely decided by you if you are hiring Six Sigma consultants.

Six Sigma Adoption and Cultural Issues

2008-03-24T03:02:00.000-07:00

The most easily expectable reaction from employees for Six Sigma implementation will be the one of "Well, here they are at it again" or "How good is it over other existing methods?" Knee jerk reactions, such as these are nothing new in an industrial world. Cold responses such as these can dampen the zeal of Black Belts initially, if not completely unnerve them. Why should the culture be so different and how to adopt Six Sigma in these circumstances are some of the big questions that confront the project team.

Cultural Issues - Six Sigma Adoption and Acceptance

Most of the times it is the skepticism that manifests as different issues opposed to the adoption of Six Sigma. Surprisingly enough, skepticism is not just limited to employees alone. Let us say a saving of $250,000 per project seems unreal when you really look at it. Further, it becomes even harder to believe when advertised a higher cumulative amount over long periods of time and several projects. Accrued savings could run into a couple of billions of dollars in a decade's time.

On the other hand, management isn't always open to accepting the migration to Six Sigma from another regimen. Questions may arise, such as "Does it apply to us? It might have produced results elsewhere but this is a unique situation." The question remains same even if the product or process is same as that of competitors. This roadblock predominantly exists because of the wrong conviction that they are somehow different from peers and that it won't work for them.

Take another one for example. "Six Sigma takes fulltime Black Belts which we can hardly afford at the present moment, at the cost of our day-to-day activities. It also requires several others to dedicate some of their time to the project."

Strategizing Six Sigma Implementation

First of all, it is essential that management has an open mind. Six Sigma is applicable across the board, regardless of the size and line of business of the companies. Also realizing the need for it, much later when the market and the top and bottom lines have eroded, will be of little help.

1. The Proof Of Pudding Is In Eating It: Success stories of Six Sigma will have no impact as much as the actual success you could show now. The milestones for impressive results are financial uptrends, better employee satisfaction, and finally the satisfied customer. Measured by the 'conventionally perceptible barometer', the more visibly acceptable changes satisfy the skeptics.

2. Reviewing The Work Culture At The Beginning: There is no better way than assessing the cultural ways of a company and employees' work culture while you are still putting together the project and the team. The support from top down, infrastructure and the context of time will help shape things up for deployment of Six Sigma.

3. Familiarity And Positive Developments Bring About Positive Changes: As things get familiar to people, they tend to see reason and accept spending resources. This basically stems from their realization of returns from the deployment.

Maintaining an environment conducive throughout the deployment is crucial for its success. The transformation it brings in can be far more rewarding than financial benefits alone.

Beginning a Six Sigma Initiative

2008-03-21T03:03:00.001-07:00

You cannot have a project-specific vision when beginning a Six Sigma initiative. It is essential that you develop a perspective with a comprehensive and an all-encompassing viewpoint that reaches out of the scope of the project on hand.

Begin the Project Selection with the Right Initiative

Select the project for Six Sigma implementation after weighing priorities. This does not mean that you should dive at the most pressing problem first without looking at constraints. Here is a brief guideline for project selection as initiation of Six Sigma.

1. Not all projects incur or help save same amounts of money. This infers that apart from monetary considerations, you should look at weighted aspects such as simplifying draconian procedures, improvement of employee satisfaction and the potential to produce an outstanding and exemplary result that instigates further improvement projects.

2. Decision about Belts and their placement makes way for some of the tough steps while initiating a Six Sigma project. Analyze the long term cost benefits of recruiting Black Belts keeping in view the present day affordability. Grooming belts in-house is another proven option.

3. Subdividing the project deployment into 2 or 3 phases like the strategic phase, tactical phase and operational phase which systematically uses and follows statistical tools for analyses which help take the imperatives beyond the line employee level.

Scrutinize The Project Deployment Strategy In The Backdrop of Top and Bottom Line Improvements

Before you get going with the implementation, it becomes the imperative next step for the leadership to contrast the projected outcome of the project against the goals of management. The goals can be thought of as reflections of the Voice of Customers. Perhaps a pointed checklist may be very handy in critically questioning each strategic step of all involved phases.

Unless the draft strategy is scrutinized, you never know whether deployment can yield results or the whole exercise becomes a futile pipe dream. Brainstorming is another formidable tool that evolves a collective opinion on which foundation lies the legitimacy for the journey ahead. At no point in time can the project leaders and the Black Belts can afford to forget the huge sums of money at stake.

Monitoring and Factoring In the Midway Course Correction

There are unforeseen deviations that remain undetected and flowing parallel. Scheduled midway auditing by the internal or external Six Sigma auditing team must throw light on any deviation. The auditing team could be drawn from the implementation team of Black Belts with the Master Black Belt or the Champion to head it.

What you must keep in mind is that unchecked deviations could drive the deployment efforts in new undesirable directions uprooting the vision of management.

More Initiatives

Each organization must find its own way of coming out of a problem. Nothing depends entirely on the deployment team. Here are a few suggestions in this direction.

1. Establish the channels of communication for the Belts. 2. Establish a core group to implement the findings of the deployment team. 3. Keep training a constant activity. 4. Implement the survey outcomes of internal customers.

Six Sigma - The Historical Perspective

2008-03-20T03:03:00.001-07:00

The quest for perfection is second only to human survival instincts. These are the two reasons that were solely responsible for civilizations to flourish. That we are wearing clothes today as a symbol of the quest for perfection and innovation should reinforce this statement.

Was There A Conscious Effort To Develop Six Sigma Into A Competitor To Existing Systems?

This is a na?ve and unfounded question, as Six Sigma was developed as independently as any other school of quality management systems. If we value the famous quote of M.K. Gandhi that the end result justifies the means, then it clarifies the need to have more than one quality system.

Evolution Of Six Sigma

Six Sigma has its roots in the early industrial era of Europe during the 18th century and was introduced with just one conceptual normal curve metric by Carl Frederick Gauss. In the 1920s Walter Shewhart showed how 3 sigma deviations from the mean required process correction. Later, a Motorola engineer, Bill Smith, coined the term Six Sigma, which was then copyrighted by Motorola.

The Japanese Mark

The ever quality-conscious Japanese perfected the Six Sigma concept when they took over a Motorola factory in 1970, which manufactured TV sets. The new Japanese management set out on a mission to change the way activities were going on in the factory, placing high emphasis on all activities leading to production. With their zealous approach they later begin producing TV sets with just a 5% number of defects in comparison to the original records under Motorola.

Motorola's Contribution

Mikel Harry, who is regarded as the godfather of Six Sigma, along with Bill Smith, the father of Six Sigma, wrote and codified a research report on the quality management system, which highlighted the correlation between the performance of a product in the market with the amount of adjustment required at the point of manufacturing. This report clearly established that the lesser the number of nonconformities at each stage of manufacturing, the better the performance. The report paved for implementation of "logical filters", a key approach to problem solving. With the then Motorola CEO, Bob Galvin, playing a key role, later this four stage logical filter came to be known as the skeleton of the present Six Sigma. The four stages, then identified, were Measure, Analyze, Improve and Control (MAIC).

A New Road Map

With the results of the efforts of Mikel Harry and Bill Smith paying rich dividends, Motorola's Corporate Policy Committee had set goals for further improvisation of the system by declaring (in 1989) that they would achieve ten times better quality in service and products, with further improvement to 1/10th by 1991.

Galvin was instrumental in spreading the sense of quality in every sphere of business activity until total customer satisfaction was achieved. Until now, Motorola's approach was limited to a disciplined statistical approach to problem solving. This approach still got Motorola the coveted Malcolm Baldrige National Quality Award.

Major Contributors On Its Journey To Perfection

We can't forget the contributions made by Unisys Corp in 1988. Asea Brown Boveri in 1993 developed Six Sigma into its current form, which places importance on bottom lines and customer satisfaction. The current form of Six Sigma has implementation being carried out by key role players: Champions, Master Black Belts, Black Belts, and Green Belts.

Since then, the Six Sigma methodology has been and is applicable to different industries. The evolution of Six Sigma continues.

Six Sigma Vs ISO 9000

2008-03-19T04:04:00.000-07:00

The debate over whether or not to choose Six Sigma over ISO 9000 is getting more interesting with each passing day. In an attempt to determine which of these is the better of the two, it is highly pertinent to discuss that in the context of applicability of them to industries. And there exists a huge amount of difference between the approaches of these two methodologies in tackling the issues.

Six Sigma - A Critical View

Six Sigma utilizes a multi-faceted approach to doing business with total improvement of the end product being the goal. In doing so, Six Sigma defines and analyzes the processes critically almost always focusing on process improvements. The statistical tools used in Six Sigma help not just in the adoption of processes but are also critical tools of Six Sigma implementation.

Process Development Stages

Let us examine the above statement as applicable to a process for easier understanding. While working on process improvement, the Black Belts break up the original sequence of different events that comprise the entire process and each event is further subdivided internally. This enables the "belts" to take an entirely different view of the process via the entire process as a whole. The powerful statistical tools employed at this stage of evaluation make the picture clearer and help the "belts" to arrive at decisions about the value additions those made to the process by different events.

This principle obviously goes beyond standardizing the processes and setting the pathway for being vigilant about adherence to the Six Sigma methodology. Useless values which have lost meaning make way for more meaningful events and eventually more robust and comprehensive processes. In a Six Sigma environment, customer demands will assume a key role in driving the processes towards aligning all activities with the vision of the leader of the company. The approach is "how to" rather than "what to" deliver.

The ISO 9000 Approach

The ISO approach towards quality management concentrates on standardization of the activities of production. The eight quality principles of ISO 9000, along with its twenty-four requirements outline business processes. The emphasis here is on the control of events in each aspect of doing business by documenting evidence and reports. The eight principles of ISO 9000 include prioritizing customer data, purchasing and quality systems, among other critical aspects. ISO 9000 recognizes each process, whose end goals are the same, as an independent entity. Documented quality requirements typically decide, based on set rules, whether or not a particular process adhered to that standard.

Document and Process Control

Maintenance of quality is achieved by adhering to key process and document control. Operating procedures and process control documents restrict deviations outside the concepts of what you should be doing in every process. What-you-should-be-doing is given emphasis under standard conditions rather than dealing with process improvement.

Stalwarts in industry are examining the possibility of merging the best practices of the two. Several industry leaders have already acknowledged the benefits of using both methodologies to compliment each other. Another view is that, as Six Sigma implementation is what you do within your company (unlike the certification in ISO) the company does not get recognition for achieving successful Six Sigma implementation. However, as long as the culmination of a business activity is defined by both methodologies as retaining and improving the customer base along with maximizing the bottom line, rejection of one in favor of other will be hard to justify.

Six Sigma - The Customer Angle

2008-03-18T05:03:00.000-07:00

The foundation of Six Sigma is customer satisfaction and cost reduction by using various metrics and statistical tools. This is a customer-focused approach equipped with strategies and discipline at all levels of administration, planning and production. Six Sigma is aimed at achieving only 3.4 defects per million opportunities.

Voice of the Customer

Six Sigma places highest priority on customer data input which provides the much-needed insight into what the customers need and what he or she is thinking about the products already on the market as a measure of performance. The design team needs to understand the requirements of the customer and predict whether the proposed (or the existing) design meets customer expectations.

How Is Customer Satisfaction Ensured?

All business activities are customer centric. Even the best product may not sell if it possesses useless value for the customers. A point in the case is the satellite phone Irridium? that Motorola developed some time ago. Although it was the first and the best in its class, it failed in the market because the customer did not find any value in that particular product.

1. Customer's Experience Of Defects and Costs: Customers have a different perspective about quality and cost. The variation in satisfaction levels across different market segments and regions needs to be analyzed as a first step towards reaching goals. In Six Sigma, customer input, however scattered it may be, when analyzed can be categorized making way for an in-depth understanding of company goals.

2. Product Relevance: The relevance of any product to the customer stems from its utility, cost and quality. A robust design is not just strong but simple, flexible and idiot-proof. It consistently produces a high level of performance despite huge variations in manufacturing and customer needs. Anything not adding value will not get customer attention.

3. Adjusting Process Capability to Customer Requirements: The need for adjusting the process capability is basically considered in DMAIC (a Six Sigma methodology for existing products), without putting significant burden on the cost. This begins with estimation of financial impact, feasibility studies of the technicalities involved and market uptake. The outcome of these studies will guide any process adjustments.

4. Controlling Process Variations: The uncertainties of processing are the variation that needs to be tackled as a critical step in achieving the 3.4 defect threshold. Uncertainties arise mainly due to a huge number of key elements in a process, outdated process steps and lack of control. Variability surrounding a product or process can be rooted out at the design and analytical stages.

5. Removing Roadblocks: The roadblocks for Six Sigma implementation can sometimes be within the organization, such as trans-jurisdictional roadblocks which sometimes threaten the effective implementation of Six Sigma. The Black Belts need Champions' intervention in removing these roadblocks.

6. Hitting the Finish line: Taking Six Sigma to its logical conclusion is no small matter, even for cash rich corporations. The millions of dollars that it takes for Six Sigma implementation and the long cycle for the results to show can unsettle even the strongest organizations. Finishing the task, despite allotment of huge funds, accessibility to knowledge base, depends primarily on the commitment level of senior leadership and a dedication to customer satisfaction.

The Six Sigma Tool and TQM are Not the Same

2008-03-17T04:34:00.000-07:00

Many business people have yet to recognize the difference between the Six Sigma tool and total quality management, also referred to as TQM. Though, at a glance, they do look rather similar, and the Six Sigma tool does indeed employ some of the techniques and strategies that are the foundation for TQM, they remain two entirely separate methods of doing business.

While both the Six Sigma tool and TQM place emphasis on how critical it is to look at a business' entire support and leadership structure from top to bottom, the similarities don't go much further than that. It is the focus on quality that causes the confusion between total quality management and the Six Sigma tool. Both approaches to business believe that constantly improving the quality of a business is vital to its continuing success. Furthermore, the Six Sigma tool cycle of define-measure-analyze-improve-control is comparable to the TQM cycle plan-do-study-act.

However, the differences are vast and important between these two strategies. It is these differences that explains why the Six Sigma tool continues to grow in popularity, while the TQM is fading out over time.

Among these differences, management is primary. In contrast with TQM, the Six Sigma tool was not created by people who had very little experience in management, and were therefore only capable of developing a plan that had very broad management guidelines. Instead, the Six Sigma tool was formulated by a group of the most capable CEOs in the United States, who had only business success as their ultimate goal. They worked through all of the tools and techniques know about the business world and incorporated each of the most effective, tried-and-true methods for having businesses operate at their full potential, in a framework that makes it entirely possible.

Therefore, the Six Sigma tool can be seen as a much more holistic approach to doing business. Though loosely based on traditional concepts, it employs those that have been known to work consistently across multiple industries and business sizes. It also focuses not only on the end result, but on the entire business and its processes and policies.

Of course, there are many other differences as well; to be rapidly summed up, the main difference of the Six Sigma tool is its ability to give organization a much clearer path toward success by using its potential to its fullest.

Motorola Six Sigma Improvement, is About Training

2008-03-13T04:09:00.002-07:00

Among the main issues on the minds of today's business execs is to achieve better results from the business. To obtain these coveted business results and improvements in the performance of the company, a focus needs to be placed on the Motorola Six Sigma training in corporations and businesses of all sizes.

This is contrary to what traditional methods have dictated. Though indeed, training is a desirable element within a business, with cost cutting at such a priority, training is usually one of the first things to go, in order to make room for other more "important" priorities.

With Motorola Six Sigma, on the other hand, the focus is on achieving success by improving the process of the performance of the business. Essentially, by bettering the process, the bottom line improves accordingly. This is done by using a project-by project technique for betterment where the projects are each individually linked to the priorities of the specific business.

