Six Sigma

Implementation of a quality improvement process designed to reduce defects and improve quality and customer satisfaction. By utilizing a quality improvement model referred to as Six Sigma. Sigma is a mathematical term that describes how far a process deviates from perfection. The higher the Sigma level, the lower the rates of errors or defects that are found in a process. At the Six Sigma level, there are just 3.4 mistakes or defects for every million opportunities. A typical manufacturing process for example runs at Four Sigma, which equates to about 6,000 defects per million. That is, out of a million batteries, radios, wiring harnesses or tires coming off a typical assembly line, 6,000 would be defective in some way. There are many quality improvement models or methods that organizations have utilized over the years to make improvements to their manufacturing and management processes; however, only one is synonymous with constant reinvention of the business that is Six Sigma and this is my recommendation.

Six Sigma will come into play when employees who are responsible for a manufacturing process or a service identify a significant quality problem. A project team, led by a Six Sigma black belt, is then created. Black belts typically serve in that role for two years, although they can serve longer besides the black belt, the team includes people who work in or supervise a process every day and are the people who know and understand all the details. The team then uses statistical tools and logical, step-by-step methods to find and correct the root cause of the problem. The Six Sigma process follows five well-defined steps:

Ð'* Define: Determine what is wrong; set goals for improvement.

Ð'* Measure: Set a benchmark for tracking progress.

Ð'* Analyze: Seek the cause of the problem.

Ð'* Improve: Fix the cause.

Ð'* Control: Make the fix permanent.

Six Sigma uses employees specially trained in mathematical and scientific quality-improvement methods. There are four main Six Sigma job functions as described below:

Master Black belt: Is an expert in quality techniques that is specially trained in how to advise leaders, to facilitate quality teams, and to accelerate process improvement. Master Black belts select, train, and mentor black belts.

Black belt: A full-time Six Sigma project leader who is required to complete four months of training to become a Black belt, will become certified only after completing two successful Six Sigma projects. Black belts typically serve in that role for two years, although they can serve longer. Black belts are an expert in quality techniques specially trained to advise leaders, and to facilitate quality teams, and more specifically accelerate process improvement.

Champion: Is a leader who enthusiastically and knowledgeably deploys Six Sigma within an organization. Their responsibilities include understanding Six Sigma strategy, Six Sigma discipline and tools; and actively implementing the Six Sigma strategy within the organization. This person is also tasked with becoming a proactive spokesperson for Six Sigma.

Green belt: Is an employee who is required to take 10 days of Six Sigma training over a three to four month period. Once complete will spend their time working on improvement projects in addition to their normal everyday duties. Green Belts are project team leaders and train team members in key Six Sigma tools.

Project team members are critical to the success of Six Sigma. A project team includes people who work in various ways with the process the Six Sigma project is designed to improve. This includes the people who design the product, design the production system, operate machinery, purchase raw materials or components, and supervise the process. This broad involvement ensures that the people who know the most about the process apply their special skills to improving it. Most team members do not have formal Six Sigma training, but as part of the project they learn to apply Six Sigma methods. Some employees join teams at the request of the black belt who is leading the project. Others simply volunteer because they want to make a difference and learn new skills.

For many years organizations required extra people and resources to inspect other people's finished work, rather than relying on the worker's own motivation and skill. When errors are found, someone must fix the error, causing extra time and workload. If customers find the errors, this can cause customer dissatisfaction, loss of customer confidence, and perhaps loss of customers themselves. What must happen is to continuously improve and eliminate wasteful