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Six Sigma is about More Than Just Number Crunching |
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Peter Peterka |
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2005-09-23 |
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Top executives who know only that Six Sigma is famous and popular have called for the implementation of Six Sigma programs, and, of course, want to see numbers. They may become very enamored with the copious numbers that Six Sigma produces. Unfortunately, they may not want to see more than just a series of reports and may not understand that Six Sigma is about so much more than crunching numbers and generating reports. Certainly, Six Sigma is about number crunching. In Six Sigma, first you define your problem and your project, and then you measure your process from start to finish. Six Sigma produces a flood of data about your process. These measurements are critical to your success. If you don't measure it, you can't manage it. Through those measurements and all of that data, you begin to understand your process and develop methodologies to identify and implement the right solutions to improve your process. Six Sigma’s clear strength is a data-driven analysis and decision-making process—not someone's opinion or gut feeling. However, those who know Six Sigma have learned enough to be wary of excessive “number crunching” that does not lead to performance improvement. It is not the measurements or the reports that create solutions; it is the Six Sigma team itself. Once a problem’s root causes are determined in the analysis phase of a Six Sigma project, the team works together to find creative new improvement solutions. The data is used and relied upon—it is the measurements of the realities you face! Yet it is smart measurement and smart analysis of the data—and above all the smart creation of new improvement solutions and their implementation—that create real change. Six Sigma is more than a data-capturing, number-crunching process. It is a philosophy and a methodology; it is a way of looking at business and a way of doing business processes. Six Sigma provides a structured data-driven methodology with tools and techniques by application of which companies can measure the baseline performance of their processes and determine the root causes of variations, as well as improve their processes to meet and exceed the desired performance levels. Six Sigma is a technique to introduce controlled thinking into a continuous change management method. It is a desire to constantly improve a product or service offered. The value of statistical analysis cannot be underestimated. How can an organization improve if it does not have an established baseline? How can an organization determine if it has made progress if there is no data to indicate improvement? Measurement of activity (lead times, cycle times, failure rates, downtimes, etc.) is very important. Using these measurements to understand the variability in your processes is substantially better than the ad hoc it-doesn't-feel-right approach. However, without thorough knowledge and skills of how to use statistics in a business environment, all of the number crunching in the world won’t create real change. Ultimately, business process improvement is achieved through the acquisition of knowledge. Since knowledge is a commodity that people acquire, organizations must recognize their people as their most valued assets. Well-trained people gather the knowledge that leads to quality improvement. Through the effective deployment of Six Sigma, the utilization of people can improve process performance, affect product and service quality, positively influence customer satisfaction, and ensure long-term business success. Yes, you do have to know statistics well, but you also need to know the business needs of your organization to make Six Sigma a success. Six Sigma is a big job that encompasses the entire organization; it isn’t just a set of mathematical tools or a separate function done by bean counters. Properly envisioned as a philosophy of quality improvement, Six Sigma helps everyone in the organization become more efficient and productive. Peter Peterka is President of Six Sigma us. For additional information on Six Sigma Green Belt or other Six Sigma Certification project programs contact Peter Peterka.
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Six Sigma is about More Than Just Number Crunching Keywords: |
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executives numbers reports measurements methodologies decision performance causes improvement analysis structured performance Measurement knowledge Six Sigma is about More Than Just Number Crunching Manufacturing Business |
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Related Article:Six Sigma is about More Than Just Number Crunching |
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Randy Hough |
2008-02-28 |
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Title: Please Define Six Sigma!