This augmentation in the quality of the process relies heavily on the Motorola Six Sigma training, which is specifically designed to provide managers, Black Belts, and Champions with the skills and knowledge that they required for implementing the Motorola Six Sigma approach to each project.

Indeed, the Motorola Six Sigma training can be rather expensive - as training itself is a rather costly element, hence its quick removal from traditional business budgets - however, it has the ability to rapidly pay for itself. In fact, often, it takes only a single project to more than pay for the training of a company's Black Belt.

The time involved in training for Motorola Six Sigma is usually between two and three days for managers, two to five days for Champions, four weeks for Black Belts, and two weeks for Green Belts. Over time, the amount of training will need to grow beyond the initial amount of time.

The result of this training in Motorola Six Sigma throughout the company, however allows for a strong infrastructure development among the managers, champions, Black Belts, and other team members. Each of these individuals will be empowered with the knowledge and abilities for using the Motorola Six Sigma approach to improving each of the processes within the business for improving the results at the bottom line.

Though the cost of training has always been one that companies have struggled to incorporate in their budgets, especially when times are tough, Motorola Six Sigma should always be welcomed as an investment in the future of the business that will ensure dramatic and desirable results.

Is Six Sigma Quality Worth The Price to Your Business?

2008-03-13T04:09:00.001-07:00

The last few years have done wonders for demonstrating the power and potential offered by Six Sigma Quality, Motorola's now famous revolutionary business design strategy.

It is clear that it has become quite popular among many businesses who have undertaken the massive re-training and re-thinking of their policies and procedures in order to implement the whole new Six Sigma Quality way of functioning. What may be unclear to you is whether or not this sacrifice is worth it to your business. After all, it does take a great deal of time, effort, and often money in order to properly take on this new way of doing business.

The main issue that seems to be debated among businesspeople considering the implementation of Six Sigma Quality isn't whether or not it will work for them, but is rather whether it is a true long-term strategy or simply a fad that will soon be forgotten by those who did not use it, and loathed by those who made the change.

To assuage those fears, it is important to recognize that Six Sigma Quality is not like other business processes and strategies. In fact, when you really get down to it, it isn't truly anything new. What it is, is a capable, practical, and logical combination of many existing business and quality techniques that have withstood the test of time and shown themselves to be the leading methods for success. When properly combined, they become a new way of thinking, using existing individual elements whose structure and discipline have proven to obtain extremely desirable results.

Naturally, this is not to say that employing Six Sigma Quality will guarantee success for any business, however, when properly implemented with black belt training Six Sigma Quality has an exemplary track record for effective project resolutions in large and small companies alike.

If you are considering Six Sigma Quality for your business, you need to understand that it is not an easy or overnight implementation. It can be quite lengthy, but is considered by most to be well worth the effort once everything is in place and its potential starts to show its face. You'll add value to your existing initiatives with the knowledge that all of the necessary steps are in place for your business to reach its financial targets.

In the end, it is your decision to make. Six Sigma Quality is, after all, an extremely large step for a company to take, and only you know how, when, if, and in what way your business may adopt it. Your first step is to read as much as you can about Six Sigma - including information both for and against it - and to speak to a professional you trust to give you an honest opinion.

Six Sigma & Strategic Planning

2008-03-12T03:52:00.001-07:00

Strategic planning, as applied to Six Sigma, implies that the drawing down of elaborate and systematic planning of areas of concerns that have far-reaching and tactical implications at the project selection stage. The purpose of strategic planning is to have produced fundamental decisions and actions that guide successful Six Sigma implementation.

An Overview Of Strategic Six Sigma

Many CEOs are skeptical about the outcome of Six Sigma, despite huge annual spending. A critical component which helps integrate the visions of the leader with the functioning of the organization is strategic programming derived from "strategy deployment mapping". This is said to produce an entirely new direction for the organization. The skepticism about the vision of building a future begins to gain momentum with the linking of visions to action plans and when it delivers tangible results. Six Sigma takes strategic planning to a different plane of thinking by delivering on this promise.

Success Begins With Planning

It should not be forgotten that the foundation for success is proper and adequate planning. Planning is the elaborate statement of vision by the leader of the company. This is true for both large corporations and smaller start-ups. The core of transforming organizational vision into tangible gains by employees has many steps to overcome obstacles on the path to achievement. Achievements will have to be translated to customer satisfaction for Six Sigma to be successful.

Sharing Of Vision

The vision which begins its journey with upper management needs to be shared by all the stakeholders. It may be difficult to demonstrate to employees that their actions relate to customer reactions directly. Another missing link that needs to be connected is the customer himself. The emphasis of Six Sigma is on factoring in customers & engaging them in defining needs. Deploying employees actively connects these disjointed needs. The powerful tools of Six Sigma highlight and simplifies the linkage between key elements, activities, strategies and finally the vision, paving way for smooth sharing of ideas. The methodology of Six Sigma communicates company vision effectively to all concerned in a language understandable by each of them.

Critical Mass

There is also a danger of leaders getting bogged down by trivial matters of day-to-day operations and numerous details. Two of the tools of Six Sigma (metrics), key requirements and differentiators, come to the rescue. These two metrics highlight the importance or irrelevance of some data and push for excellence on those that matter. The end result is helping leaders to envision the strategic importance of activities and steering clear of trivial, mundane things.

Deployment of Six Sigma can't be disconnected from strategic planning and financial activities, either. If the decision to implement Six Sigma is a result of strategic planning, it means the leadership has recognized the need for complete retooling of the organization, no matter what phase it is in.

Six Sigma Champions & Master Black Belts

2008-03-11T03:15:00.000-07:00

The responsibility of developing a Six Sigma company successfully rests as much on Champions & Master Black Belts as it does on Black Belts and Green Belts. But the importance of their roles in the implementation can't be understated, as the necessary contribution from them is substantial. A Champion is a leader bestowed with authority and the huge responsibility of overseeing the smooth and complete implementation of Six Sigma.

If someone were to explain the role of champions in one breath, it would be that of removing roadblocks. Roadblocks can be sticky issues that Black Belts alone can't handle. Champions are looked up to for diffusing cross-territorial issues between black belts and upper management in the company through pacifying and mediation. They relieve black belts to focus on the problems on hand.

A Champion's Role Can Be Summarized Into Four Areas:

These four points underline the position and character of champions in a Six Sigma organization.

1. Their familiarity with the entire business and operational areas but without the interfering in the day-to-day operations with the black belts. This provides them with an opportunity to focus on potential improvements.

2. Project selection, which usually comes under a microscope following reports to top management - this sometimes causes career-limiting fears in champions. Driving out this fear takes effort at both the ends with top managers being 'educated' by Six Sigma providers/consultants. The project selection element is crucial and alignment of interests with the needs of management has to be explained in the proper perspective beforehand.

3. Deployment of the program. The importance of this point arises because of the need for financial decision making. The Six Sigma provider, whether he is interested in the success of implementation or primarily concerned in improving financials, is pivotal to the success of the program. Even before the results begin to align with expectations of upper management, it can come under fire.

4. The accountability question; failures are most often attributed to champions. It is often said that "there are no such things as unsuccessful Black Belts, just unsuccessful champions". This should highlight the importance of their unenviable position.

Master Black Belts

There are no universal definitions or training manual for Master Black Belts until they differentiate themselves from Black Belts by exhibiting extraordinary abilities and a high degree of propensity for problem solving. They are often devoted to working hard and are self-starters & self-reliant. They could, with some additional Six Sigma training intended to broaden the Black Belts' skills, be prepared for assuming a position where they are able to achieve higher goals and face bigger challenges. The strategy of the mass Six Sigma training of Black Belts will not succeed even if a small percentage of them were to pass Six Sigma training unless they demonstrate that they are able to solve complex problems well. The ease with which they handle crises must indicate their affinity to take on more responsibilities as a fundamental qualification.

Implementation of Six Sigma is more than just having the skills and knowledge of implementation tools. It is the exuberance and the fire to excel that counts in addition to the all-important drive for quality.

Is Six Sigma The Ultimate Management Tool?

2008-03-10T04:11:00.000-07:00

Today, Six Sigma covers a very wide range of industries such as healthcare, banking, manufacturing and construction, to name a few. The 2 methodologies adopted by Six Sigma take care of the existing process and the new processes that still need to be developed, through DMAIC and DMADV respectively. DMAIC and DMADV are acronyms for process improvement methodologies. The methodology is hailed as the finest quality management system or tool that the industry has ever seen.

What Makes Six Sigma The Finest Quality Tool Ever?

Six Sigma came to occupy center stage riding on its success of its founder and pioneer Motorola's successful implementation. The comprehensive, structured approach of Six Sigma involves the entire organizational pyramid. The organization needs to dedicate 100% of its time to the usage of unique problem solving techniques, with no nonsense responsibilities.

The comprehensive approach involves top management with designated key roles responsible for identifying and reviewing projects. Middle implementation groups like the Champions and Master Black Belts dedicate their time to removing trans-jurisdictional bottlenecks and to problem solving. Trans-jurisdictional bottlenecks are potentially very serious and can possibly derail the implementation. Champions handle this very tactfully like seasoned warriors. Master Black Belts are extraordinarily talented in problem solving and in using sophisticated statistical tools.

Statistical tools are highly customized to the situation and are very versatile. These tools are used to question and measure the processes in any business environment with the goal to rationally analyze and design/correct them. If with Six Sigma, you can achieve 3.4 defects per million opportunities, save millions of dollars and satisfy customers in addition to making the company lean and mean and appealing to employees and owners alike, the methodology is indeed the ultimate management tool. But is it the ultimate quality management tool that can never fail? Or are there chinks in its implementation armor?

Failure of Six Sigma Fortune magazine on January 22, 2001 writes about the satellite phone, Iridium, made by Motorola, the pioneer of Six Sigma. The phone was an utter flop as no one bought it. This means that Six Sigma only assures quality but not customer satisfaction. Customers only buy things they really want.

There are certain statistical snags that experts point at. They are critical of the universal standard rule that Six Sigma uses instead of going case-by-case on different tasks and not using more appropriate, common-sense based tools, such as decision, theory and cost- benefit analysis.

The statistical methodology: Some critics are skeptical that Six Sigma is a marketing ploy that helps make money for all those involved, especially the consultants. Since the methodology is taught and practiced in only one way and since there is an absence of standardization of both implementation and Six Sigma training, it lacks consistency. Still others are scathing in their criticism that those who claim huge successes were total failures in quality control before Six Sigma and that their focus on small areas brought huge returns.

Career as a Six Sigma Professional

2008-03-08T01:52:00.000-08:00

Job pages in newspapers and on jobsites clear doubts in anyone's mind about Six Sigma career opportunities. As companies place emphasis on quality and cost management with process improvement being the underlying foundation, Six Sigma is coming to the forefront because of its overall applicability in a business environment. With it comes an upswing in the demand for Six Sigma professionals.

Career Opportunities

Career opportunities are on the rise in the Six Sigma sector at various capacities. For experienced professionals, launching their own venture can also be very lucrative. However, job opportunities probably exist within your organization as well as outside of it.

Within Your Organization

You can enhance your career within your own organization as a black belt or a green belt in Six Sigma discipline by appropriate Six Sigma training. Organizations that decide on Six Sigma implementation usually hire a professional in consultative capacities for initiation. They will not be playing decision-making roles for strategic reasons. Upper management obviously prefers to use its own employees at all levels beginning with green belts at execution levels, black belts at problem solving levels and master black belts at the highest levels.

Outside Your Organization

A keyword search for "Six Sigma" in any of the popular job portals reveal the number of available jobs and related information like the level of employment, salary etc. Both freshly trained as well as experienced black belts are in demand; however, the ratio seems to be slightly skewed in favor of those having implemented at least one or two projects. Certain companies place more weight on prior work experience in a relevant field even with freshly trained candidates.

Another interesting statistic is that black belts are in a rather higher demand than green belt Six Sigma professionals. This is obvious from the fact that, as green belts form the lower rungs of implementation program, they have the obligation of having to divide their time to their routine work as well. It is normal practice to identify people from within the organization for this position.

Six Sigma Training

One unfortunate thing about Six Sigma training is that the methodology is not universal and not standardized. Because of this, there is an inconsistency in teaching, subject material etc. It is important for organizations to confirm through references, employment bureaus/counselors and future employers who recognizes which institute. The fees are another major cause of concern for many candidates.

Many corporations have in-house training facilities for their employees. Candidates may need to undergo Six Sigma training as a condition their continued employment. Some professionals see this as detrimental to their career prospects due to the heavy workload involved.

Aptitude Of A Six Sigma Professional

Black and Green Belt candidates must have open minds and strong analytical abilities. They must possess the ability to question all things with a view to making a core contribution. Above all, self-confidence and a high degree of motivation are necessary. Black belts need to focus more on the analytical and problem-solving aspects and dedicate 100% of their time to the implementation. Green belts can't dedicate 100% of their time, as they have to also focus on their routine responsibilities within the organization. What is expected of them is studiousness, flexibility, understanding of statistical tools and interpersonal skills.

What is Six Sigma?

2008-03-06T02:51:00.000-08:00

What is Six Sigma ?

Six Sigma is a method or set of techniques that has also become a movement focused on business process improvement. It is a quality measurement and improvement program originally developed by Motorola that focuses on the control of a process to the point of ? six sigma (standard deviations) from a centerline, or put another way, 3.4 defects per million items. A Six Sigma systematic quality program provides businesses with the tools to improve the capability of their business processes. It includes identifying factors critical to quality as determined by the customer, reducing process variation and improving capabilities, increasing stability and designing systems to support the six sigma goal.

The objective of Six Sigma is to deliver world-class performance, reliability, and value to the end customer.

Application & Success :

Starting with manufacturing, today Six Sigma is being widely used across a wide range of industries like banking, business process outsourcing (BPO), telecommunications, insurance, construction, healthcare, and software.

Methodology :

Six Sigma has two key methodologies- DMAIC and DMADV. DMAIC is used to improve an existing business process. DMADV is used to create new product designs or process designs in such a way that it results in a more predictable, mature and defect free performance.

Roles Required for Implementation :

Six Sigma identifies five key roles for its successful implementation.

Executive Leadership includes CEO and other key top management team members. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements.

Champions are responsible for the Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from the upper management. Champions also act as mentor to Black Belts. At GE this level of certification is now called "Quality Leader".

Master Black Belts, identified by champions, act as in-house expert coach for the organization on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from the usual rigor of statistics, their time is spent on ensuring integrated deployment of Six Sigma across various functions and departments.

Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma.

Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities. They operate under the guidance of Black Belts and support them in achieving the overall results.

Specific training programs are available to train people to take up these roles.

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Six Sigma Core Concepts

2008-03-05T03:11:00.000-08:00

By definition, Six Sigma is a series of systems of metrics that are used to measure defects and improve quality by application of a methodology to reduce defect levels to under 3.4 instances per million. Six Sigma is a trademark of Motorola that, by its implementation, saved the company some $17 billion. It has so much evolved and come of age that comparison with the original process is hardly possible. Fundamentally, Six Sigma manages process variations that cause defects and systematically and statistically tackles the unacceptable deviations from the defined standards and works towards eliminating defect incidences.

Core Concepts Of Six Sigma

By and large, customers don't judge a product by averages like performance but by what they actually get out of each product. Overall customer satisfaction rests heavily on the consistency with which the products are delivered. This is a result of the combination of reduced process variation and improved process capability.

