Six Sigma (IEM TQM 14April 2021)

Six Sigma (TQM)

Six Sigma is a quality-control methodology developed in 1986 by Motorola, Inc. The method uses a data-driven review to limit mistakes or defects in a corporate or business process. Six Sigma emphasizes cycle-time improvement while at the same time reducing manufacturing defects to a level of no more than 3.4 occurrences per million units or events. In other words, the system is a method to work faster with fewer mistakes.

1. Six Sigma is a quality-control methodology developed in 1986 by Motorola, Inc.

2. It was originally developed as a management method to work faster with fewer mistakes.

3. It has now become an industry standard with certifications offered to practitioners.

 

 

Six Sigma is a method that provides organizations tools to improve the capability of their business processes. This increase in performance and decrease in process variation helps lead to defect reduction and improvement in profits, employee morale, and quality of products or services.

Six Sigma actually has its roots in a 19th Century mathematical theory, but found its way into today’s mainstream business world through the efforts of an engineer at Motorola in the 1980s. Now heralded as one of the foremost methodological practices for improving customer satisfaction and improving business processes, Six Sigma has been refined and perfected over the years into what we see today.

 

Six Sigma ranks among the foremost methodologies for making business processes more effective and efficient. In addition to establishing a culture dedicated to continuous process improvement, Six Sigma offers tools and techniques that reduce variance, eliminate defects and help identify the root causes of errors, allowing organizations to create better products and services for consumers.

While most people associate Six Sigma with manufacturing, the methodology is applicable to every type of process in any industry. In all settings, organizations use Six Sigma to set up a management system that systematically identifies errors and provides methods for eliminating them.

 

Six Sigma is a data-driven methodology that provides tools and techniques to define and evaluate each step of a process. It provides methods:

(1) to improve efficiencies in a business structure,

(2) improve the quality of the process and

(3) increase the bottom-line profit.

 

People develop expertise in Six Sigma by earning belts at each level of accomplishment. These include White Belts, Yellow Belts, Green Belts, Black Belts and Master Black Belts.

 

Six Sigma Belts Levels Explained

Understanding the Six Sigma Belt levels can be confusing. This breaks down of the requirements for each Six Sigma Certification clarifies the differences in achievement and typical roles for each level.

 

What Are the Six Sigma Belts?

Six Sigma methodology provides the use of a coloured belt tier system for its certification. To receive Six Sigma Certification, you must follow a hierarchical process.

 

Here are the Six Sigma Belts and Certification Levels you can achieve:

Six Sigma White Belt – White belt certification demonstrates an introductory level of knowledge to the fundamental concepts of Six Sigma.

Six Sigma Yellow Belt – Yellow Belt certification indicates that you have learned the specifics of how Six Sigma works, how its disciplines are applied to the workplace and where best to concentrate your time as you learn the process.

Six Sigma Green Belt – Green Belt certification focuses on advanced analysis and resolution of problems related to quality improvement projects. Green Belts lead and manage projects, while providing support to Six Sigma Black Belts.

Six Sigma Black Belt – Black Belt certification signifies that you are an expert in Six Sigma philosophies and principles. Black Belts are known as agents of change within an organization who lead project teams.

Six Sigma Master Black Belt – A Master Black Belt represents the top of the Lean Six Sigma achievement structure. They have extensive experience and are leaders in their fields.

 

How Six Sigma Began

In the 19th century, German mathematician and physicist Carl Fredrich Gauss developed the bell curve. By creating the concept of what a normal distribution looks like, the bell curve became an early tool for finding errors and defects in a process.

In the 1920s, American physicist, engineer and statistician Walter Shewhart expanded on this idea and demonstrated that “sigma imply where a process needs improvement,” according to “The Complete Business Process Handbook: Body of Knowledge From Process Modelling to BPM Vol. 1” by Mark von Rosing, August-Wilhelm Scheer and Henrik von Scheel.

In the 1980s, Motorola brought Six Sigma into the mainstream by using the methodology to create more consistent quality in the company’s products, according to “Six Sigma” by Mikel Harry and Richard Schroeder.

Motorola engineer Bill Smith eventually became one of the pioneers of modern Six Sigma, creating many of the methodologies still associated with Six Sigma in the late 1980s. The system is influenced by, but different than, other management improvement strategies of the time, including Total Quality Management and Zero Defects.

The Importance of People in Six Sigma

A key component of successful Six Sigma implementation is buy-in and support from executives. The methodology does not work as well when the entire organization has not bought in.

Another critical factor is the training of personnel at all levels of the organization. White Belts and Yellow Belts typically receive an introduction to process improvement theories and Six Sigma terminology. Green Belts typically work for Black Belts on projects, helping with data collection and analysis. Black Belts lead projects while Master Black Belts look for ways to apply Six Sigma across an organization.