How 6 Sigma Methodologies Improve Customer Satisfaction and Company Profits

In the 1980s, Motorola’s manufacturing division designed and started using the six sigma quality management program. The idea behind its implementation was to produce products of the highest quality; meaning, they would correspond to the 6 sigma level of less than 3.4 defects per million opportunities. After proving this method successful, many businesses, including service companies, began using the system to foster improved customer services and relations. Here’s how the program can help grow a better business.

The major thrust behind the 6 Sigma program involves minimizing deviations or errors within business processes to achieve the ultimate goal of perfect products or services. Strategists use statistical terminology and calculations to help better conceptualize what could, or does, go wrong.  Then calculations are made regarding the chances for success when errors are identified and measured, as well as how to go about eliminating them. Ultimately, it’s about producing top-notch quality products or services, by eliminating errors that interfere with operations, including consumer satisfaction.

Mathematically speaking, if there are 1 million chances of an error appearing, the Six Sigma Process should statistically reduce this risk to less than 3.4 defects per those 1 million opportunities (DPMO). It gives a concrete statistical target to work with, providing companies the chance to produce near-perfect products, or deliver flawless services. The underlying philosophy is simple: the higher the customer satisfaction, the more return customers can be expected, and the greater the profit margin for the business.

Seemingly, the appeal of the system lies in its disciplined, measurable, and data-driven approach to delivering the best business. More specifically, it uses two methodologies to help define, measure, and eradicate defects or errors. These are referred to as the DMAIC, and DMADV processes.

DMAIC stands for define, measure, analyze, improve, and control, and applies to the manufacture of existing products, or the delivery of current services. Implementing this process helps analysts get a clear picture of what improvements are needed, and how to measure these. It’s shown to be an excellent tool to help identify what consumers want, and how to bring products and services to a standard that keep customers satisfied, and coming back for more of the same.

As far as creating new products or services within the Six Sigma framework, the DMADV process kicks into place. The acronym stands for define, measure, analyze, design, and verify. Again, the idea is to bring the quality of a new, or existing, service or product up to the level of flawlessness, or a near-perfect state before the resources are even spent to create it.

Companies using the Six Sigma system categorize employees into teams, which sound like they belong in martial arts schools. Teams comprise of Green, Black, and Master Black Belts. Green and Black Belt employees do the calculations, and deal with the nitty gritty work of implementing the system. Though Master Black Belts oversee them, everyone has a set of core responsibilities, and these contribute to increased consumer satisfaction, and improving business overall.

Consumers everywhere want top quality, flawless products, and excellent customer service. When companies offer these, they gain increasingly more customers, and reap the rewards in terms of increased profit. Many businesses that have invested in the 6 sigma system have managed to achieve these desirable results. Given its effectiveness, and beneficial outcomes for both business and consumers, this is one of the most popular quality improvement techniques for companies today, both large and small, all over the world.