The Core Concept Of Six Sigma

Today Six Sigma core concepts concentrate around defects and process variations. Defects are measured by metrics known as DPMO, defects per million opportunities. We can think of defects as offsets from the standard. Nothing is subjective, as all parameters are quantifiable. Basic measurable dimensions include time/delivery, cost/price, quality etc. In industry jargon these are called Critical to Delivery (CTD), Critical to Price (CTP) and Critical to Quality (CTQ), respectively. Each of these has a different significance to different industries, which needs to be identified before embarking on Six Sigma implementation.

What comes under the microscope next is the measurement system. Common sense tells us that a little element of subjectivity is present in all man-made measurements. For example, the some singers may be marginally better than others. A group of observers will score each singer a little differently, even if standards for performance have been established. Thus the criteria for an individual's passing or failing is purely subjective, exposing the chinks in the measurement system. It is this way with companies' relationships with customers as well.

Process Variability is the second Six Sigma core concept. The more variability in a process the larger the probability for a defect somewhere. At the heart of this concept is elimination of variation of process for defect removal. For example, if a carriage takes 40 minutes to transport a 5-ton load a distance of 10 miles at 99.9997% defect free Six Sigma, a four sigma will take 45 minutes to cover the same distance per same load but at 99.94% defect free. It might appear that 99.94% is quite good - if this is your conclusion, you will need to think again. Taking Six Sigma concepts into account, this equals a 20% defect in the product, which passes on to the customer.

The concept of Six Sigma is to improve the existing methodology or create a new, defect- free methodology for production. This is achieved through a methodology known as DMAIC, which is an acronym for Define opportunities, Measure performance, Analyze opportunity, Improve performance, Control performance. DFSS is the design for Six Sigma principles. Black and green belts evaluate the whole system and various fixes are chosen to be implemented.

Six Sigma and Statistical Methods

2008-03-04T03:02:00.001-08:00

Six Sigma methodologies use statistical tools used to transform raw data into information. Based on the results, further actions are taken. Statistical tools and related aspects of Six Sigma methodology comprises about half of Six Sigma. In addition, Six Sigma places a lot of emphasis on graphical interpretation of data collected during the course of measurements.

The importance of statistical methods emanate from the fact that many hypotheses can be disproved with sufficient statistical data. The significance of statistical methods in Six Sigma increases with any increase in sample sizes. The statistical methods quantitatively facilitate evaluation of the performance of any process. The purpose of this being to tackle the cost of poor quality (COPQ) first, Six Sigma has a broader scope than the traditional cost effectiveness model.

Some Important Statistical Methods In Six Sigma

Variations in processes are measured in terms of deviation from the mean and data falling within the acceptable statistical limits. Graphical representation of this data helps companies to visualize things with greater accuracy. Let us examine a few of the most commonly used Six Sigma statistical methods.

Control Chart

The deviations within the acceptable limits (upper & lower) are due to common causes. Anything falling beyond the limits is attributable to some specific cause. For example, take the case of writing your name ten times. Although there are similarities, you probably won't be able to find any two signatures being exactly the same. The reason is an inherent variation that produces reasonable results within limits and is termed as 'common cause'. Special causes are those due to forced errors. A control chart has a mathematical mean line in the center and two limit lines. The third component of the Six Sigma control chart is the performance data, which is plotted over time.

You can seek special causes and track common ones through control charts by looking for:

* One set of data falling beyond the acceptable limits (special cause) * Greater than 6 data sets climbing or declining steadily within limits * Eight or more subsequent data sets falling on one side of the mean * Data falling alternately across the mean line

Interpretation emphasizes seeking out the special cause that brings stability to process variation. The real fun here lies in removing the common cause and induced variations also.

Brainstorming & Affinity Group Tool

Brainstorming generates and polishes creative ideas based on the principle that two heads are better than one. An affinity diagram is used to organize & develop brainstorming by fine tuning initial and raw thoughts and removing uncertainties. The advantage of this is that it obviously stimulates for generation of more ideas. The affinity diagram was not originally intended to be a quality management tool. First devised by Kawakita Jiro, the affinity tool emphasizes the need for sorting and titling the data only at the end. A typical affinity diagram organizes the brainstormed ideas on its left panel. On the right side are ideas neatly grouped into affinity sets. Reasons for an idea belonging to a particular set are not given particular importance, but all ideas are clarified. An idea may be present in a single group if it has any resemblance to another.

If there is one thing that summarizes the importance of statistical methods in Six Sigma, it can be none better than a saying, famous in Six Sigma circles - "In God we trust, all the rest bring data". Need we say more?

Six Sigma and Upper Management

2008-03-04T02:59:00.000-08:00

The one ultimate reward that counts for any business organization is improvement of bottom line profitability and the return of satisfied customers. This end result must justify all the initiatives taken by upper management. Upper management utilizes a tool called "cost of poor quality (or "COPQ") as a barometer for evaluating six sigma projects. Apparently, it is the only way to get upper management to accept six sigma. The upper echelons of corporations have come to realize the importance of six sigma for its tangible economic benefits.

understand the value of upper management support for quality/process improvement top down fully, when you learn that management does not realize the importance of investing that extra time and money in quality improvement or lacks the commitment. Let's be straight forward, this scenario is not uncommon. Six sigma has such lasting power and broad scope that transcend departments and exposes the need (though not always) for change in organizational structure. Both of these would be hard battles to fight unless strong management support was present. Resistance of this type could be due to organizational inertia, or it could also be intentional.

Six sigma calls for long haul, complete and in depth implementation, which is definitely not for the faint of heart. It is possible only if your organization has 100% commitment from top management. This is why experts place blame on upper management for the failure of six sigma. Only continuous, rock solid support, monitoring and encouragement from the top brass only can prevent the failure of six sigma. Straightforward intentions for implementation should come from a customer centric viewpoint and a desire to produce quality services/products.

The continuity of the program requires undivided and dedicated monitory support until the end of the project. Upper management identifies the need, sets the ball in motion and provides continuous support (managerial and financial), which is the lifeline for the success of six sigma implementation. If these elements are not present, achieving the stated goals over a long period of time become difficult, if not impossible. One initial green light from management will not suffice; it takes continued commitment and engagement to inspire and motivate the people involved until the end.

Six sigma is a complete quality management and turn around system. As such, it identifies organizational shortcomings, wherever there are. With upper management on board, implementation stages can be monitored; midway course corrections can be suggested and any possible roadblocks at various steps of implementation can be overcome. As you can see, six sigma can be successfully implemented with the commitment of complete organizational support.

What upper management needs to understand is that six sigma is a widespread and far- reaching quality improvement program where it has to play a critical role in order to see ultimate business goals succeed. Although the various 'belts' implement six sigma, they are selected, trained and motivated by top management for the implementation of six sigma methodology. The upper management until the very end must support them. Only in this way can six sigma bring about significant and long lasting results to the organization.

Six Sigma And The Customer

2008-03-03T02:21:00.000-08:00

The customer centric focus of Six Sigma methodologies cannot be sidelined for any reason whatsoever. Although the end results of Six Sigma implementation (such as improvement of bottom line profitability and lean management) are quite significant, the ultimate value addition comes in the form of the return of satisfied customers. In the business world, constant pressure for innovation stems from increasing changes in customer demands and global technological challenges. Companies that get to the top and stay there are there in the first place because of their commitment to change through Six Sigma initiatives.

Six Sigma And The Customer

Six Sigma, a quality management tool founded on statistical approaches and devised by Motorola, helps improve customer satisfaction through significant changes to cost and product utility. The entire approach is innovative; with the implementation of Six Sigma, instead of attempting to fight with mechanics, the focus shifts automatically to strategies and integration of efforts.

Some companies are taking initiatives to take the Six Sigma methodology to customers, outside company walls and actively involving them in an effort to integrate them into the process. This approach is proving to be a resounding success by placing these corporations ahead of competition.

Engaging The Customer

Today's customers are wary that they get nudged into buying products by customer savvy marketers in the clutter that we call "the market". Six Sigma works to make things clear to the customers by sharpening the cutting edge (value) that customers are looking for in a product.

The customer is engaged strategically at a stage when plans are being drawn up. By listening to customers and involving them in the process, the company can gain an in -depth understanding of why they are moving in the direction that they are moving, locally as well as globally. This approach also helps in building trust and loyalty.

Companies like Motorola, who implement Six Sigma, go beyond product development and profits in their commitment to customers. In addition to their regular help line, they have established another line dedicated to this purpose. Customers can use this line of communication for more detailed questions relating to either product or service, and track the status of their original question. This is a classic example of individual level quality demands being met through Six Sigma implementation.

Looking Ahead

Another strategic approach has been taken by GE Commercial Finance, and is a true revolutionary step in the commercial lending business. The ACFC initiative (At the Customer, For the Customer,) clearly showed what the customers needed and why, with over 30% of them answering, they needed Six Sigma. Effective communication with customers has made GE a favorite among consumers. GE has successfully implemented the initiative and in addition, is now sharing its Six Sigma experiences with smaller customers who can't afford to implement Six Sigma in their own companies.

With the "belts" working from the front, companies can get into a win-win situation with their customers because of the feedback they receive. If this approach directly benefits the customers, it benefits the companies too. However old or large the company is, it gets to interact with its customers one-on-one. The positive result of this is seen in further building of a company's customer base and increased profitability. The goal of matching people with projects, made possible with Six Sigma, brings about a win-win situation for all.

Six Sigma Certification

2008-03-01T02:24:00.002-08:00

Many questions arise in the minds of six sigma certification candidates. These questions range from the most strange to the most genuine concerns. There is a compelling need to explain things regarding the exam for the benefit of those who have questions but don't know where to find the answers. Here is brief outline of a few fundamental questions that are frequently asked about Six Sigma Certification.

What Is Six Sigma Certification?

Six Sigma Certification is documented proof that a person has acquired certain standardized capabilities with regard to the quality management technique that, when applied, works towards error/defect elimination and prevention. However, the certificate does not guarantee that a candidate has implementation skills, but only certifies competency in the subject matter. One can attain certification in any of the key roles (Master Black Belt, Champion, etc.).

Basis For Six Sigma Certification

Six Sigma Certification typically involves studying the related subject matter and passing an exam. Training institutes or companies provide certification tests and six sigma training courses. It is not unusual for new companies to have their employees test on a training institutes' tests. This completes the first part of the written test in the candidate's proficiency in the subject matter. Now comes the real test! Once having passed the written test, The candidate must work hands on a project or two in a practical environment. In this situation, the candidate must demonstrate that he or she is competent enough to implement the knowledge acquired in classroom six sigma training.

During the practical part of the exam, there is no benchmark for what passes or not. Not just this, but some companies may accept just one project and some others may not. This means that out of the three critical aspects of six sigma certification training, the written exam and the practical competency demonstration, a crucial third one may be said to be lacking seriously or non-existent, unless it becomes standardized. To complicate matters, there is no one single body to regulate or standardize all the critical aspects of six sigma certification.

Do I Need A Six Sigma Certification?

This is any individual's professional decision. Anyone wanting to get six sigma certification will need to think seriously about it. Sometimes candidates are chosen (or compelled) by their employer to take six sigma training and thereby attain six sigma certification. But many times, it is the other way around. Someone may decide to pursue six sigma certification for reasons such as attainment of a raise or promotion. Another may be prompted by the fact that six sigma certification will enhance their marketability. While each reason is an individual one, candidates must be result oriented, highly motivated in order to be successful.

What Will It Cost Me?

Again, this is a highly subjective question. It could cost you anywhere from $0 to $30,000 per person, depending on where you receive six sigma training. Again, the decision as to the trainer, location, and online or offline six sigma training method are other considerations as to cost.

What worked for one person may not work for another. When contemplating six sigma certification, there really are no generalizations that can be made. It all depends on who individual capabilities, location, and to some extent, your position in the corporation (or lack thereof).

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions - Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts

Six Sigma Training - An Overview

2008-03-01T02:24:00.001-08:00

The unbelievable results achieved by the pioneers of the Six Sigma management methodology and implementation were not realized overnight. Concerted efforts of by the entire organization and unwavering support by top management over a long period of time are what it takes to see results. The employees of an organization, through specialized Six Sigma training, play key roles through 6 sigma implementation. The key players in 6 sigma implementation not only need specialized Six Sigma training, they also need a different mindset and dedication to the process.

Six Sigma Training - What Is It?

Six Sigma training is available from various institutes certified to provide the training using either offline or online delivery methods. Six Sigma training is aimed at providing comprehensive and rational methodology and techniques. Six Sigma training courses normally cover process improvement techniques as stepping stones for students and lead to either green belt or black belt certifications.

Six Sigma training course fees normally vary from $450 for a one-day course, up to $6000 for a two-week lean 6 Sigma program. The Champion's Leadership Program is conducted onsite only. Still, there are some other institutes that combine the black belt and green belt Six Sigma Training into what is known as the 2+2 format. Attending this dual Six Sigma training helps improve internal company synergy in addition to giving the organization greater flexibility.

What Do Six Sigma Training Courses Cover?

Six Sigma training courses leading to certifications in green belt and black belt are usually designed to cover one module at a time. One such module is the control module, for example. The Six Sigma training course places emphasis on the statistical aspects of process capabilities and process control.

Objectives Of Six Sigma Training

In brief, Six Sigma training introduces students to both the DMAIC and DMADV methodologies. The core concepts of these techniques, quality standards, charts, plans and analytical techniques are also covered in the course.

Who Is Eligible To Take The Six Sigma Training Course?

Any member of an organization who is a manager, technician, operator, teacher or engineer, regardless of where he or she is working, can take a Six Sigma training course. Employees may work in industries such as education, IT, and government, provided they have demonstrated an aptitude for learning complex DMAIC techniques.

Up The Rung Six Sigma Training

Master Black Belt and Champion Six Sigma training is utilized for producing coordinators and decision-makers who will play key roles in the implementation and success of Six Sigma across the organization. The focus of the Six Sigma training will be to prepare Champions to identify the elements of critical business processes. Students will, upon certification, be able to bring about the changes necessary to their organizations both during and after the implementation of 6 sigma. Unlike the Green Belt and Black Belt trainees, who are required to devote 75% of their time for Six Sigma implementation, Master Black Belts and Champions dedicate 100% of their time to successful implementation of the program.

What these Six Sigma Training courses don't teach you are not taught anywhere else, either. Future vision, ability to lead, and the skills to motivate the organization also must be mastered in addition to the formal Six Sigma training process.

Six Sigma Black Belts - What should they know?

2008-02-29T01:32:00.000-08:00

Six Sigma Black Belts are fourth in the chain of personnel that play a key role in six sigma implementation. Six Sigma Black Belts form the critical link between the Master Black Belts who are higher up the chain and the Green Belts, lower in the chain. Six Sigma Black Belts need to devote 100% of their time to the implementation, with their primary focus on execution. Six Sigma Black Belts dealing mainly with day to day activities rather than generalities of the program. The role of Six Sigma Black Belts as frontline executives of the program is critical to the success of the organization.

Although Six Sigma demands high value personnel, not all of them are equally trained or talented. While causes for this disparity often causes loss of time and resources, it is important to implement standardization on what they should know as Six Sigma Black Belts, because they are essential for the fulfillment of program objectives. Here are the fundamental things Six Sigma Black Belts are expected to know:

Comprehensive Knowledge Of DMAIC Processes:

A Six Sigma Black Belt is expected to know the five basic principles of Six Sigma methodology as described by DMAIC. A deeper understanding of these five principles, to the core, is essential as a first step. The acronym DMAIC stands for defining the process, measuring the current process baseline, analyzing causality factors, improving the process by optimization and finally controlling the process flow and transition to production.

Thorough Knowledge Of Processes:

A thorough understanding of the processes, acquired by having worked on them as a full- time employee, is essential. The Six Sigma Black Belt should have substantial knowledge with hands on experience as the basis for identifying problem areas. Technical skills and active involvement in day to day activities are also paramount.