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Please Define Six Sigma! Six Sigma is a quality improvement methodology. Six Sigma is also a "brand name", used by thousands of consultants, but the trademark is owned by Motorola. That is why you see it capitalised when it is used by Motorola and in lower-case letters otherwise. Why is it called six sigma? Because sigma is a long-standing symbol used by engineers, mathematicians, and statisticians as a unit to measure statistical variation. Sigma is Greek for the letter 'S'. Why 'six'? It refers to the amount of deviation from the common bell curve used to measure change. Six sigma represents "almost perfect", or 3.4 defects per million. So, if you count those bars to the right of the top of a bell curve, you get six sigma. What that represents is the deviation from perfect. Obviously, if you are making plastic parts, you would be very happy indeed if you could have only 3.4 defective parts per million! That is what this is all about. It is a method that enables you to measure your processes in order to improve your bottom line. One reason it is difficult to give an overview of six sigma is because it means different things to different people and different industries. It was originally developed by Motorola as a way to improve manufacturing, but it soon grew to include management and service industries, such as banking. Can six sigma help in injection molding? Here are some benefits reported by several injection molders: Improvements related to in-process inspection effectiveness, Increased weigh-count throughput, Cycle time and scrap reduction, Help reduce process variation and costs. This is not only something that benefits large corporations, it can be tailored to suit small and medium sized companies as well. A good example of this is GW Plastics, in Bethel, Vermont. Six Sigma is a top-down program It is common knowledge that a program such as this will only work if there is an absolute commitment from top management. It is a complicated, time consuming and somewhat expensive program to become involved with. The rewards can be huge though, and the company bottom line will show it. There are many, many companies offering six sigma services. There is even one called Motorola University, the same people who developed this in the first place! You can earn your "green belt" or "black belt" and become a trainer by taking online courses as well. This is certainly the most popular quality improvement program in history. It is not a "flash in the pan", though some companies fail to follow through and realize the benefits. It really encompasses the best of the quality programs that have preceded it and can help your company in many ways. Learn more at our web site, Global Plastic Injection Molding
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Richard Chapo |
2006-09-04 |
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Title: Considering Being an Accountant?
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If number crunching, math skills and organization are your strong points, the profession of accounting may be for you. Here is a primer on how. Considering Being an Accountant? Accounting is no longer the stereotyped dull job that it used to be. The change in the corporate culture has resulted in adding more glamour and importance to an accountant’s job. In fact, the hot new field is forensic accounting where you don the role of detective to figure out who has been playing funny with the money. The number crunching aspect is still there, but the role is not limited to that alone. In addition, the pay can be lucrative as well Accountants are classified in to four categories: public, managerial, government accountants and internal auditors. Each category has many sub categories. There are accountants who prepare financial statements, there are accountants who audit financial reports, there are accountants who advise on tax strategies and there are the aforementioned forensic accountants. Therefore, the choice is yours. Evaluate your aptitude and decide which type of accountancy suites you best. If you want to be an accountant with tax consultant specialization, then be prepared to work long hours during the tax-filing period. Account licensing is controlled by state agencies, not the federal government. As a result, each state handles things slightly differently. If you want to be an accountant, however, the first step is to locate a learning institution providing classes in the field. Make absolutely sure the institution is recognized by the relevant accounting agency for your state, to wit, the degree will mean something. An excellent way to get your free in the field of accounting is to find a job with an accounting firm. This is advisable even if you have not started full time study since it gives you an opportunity to take in the daily experience associated with the job. Only then can you truly tell whether you are cut out for this demanding, but interesting job. If you decide to be an accountant, it is off to school. After that, you sit for the CPA examination. It is a monster of a test. It is comprised of four brutal sections. Only 25 percent of the candidates appearing for the examination pass all four sections. How hard is it? If you fail one of the sections, most states allow you to come back and try to pass it again without taking the other sections over again. They say getting your license to practice law is tough, but it is nothing compared to the CPA examination. To shine among the accountants you may consider obtaining a master’s degree. Being an accountant requires hard work. Be sure that you are prepared for it. Richard A. Chapo is with Business Tax Recovery - providing accountant information and listings.
