February 12, 2008

Six Sigma

Look at the jounral I summarize that there are four aspects of the six sigma strategy that are not accentuated in other quality management and improvement methodologies of the past.

Firstly, six sigma places a clear focus on achieving bottom-line results in monetary terms. No six sigma project is approved unless the project’s returnon- investment is clearly identified and understood by the team. The bottom-line impact of a project depends heavily on the type of project (Black Belt, Green Belt or White Belt).

Secondly, six sigma has been very successful in integrating the human (teamwork, culture change, motivation, customer focus, etc.) and process (process control, process monitoring, process analysis, process improvement, etc.) aspects of improvement.

The third key characteristic of six sigma is that it integrates both statistical and non-statistical tools of quality improvement in a sequential manner within a powerful

problem-solving framework (Define-Measure-Analyse- Improve-Control).

The fourth characteristic of six sigma is that it creates a powerful team infrastructure (Project champions, Master Black Belts, Black Belts, Green Belts and Yellow Belts) for implementation of projects.

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