Familiarity With Tools And Techniques:

The implementation of Six Sigma methodologies is made possible through the use of various tools and techniques of measurement that help the decision making process. Familiarity with technical statistical tools is a must for Six Sigma Black Belts for effective 6 sigma implementation. Although formal training in statistics and analysis is not essential, Six Sigma Black Belts are expected to pick up this subject with relative ease.

Ability To Formulate Projects & Plans:

A Six Sigma Black Belt should able to make business plans and execute them in order to make sure that defined goals are achieved. Along the way, Six Sigma Black Belts are responsible for measurement of progress and the ability to articulate them in meaningful terms. Six Sigma Black Belts are expected to control the course of 6 sigma implementation for maximum gains.

Knowledge Of Customer Base:

A Six Sigma Black Belt should be aware of the roles of each key person and be independently able to devise, test and conduct customer surveys. He/she should also know how to interpret and validate the results, identify differences, and report and incorporate the results of the survey.

Role of Six Sigma Black Belts

Six Sigma Black Belts play the role of change agent. Their role is a position of leadership. They must possess the sharpest business acumen, strong communication skills, customer advocacy knowledge, leadership qualities, technical aptitude and most of all, patience.

Business Process Management - The Six Sigma Approach

2008-02-29T01:31:00.000-08:00

Managing a business entails a wide variety of responsibilities and project managers have to be up to the task. Fortunately, there are Business Process Management technologies in place to help processes run more smoothly. However, Six Sigma does more than just help processes run more smoothly. Six Sigma is a methodology. It allows for continuous of improvement of processes, on a project-by-project basis.

Implementing Six Sigma into your business takes a high level of commitment, because it does not go project-to-project. There needs to be 100% commitment from all levels of management, especially upper management. Six Sigma is intended to be a methodology that is implemented throughout the entire organization, and without full support from the very top of the management chain down, the resistance to the change that is inevitable in any organization will triumph and Six Sigma will just be another business management project that had limited success.

What Makes Six Sigma Truly Different

Six Sigma is truly different from the average BPM technology because it is a methodology and a program of mentorship that begins with top management and funnels down to the people who really make things happen in an organization. With the full support of upper management, business managers are able to support their own teams of managers to learn and implement the Six Sigma technology.

There is intensive training involved prior to the deployment of Six Sigma and through out the process. Six Sigma likens the leaders of the implementation process to the belt levels in martial arts, because to implement Six Sigma properly requires dedication and training to ensure success. Greenbelts are those who have undergone two weeks of training in the Six Sigma methodology. Blackbelts undergo four weeks of training and they are able to oversee the Greenbelts. Then, the Master Blackbelt is highly trained to be the Six Sigma program manager for the entire organization. There is a chain of mentorship from top to bottom that will ensure that the deployment goes smoothly and that there is continued success with the program. In fact, deployment does not even begin until the appropriate people are trained to the Greenbelt level.

The business leaders become the Champions, and are there to support the Master Blackbelts. One key with Six Sigma is that the Champion does not just sit back and take a passive role. They are concerned with how the processes are managed. They are concerned with the method of implementation, not just the end results. And this is how Six Sigma intends it to be. They want to create a BPM that is designed from the needs of the business, by the Champions, based on hard numbers.

Six Sigma Methods

Six Sigma has two unique methods through which their product is deployed. The first one is called DMAIC - Define, Measure, Analyze, Improve, and Control. This is ideal if a business has an undefined problem within existing products, services, or processes. The second is DFSS - Design for Six Sigma. DFSS is still in the developmental stage. The aim of DFSS is to create a new product, service, or process that is defect-free in the eyes of the customer.

An organization determines its objectives in terms of numerical value to the company and then they take this information and the method they have chosen to the training table where the belt trainees will use these to amass knowledge and learn to put these objectives and methods into deployment.

Summary

Six Sigma's client list speaks volumes for the effectiveness of the Six Sigma method. These clients include Honeywell, Sears, GE, 3M, Home Depot, the Bank of America, and JPMorgan Chase. Six Sigma is also moving into the public and health care sectors.

Six Sigma is not a company that moves in and takes charge, deploying BPM technology based on what they see as the needs of the business. Instead, they allow the business leaders to tell them what they need Six Sigma to do and they essentially design Six Sigma to tailor fit the needs of their business. Not only do the allow this approach, but they train the business leaders and the staff of the company in the knowledge they need to see what needs to be done. Only then is Six Sigma deployed.

Peter Peterka is President of 6 Sigma us. For additional information on Six Sigma Black Belt or other Six Sigma Online Training contact Peter Peterka.

Lean Six Sigma - 5 Reasons Your Organization Needs It

2008-02-27T01:49:00.000-08:00

Lean Six Sigma provides a powerful combination of the Lean manufacturing approach and Six Sigma. The two concepts are not very different in their outlook and methods, or in their applications and goals. Lean Six Sigma works on the philosophy of increasing speed by focusing on waste reduction. The result of Lean applications is shown in the improvement of quality and on reduced processing times and costs. Combining 6 sigma with Lean manufacturing augments short-term results with the power of comprehensive changes. The result is Lean Six Sigma.

Five Reasons Your Organization Needs Lean Six Sigma

Corporations increasingly prefer implementing Lean Six Sigma over any other methodology. Here are the five top reasons that organizations prefer Lean Six Sigma.

1. Lean Six Sigma is applicable across industry sectors: Although Lean manufacturing was originally developed as a quality management tool with a manufacture-centric approach, of late, industries across the board have accepted and successfully implemented the seamless Lean Six Sigma tool. The notion that Lean Six Sigma can't applied to non-manufacturing sectors doesn't hold true any more.

2. Lean Six Sigma results in immediate functional improvements: Implementation of Lean Six Sigma results in faster-than-expected reduction of production time and costs. This is because of the application of its tools such as kaizen (method of constantly analyzing process flow and its application), kanban (helps pull up production) and poka yoke (mistake-proofing).

3. Helps create value for consumers: The combined application of Lean manufacturing and Six Sigma results in tangible and real value creation for consumers. Consumers of products and services can enjoy better experiences in terms of increased utility and reduced prices. More and more organizations are showing an inclination to implement Lean Six Sigma for obvious reasons - it improves their bottom lines.

4. Practicality of execution: Lean Six Sigma facilitates transformation of organizations by creating a powerful linkage between strategic priorities and improvements in operations. Strategic priorities are the goals set by the top management team for higher returns on investment and improved customer experiences.

5. Focus on sustainable management capability: Lean Six Sigma's highly sustainable approach, being woven into every aspect of business, leads to the creation of sustainability from top down. Sustainability results from the quick realization of tangible benefits of implementing the program.

By implementing the Lean Six Sigma approach, organizations have realized time and again that it is possible to streamline their operations and to create value for both management and customers alike. The bottom lines of companies have soared with the successful implementation of Lean Six Sigma. As a result, many companies have created enormous value for their shareholders. Organizations are drawn to the Lean Six Sigma approach due to its fast implementation and results, in addition to creating additional value for the consumer at no extra cost.

Six Sigma Online Training

2008-02-26T02:48:00.000-08:00

These days, Six Sigma certification candidates can stay home (or in the office), yet still make it to the classroom! Yes, the recent trend in Six Sigma online training has brought about this innovative tool to every candidate's door step. Six Sigma online training combines some of the proven methods of classroom training and the cost effectiveness and convenience of home study. This is a tailor-made solution for those Six Sigma certification candidates who can't leave their offices due to their workload. Some Six Sigma online training products try to mimic the classic style of the traditional classroom.

Advantages Of Six Sigma Online Training

With Six Sigma online training you can set your own pace. Certain unique features facilitate studying at a place and time convenient to you (even breaks of time in between modules are allowed). You can take an online test so that you know where you stand. Almost all Six Sigma online training tools are interactive as a result, you don't feel the absence of the instructor at any point in time.

As Department of Defense studies have shown, e-learning is equally or more effective than classroom-based instructor-led training. In terms of Six Sigma, online training proved to be more effective in courses of greater complexity

Some Popular Six Sigma Online Training Tools

Here are some popular Six Sigma online training tools that you can use:

1. Various courses from AVETA Solutions - Very innovative, real life situations throughout. With Six Sigma online training from Aveta solutions, you can define, analyze and process problems with critical parameters as perceived by customers, as well as analyze and control the variations and root causes.

2. nLighten from Pivotal Resources - This is a high-end Six Sigma online e-learning product. This product combines various aspects of Six Sigma training such as facilitation of online discussions, and problem-solving simulations.

3. Various Six Sigma online training tools from QPM Solutions - Here are a couple of them: The Six Sigma green belt training module and Six Sigma black belt training, You can extend the training by 12 to 20 sessions spread over 3 months. Each session is for 3 hours. Typically both of these offer self paced learning, case study exercises and preparatory tests in order get you ready for the next session.

Closer To Reality

Although you may feel you are missing the classroom environments where you could have interacted with fellow students, the Six Sigma online packages are developed to mimic real-life conditions. In addition to this, almost all of them allow you to develop new processes, test them as you would do in a real life situation. Certain Six Sigma online tools like Sigma Station? boast many advanced features that rival the experiences that you would have in a classroom.

Six Sigma Certification - Benefits for your Business

2008-02-14T04:21:00.000-08:00

No matter what, your business will benefit from Six Sigma certification; unless, of course, some unforseen situation happens to disrupt the implementation of the Six Sigma methodology; not the least of which is inadequate Six Sigma training.

Six Sigma Certification - Will It Really Benefit Your Organization?

The success of Six Sigma certification and implementation depends on many factors. It requires nothing less than a relentless effort and dedication to see that it succeeds. Although specific procedures may be in place, an equal responsibility lies on upper management to dedicate their 100% of their time and resources to this mammoth task. The top and bottom ends of your business, and all those in between, need to come together with single minded contributions to make Six Sigma certification and implementation successful.

Six Sigma Certification Benefits To Your Business - An Overview

You need to realize that, before the real implementation begins with Six Sigma methodology, the groundwork needs to be laid. Depending on the size and culture of your business, your team needs to have a brainstorming session, with key focus on potential benefits and consequences of having your employees attain Six Sigma certification. As the employer, you need to sponsor your employees in their Six Sigma training efforts. The decision to go for Six Sigma certification is nothing less than a dollars and cents decision.

Benefits To Your Business

Six Sigma certification benefits are both tangible and intangible. Intangible benefits can be in the form of customer loyalty that will follow the life of your business. Below we examine some of the benefits of Six Sigma certification.

1. Increase In Your Bottom Line: Six Sigma certification results in improved processes, better utilization of resources like finances, time and materials and reduction in the cost of production. On the customer side, there is higher satisfaction with products/services. This improves your bottom line substantially.

2. Six Sigma Certification Increases Shareholder Value: Fundamentally, this results from increased revenues, but in addition to this, there is increased customer loyalty and confidence that raises the stock values as well as the value to shareholders (to whom you are responsible).

3. Total Customer Satisfaction: Customers get more than what they asked for on the product/service side, at a lower price or higher value.

4. Decreased Employee Attrition: Six Sigma training boosts employee morale due to a reduced workload. Six Sigma certified employees realize the positive returns of quality work, which keeps them motivated. This reduces employee turnover and burnout.

5. Six Sigma Certification Creates A Win-Win Situation For The Supply Chain: In converting supplier-customer relationships to long-term partnerships, both parties win. Six Sigma training and certification accelerates this process with its focus on quality; prices come down and both the product quality and life cycle time improve.

Six Sigma Defined - Praises and Criticisms

2008-02-13T04:13:00.001-08:00

Consumer outlook has undergone considerable changes due to business globalization and revolutionary information exchange paradigms. Changing business conditions created by the flurry of increasing competition has led to diminishing margins for error. Exceeding the expectation levels of customers assumes the central position in the current and future era of business. It is for this reason that Six Sigma has assumed critical importance in the current business environment.

What is Six Sigma?

Six Sigma is a two-way quality management approach towards achieving zero errors by removing process defects for existing products and by designing verified process flow for new products. From a consumer's point of view, Six Sigma is a highly disciplined process that enables product and service deliveries to a near perfect standard.

The term Six Sigma (also 6 sigma) signifies the statistical benchmark for quality assurance. Sigma is the standard deviation (allowable, standardized figure from the mean acceptance level), and when the measured number of deviations beyond the mean tolerance limit is six, you are barely producing quality products. Simply put, this means that if you found six defects in your products, you are very close to poor quality production.

Implementation Of Methodology

The choice of implementation of Six Sigma methodology depends on whether improvement is required on existing processes (DMAIC) or on new process/product design creation (DMADV).

DMAIC

In Six Sigma, DMAIC methodology involves defining improvement goals, measuring the existing standards at baseline for future reference and analyzing the relationship between defects and their causes. This Six Sigma methodology also entails improving processes to deliver consistent goal achievement in accordance with company strategy and consistent with customer demand. The analysis process of this Six Sigma methodology sets the stage for midway course correction, called improvement.

DMADV

This 6 sigma methodology applies to the creation of new processes for product development. This Six Sigma implementation differs from the DMAIC methodology at the final two stages. Defining and measuring the design and product goals and capabilities are the first two stages. The next stage is analyzing alternatives and evaluating to choose the best product design. The next stage consists of implementing the best design. The final stage entails verifying the design, pilot (or test) runs and testing implementation before the final presentation.

Several organizations such as Motorola, (which is a pioneer of Six Sigma), Microsoft, GE and the United States Navy have successfully implemented Six Sigma and reaped huge dividends. Six Sigma has benefited corporations with multiple products across various business sectors. Healthcare, banking and insurance, telecommunications, software, and construction are just some of the industries successfully implementing Six Sigma.

Six Sigma implementation requires organizations to play five key roles at various levels. At the top is executive leadership which includes the CEO, champions, master black belts, and black belts. Then there are the green belts, which dedicate 100% of their efforts towards the concerted implementation of the program until the end of the project. The difference between the green belts and the rest of the team is that the employees in the green belt level share the additional responsibility for Six Sigma implementation along with their normal work responsibilities.

Criticisms Of Six Sigma

Despite its scientific approach towards quality improvement, there are criticisms against Six Sigma. The most vocal one is the viewpoint that there is nothing new about Six Sigma as it imitates already existing and proven techniques. To a certain extent, this argument has some credibility. But proponents of Six Sigma believe that as long as 6 sigma achieves more predictable results with far lower effort, there is no harm in accepting and implementing it. Criticisms notwithstanding, what Six Sigma does is apply concerted efforts at utilizing existing techniques with new approaches.

Six Sigma Training Basics

2008-02-13T04:12:00.001-08:00

The need for Six Sigma training has arisen following two reasons. One, the demands of industry could not be met with the existing limited quality assurance methods and two, the tremendous financial opportunities for corporations that the 6 sigma methodology is creating of late.

Many well-known organizations have developed their own Six Sigma training institutes, for in house training of their employees. Realizing the demand that could not be met by companies by themselves, many training institutes and universities have come forward and developed basic Six Sigma training courses.

Differences In Six Sigma Training Basics

A quick look at the Six Sigma training course contents of various institutes immediately shows that they vary widely in their central focus, while still keeping the fundamentals of Six Sigma training content intact. However, this is hardly surprising when one realizes that corporations devise courses for training their own employees for more flexibility. However, the Six Sigma training curricula prepared by independent training institutes and universities closely resemble each other, brining credence and uniformity to all Six Sigma training.

The Basics Of Six Sigma Training

Differences notwithstanding, the central theme of Six Sigma training required for certification must remain same. These are the six core basic elements of Six Sigma training:

1. A thorough and complete training on the DMAIC process and 6 sigma methodology: This involves familiarizing trainees on statistics and its applications, the five key elements of the DMAIC process, and the implementation of this methodology.

