January 07, 2010

six sigma–key elements

Key Elements of Six Sigma

Pande et al considers six critical ingredients to successfully achieve Six Sigma implementation within an organization, and these are:

1.                 Genuine focus on the customer

This is a priority factor in Six Sigma. As previously stated, it is necessary to measure customer satisfaction to calculate defects per unit produced. Therefore, the organization needs to define the customer requirements and the processes that conduct to achieve satisfaction, in this manner, the company can hold control over its processes and will be able to keep a customer. 

2.                 Data-and Fact- Driven Management

The author alludes that companies make important decisions based on unreliable data. Six Sigma instead, identifies the key drivers of the processes and collect real relevant data from actual business performance.

3.                 Process Focus, Management, and Improvement

Six Sigma team must identify the core business processes on which customer satisfaction lies, and where improvement has to take action.

4.                 Proactive Management

This is the point where manager’s creativity and innovation flourish, by setting goals and priorities in a challenging fashion, to anticipate obstacles. Six Sigma provides the tools to proactivity.

5.                 Boundaryless Collaboration

This is an interdepartmental activity, where all areas need to collaborate, aligned with the organizational goals. Six Sigma requires this collaboration attitude, to benefit everyone within the company, attaining better results.

6.                 Drive for Perfection, Tolerate Failure

Companies need to be prepared for setbacks when utilizing diverse methods, Six Sigma teams often confront risky decisions, but still, decisions must be undertaken to change processes for betterment.

Pande, Peter S.; Neuman, Robert P.; Cavanagh, Roland R. (2002). The

Six Sigma Way Team Fieldbook: An Implementation Guide for Process Improvement Teams, USA: McGraw-Hill.

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