Six Sigma aims to remove or minimise the causes of defects in manufacturing or business processes. The approach takes inspiration from six decades of quality management thinking, influenced by methods such as quality control, total quality management and Zero Defects.
The common ground that links most quality management methods is a focus on achieving stable and predictable process results. Both manufacturing and business processes have characteristics which can be measured, controlled and improved upon. With a top to bottom commitment - from management to ’shop floor’ - businesses can achieve improvements in customer satisfaction, efficiency, reliability and financial performance.
So, what are the key features of Six Sigma?
Driven from the top down
Six Sigma projects require unwavering commitment from the top down. Management teams must lead projects with passion and drive, so that every member of an organisation - from top to bottom - is both engaged with the project and fully supported in achieving its goals.
Customer-led
Six Sigma rigorously defines ‘defects’ as anything which may cause customer dissatisfaction. For example, that could mean a material or functional defect in a product, or a process defect which affects service delivery. This fundamental principle makes Six Sigma a wholly customer-led approach to quality management.
Measurable financial returns
Any Six Sigma project must place stringent focus on identifying expected financial returns. Achieving measurable, quantifiable financial returns is a necessity from the outset, so that any project managed with Six Sigma has a high probability of delivering tangible results.
Facts are sacred
There is no place for guesswork in Six Sigma. An unrivalled focus on verifiable data and informed, rational decision making is key. This focus forces participants to develop improvements which have proven potential for success.
“Champions”, “Black Belts” and “Green Belts”
Six Sigma employs a clearly defined hierarchical structure to leading and managing projects. “Champions” are effectively Six Sigma gurus who know the approach inside out and can lead projects with passion, commitment and confidence. “Master Black Belts” are focussed on technical delivery, and have in-depth knowledge of Six Sigma implementation, including the various statistical approaches required in its implementation. And broadly speaking, “Black Belts” and “Green Belts” are deliverers, responsible for planning and implementing Six Sigma projects.
Is Six Sigma right for your organisation?
Six Sigma is a relatively complex approach to quality management. But its unique qualities - including an unrivalled focus on the customer and measurable financial returns - offer obvious benefits for those looking to improve either manufacturing or business processes.
Even if a ‘full-blown’ Six Sigma approach is not desirable or achievable, some of its teachings are compelling. For one, the idea of “Champions” and “Black Belts” as leaders and drivers of quality management is a simple but valuable approach to managing knowledge and implementing and leading change.
Before deciding to fully implement Six Sigma in your organisation, the best approach might be to find a potential “champion” and task them with finding out more about whether Six Sigma is appropriate for your business. In short - they must be statistically proficient and IT literate, and above all, they must be passionate about quality management, process improvement and innovation. Know anyone that fits the bill?
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