2. The roles of each key person: Each person in the organization plays a critical role in the implementation of 6 sigma. Thus, Six Sigma training needs to focus on understanding the key elements of every person's role and the skill to communicate with key players across the organization.

3. Developing abilities to define and work on projects: In Six Sigma training, the emphasis is placed on the streamlining of processes, focusing on the core competencies of each of these. Six Sigma training also focuses on identifying and developing breakthrough processes, products and/or services. As a result, root cause analysis and crisis management abilities become the key to developing versatile management abilities.

4. Cross training necessity: The deployment of Six Sigma methodologies puts the emphasis on a team-based approach. Naturally, qualities such as interpersonal skills, ability to communicate effectively, and ability to transfer knowledge and clarify issues are also important. Sharing of knowledge across the organization is crucial for to the success of 6 sigma implementation.

5. Problem Solving Tools: In Six Sigma methodologies, problem-solving tools are statistical. Six Sigma training essentially teaches all those involved in the implementation how to use statistical tools in order to analyze a problem and solve it. Six Sigma training techniques assume that all candidates do not necessarily have formal training in statistics.

6. Presentation and closing techniques: In Six Sigma training, everyone is taught how to make presentations to management and other decision-makers. Six Sigma training also focuses on how to make the transition to closing projects after their conclusion or abandonment.

All Six Sigma training objectives are tied to a quality-first policy. In a nutshell, Six Sigma training instructs students on how to dissect information, analyze it, validate the results, and implement.

Why Six Sigma?

2008-02-12T02:34:00.000-08:00

The advantages of Six Sigma do not exactly lie in huge cost benefits that can be realized by its implementation. The glaring examples of many corporations having saved billions of dollars are true benefits but the intangible results, such as having met the expectations of customers, and being able to improve employee relations are also paramount. Because some corporations have experienced its failure to meet stated goals, some critics often raise questions about the feasibility of implementing Six Sigma, while still others are dismissing it plainly.

Benefits of Six Sigma

Obviously, in almost all cases, the reasons for Six Sigma failure have been external factors such as wrong or misguided selection of the tools, lack of application and lack of support from upper management. It is important to keep in mind that the successful implementation of Six Sigma requires a top down approach and perseverance throughout. Also important to the process is proper and thorough Six Sigma training.

Six Sigma Is All About Eradicating Business Problems.

Problem solving involves rational thinking. Somehow, companies always found themselves compromising quality with problem solving, which is the main reason why companies decide to implement Six Sigma and support Six Sigma training.

The top-down approach of Six Sigma requires dedication and application at all levels of the organization and on a continuous basis. The statistical methodology of Six Sigma sheds light on existing flaws and their causes after thorough analysis. Emphasis is placed on experimentation following analysis and redefining the processes and their goals. This is unlike other quality assurance methodologies. The benefits of supporting Six Sigma training for company professionals are apparent.

Financial Benefits: Cash flow increases due to creation of additional revenue. Through this process although cost decreases and increased profitability can be seen. It is important that all professionals involved in Six Sigma implementation have proper Six Sigma training. Although Six Sigma training is relatively expensive, the financial benefits of supporting it greatly outweigh the upfront costs.

Operational Benefits Of Six Sigma Training: employee satisfaction due to improvement in work flow, reduction in process times and steps, better usage of work space, etc. result from implementation of Six Sigma. One major operational reason for choosing Six Sigma is its success in waste reduction and redundancy. Waste reduction is measured in terms of improving time, product movement and decreasing material consumption.

Conceptually, the benefits of implementation of Six Sigma emerge from breaking the mindset that product processes are invariable. Benefits also emerge as a result of interconnected activities. The result of this methodical approach to quality management is evidenced by reduced fluctuations in processes. Stability of this kind triggers a series of positive chain reactions within organizations.

Success stories of Six Sigma training are evident in all fields of business. Since Six Sigma methodology encompasses the entire process of doing business, it is likely to show a flaw here or there, such as companies that embraced Six Sigma have found out. Howsoever small in number the failures may be, they are all due to differing reasons. However, any negative results can probably be traced back to either improper implementation or incomplete Six Sigma training.

Six Sigma Software Tools

2008-02-12T02:33:00.000-08:00

Six Sigma software tools augment the implementation of Six Sigma methodology by complimenting and sometimes substituting human efforts. Six Sigma software tools fill in the vacuum of additional needs by companies that are implementing the Six Sigma methodology.

Six Sigma Software Tools - Features And Size

Six Sigma software tools are available in different modules covering various aspects of implementation. There is one comprehensive package on the market that covers the entire span of Six Sigma activities. However, buying a Six Sigma software tool that comprises all modules during the course of Six Sigma implementation means that they all can't possibly be used. Generally, Six Sigma software tools are developed on an Excel platform.

When you are evaluating Six Sigma software tools, the size of your business or that of the Six Sigma implementation should not be of undue concern. Most Six Sigma software developers keep factors like these in mind when developing their products. There are two different Six Sigma software tools available, such as a desktop edition and an enterprise edition. You will always be able to find the type of software that you need. Due to recent improvements in technology, there is also a web-enabled module available!

Different Modules From Various Software Developers

Software developers, in accordance with the needs and demands of different businesses, have developed various Six Sigma software tool modules. Some examples of Six Sigma software tools are as follows:

1. DMAIC Six Sigma - a process management tool 2. Design for Six Sigma or DFSS - a design tool 3. Quality improvement package - a quality control tool 4. Production management package - a process simulation tool 5. Project optimization and simulation - An analytical tool 6. Testing and measurement - a testing and control tool

The all-encompassing comprehensive Six Sigma software tools packages pack a lot of powerful features into them which help speed up the decision making process and data mining, while dramatically simplifying predictive modeling activities. These features are enabled by a novel concept called "artificial intelligence" or AI. Artificial intelligence mimics the human thought process to automatically compute and solve complex problems. This feature comes in handy, especially when you are dealing with huge databases.

Support Back Up For Six Sigma Software Tools

Software producers and vendors offer assistance with their products. These include:

* Installation and maintenance support * Online help systems and tutorials * Product application guides * 24/7 toll free customer support * Money back guarantee for a limited time period

System Hardware Requirements

Most of the Six Sigma software tools are available for both Mac and IBM compatible PCs. The minimum system requirements are:

* At least Pentium 386; but for most products - 1.0 GHz Pentium processor * 256MB RAM * 1.0GB of free disk space * Graphics card (at least VGA or a better is recommended) * Windows, several versions; depending on which product you buy

With Six Sigma software tools at your disposal, you can process a lot of data, more than you ever could by hand. Artificial intelligence is used for faster, more dependable project selection and analysis. Six Sigma software tools also assist you in predicting future behaviors & tendencies. Six Sigma software tools have finally come of age and are here to stay.

Statistical Software in Six Sigma

2008-02-12T02:32:00.000-08:00

Six Sigma is about numbers. Six Sigma produces a flood of data about your process that are critical to your success. If you don't measure it and understand what you are measuring, you can't manage it. Six Sigma's clear strength is a data-driven analysis and decision-making process -- not someone's opinion or gut feeling.

The value of statistical analysis cannot be underestimated. Through an analysis of all of that data, you begin to understand your process and develop methodologies to identify and implement the right solutions to improve your process. Statistical evaluation of the data identifies key areas which can have an adverse effect on product quality if not controlled. Once you have identified these key areas you can focus your process improvement efforts

Given the importance of intelligently handling all of this data, you need to find an efficient and powerful method of crunching the numbers. Naturally, you want to avoid the drudgery of manual calculations and save a whole lot of time by using a statistical software application. You may be tempted to use Excel or another spreadsheet application as a calculator and database to store your statistical process control data. However, you will quickly find out that a basic spreadsheet is too cumbersome to handle the volume and sophistication of the data keeping and analysis you need to perform in a Six Sigma project.

Advanced statistical software such as Minitab (http://www.minitab.com/) or Statgraphics (http://statgraphics.com), are very useful if not essential for gathering, categorizing, evaluating, and analyzing the data collected throughout a Six Sigma project. Both Minitab and Statgraphics are powerful full standalone statistical process control software applications for performing statistical analysis. Both are highly recommended for Six Sigma use as they are tools that can help you utilize one of Six Sigma's biggest advantages: the ability to make better decisions based upon data. They will work with the DMAIC Define-Measure-Analyze-Improve-Control methodology and Lean Six Sigma.

Both Minitab and Statgraphics are designed to support the Six Sigma philosophy offering a range of tools for graphical analyses, collecting powerful statistics, quality analyses with potential for a range of custom designed uses.

Statistical Process Control Charts
Analysis of Variance and Regression Analysis
Design of Experiments
Factorial and Matrix Plots
Relationships between variables
Life Data Analysis and Reliability
Process Capability Analysis
Hypothesis Testing
Correlation and regression
Time Series Analysis and Forecasting
Measurement Systems Analysis
Regression Analysis
Multi-variation analysis
ANOVA tools and techniques
Six Sigma Quality Assessment

Both applications provide you with nearly real time statistical data, enabling you to respond quickly to prevent further defects. Statistical evaluation of the data identifies key areas to focus process improvement efforts on, which can have an adverse effect on product quality if not controlled.

However, while it is easy to purchase a statistical software application, it is harder to use it effectively. It is <EM>smart </EM>analysis of the data that create real change. All too often, Six Sigma/DMAIC teams collect and load data into Minitab or Statgraphics only to find themselves overwhelmed by the prospect of where to start and how to use their new tool to successfully analyze their data that comes up with, not just any answers, but meaningful and useful answers. As a result, Six Sigma/DMAIC projects often fall far short of the productivity expectations associated with statistical software.

Training in use of Minitab is often offered integrated with Six Sigma training. Minitab training will focus on solving practical problems with Minitab. This includes learning the practical aspects of major statistical tools like Control Charts, Capability Analysis, Regression Analysis, and ANOVA. There is a strong emphasis on learning how to get data into Minitab, learning how to manipulate data once in Minitab and learning how to display graphically major findings from the data. Proper training will teach you how to drive Minitab like a pro and thus bring greater statistical power to your Six Sigma projects.

Peter Peterka is President of Six Sigma us. For additional information on Six Sigma Master Black Belt or Minitab Training programs contact Peter Peterka

Integrating Six Sigma With Business Process Management

2008-02-09T02:23:00.000-08:00

The concept of Six Sigma was first developed by Motorola Corporation as an approach to address the high defect rates within the company?s manufacturing processes. With the success of Six Sigma, Motorola has registered the Six Sigma brand name to the corporation. The concept of Six Sigma advocates that data be collected from processes to measure performance and determine the extent of variation from target performance measurements.

This approach had been truly effective in ensuring quality in a manufacturing environment and was later adopted by the services industry during the 90s. However, as the Six Sigma framework relied heavily on the collection and analysis of data of individual processes, synchronizing processes between departments was ignored. This resulted in improvement benefits being limited to specific functions only, without taking into consideration the integration with other processes. Another weakness of the Six Sigma methodology is the lack of control used to sustain improvements achieved. This stems from the fact Six Sigma utilizes manual processes to do this, an approach that lacks effectiveness.

In this sense, Business Process Management (BPM) initiatives address areas that Six Sigma falls short of, in line with the purpose of achieving excellence in organizations. These two methodologies complement each other to compensate for areas of weaknesses. Although BPM addresses process enhancements and monitoring from a holistic viewpoint, it fails to address the analytical requirements required to solve complex issues.

Therefore, BPM approaches are used to define current processes and their role across multiple functions, identify areas within the process that affect critical success factors and develop process improvements for these areas of weaknesses. The identification of gaps between existing processes and ideal processes are addressed with Six Sigma initiatives. Finally, process monitoring, evaluation and continuous improvement measures are implemented with BPM techniques. These are carried out for inter-related processes across the organization.

A step-by-step insight into how a BPM ? Six Sigma initiative is implemented

Define

The first step for such an initiative is to define the current processes of a function, with outputs clearly determined. Data is collected to determine the health of the performance of the particular process as compared to predefined targets. If there is a deviation in the performance measured from the particular process, the effect of the deviation may be translated into monetary terms.

Measure

BPM process maps are developed which incorporate various critical elements of the process. These would include business systems, people and resources that are involved in the entire process. The functions performed by each of these elements are defined and utilized in the analysis stage.

Analyze

With all data and information at hand, an analysis is conducted on the business process to determine areas of weaknesses. What are the key courses for the deviation? How does this deviation affect other processes? Which steps of the processes are too slow? Where is the backlog?

The key approach when analyzing existing processes is to identify parts of the processes which were irrelevant or which does not add value to the process. Most of the time, these areas of redundancy are the causes of delay within entire processes. Apart from that, dependency on a cross-functional process may also cause the current process to be inefficient.

Improve

Once weaknesses are discovered, areas for improvement to address these weaknesses will be identified. This would incorporate the use of ?what if? hypothetical solutions in order to shortlist several possible scenarios that would work to improve the current process.

Many times, process improvements will include the utilization of automated processes through the use of technology. Human intervention will still be required, but a form of integration between automated and human run processes will be developed.

At this juncture, the utilization of machines or applications for greater efficiency will be customized towards the particular business process. Data flow between automated processes and human operated processes will need to be smooth. Therefore, all variables involved in a process will be taken into consideration during the design stage.

Control

A new process will have limited effectiveness to an organization if it is not constantly monitored for sustainability. This is why a monitoring and tracking system needs to be put in place, most probably in the form of a BPM monitoring system where performance indicators are constantly measured. This way, the management team will be able to react to deviations quickly, and make any amendments whenever necessary. Automated reports will be triggered to managers whenever a specific deviation and review meetings are held to address any process issues.

In conclusion, Six Sigma and BPM when implemented together will produce outstanding results for the purpose of organizational excellence. This is possible through the synergy achieved from these two remarkable methodologies that help to improve organizational performance the world over.

Peter Peterka is President of Six Sigma us. For additional information on Six Sigma Green Belt or other Six Sigma Articles contact Peter Peterka at http://www.6sigma.us

The Marriage of BPM and Six Sigma

2008-02-08T00:39:00.000-08:00

Companies are just discovering the benefits of combining BPM and Six Sigma. Ideal for enhancing the long-term performance of business processes, the BPM/Six Sigma union helps companies better characterize, understand, and manage entire value chains. It also helps companies improve control and predictability of corporate business processes and generate sustainable enterprise improvements in performance levels.

BPM aligns processes across an enterprise using technologies to provide visibility and management at any point in a business process. BPM and associated technologies help model data flow, people, resources, and systems in an organization. They also help build or modify processes to better align enterprise systems with business objectives and market needs. Unfortunately, BPM lacks the analytical tools to solve difficult and complex process problems.

Six Sigma, on the other hand, is a quality improvement and problem solving methodology. It has the tools necessary to solve the complex problems BPM can't solve. Where Six Sigma falls short is in its ability to collect huge amounts of data across enterprises, the direct result of a lack of standardized process monitoring technology. Six Sigma also falls short in controlling business processes. It often uses manual methods and controls, which inhibit its ability to sustain long-term performance initiatives.

Without BPM, Six Sigma may founder because executives lack the critical data needed to focus their efforts. Instead, the executives bounce all over the place looking for performance weaknesses, or they focus on areas where successful performance improvements provide only marginal results. With BPM, Six Sigma projects can pinpoint problems and address the underlying causes.

Honeywell Improves DSO Metric

In addition to identifying quality improvement targets, BPM enhances Six Sigma projects by speeding the collection and distribution of critical data. Honeywell International, the Morristown, NJ, technology company, recently applied Six Sigma to its accounts receivables process. Its efforts were initially stymied because key information was dated by the time it reached decision-makers.