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Peter Peterka |
2006-01-25 |
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Title: Six Sigma Jobs by Peter Peterka
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The demand for people with Six Sigma expertise is constantly increasing. More and more organizations are discovering the many ways that the Six Sigma methodology can help them grow and improve. As Six Sigma spreads to many different industries beyond its genesis in manufacturing, you can now find many service and government organizations advertising for Six Sigma help. Plus, it is no longer the largest corporations looking for Six Sigma help. Smaller companies also are taking on Six Sigma projects and hiring people as consultants or permanent staff. The need for full-time Six Sigma professionals will only increase. Types of Six Sigma Jobs There are many Six Sigma jobs in many industries at junior and senior levels. The positions have descriptions and requirements unique to that organization and its requirements. It is true that many Six Sigma positions are filled internally as organizations train their own people already familiar with the organization’s culture in Six Sigma skills. However, organizations frequently reach outside to add personnel with Six Sigma expertise to lead Six Sigma projects or even the full-scale implementation of Six Sigma throughout the organization. These positions are usually dedicated full-time to Six Sigma projects. Six Sigma jobs are advertised under many titles, not always as obvious as “Six Sigma Black Belt,” “Six Sigma Consultant,” or “Six Sigma Analyst.” Other possible titles include things like “Functional Project Lead” “Six Sigma Program Manager,” “Lead Analyst/Project Manager,” “Director of Operational Excellence,” “Business Process Manager,” or “Senior Projects Manager.” Whatever the exact title, the organization is looking for someone with the skills of a Six Sigma Black Belt. A Black Belt is an individual trained in the Six Sigma methodology and experienced leading cross-functional process improvement teams. They will lead individual Six Sigma projects. Very senior Six Sigma positions are sometimes advertised. These are Master Black Belts, individuals trained in the Six Sigma methodology who acts as the organization-wide Six Sigma program manager. They will lead Six Sigma implementation at the organization and will oversee Black Belts and process improvement projects and provides guidance to Black Belts as required. Master Black Belt positions understandably demand the highest level of Six Sigma experience and qualifications. Qualifying for Six Sigma Jobs To be considered for a Six Sigma job, you need a combination of relevant academic and work experience. The first and foremost qualification is to be trained in Six Sigma, ideally as a certified Six Sigma Black Belt. This means formal training from qualified Six Sigma consultants who have extensive experience in training and implementation of Six Sigma. Specific training in Six Sigma DMAIC and/or DFSS methodology is often requested. The best teacher is, of course, experience and organizations will strongly prefer, if not insist, on people who have completed at least one Six Sigma project. In addition to possessing Six Sigma training and project experience, organizations will ask that you have experience working in the industry of the organization’s business. So if the company is a manufacturer, they will usually want you to have direct experience in a manufacturing environment. Organizations will ask that you have a certain minimum period of experience (often five years) in that particular industry. Management experience is a huge plus and will almost certainly be a requirement for a Six Sigma project team leader. Having on your resume proven project management success within a structured environment and being able to demonstrate good managerial skills will take you a long way. That’s because leading and facilitating Black Belts, Green Belts, and business teams through a Six Sigma project is often the role organizations are seeking to fill. There are also essential personal skills. You need to be able to demonstrate a good understanding of processes and quality methodologies and a willingness to take an initiative and lead change. Another crucial skill is the ability to link strategy to execution. The aptitude to look beyond the surface and be creative to think conceptually about strategic business issues and develop creative but practical solutions is key. Peter Peterka is a Master Six Sigma Black Belt for Six Sigma us and has implemented Six Sigma in a variety of organizations. For additional information for Six Sigma Training and Six SIgma Jobs please contact Peter Peterka at http://www.6sigma.us/
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Peter Peterka |
2005-09-10 |
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Title: Managing Teams and Six Sigma
