Ride the Six Sigma Wave
Following the resounding success that companies have reported using Six Sigma, a wave was started in the business world where the doctrines of this strategy were implemented. This meant doing quite a bit of re-organization in the way companies are operated to make room for the new methods and philosophies.
A number of other business operational strategies and ideologies preceded Six Sigma, but many companies have singled this particular strategy as one of the most realistic and effective. Many large corporations and businesses have applauded Six Sigma for its systematic approach, its power of knowledge management, and its stability.
When it comes to reorganizing a corporation, it is necessary to implement far reaching and all-inclusive changes concerning aspects like data, projects, measurement of effectiveness, and a great emphasis on attaining almost flawless results – and consistently so.
One of the organizational changes that are made when it comes to Six Sigma involves bringing in program specialists. They employ the strategy in their work and they also train others. These trained and certified specialists who also called ‘Belts’ climb in rank to the top most recognition of champion.
Two major core organizational processes are changed when the principles are introduced; one is Design for Six Sigma (DFSS) and the other is the Define-Measure-Analyze-Improve-Control methodology, shortened to (DMAIC). The DFSS process is implemented to new procedures or products. Rather than opt to improve an existing process, an organization will create a new one based on the desires and needs of a consumer. Six Sigma principles can clearly be seen in DFSS.
These principles include involving everyone in the change including the senior most officials and lowest level employees, with the most senior executive taking on the role of the leader of the program initiative. Other principles are concentrating on measuring results which are determined and driven by data, being accountable for financial outcomes and carefully guided selection of projects and project running methods. Another principle is bringing into an organization full time and part time staff that has been trained in this process, and the last is effective training of those who will take leadership of an organization.
The other methodology used, DMAIC has five phases, every one represented in the acronym DMAIC. The five phases are Define, Measure, Analyze, Improve and Control. Under Define, the goal is define where the problem lies, what the customers’ needs are and specific project goals. Under Measure, the main features of the ongoing process are looked into and data pertaining to this is measured. With regards to the Analyze phase, data is investigated to ascertain the causes the cause-effect relationship of the processes on the business.
This is done with a goal of eliminating the causes of flaws in the production processes. Improve is concerned with making the most of production processes to determine process capability or effectiveness and set up new processes that are more efficient. When it comes to Control, the focus is on controlling the new processes so that flaws in the processes are caught before they become defective products. Control is set up using statistics and visuals like production boards to monitor the production process. When implemented correctly, the Six Sigma Methodology is sure to improve the quality of your business or organization.
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