When it came to the days sales outstanding (DSO), for instance, internal teams were assigned to monitor and catch invoicing mistakes and reduce that DSO number. But it took too long to get data on categories like discount terms, over/under shipments, and warranty entitlements, to the proper people. As a result, the teams were always one month behind.

Honeywell combined its Six Sigma efforts with a BPM initiative, accelerating the process. Now the company gets daily, weekly, and monthly information that managers can access at any time. Their percentage of exception-free invoices has jumped from 67 percent to 75 percent. The jump unlocked about $30 million in accounts receivables, according to the company. The BPM/Six Sigma union also gave Honeywell a much clearer cash flow forecasting capability.

Additional BPM/Six Sigma Applications

Motorola uses the Balanced Scorecard at all its divisions to guide its Six Sigma projects. The company took Six Sigma and implemented it corporate wide, making it the means by which to execute the strategy dictated by the Balance Scorecard approach. Balanced Scorecard initiatives are often more effective when they are automated through a BPM system.

Crompton Corporation, a Middlebury, CN-based specialty chemical company, uses BPM to track its Six Sigma programs by region and byproduct line to see how those projects are doing. Feeding Six Sigma data into its BPM system is faster and more accurate than its previous approach. Now, Crompton tracks all it Six Sigma projects using its BPM system.

Other companies employ the BPM/Six Sigma union to improve product design. These companies stand a better chance of developing a new product right the first time using Six Sigma. It can provide new product growth projections and help in gathering data via focus groups and surveys to determine customer expectations and desires. BPM supplements those capabilities by providing current information in customer buying patterns and attitudes and by forecasting future customer satisfaction.

Use of BPM and Six Sigma To Rise

Combined BPM and Six Sigma are a powerful tool. The two approaches are synergistic. What one lacks the other provides and vice versa. Together, they are a better approach to understanding, analyzing, and improving business processes than other methodologies alone. Unfortunately, this union has not become a mainstream approach to improving enterprise-related business processes. One reason may be that companies are unaware of how well these two initiatives work in concert with each other.

Nevertheless, companies with revenues greater than $200 million have been adopting
Six Sigma at a 28 percent rate, according to trend analyses by Don Redinius, Agillist Group, Inc., a business performance improvement solutions company. While this rate is significant, it is bound to improve as companies come to understand the synergies between BPM and Six Sigma. The union is ideal for providing long-term, enterprise-wide performance solutions.

Peter Peterka is President of 6 Sigma us. For additional information on Six Sigma Black Belt or other Six Sigma Consulting contact Peter Peterka.

Optimizing BPM And Six Sigma or BPI

2008-02-07T00:16:00.000-08:00

Business Process Management argues that management by common sense cannot be exemplified as management at all!! Analysis and objective study tends to bring balance to this equation, as well as our business practice and endeavor.

Both BPM and Six Sigma deals with the dynamics of systematic, data-based experience and information, assisting us in our execution and operations, cutting costs and waste, growing our shareholder value and profits, methodically, strategically, coordinated, focused, with dedicated resources and combined effort. Experimentation and scientific study drives these philosophies into the core of our business world, practice and industries, to assist us in our local and global enterprise and pursuits.

Six Sigma is one such business management philosophy, methodology and hands-on practical approach for effecting change, delivering substantial and lasting results over time, leading to more efficiencies, reduced waste and cost. It draws on a proven set of tools and methods, problem-solving principles and tools, combining experience with fact-based analysis, leading to breakthrough performance.

On a macro and micro process-level, in a simultaneous, coordinated effort, we strive and work actively, in a planned and systematical, scientific way in an on-going pursuit to get better, increase and guarantee customer satisfaction, innovate and consistently deliver quality through lean and effective process - this is the noble pursuit of Six Sigma and BPM. It looks to change the status quo, with an eye on enterprise optimization, resource and business process management.

With Six Sigma business management strategy, principles and practice, even business process management, morphs into becoming about more than the mere processes themselves. It takes on a life of its own and in essence, represents business performance excellence management, that is on-going and never ends, it does not settle for less, compromise on quality, and does not merely want to get by and leave success/failure up to random chance per se, but takes an active role in effecting and executing it - and by doing so, excel (and continue to do so and even grow/expand), in the process!

Disciplined, analytical and focused on process and outcome customer voice, input, specifications, critical-to-quality factors and more are impetus, directives, guidelines, checkpoints, end-goals and the ultimate in pursuit is what is stands for and is all about!

Six Sigma as a philosophy purports a simple premise: DOING THE RIGHT, THING(S), RIGHT, THE FIRST TIME and consistently so, reducing uncertainties and variability, minimizing risk , while being focused on being a low-cost operator, reducing waste through prevention, not merely inspecting the way to quality - in essence 'fixing' the process(s), not just focusing on the outcome.

In that sense it does suggest a bit of the paradigm shift and counterintuitive requirements of these business management approaches, strategies and methodologies, that will take modern business into the next century, where it is all about not merely surviving, BUT thriving, building collaborative, mutually beneficial value-propositions, that represent a win-win for all parties and stakeholders.

Six Sigma then becomes the measurement and active management channel and utility of business and process risk. Setting stretch goals and benchmarks for excellence through a rigorous, disciplined hypothesis-driven problem solving that reminds somewhat of the scientific method, f act-based and data driven solutions to business and process issues, rather than relying, voting and operate based on guesstimates and opinions! As one Six Sigma guru put it: it is about measuring what we really do, not what we think we do, or think we should be doing. Six Sigma proposes diagnostics for design and improvement of new and existing processes, through the use of basic and advanced tools

Measurement is a fundamental value and belief of Six Sigma. This scientific pursuit and approach to business, is built on defining problems to solve and then solving them, teaching others and reaping the benefits, revisiting and keeping at it, for life! Some experts believe that it is the hardest step in any process and endeavor, to define something or what the problem seems to be, or process issues, in such as way that it can constructively be scientifically scrutinized and studied, (as expressed in metrics, data and statistics).

Bringing clarity and reference, evidence and reliability, facts and data, Six Sigma is both an overall approach to business process management as well as the tool and utility to execute it well. The relationship goes hand-in-glove!

A final word in closing: BPM and Six Sigma help us rise above mediocrity, as we are so often used to the way things are that, it rarely OR never even occurs to us, to think about them or to look for ways to change or improve them! Making the question 'how we get better' a new one entirely! This will require bold leadership and commitment from one and all.

Peter Peterka is President of Six Sigma us. For additional information on Six Sigma Green Belt or other Six Sigma Black Belt programs contact Peter Peterka.

Connections: Business Process Management and Six Sigma

2008-02-06T00:33:00.001-08:00

One of the most powerful ways to improve business processes is combining business process management (BPM) strategies with Six Sigma strategies. BPM strategies emphasize process improvements and automation to drive performance, while Six Sigma uses statistical analysis to drive quality improvements. The two strategies are not mutually exclusive, however, and many companies have discovered that combining BPM and Six Sigma can create dramatic results.

BPM basics

Let's first take a look at the basics of BPM. It uses a four step method to create better processes and improve performance. The steps are as follows:

* Map the process (whether new or existing) from start to finish, capturing each step along the way

* Execute the process by using people and automated applications, with specific assignments of responsibilities and accountabilities for each step

* Manage the process through information flow, actions and related activities

* Analyze process performance and metrics, using findings as the basis for continuous process improvement

BPM has a strong base in software applications to help streamline and automate processes. At the software level, BPM is commonly applied within a single department or group to improve a specific process.

From the software level, BPM expands to a suite of software applications. The suite level enables BPM to link multiple departments or groups that affect processes. It promotes information sharing and accountability through use of a work portals where multiple users can share knowledge, documentation, and process management.

At its highest level, BPM expands to an enterprise-wide system. This level combines software and IT aspects with management practices to address broad structural and systemic issues within a business or organization. Business practices and operations are examined from a holistic standpoint, paying close attention to how occurrences in any one part of the system have a ripple effect across the organization.

Six Sigma basics

The concept of Six Sigma was developed at Motorola in the 1980's as they worked to improve the quality of their products and services. By implementing a systematic, rigorous routine, they were able to improve their products and increase customer satisfaction, thus increasing profits.

Six Sigma approaches business processes from a highly statistical standpoint. It incorporates three levels of activity:

* Metrics - statistical focus to make process outcomes 99.9997% defect free, otherwise expressed as 3.4 defects per million opportunities

* Methodology - structured approach to solving problems that uses specific tools and process mapping to achieve the metric goal

* Philosophy - the enterprise-wide embrace of defect reduction by making decisions based on hard data and customer focus

In short, Six Sigma allows an organization to reduce the variability in its products and services so that waste is reduced, efficiency is improved, and customer satisfaction is dramatically increased. Business problems are solved through rigorous application of data collection and analysis tools. The training that Six Sigma users receive is quite intensive, progressing through several increasingly sophisticated levels based on experience and accomplishment. Professional Six Sigma consultants and practitioners usually work to become certified at the various levels, increasing their ability to help guide development and implementation of Six Sigma methodology.

The methodology of Six Sigma is key to its success. An organization follows a five step progression that uses factual information and statistical analysis to address achievement of operational goals. There are some differences in the five steps depending on whether they are used to improve an existing process or design a new process. The end goal, though, is always to achieve the standard metric of 99.9997% defect free performance.

Combining BPM and Six Sigma

With this basic understanding of BPM and Six Sigma in mind, it is easy to see how powerful it can be to combine the two practices. Their strengths complement each other and create a synergy that infuses the entire operation with a focus on quality and performance.

The strength of BPM lies in its ability to automate processes and workflow through modeling and examination of inputs, outputs and performance. It is not as strong, however, in its ability to analyze data associated with very difficult or multifaceted problems. Six Sigma fills this gap by providing the statistical analysis needed to deal with complex problems.

The strength of Six Sigma lies in its rigorous approach to data collection and analysis. Through this process it is can identify even the smallest opportunities for process improvement, maximizing an organization's ability to institute necessary changes. It is not as strong, however, in its ability to monitor process improvements and ensure they are applied across the board. BPM fills this gap by providing tools to automate process improvements and connect those improvements across the entire organization.

Both BPM and Six Sigma represent significant commitments on the part of a business or organization, and they take time to implement them thoroughly. Tremendous organizational change is often required, leading most companies to start with a single department or pilot project and expand their use over a multi-year period. It is well worth the time and effort, though, to generate the substantial business improvements that are typical with BPM and Six Sigma.

Peter Peterka is President of Six Sigma.us. For additional information on Six Sigma Green Belt or other Six Sigma Black Belt programs contact Peter Peterka.

Company Politics and Six Sigma by Peter Peterka

2008-02-05T01:54:00.000-08:00

Political factors that can affect a Six Sigma project include personal resistance to change, inflexible company policies, and incompatibility with existing organizational methods and goals. Not surprisingly, all of these factors also affect business processes of any kind. They are not unique to Six Sigma. This is one of Six Sigma's strengths: realistically acknowledging the way politics work in an organization. Six Sigma is not just number crunching. It understands the importance of and encourages the involvement of people throughout and at all levels of the organization working together toward a common goal. Six Sigma encourages planning, communication, and openness about processes, procedures, and information.

Many people see change, any change, as loss?a loss of their power or a loss of the security of the old way of doing things. Thus, people are prone to defend the old way, out of habit and out of unease. They wonder how change will affect them and what exactly happens behind the scenes and if they don't know, become apprehensive. This is a problem that can be overcome through communication. Six Sigma successes require clear and open communication at all levels. Any change in an organization will meet some resistance, either intentional or just from inertia. When management can effectively communicate that it is behind that change and can communicate the positive aspects of the change, resistance and ?turf? politics can be countered and overcome.

Another problem is people who disregard the value and power of Six Sigma and consequently, they are reluctant to support Six Sigma projects. To the uninitiated, Six Sigma may appear similar to or simply an evolution of other quality programs. There have been so many quality improvement fads over the years. It is not surprising that people are now a little jaded. Others may see Six Sigma as solely another cost-cutting or productivity enhancement fad. This is a short-sighted view. Six Sigma is neither a fad nor just another quality initiative. It is a ?way of life.? It is a multi-level, cyclical movement toward continual process improvement. The quality improvement fads sell themselves as cheap and easy quick fixes. The reality is that there are no quick fixes to significant process improvement. Six Sigma understands that; it is not a simple quick process. However, the right Six Sigma training and information will help people to understand that Six Sigma is significantly different; it is a robust continuous improvement strategy and process.

Once projects are begun, Six Sigma projects can become a battle of wills for control over which strategy, approach, or tool is used. Team meetings can devolve into arguments over which measurement to use, how it will be calculated, which charts will be generated, whether to use DMAIC or DMADV, etc. Six Sigma is not about making things more difficult. It is about using common sense to make things easier. It is certainly about recognizing that there is more than one road to improvement and more than one right answer to a problem.

In overcoming political problems, the leadership of senior management is critical. Successful Six Sigma programs are built on a solid organizational foundation. The organizational structure and system needs to be clearly identified and communicated to the entire organization to successfully implement Six Sigma Quality. Becoming a Six Sigma organization doesn't just happen. Planning and training goes into setting up a successful Six Sigma organization. Employee roles and responsibilities must be established and clearly communicated to all. For many companies successful in Six Sigma, the key factor has been the direct involvement of their top leaders.

Six Sigma is about getting everyone involved. A Six Sigma project forms a team of people who work together to identify problems and develop solutions. Such teams are not isolated teams rearranging the world for everyone else to live in. These teams are serving the organization by employing the skills and tools they have learned to increase quality and reduce defects. Instilling the team concept along with expert training will go a long way toward solving potential political troubles in your organization.

Peter Peterka is a Master Six Sigma Black Belt for Six Sigma us and has implemented Six Sigma in a variety of organizations. For additional information for Six Sigma Training and Six Sigma Consulting please contact Peter Peterka at http://www.6sigma.us/.

joseph@sixsigma.us

Six Sigma Service at the Speed of Lean

2008-02-04T01:25:00.000-08:00

Why Services are Special

The Ubiquity of Services:
We encounter services everywhere, from health care, hospitality, and transport to government, retail and financial services. Even within manufacturing organisations, a significant portion of the activities are service related.

The Visibility Challenge:
While services are everywhere, the steps involved in the processes are difficult to visualise. For instance where on a production line, you can directly see the amount of work in process, or measure lead time by following a work piece from one end of the process to the other, the same is not always possible with services. An observer would be hard pressed to say how much work in process a data analyst working mainly with his computer has.

The Prevalence of Waste:
Services are generally prone to waste. A major reason is that there is usually too much work in process. These may be sales orders, reports on a desk awaiting review or approval, emails to be responded to, or customers waiting to be served. Up to 90% of the time work spends in process it is just waiting.

Substantial work in process makes services slow, which drives up costs and makes them prone to poor quality.

Other common wastes include people moving around chasing information, documents looping back and forth where items are being clarified, interruptions etc.

The High Variation in Demand:
Services, particularly those dealing directly with customers generally face highly variable demand. Consider the case of hotel clerks checking in guests. There will be periods of low activity and at other times many guests will be in queue, waiting to be checked in. The situation is similar in a restaurant or shopping mall. The impact of such variation on WIP is significant.

The Relative Absence of Hard Data:
Service personnel are not accustomed to the same level of rigor in collecting and analysing data as their manufacturing counterparts.

Applying Lean Six Sigma to Improve Services

Define Improvement Targets on the Basis of VOC:
Use reactive and proactive means to listen to the voice of the customer.

Reactive methods are those where the customer takes the initiative through complaints, compliments, enquiries, web page hits, emails and the like. Reactive methods are good at detecting service weaknesses as customers will most likely contact you when they have problems.