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Managing a Six Sigma team is a considerable responsibility. Six Sigma is a team process and requires cooperation at many levels. No one person can manage a Six Sigma project on their own. Just as it is the organization that benefits from Six Sigma, it is the organization that truly manages Six Sigma. Yet, that management must be led by specially trained individuals. Success in managing Six Sigma teams begins with the top of the organization. Company leadership must give the teams the resources and the authority to apply Six Sigma concepts to their daily activities. They must also ensure that organizational goals are aligned with Six Sigma projects and that any roadblocks to Six Sigma deployment are removed. The proper selection and training of Six Sigma team leaders is also critical as they have the most direct responsibility for managing the Six Sigma team. A Six Sigma Black Belt is the team leader and the key change agent for the Six Sigma process. The role of the Black Belt is to facilitate the Six Sigma adoption as part of the culture. They lead, and manage Six Sigma teams to sustain significant bottom-line results. Black Belts ideally are people previously experienced in leading cross-functional process improvement action teams who have been trained in the Six Sigma methodology. The Six Sigma Black Belt should demonstrate team leadership, understand team dynamics, and assign team member roles and responsibilities. Managing a Six Sigma team comes down to two important aspects: leading and mentoring. As the team leader, a Black Belt needs to be directly involved with the project team. This is a crucial element as it enables the business to cut through and implement improvements quickly and efficiently. Six Sigma includes tools and practices that replace reactive habits with a dynamic, responsive, proactive method of management. As the team leader, the Black Belt must be being willing to adapt to circumstances including the need to accept - and manage - occasional setbacks. This includes handling group conflict and "problem people" and minimizing out-of-control meetings and personal interactions. The Black Belt must also be a mentor to everyone on the team and develop a mentoring process. They must ensure that proper guidance is given for the new candidates immediately after their training. This will ensure that the course corrections are made regularly and the projects get completed on time. Six Sigma creates an environment that supports true teamwork and the Black Belt can go a long way toward enabling a positive and productive team environment. During the project, the Black Belt should continually Structure the team and its actions to best utilize the disparity in knowledge and techniques of the team members and increase project member morale. Always, the Black Belt should look at every circumstance as an opportunity to help instruct and improve the individual team members and the organization as a whole. This is what Six Sigma is all about. Peter Peterka is President of http://www.6sigma.us/whyus.php ">Six Sigma .us and has over 15 years as http://www.6sigma.us/six-sigma-black-belt.php ">Six Sigma Black Belt with a variety of organizations. For additional information please contact Peter Peterka for ">http://www.6sigma.us/six-sigma-training.php"> Six Sigma Certification .
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Peter Peterka |
2008-05-05 |
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The demand for people with Six Sigma expertise is constantly increasing. More and more organizations are discovering the many ways that the Six Sigma methodology can help them grow and improve. As Six Sigma spreads to many different industries beyond its genesis in manufacturing, you can now find many service and government organizations advertising for Six Sigma help. Plus, it is no longer the largest corporations looking for Six Sigma help. Smaller companies also are taking on Six Sigma projects and hiring people as consultants or permanent staff. The need for full-time Six Sigma professionals will only increase. Types of Six Sigma Jobs There are many Six Sigma jobs in many industries at junior and senior levels. The positions have descriptions and requirements unique to that organization and its requirements. It is true that many Six Sigma positions are filled internally as organizations train their own people already familiar with the organization’s culture in Six Sigma skills. However, organizations frequently reach outside to add personnel with Six Sigma expertise to lead Six Sigma projects or even the full-scale implementation of Six Sigma throughout the organization. These positions are usually dedicated full-time to Six Sigma projects. Six Sigma jobs are advertised under many titles, not always as obvious as “Six Sigma Black Belt,” “Six Sigma Consultant,” or “Six Sigma Analyst.” Other possible titles include things like “Functional Project Lead” “Six Sigma Program Manager,” “Lead Analyst/Project Manager,” “Director of Operational Excellence,” “Business Process Manager,” or “Senior Projects Manager.” Whatever the exact title, the organization is looking for someone with the skills of a Six Sigma Black Belt. A Black Belt is an individual trained in the Six Sigma methodology and experienced leading cross-functional process improvement teams. They will lead individual Six Sigma projects. Very senior Six Sigma positions are sometimes advertised. These are Master Black Belts, individuals trained in the Six Sigma methodology who acts as the organization-wide Six Sigma program manager. They will lead Six Sigma implementation at the organization and will oversee Black Belts and process improvement projects and provides guidance to Black Belts as required. Master Black Belt positions understandably demand the highest level of Six Sigma experience and qualifications. Qualifying for Six Sigma Jobs To be considered for a Six Sigma job, you need a combination of relevant academic and work experience. The first and foremost qualification is to be trained in Six Sigma, ideally as a certified Six Sigma Black Belt. This means formal training from