Introduction to Six Sigma Management
Six Sigma is an implementation principle and technology that rigorously, intensively, and efficiently improves the quality and quality performance of enterprise processes. It contains many pioneer achievements of the frontier of management, with the perfect business pursuit of “zero defect”, driving the substantial reduction of quality costs, and finally achieving a significant improvement in financial performance and a major breakthrough in enterprise competitiveness.
Six Sigma management is “a business strategy that seeks to increase customer satisfaction and corporate economic growth at the same time” and is a business method that enables enterprises to achieve rapid growth and competitiveness. It is not a mere reference to technical methods, but a completely new management model.
Six Sigma management has the following characteristics:
1) Broader performance improvement perspective than before, emphasizing the key requirements of customers and the focus of business strategy, seeking opportunities for performance breakthroughs, and creating greater value for customers and enterprises.
2) Emphasize the measurement of performance and process, and through measurement, propose challenging goals.
3) Provides performance improvement methods. For different purposes and applications, this specialized improvement process includes: Six Sigma product/service process improvement DMAIC process, Six Sigma design DFSS process, etc.
4) In terms of implementation, the “Advocate Champion”, “Black Belt Master MBB”, “Black Belt BB” and “Green Belt GB” and other trained personnel with clear responsibilities are used as organizational guarantees.
5) Complete process improvement projects by identifying and implementing Six Sigma projects.
6) Emphasize the improvement work through cross-functional teamwork and the way the project operates.
7) Clearly define the criteria and measurement methods for success, and reward those who complete the project.
8) Change in organizational culture is an important part of it.
The Six Sigma management methodology focuses on all work as a process, using a quantitative method to analyze the factors that affect quality in the process, identifying the most critical factors and improving them to achieve higher customer satisfaction.
Implementing Six Sigma is not just a series of training for an enterprise, but also means the entire corporate culture from maintaining standardized management to breakthrough ideas for reform and innovation. On the basis of providing effective management methods and process technologies, Six Sigma cultivates leaders with organizational capabilities, motivation capabilities, project management skills and mathematical statistical diagnosis capabilities, who are the core strength of enterprises to adapt to change and competition.
Point of view
- Six Sigma management is not mysterious, and it is the same as total quality management
Six Sigma is mystified by many “experts” or “professors” and must strictly follow the DMAIC/DFSS at every turn. Quality management is a discipline that comes from practice, with the ultimate goal of solving problems, as long as it can solve problems, it does not have to be rigid and rigid implementation steps.
- Six Sigma is essentially a management style, not a technical or mathematical problem
In the eyes of many people, talking about Six Sigma is complex statistical calculations and dazzling mathematical tools, as if not applying complex tools and scientific calculations is not Six Sigma management, resulting in many enterprises daunting, sending out that Six Sigma management is only mathematicians, our industry is not suitable and so on.
Six Sigma management is essentially a management method, a continuous breakthrough, innovative improvement culture, is customer-oriented, through collective wisdom, borderless cooperation project operation mode, oriented to process improvement and reengineering, to achieve product/service quality breakthrough improvement and the best quality economy management mode. Statistical tools and mathematical calculations are the only means to support their implementation, and not all industries and all quality problems require complex tools and mathematical calculations.
Project Benefits
The introduction of Six Sigma management will bring the following benefits to enterprises:
——Breakthrough improvement of product/service quality, reduction of work errors, enhancement of enterprise revenue, reduction of quality loss, and reduction of operating costs.
——Cultivate leaders with a spirit of breakthrough and change, and the ability to face change, organize and control projects.
– Creating a culture and mechanism for innovation and change.
What can you do more?
Combining organizations of different industries and sizes, we can provide customers with the most suitable solutions flexibly, and we mainly provide the following services:
- “Advocate Champion”, “Black Belt Master MBB”, “Black Belt BB” and “Green Belt GB” and other organization personnel training.
- Help customers establish an internal environment and mechanism for the implementation of Six Sigma management that suits their characteristics
The internal environment and mechanisms required for Six Sigma management include: shaping and spreading a culture of quality. Six Sigma project management mechanism, such as Six Sigma project topic selection, project approval, project management, incentives, talent training and training system.
- Six Sigma improvement project coaching
Our Six Sigma management consultants guide clients throughout key Six Sigma projects, helping companies quickly learn and master the knowledge, capabilities and tools needed to operate Six Sigma projects, including:
Table:
| Project phases | number | Project content | Project output |
| Preparation phase – Knowledge and skill preparation | 1. | Diagnosis of the current status of enterprise management mode | Diagnostic reports |
| 2. | Six Sigma Management Committee established | List of Recommendations Committee | |
| 3. | Basic training | Six Sigma management model training Six Sigma management basic tools training | |
| Implementation phase （DMAIC） -Through the whole process of practical quality improvement projects, the goal of talent training and quality performance improvement is achieved | 4. | Six Sigma Managed Green Belt candidates are selected | Green Belt Candidate List |
| 5. | Green belt and black belt qualification system training | Green belt candidates are assessed, and a preparatory green belt qualification certificate will be issued | |
| 6. | Select an improvement project | Six Sigma Improvement Project Register | |
| 7. | Develop a project plan | Project schedule Main operation flow chart | |
| 8. | Definition:Identify project keys to form a project plan. | Critical quality characteristic CTQ Problem statement/project scope Team building/project progression. Process flow chart | |
| 9. | Measurement :Select a quality characteristic to define performance criteria | Project performance standards Defect definition Data collection schedule Gage Gage G-R&R | |
| 10. | Analysis:Establish process capability and define improvement goals Look for sources of volatility | Process capability of project quality characteristics Determine the goal of quality characteristics Identify key variables | |
| 11. | Improved:Filter for a critical few variables Discover variable relationships Establish operational specifications | List of key variables Plan the solution Solution simulation | |
| 12. | Control:Verify that the measurement system determines process capability. Implement process controls | Data collection schedule Gage Gage G-R&R Key characteristics and process capability of host variables Sustainable solutions | |
| Summarize the phase | 13. | Six Sigma Improvement Project Data Summary | Meeting minutes, training records, and original records of improvement measures. |
| 14. | Green Belt Project Work Report Preparation | Work reports | |
| 15. | Publication and exchange of results | Publication slides and articles | |
| Continuous improvement phase | 16. | Green belt qualification certificate granted | Recognition of qualifying Green Belt qualifications is central to continuous improvement |
| 17. | Continuous improvement project development | Improve results, financial benefits |
Conclusion
Since the external environment faced by various organizations in some countries does not require enterprises to adopt Six Sigma management methods, many organizations do not fully realize the huge benefits and necessity of introducing and implementing Six Sigma management methods in the organization.
Therefore, only by improving their own understanding and hiring companies with professional quality, and ability to help organizations implement Six Sigma management can they effectively improve the operational quality and efficiency of enterprises, control organizational operational risks, reduce operating costs, and achieve sustainable development!