Proactive methods are those where you take the initiative to gather customer information and include surveys, questionnaires, focus groups etc. This information ensures that improvement targets you set are based on customer needs.

Make the Relevant Processes Visible:
The relevant processes target for improvement should be observed and mapped. This is not very easy to do, considering the nature of services. However with the cooperation and involvement of stakeholders and process operators, a lot can be achieved.

For each activity in the process, information required in creating the value stream map include estimated cost per activity, process time, queue time, change over time, demand rate, complexity (number of different services processed at the activity), uptime and defects/rework. This data should be collected based on at least one week of observation. The resulting map is known as a complexity value stream map.

Determine the Time Traps (to prioritise projects):
Using a complexity value stream mapping software, the activities which contribute most to non-value added time will be visible. These are the time traps. Following from the Pareto law, usually 80% of the non-value added time can be accounted for by 20% of the activities.

Analyse the Time Traps to Determine their Causes:
A further output from the complexity value stream mapping software is the cost driver analysis. This specifies whether the source of the major time traps are primarily quality related, making them amenable to Six Sigma tools, operations related, which can be taken care of by Lean tools or complexity related which requires a streamlining or optimisation of the variety of service offerings.

Apply Appropriate Tools to Improve the Process:
The foregoing analysis having already pointed out the direction of improvement efforts, it is now left to apply lean methods to reduce setup time, reduce work in process or increase completion rates and six sigma methods to reduce the defects.

Huge opportunities translating to significant cost and time savings, along with quality improvements, exist in many service operations where typical process efficiencies are below 10% as against world class levels of 25-50%.

Samuel Okoro is the CEO of Leapfrog Alliance Ltd, a management training and consulting firm that helps organisations located in the African region to improve quality and reduce costs through better business processes. His personal passion is to help move African business to world-class levels. For further details please visit http://leapfrogalliance.com

Company Politics And Six Sigma

2008-02-02T00:39:00.000-08:00

No grouping of human beings is without some amount of politics. Managing deployment of Six Sigma in your organization will unavoidably run into some personal issues and conflict. However, with deft handling of the personal and political issues that come up, along with patience and perseverance, your Six Sigma deployment will not get derailed.

Political factors that can affect a Six Sigma project include personal resistance to change, inflexible company policies, and incompatibility with existing organizational methods and goals. Not surprisingly, all of these factors also affect business processes of any kind. They are not unique to Six Sigma. This is one of Six Sigma's strengths: realistically acknowledging the way politics work in an organization. Six Sigma is not just number crunching. It understands the importance of and encourages the involvement of people throughout and at all levels of the organization working together toward a common goal. Six Sigma encourages planning, communication, and openness about processes, procedures, and information.

Many people see change, any change, as loss?a loss of their power or a loss of the security of the old way of doing things. Thus, people are prone to defend the old way, out of habit and out of unease. They wonder how change will affect them and what exactly happens behind the scenes and if they don't know, become apprehensive. This is a problem that can be overcome through communication. Six Sigma successes require clear and open communication at all levels. Any change in an organization will meet some resistance, either intentional or just from inertia. When management can effectively communicate that it is behind that change and can communicate the positive aspects of the change, resistance and ?turf? politics can be countered and overcome.

Another problem is people who disregard the value and power of Six Sigma and consequently, they are reluctant to support Six Sigma projects. To the uninitiated, Six Sigma may appear similar to or simply an evolution of other quality programs. There have been so many quality improvement fads over the years. It is not surprising that people are now a little jaded. Others may see Six Sigma as solely another cost-cutting or productivity enhancement fad. This is a short-sighted view. Six Sigma is neither a fad nor just another quality initiative. It is a ?way of life.? It is a multi-level, cyclical movement toward continual process improvement. The quality improvement fads sell themselves as cheap and easy quick fixes. The reality is that there are no quick fixes to significant process improvement. Six Sigma understands that; it is not a simple quick process. However, the right Six Sigma training and information will help people to understand that Six Sigma is significantly different; it is a robust continuous improvement strategy and process.

Once projects are begun, Six Sigma projects can become a battle of wills for control over which strategy, approach, or tool is used. Team meetings can devolve into arguments over which measurement to use, how it will be calculated, which charts will be generated, whether to use DMAIC or DMADV, etc. Six Sigma is not about making things more difficult. It is about using common sense to make things easier. It is certainly about recognizing that there is more than one road to improvement and more than one right answer to a problem.

In overcoming political problems, the leadership of senior management is critical. Successful Six Sigma programs are built on a solid organizational foundation. The organizational structure and system needs to be clearly identified and communicated to the entire organization to successfully implement Six Sigma Quality. Becoming a Six Sigma organization doesn't just happen. Planning and training goes into setting up a successful Six Sigma organization. Employee roles and responsibilities must be established and clearly communicated to all. For many companies successful in Six Sigma, the key factor has been the direct involvement of their top leaders.

Six Sigma is about getting everyone involved. A Six Sigma project forms a team of people who work together to identify problems and develop solutions. Such teams are not isolated teams rearranging the world for everyone else to live in. These teams are serving the organization by employing the skills and tools they have learned to increase quality and reduce defects. Instilling the team concept along with expert training will go a long way toward solving potential political troubles in your organization. Peter Peterka is the principal Six Sigma Consultant in practice areas of DMAIC and DFSS. Peter has over 15 years experience including implementation of Six Sigma in Healthcare.

Communication In Six Sigma

2008-01-31T22:31:00.000-08:00

Deploying Six Sigma means entering a period of significant change in your organization. Productivity and morale almost always suffers in times of great change. The requirements of change and adaptation and the very human fear of the unknown add to stresses of the work environment. In these times, communication becomes more important than ever.

Communication throughout a Six Sigma project is very important because the power and scope of Six Sigma demands a significant commitment from everyone in the organization. Six Sigma successes require clear and open communication at all levels to transcend departmental barriers that would otherwise cause confusion. In addition, any change in an organization will meet some resistance, either intentional or just because of inertia. When management can effectively communicate that it is behind that change and can communicate the positive aspects of the change, resistance can be countered and overcome.

Company leadership must be willing to give Six Sigma teams all of the tools and information necessary to apply Six Sigma concepts to their day-to-day activities. It is crucial in Six Sigma projects to clarify the rationale, expectations, goals, and sequence of steps in the process. Six Sigma teams with clear, written goals accomplish far more in a shorter period of time than teams without them could ever imagine. This is true everywhere and under all circumstances. Documentation of the Six Sigma process is the opportunity to resolve any misunderstandings of the deployment. A schedule is developed that outlines the strategy to take the process from its current state to one that is within statistical control and in line with the company's Six Sigma goals. Roles need to be clearly defined in how individuals contribute to the schedule and strategy. Employees assess how they can contribute to the organization through the information they receive. A team's quality goals should be set to tie in with the overall company quality improvement goals. This happens only when the team has the knowledge they need.

Lack of clarity in communicating business information is probably more responsible for frustration and underachievement than any other single factor. It is unfortunately way too easy to not realize that communication is falling short of your organization's needs. Often senior managers sincerely believe they are adequately communicating with employees. However, managers can easily underestimate the number of issues on which employees need information and how much information they need.

How do you know what is important to employees and what to tell them? You need to put yourself in the position of the employees. If you were that person, what would be important for you to know to do your job? What would you be worried about in the current situation? What information would help you deal with change? How would you want to be told? You can't answer those questions yourself. You need input from the very people you are trying to understand. Communication is a two-way street?listening as well as talking. Asking a few individuals what is being said, what people are worrying and wondering about.

Also be aware that the way a person receives news can dramatically affect how he or she feels about it, so you need to choose the medium very carefully. E-mail can be perceived as cold and unfeeling, although it is useful for routine updates that don't have emotional overtones. Many messages are better delivered in person, either to individuals or to the team as a whole.

Communication skills take practice. Always be sure the message remains honest, clear and compassionate. Have integrity and build trust. Don't say what you don't mean. Don't promise anything that you cannot or will not fulfill. Above all, follow through on your commitments and promises. Nothing turns employees off more than feeling betrayed. Sincere, caring, and constant communication will form the basis for building employee engagement throughout Six Sigma deployment.http://www.6sigma.us Peter Peterka is the principal Six Sigma Consultant in practice areas of DMAIC and DFSS.Peter has over 15 years experience including implementation ofSix Sigma in Healthcare

Communication in Six Sigma by Peter Peterka

2008-01-29T23:04:00.001-08:00

Communication throughout a Six Sigma project is very important because the power and scope of Six Sigma demands a significant commitment from everyone in the organization. Six Sigma successes require clear and open communication at all levels to transcend departmental barriers that would otherwise cause confusion. In addition, any change in an organization will meet some resistance, either intentional or just because of inertia. When management can effectively communicate that it is behind that change and can communicate the positive aspects of the change, resistance can be countered and overcome.

Company leadership must be willing to give Six Sigma teams all of the tools and information necessary to apply Six Sigma concepts to their day-to-day activities. It is crucial in Six Sigma projects to clarify the rationale, expectations, goals, and sequence of steps in the process. Six Sigma teams with clear, written goals accomplish far more in a shorter period of time than teams without them could ever imagine. This is true everywhere and under all circumstances. Documentation of the Six Sigma process is the opportunity to resolve any misunderstandings of the deployment. A schedule is developed that outlines the strategy to take the process from its current state to one that is within statistical control and in line with the company's Six Sigma goals. Roles need to be clearly defined in how individuals contribute to the schedule and strategy. Employees assess how they can contribute to the organization through the information they receive. A team's quality goals should be set to tie in with the overall company quality improvement goals. This happens only when the team has the knowledge they need.

Lack of clarity in communicating business information is probably more responsible for frustration and underachievement than any other single factor. It is unfortunately way too easy to not realize that communication is falling short of your organization's needs. Often senior managers sincerely believe they are adequately communicating with employees. However, managers can easily underestimate the number of issues on which employees need information and how much information they need.

How do you know what is important to employees and what to tell them? You need to put yourself in the position of the employees. If you were that person, what would be important for you to know to do your job? What would you be worried about in the current situation? What information would help you deal with change? How would you want to be told? You can't answer those questions yourself. You need input from the very people you are trying to understand. Communication is a two-way street--listening as well as talking. Asking a few individuals what is being said, what people are worrying and wondering about.

Also be aware that the way a person receives news can dramatically affect how he or she feels about it, so you need to choose the medium very carefully. E-mail can be perceived as cold and unfeeling, although it is useful for routine updates that don't have emotional overtones. Many messages are better delivered in person, either to individuals or to the team as a whole.

Communication skills take practice. Always be sure the message remains honest, clear and compassionate. Have integrity and build trust. Don't say what you don't mean. Don't promise anything that you cannot or will not fulfill. Above all, follow through on your commitments and promises. Nothing turns employees off more than feeling betrayed. Sincere, caring, and constant communication will form the basis for building employee engagement throughout Six Sigma deployment.

Peter Peterka is the principal Six Sigma Consultant in practice areas of DMAIC and DFSS. Peter has over 15 years experience including implementation of Six Sigma in Healthcare with a variety of organizations. For additional information please contact Peter Peterka at Six Sigma us.

Design For Six Sigma

2008-01-29T23:03:00.000-08:00

Design for Six Sigma (DFSS) is the application of Six Sigma principles to the design of products and their manufacturing and support processes. Whereas Six Sigma by definition focuses on the production phase of a product, DFSS focuses on research, design, and development phases. DFSS combines many of the tools that are used to improve existing products or services and integrates the voice of the customer and simulation methods to predict new process and product performance.

DFSS can be compared to DMAIC (Design, Measure, Analyze, Improve, Control) and often the acronym DMADV (Define, Measure, Analyze, Design, Verify) is used to describe the strategy of DFSS. The precise phases or steps of a DFSS methodology are not universally defined. Most organizations will implement DFSS to suit their business, industry, and culture. DFSS methodology, instead of the DMAIC methodology, should be used when:

* A product or process is not in existence at your company and one needs to be developed
* The existing product or process exists and has been optimized (using either DMAIC or not) and still doesn't meet the level of customer specification or six sigma level
DFSS is a way to implement the Six Sigma methodology as early in the product or service life cycle as possible. It is a strategy toward extraordinary ROI by designing to meet customer needs and process capability. DFSS can produce the same order of magnitude in financial benefits as DMAIC. But it also greatly helps an organization innovate, exceed customer expectations, and become a market leader.

DFSS is the Six Sigma approach to product design?namely, designing products that are resistant to variation in the manufacturing process. Using DFSS means designing quality into the product from the start. You are preventing wasteful variation before it happens, thus being able to identify and correct problems early when the solution costs are less. A successful DFSS implementation requires the same ingredients as any other Six Sigma project: a significant commitment and leadership from the top, planning that identifies and establishes measurable program goals and timeline, and the training and involvement of everyone.

Planning for DFSS requires collecting the necessary information that will allow for error free production of defect-free products and processes that satisfy the customer profitably. DFSS attempts to predict how the designs under consideration will behave and to correct for variation prior to it occurring. That means understanding the real needs of your customers and translating those needs into vital technical characteristics of the product and ultimately into critical to quality (CTQ) characteristics of the product and process. You can then use design of experiments (DOE) to develop a robust design that optimizes efficiency and reduces defects.

Valid and reliable metrics to monitor the progress of the project are established early in the project, during the Measure phase if using DMADV. Key inputs are prioritized to establish a short list to study in more detail. With a prioritized list of inputs in hand, the DFSS team will determine the potential ways the process could go wrong and take preemptive action to mitigate or prevent those failures. Through analysis, the DFSS team can determine the causes of the problem that needs improvement and how to eliminate the gap between existing performance and the desired level of performance. This involves discovering why defects are generated by identifying the key variables that are most likely to create process variation. Failure Mode and Effect Analysis (FMEA) and Anticipatory Failure Determination (AFD) can be used for both the design of the product and the design of the process.

DFSS provides a structured way to constructively use the information learned from these analyses. Armed with real data produced by the DFSS process, you can develop competent manufacturing processes and choose processes that are capable of meeting the design requirements. Further analysis can verify and validate that the product design will meet the quality targets. This can be accomplished through peer reviews, design reviews, simulation and analysis, qualification testing, or production validation testing.

The benefits of DFSS are more difficult to quantify and are more long-term. It can take over six months after the launch of the new product before you will begin to see the true measure of the project improvements. However, the eventual return on investment can be profound. This is especially true when the organization can use the DFSS project as a template for fundamental changes in the way it develops new products and processes across the organization.Peter Peterka is the principal Six Sigma Consultant in practice areas of DMAIC and DFSS. Peter has over 15 years experience including implementation ofSix Sigma in Healthcare.

Design for Six Sigma by Peter Peterka

2008-01-28T02:29:00.000-08:00

DFSS can be compared to DMAIC (Design, Measure, Analyze, Improve, Control) and often the acronym DMADV (Define, Measure, Analyze, Design, Verify) is used to describe the strategy of DFSS. The precise phases or steps of a DFSS methodology are not universally defined. Most organizations will implement DFSS to suit their business, industry, and culture. DFSS methodology, instead of the DMAIC methodology, should be used when: * A product or process is not in existence at your company and one needs to be developed * The existing product or process exists and has been optimized (using either DMAIC or not) and still doesn't meet the level of customer specification or six sigma level DFSS is a way to implement the Six Sigma methodology as early in the product or service life cycle as possible. It is a strategy toward extraordinary ROI by designing to meet customer needs and process capability. DFSS can produce the same order of magnitude in financial benefits as DMAIC. But it also greatly helps an organization innovate, exceed customer expectations, and become a market leader.