qualified Six Sigma consultants who have extensive experience in training and implementation of Six Sigma. Specific training in Six Sigma DMAIC and/or DFSS methodology is often requested. The best teacher is, of course, experience and organizations will strongly prefer, if not insist, on people who have completed at least one Six Sigma project. In addition to possessing Six Sigma training and project experience, organizations will ask that you have experience working in the industry of the organization’s business. So if the company is a manufacturer, they will usually want you to have direct experience in a manufacturing environment. Organizations will ask that you have a certain minimum period of experience (often five years) in that particular industry. Management experience is a huge plus and will almost certainly be a requirement for a Six Sigma project team leader. Having on your resume proven project management success within a structured environment and being able to demonstrate good managerial skills will take you a long way. That’s because leading and facilitating Black Belts, Green Belts, and business teams through a Six Sigma project is often the role organizations are seeking to fill. There are also essential personal skills. You need to be able to demonstrate a good understanding of processes and quality methodologies and a willingness to take an initiative and lead change. Another crucial skill is the ability to link strategy to execution. The aptitude to look beyond the surface and be creative to think conceptually about strategic business issues and develop creative but practical solutions is key.
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Tony Jacowski |
2008-04-05 |
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Title: Why Is Six Sigma So Effective?
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The scientific tools and techniques no doubt contribute a lot towards the success of Six Sigma improvement projects, but they just cannot be taken as the sole factors responsible for Six Sigma's effectiveness because they only compliment the inherent logic underlining Six Sigma and as such are no more than a means to an end.
So what really makes Six Sigma so effective? Well, for that, you only have to take a closer look at the most commonly utilized Six Sigma quality improvement methodology, i.e. DMAIC that stands for Define, Measure, Analyze, Improve and Control.
Look out for similarities between standard business practices and the DMAIC phases stated above, some of which are described below.
The Define Phase
The Define phase is quite similar to the standard business practice of identifying common problems of a given business process with the aim to devise effective solutions for overcoming the given problems and issues. It can easily be compared with an entrepreneur's effort to improve the delivery systems of his business by conducting a review of all the various major and minor components of the overall delivery system.
The Measure Phase
If we consider the above example, the Measure phase will seem no different from the entrepreneur's effort to assess the negative impact that the identified problems can potentially have on his overall business. This is quite necessary for the entrepreneur, because it is only then will he be able to concentrate his efforts on overcoming problems that hold the most potential for damage.
The Analyze Phase
The Analyze phase is quite similar to the entrepreneur's effort to make a list of all the available alternatives and test each of them individually to know which alternative will work best for getting the desired results.
Just like the entrepreneur would prefer, the Analyze phase too calls for selecting only those alternatives for final implementation, which hold the most potential and are cost-effective.
The Improve Phase
This phase is no different from the entrepreneur's effort to ensure that the projects selected for improvement are implemented in the prescribed manner. Just like the entrepreneur would prefer, the Improve phase too stresses completing projects within the stipulated time and costs.
The Control Phase
Just as the entrepreneur would like to check the effectiveness of the improvement projects, the Control phase too stresses assessing whether or not the improvement initiatives are performing as per expectations. Taking remedial measures if there is a mismatch is inherent to the Control phase, just as an entrepreneur would like to do.
Now, I think you can understand exactly why Six Sigma is so very effective. It's simply because it follows sound business logic that hardly ever fails to deliver.
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Tony Jacowski |
2008-03-12 |
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Title: The More Vital Aspects of Six Sigma
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While all these aspects of Six Sigma are quite true, they still do not provide the complete picture because they fail to highlight the indirect yet more vital aspects of this technique. In effect, concentrating solely on cost reductions and other direct benefits will be just like "missing the woods for the trees."
Discussed below are some of the indirect, yet more vital aspects of Six Sigma.
Improved Competencies
This aspect may not be as clearly visible and verifiable as cost reductions, but the reality is that six sigma does help in achieving improved competencies; i.e., competencies in a given business domain wherein a company's performance is far better than that of the nearest competitor.
