What Are The Critical Success Factors Of Six Sigma

The driving factors for a success or failure of implementing Six Sigma is largely dependent on the inputs set forth at the conception and duration of the integration. This whitepaper will compare and contrast these critical inputs for a successful deployment. In order to accomplish this five various companies: GE Electric, W.R. Grace, Royal Chemicals, Diversified Paper and Lemforder. Some of these organizations had very successful results while others failed to reach their full potential. What is clear is the similarities of those that succeed and those that failed.

Six Sigma is a business metrics that seeks to identify and eliminate causes of errors or defects as well as failures in business processes by focusing on output that are critical to customers (De Feo, Barnard 2004). It is also a measure of quality that strives to eliminate defects using the application of statistical methods. In this case, a defect is defined as anything that could lead to customer dissatisfaction. Six Sigma’s statistical quality control is the method used to measure variability in a product for evaluation and corrective actions. When the product metrics exceeds the bounds of acceptability, based on statistical inference, the product can be rejected with reasonable assurance that does not meet requirement. It aims to identify and eliminate waste in order to increase speed and flow from start to finish. It also identifies the critical steps, and deleting those not required or nonessential. There are so many metrics process in today’s business industries but the metrics that Six Sigma’s statistical thinking can also be defined as a thought process. In which it recognize the variation is all around us and present in everything we do. The Six Sigma’s interconnected processes and identifying, characterizing, quantifying, controlling and reducing variation provide opportunities for improvement within any organizations or firms. That is to say,

Design can be related to the creation of products goods and services for the benefit of customer satisfaction. When a product is not created effectively the organization could be plagued with costly problems down the line. However, Six Sigma uses tools that will allow companies protection from future problems and widespread liabilities (Kumar et al., 2009). If an organization implements six sigma in well planned out and methodical way, the benefits for the organization could be endless and have a positive effect well into the future of the organization. Therefore, main focus of Six Sigma is to ensure speedy breakthrough performances, substantial financial outcomes, and to have long lasting effects. Another component of Six Sigma is Total Quality Management which focuses things such as strategy, process, and the end

Six Sigma improves the design, the original design business strategies, optimize satisfaction and minimize waste while increasing the financial stability or include monitoring the process of elimination.

Six Sigma was first introduced in the 1980’s by none other than Motorola. It was not however necessarily a novel concept at the time so much as it drew from a conglomerate of proven manufacturing principles. It is strikingly similar to the scientific method in design. Six Sigma approaches areas that may not necessarily be viewed as problematic with an open mind. It seeks to analyze problems or questions with a stepwise, statistical, and quantitative focus in order to discover, fix, or disprove problems that may or may not exist within a process. By doing this Six Sigma can improve efficiency and therefore improve positive outcomes for whatever the endpoint may be (Mast, Bisgaard, & others, 2007).

Critical review of the above mentioned IT case using Thomas Bertels and Arne Buthman 's 10 Criteria for Evaluating Six Sigma Project, using Low, Medium and High are enumerated

The Six Sigma process can improve an organization’s competitive advantage in many ways. It can streamline processes to save time and money, it can generate a restructure, it could find ways to improve employee working conditions which could improve productivity, or it could even generate potential new programs or products to increase customer satification.

Today Six Sigma is found in many organizations, manufacturers, and businesses that strive to reduce and eliminate defects.

First, The Six Sigma, usually intended as a professional plan, includes refining, scheming, and monitoring procedure to minimalize or remove excess while enhancing gratification and increasing financial steadiness. The performance of a procedure—or the process competence—is used to ration enhancement by associating the baseline process competence (before development) with the process competence after directing possible solutions for quality development.

As a management system six sigma permeates all aspects of an organization. Many of those who have had the opportunity to participate in six sigma projects have experienced the transformation of six sigma principle and concepts into the fabric of the management system of the companies in which they are employed by witnessing improvements that will have continuous, long term influences within the company. This is accomplished by creating alignment within the company leadership. Six sigma offers a way of thinking that facilitates improvement by reducing the amount of variation in each process. Statistical tools are used to provide insight so that management can predetermine process outcomes. It also provide a method to analyze a process to determine areas of possible improvement.

This article itemizes the varying success stories of organisations who championed the Six Sigma tools since its inception over two (2) decades ago. It highlights the benefits and attributes associated with Six Sigma and the ideologies they have grown to practice. Anne Harris conveys this information through her article, as she relays the stories from global manufacturers about what Six Sigma has done for them.

Lean Six Sigma approach is recognized widely and has been implemented predominately in manufacturing rather than other industries. To illustrate the point, this paper draws attention to the adoption of Lean Six Sigma in various industries with a case study. The combination of Lean tools and Six Sigma methodology is used to improve the process and quality by eliminating the variations and creating workflow in a process. The hypothesis of this study was that the Six Sigma technique can be used along with lean tools in order to improve process and quality in any area of industries. The review of case study discovered the use of

This paper will examine the origin of Six Sigma and it?s evolution into the foremost accepted quality improvement processes across many disciplines. In addition, an examination will be done on the application of Six Sigma in the healthcare industry including all variables and their operational definitions. Clarification will be given on how the theory evolved into the foremost accepted process improvement methodology in the world. Finally, testing of the model will be conducted by applying the theory to a work setting within the healthcare environment. From the testing

One of such strategy is the implementation of Six Sigma methodology in the organization. Six Sigma is a methodology that combines the gradual and continuous improvement with radical redesign. The process of Six Sigma begins by measuring the statistical variability within a process. This means that the causes of error can only be determined if you understand the critical requirement of either the internal or external customer. Six Sigma processes are designed to reduce process variability. Six Sigma helps the organization to achieve improved process flows and better

Six-Sigma methodology was applied to single assembly line in order to achieve Six-Sigma levels of quality by trimming down defect level those are crucial to customers. Implementation of Six-Sigma methodology helps to improve levels of overall customers satisfaction through improvements made to the working environment. Discussing the case of implementation the authors in the end concluded that to implement such projects in SMEs, the top management must designate dedicated trained personnel as team members who further provide trainings to workers included in the project in a hierarchical manner. This type of program can be named as Internal Training Methodology (ITM), it also helps SMEs in saving monetary which in case to be paid to consultancies for massive training programs. This type of approach helps organizations to develop new Six-Sigma projects step by step. This type of program helps in render savings and upgrade staff for higher belt levels and then increase the pace of implementation in a phased