DFSS is the Six Sigma approach to product design--namely, designing products that are resistant to variation in the manufacturing process. Using DFSS means designing quality into the product from the start. You are preventing wasteful variation before it happens, thus being able to identify and correct problems early when the solution costs are less. A successful DFSS implementation requires the same ingredients as any other Six Sigma project: a significant commitment and leadership from the top, planning that identifies and establishes measurable program goals and timeline, and the training and involvement of everyone.

Planning for DFSS requires collecting the necessary information that will allow for error free production of defect-free products and processes that satisfy the customer profitably. DFSS attempts to predict how the designs under consideration will behave and to correct for variation prior to it occurring. That means understanding the real needs of your customers and translating those needs into vital technical characteristics of the product and ultimately into critical to quality (CTQ) characteristics of the product and process. You can then use design of experiments (DOE) to develop a robust design that optimizes efficiency and reduces defects.

Valid and reliable metrics to monitor the progress of the project are established early in the project, during the Measure phase if using DMADV. Key inputs are prioritized to establish a short list to study in more detail. With a prioritized list of inputs in hand, the DFSS team will determine the potential ways the process could go wrong and take preemptive action to mitigate or prevent those failures. Through analysis, the DFSS team can determine the causes of the problem that needs improvement and how to eliminate the gap between existing performance and the desired level of performance. This involves discovering why defects are generated by identifying the key variables that are most likely to create process variation. Failure Mode and Effect Analysis (FMEA) and Anticipatory Failure Determination (AFD) can be used for both the design of the product and the design of the process.

DFSS provides a structured way to constructively use the information learned from these analyses. Armed with real data produced by the DFSS process, you can develop competent manufacturing processes and choose processes that are capable of meeting the design requirements. Further analysis can verify and validate that the product design will meet the quality targets. This can be accomplished through peer reviews, design reviews, simulation and analysis, qualification testing, or production validation testing.

The benefits of DFSS are more difficult to quantify and are more long-term. It can take over six months after the launch of the new product before you will begin to see the true measure of the project improvements. However, the eventual return on investment can be profound. This is especially true when the organization can use the DFSS project as a template for fundamental changes in the way it develops new products and processes across the organization.

Peter Peterka is a Master Six Sigma Black Belt for Six Sigma us and has implemented Six Sigma in a variety of organizations. For additional information for Six Sigma Training and Design for Six SIgma please contact Peter Peterka at http://www.6sigma.us

Six Sigma Jobs

2008-01-25T02:57:00.000-08:00

The demand for people with Six Sigma expertise is constantly increasing. More and more organizations are discovering the many ways that the Six Sigma methodology can help them grow and improve. As Six Sigma spreads to many different industries beyond its genesis in manufacturing, you can now find many service and government organizations advertising for Six Sigma help. Plus, it is no longer the largest corporations looking for Six Sigma help. Smaller companies also are taking on Six Sigma projects and hiring people as consultants or permanent staff. The need for full-time Six Sigma professionals will only increase.

Types of Six Sigma Jobs
There are many Six Sigma jobs in many industries at junior and senior levels. The positions have descriptions and requirements unique to that organization and its requirements. It is true that many Six Sigma positions are filled internally as organizations train their own people already familiar with the organization?s culture in Six Sigma skills. However, organizations frequently reach outside to add personnel with Six Sigma expertise to lead Six Sigma projects or even the full-scale implementation of Six Sigma throughout the organization. These positions are usually dedicated full-time to Six Sigma projects.

Six Sigma jobs are advertised under many titles, not always as obvious as ?Six Sigma Black Belt,? ?Six Sigma Consultant,? or ?Six Sigma Analyst.? Other possible titles include things like ?Functional Project Lead? ?Six Sigma Program Manager,? ?Lead Analyst/Project Manager,? ?Director of Operational Excellence,? ?Business Process Manager,? or ?Senior Projects Manager.? Whatever the exact title, the organization is looking for someone with the skills of a Six Sigma Black Belt. A Black Belt is an individual trained in the Six Sigma methodology and experienced leading cross-functional process improvement teams. They will lead individual Six Sigma projects.

Very senior Six Sigma positions are sometimes advertised. These are Master Black Belts, individuals trained in the Six Sigma methodology who acts as the organization-wide Six Sigma program manager. They will lead Six Sigma implementation at the organization and will oversee Black Belts and process improvement projects and provides guidance to Black Belts as required. Master Black Belt positions understandably demand the highest level of Six Sigma experience and qualifications.

Qualifying for Six Sigma Jobs
To be considered for a Six Sigma job, you need a combination of relevant academic and work experience. The first and foremost qualification is to be trained in Six Sigma, ideally as a certified Six Sigma Black Belt. This means formal training from qualified Six Sigma consultants who have extensive experience in training and implementation of Six Sigma. Specific training in Six Sigma DMAIC and/or DFSS methodology is often requested. The best teacher is, of course, experience and organizations will strongly prefer, if not insist, on people who have completed at least one Six Sigma project.

In addition to possessing Six Sigma training and project experience, organizations will ask that you have experience working in the industry of the organization?s business. So if the company is a manufacturer, they will usually want you to have direct experience in a manufacturing environment. Organizations will ask that you have a certain minimum period of experience (often five years) in that particular industry.

Management experience is a huge plus and will almost certainly be a requirement for a Six Sigma project team leader. Having on your resume proven project management success within a structured environment and being able to demonstrate good managerial skills will take you a long way. That?s because leading and facilitating Black Belts, Green Belts, and business teams through a Six Sigma project is often the role organizations are seeking to fill.

There are also essential personal skills. You need to be able to demonstrate a good understanding of processes and quality methodologies and a willingness to take an initiative and lead change. Another crucial skill is the ability to link strategy to execution. The aptitude to look beyond the surface and be creative to think conceptually about strategic business issues and develop creative but practical solutions is key. http://www.6sigma.us Peter Peterka is the Principal Consultant in practice areas of DMAIC and DFSS. Peter has eleven years of experience performing as a Master Black Belt, and has over 15 years experience in industry as an improvement specialist and engineer working with numerous companies.

Six Sigma And Online Training

2008-01-23T02:55:00.001-08:00

While nothing can exceed the breadth, depth, and quality of direct in-person training, various factors can make it inconvenient. If your organization is serious about Six Sigma training, but find it difficult to get everyone together for instructor-led training, then an online Six Sigma course is a worthy alternative. An online training program can give your organization more flexibility and even reduce your training costs.

Online training has been shown to be useful for many learning applications and Six Sigma is one of those. The advantages of online training over instructor-led training are simple but profound. There is considerable savings in cost as online instruction is less expensive than in person classroom training and there are no travel expenses. Also online training offers greater flexibility in scheduling and causes less interruption in work schedules.

An online training course combines the advantages of uniformity in training and self-paced training. The basic course is the same for each trainee but can be delivered to different people at different times. While a human instructor is only available a limited time, online training materials don?t ?go home? and trainees can review the subject matter as needed or desired. Support can be supplied via e-mail or phone. This scheduling flexibility is one of the benefits of online training. Six Sigma courses can be made available for a specific amount of time. For example, you could be granted access to the course material for four weeks which could be extended an additional two weeks on request at minimal or no extra cost.

The electronic format of online training makes it easier to tailor training to your specific needs. Training can be split into modules and you can present different modules to different people in your organization giving them only the training they need to fulfill their role. A Six Sigma online training program can provide an overview of the Six Sigma concepts and tools while going into detailed procedures and knowledge as needed. Those who need the basics of the Six Sigma methodology can receive it in a concise and easy-to-understand format. Those who need more advanced topics such as Six Sigma deployment practices, project development, and the DMAIC problem-solving approach can receive those.

Six Sigma training in an online electronic format focuses on active and applied learning methods where people can interact directly with the material and tools. Trainees are able to view samples of Six Sigma projects including some of the methods used within a Six Sigma project. Trainees can also get hands-on experience using some of the many statistical tools used in Six Sigma. Rather than just hear about statistical methods, they can see how they work in a spreadsheet in front of them. They can play with the numbers and even practice computing for variables to see directly how the tools function.

The online format also gives you more control over the training and greater assurance that your people are achieving each learning objective. Well placed mini quizzes can be employed to check for student understanding and give immediate feedback. Trainees will know in ?real-time? whether they understand the concepts presented and the online course can provide repetition of content if needed. Trainees can spend more time on the modules you need. --invest as much or as little time as appropriate for you and not a class on each module.

Online training most likely will not require any additional equipment at your location. Training is delivered through existing computers and an Internet connection. Most online courses will run through any Internet browser on any operating system. You will need to dedicate newer and powerful computers to the training is the course has graphics, sound or video. Don?t make the mistake of using old castoff computers as your training computers. That will just make your trainees frustrated.

A well designed Six Sigma online training course can be highly effective. The flexibility of scheduling and content delivery, plus the cost savings make online Six Sigma training either as an addition to or a replacement for the face-to-face classroom environment, a strong part of your organization?s Six Sigma deployment. http://www.6sigma.us Peter Peterka is the Principal Consultant in practice areas of DMAIC and DFSS. Peter has eleven years of experience performing as a Master Black Belt, and has over 15 years experience in industry as an improvement specialist and engineer working with numerous companies.

Six Sigma Solves Problems With An Unknown Solution

2008-01-19T02:10:00.000-08:00

Six Sigma is a powerful business improvement strategy. It helps your organization to identify, reduce, and eliminate defects from any product, process, or transaction. More than a "quality" program, Six Sigma is a flexible and dynamic continuous improvement strategy and process initiative that helps your organization uncover solutions.

For example, you may know that a particular process at your organization is not meeting customer specification or is otherwise not performing adequately. However, the solution is not apparent up front. There are many variables that could be causing the defect in the process. How do you determine what specific action you can take to improve your process and reduce defects? Finding that unknown solution is what Six Sigma does best.

Six Sigma is not a pre-packaged one-fits-all solution. Six Sigma is a process that doesn?t impose a particular outcome but discovers the previously unknown solution to a problem. It uses a structured systems approach to problem solving that achieves strategic business results through an intelligent step-by-step process. A structured thinking process helps solve problems better than an ad hoc, blank page approach.

Six Sigma leads organizations through five-steps of realization:
1. We don't know what we don't know.
2. We can't do what we don't know.
3. We won't know until we measure.
4. We don't measure what we don't value.
5. We don't value what we don't measure.

By using Six Sigma to identify and correct major problems you create real data that uncovers previously unknown solutions to problems ? solutions that you most likely would not be able to discover except through the Six Sigma methodology. What drives this process is the DMAIC method. DMAIC is an acronym for five interconnected phases of a Six Sigma project: Define, Measure, Analyze, Improve, Control. By going through the structured phases you discover the unknown solution to your quality problem.

First you identify the problem you need to solve. At the Define stage of a project, you should have a defined issue or problem you wish to overcome and improve. Once a process is selected as a candidate for improvement, a problem statement is developed and the objective or desired outcome is defined. Progress measures are established and a cost/benefit analysis is performed. Also during the Define phase, you highlight what the project is supposed to do and how it is supposed to do it and what metrics apply. With a clear measurable set of indicators, the Measure phase studies the process to determine the key process steps and variables to determine the potential ways the process could be going wrong.

After measurements are gathered, the data is analyzed to discover what is causing process variation. Once problem causes are determined in the Analyze phase, you find, evaluate through testing, and decide on creative new improvement solutions. As you move through the Analyze and Improve stages of the process you will identify various process improvement scenarios, and determine which solution has the best net benefit impact to the company. Most likely, the variation is from a completely unknown source. Without going through the Analyze and Improve stages you would not have known what improvement was required, much less what categories of variables were being affected!

Six Sigma is about tackling problems with an unknown solution. Six Sigma experts know that there are no one-size-fits-all solutions. Six Sigma training provides participants with enhanced problem-solving skills, with an emphasis on the methodology for identifying and creating solutions. As Six Sigma practitioners, you need to be agnostic. Use the best tools from all of the various methods and apply the right solution to the right problem. Through being agnostic and open-minded you will discover solutions through observation and data rather than just impose solutions from the outside. This enables you to use the best from all of the various methods and tools available and apply the right solution to the right problem. You will be amazed at how well THAT works! Peter Peterka.. http://www.6sigma.us/ Peter Peterka is the Principal Consultant in practice areas of DMAIC and DFSS. Peter has eleven years of experience performing as a Master Black Belt, and has over 15 years experience in industry as an improvement specialist and engineer working with numerous companies.

Six Sigma Jobs by Peter Peterka

2008-01-19T02:09:00.000-08:00

Types of Six Sigma Jobs There are many Six Sigma jobs in many industries at junior and senior levels. The positions have descriptions and requirements unique to that organization and its requirements. It is true that many Six Sigma positions are filled internally as organizations train their own people already familiar with the organization's culture in Six Sigma skills. However, organizations frequently reach outside to add personnel with Six Sigma expertise to lead Six Sigma projects or even the full-scale implementation of Six Sigma throughout the organization. These positions are usually dedicated full-time to Six Sigma projects.

Six Sigma jobs are advertised under many titles, not always as obvious as "Six Sigma Black Belt," "Six Sigma Consultant," or "Six Sigma Analyst." Other possible titles include things like "Functional Project Lead" "Six Sigma Program Manager," "Lead Analyst/Project Manager," "Director of Operational Excellence," "Business Process Manager," or "Senior Projects Manager." Whatever the exact title, the organization is looking for someone with the skills of a Six Sigma Black Belt. A Black Belt is an individual trained in the Six Sigma methodology and experienced leading cross-functional process improvement teams. They will lead individual Six Sigma projects.

Very senior Six Sigma positions are sometimes advertised. These are Master Black Belts, individuals trained in the Six Sigma methodology who acts as the organization-wide Six Sigma program manager. They will lead Six Sigma implementation at the organization and will oversee Black Belts and process improvement projects and provides guidance to Black Belts as required. Master Black Belt positions understandably demand the highest level of Six Sigma experience and qualifications.

Qualifying for Six Sigma Jobs To be considered for a Six Sigma job, you need a combination of relevant academic and work experience. The first and foremost qualification is to be trained in Six Sigma, ideally as a certified Six Sigma Black Belt. This means formal training from qualified Six Sigma consultants who have extensive experience in training and implementation of Six Sigma. Specific training in Six Sigma DMAIC and/or DFSS methodology is often requested. The best teacher is, of course, experience and organizations will strongly prefer, if not insist, on people who have completed at least one Six Sigma project.

In addition to possessing Six Sigma training and project experience, organizations will ask that you have experience working in the industry of the organization's business. So if the company is a manufacturer, they will usually want you to have direct experience in a manufacturing environment. Organizations will ask that you have a certain minimum period of experience (often five years) in that particular industry.

Management experience is a huge plus and will almost certainly be a requirement for a Six Sigma project team leader. Having on your resume proven project management success within a structured environment and being able to demonstrate good managerial skills will take you a long way. That's because leading and facilitating Black Belts, Green Belts, and business teams through a Six Sigma project is often the role organizations are seeking to fill.

There are also essential personal skills. You need to be able to demonstrate a good understanding of processes and quality methodologies and a willingness to take an initiative and lead change. Another crucial skill is the ability to link strategy to execution. The aptitude to look beyond the surface and be creative to think conceptually about strategic business issues and develop creative but practical solutions is key.

Peter Peterka is a Master Six Sigma Black Belt for Six Sigma us and has implemented Six Sigma in a variety of organizations. For additional information for Six Sigma Training and Six SIgma Jobs please contact Peter Peterka at http://www.6sigma.us/

Peter Peterka Peter Peterka is the Principal Consultant in practice areas of DMAIC and DFSS. Peter has eleven years of experience performing as a Master Black Belt, and has over 15 years experience in industry as an improvement specialist and engineer working with numerous companies, including 3M, Dell, Dow, GE, HP, Intel, Motorola, Seagate, Xerox and even the US Men's Olympic Team.