The performance difference may not be much if both of the competing companies successfully deploy it. However, if only one of the competing companies deploys Six Sigma, then the difference will be huge and clearly visible in terms of sales, revenues, profitability, and market share.
Now, since it is quite clear that the lack or presence of competencies goes a long way in determining the overall health of a business, it would not be wrong to classify "Improved Competencies" as one of the indirect, yet more vital aspects.
Improved Customer Satisfaction
Six Sigma implementation projects that involve new product development or product modifications provide special consideration to the Voice of The Customer (VOC), something which enables the company to do proper justice to the specific needs, requirements, and expectations of targeted customers.
When VOC is employed, the probability that the new or modified product will fail to deliver is reduced significantly. The most significant benefit comes in the form of improved customer satisfaction because customers get exactly what they might have desired. Achieving improved customer satisfaction is vital because it helps the company to build the ready customer base necessary for maintaining existing levels of sales and profitability.
It can also help in cornering a bigger market share because it is the satisfied customer who is most likely to recommend the product or service to his friends, family, and associates. All of these are reasons enough for classifying "Improved Customer Satisfaction" as one of the indirect, yet more vital aspects.
There are many other indirect, yet more vital aspects of Six Sigma, but the two explained above are probably the most important. So businesses that want to assess the effectiveness of their ongoing 6 Sigma implementation projects just need to concentrate on these two vital aspects. That is to say that if a business achieves "Improved Competencies" and "Improved Customer Satisfaction," it would imply that the ongoing implementation project is a grand success.
If not, then obviously it would mean that the business needs to do a re-check and put in extra efforts for achieving the desired goals and objectives.
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Tony Jacowski |
2008-01-24 |
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Title: Initiating Six Sigma Pilot Projects
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Most Six Sigma projects focus on improving just a single business process rather than catering to all processes at the same time.
The Need For Initiating Six Sigma Pilot Projects
Handling one project at a time may be the logical thing to do, but sometimes even that is not enough, especially when dealing with projects that are huge and complex, and comprised of several smaller sub-processes. Businesses can get help from Six Sigma professionals such as Black Belts and Green Belts, but the way to go is to start a pilot project first, to assess the applicability of the suggested quality improvement initiatives. By implementing the pilot project successfully, businesses can ensure that all the remaining quality improvement initiatives that are still on the drawing board can also be carried out successfully.
All types of businesses can benefit from pilot projects, but it is the smaller and medium sized businesses that stand to gain the most because pilot projects can be easily managed with minimum funds and resources. Small businesses often do not have the requisite funds and resources to undertake large projects and since nobody can guarantee that the project will be a success, it makes sense to try out the pilot project first.
Another reason why pilot projects are favorable for a small business is that they make it easier for management to make resources available at the right place and at the right time to the implementation team. This is not possible logistically if too many projects are selected, all at the same time.
How To Select Six Sigma Pilot Projects
Any large business process is composed of several smaller sub-processes, any of which can be selected for the pilot project. However, as far as possible, businesses should always try to select a sub-process that is critical and adds the most value to the main process. This is necessary because when a pilot project involving the most critical sub-process is carried out successfully, it automatically increase the probability that the less-critical sub-processes will show the same results.
It does not make sense to select the less critical sub-processes for pilot projects because even if they are carried out successfully, there is no guarantee that the same results can be obtained for all the remaining sub-processes that might be more complex.
Other Things To Consider
In addition to being prudent in process selection, businesses also need to address other factors as well such as communications. A business may have selected the most appropriate process for the pilot project, but if proper communication channels were not provided, it would hinder the free-flow of information, ideas and suggestions, something that is vital for the success of any Six Sigma implementation project. It is only after proper communication is maintained can a business hope to make the pilot project a success.
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Tony Jacowski |
2007-03-07 |
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Title: Fundamentals Of Six Sigma Training
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Six Sigma professionals have the requisite expertise and experience in implementing Six Sigma projects and their services are necessary for ensuring the success of the implementations. However, not all organizations can afford such services because 6 Sigma professionals normally charge hefty fees. The best option then for such organizations is to provide Six Sigma training to their existing employees. Training existing employees not only helps in reducing implementation costs but also ensures that the implementations are completed within the specified time.
However, selecting the most appropriate training course for employees may not always be easy because of the recent increase in the number of entities offering 6 Sigma training courses. The problem is compounded because most of the training entities claim to be the best in the business.
Organizations can develop their own training institutes, but this can further complicate the financial health of an organization that is already running short of funds. The best option then is to select the most cost-effective training program for the employees. Given below are some of the basics that a good 6 Sigma training program should always have:
1. The training program should cover important Six Sigma methodologies such as DMAIC (define, measure, analyze, improve, and control) and DMADV (define, measure, analyze, design and verify).
2. The training program should aim at creating awareness about the roles and responsibilities of personnel associated with 6 Sigma implementations. It should make the employees learn the tenets of effective communications, which is a necessity for successful Six Sigma implementations.
3. The training should cover all types of Six Sigma statistical tools such as Critical Path Method (CPM). CPM helps in designing a proper timetable that predetermines the start and completion of key events in any business process. With the help of CPM, employees can easily find out the exact status of various projects by monitoring key events through the CPM timetable. Other important statistical tools that need to be covered include FMEA (Failure mode and Effects Analysis), which helps in anticipating future problems through analytical interpretations.
4. The training should enable employees to learn the use of software tools such as RapAnalyst, which simplifies DOE (Design of Experiments) and many other activities related to data mining; MiniTab and SixNet Intelligence; and the 6 Sigma calculator, which is a hand tool. The training should also cover the use of judgmental tools such as Ishikawa Root Cause Analysis Diagram (Fishbone diagram), Brain Storming & Affinity Group Tool, Thought Map, and Regulation Diagram.
5. The training should also enable employees to learn soft skills such as presentation skills and managerial skills such as decision-making. These skills will go a long way in ensuring the success of 6 Sigma implementations.
A 6 Sigma training program that covers all the aspects stated above needs to be selected, even if it is relatively more expensive than other available training programs.
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Tony Jacowski |
2007-02-14 |
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Title: Six Sigma Parameters
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Information related to predetermined Six Sigma parameters is issued by the senior management through a document known as the "project charter". Aside from defining the Six Sigma parameters, the project charter also acts as an authorization certificate, allowing the project manager to allocate organizational resources towards the completion of the implementation projects.
What Exactly Is A Project Charter?
Every project is implemented for satisfying a business need. These unique business needs are specified in the project charter along with information about new business opportunities and business threats that the organization might have to face in the near future due to increased competition. The charter also contains detailed information about the type of features that are to be included in the product or service being designed. Detailed explanation is also given about how the customers will benefit from the newly introduced features.
What Is A Problem Statement?
Also included in the charter is the "problem statement", which provides detailed information, related to the essentialities of the project. It allows project managers to ascertain the overall scope of the project and determine the roles and responsibilities of the related stakeholders. If the project is complex, the problem statement lays stress on breaking down the whole project into smaller manageable subprojects that are easy to execute.
What Is A Mission Statement?
Another important part of the charter is the mission statement, which allows implementation team members to understand the basic relation between the project and the business objectives of the company. As far as possible, the senior management tries to give precise specifications in simple language in order to avoid any potential confusion. For example, if the purpose is to reduce defects, the mission statement will include a precise target such as "reduce defects to twenty percent" or something even more specific such as "reduce defects by twenty percent in two months time".
If simple and precise terms are not used, it will very unlikely that the project will be completed in time. Mission statements lay stress on eliminating the main problem that is causing the defects rather than suggesting short-term remedies. If the project is large and has been divided into smaller projects, different mission statements are created for each individual subproject. In spite of all the precautions, if the implementation team is not able to understand some points, they can talk to the project sponsors such as senior management.
The task of defining Six Sigma parameters related to project implementations has become easier through the project charter containing the problem statement and the mission statement. In layman's language, we can say that the project charter is a document that allows a project manager to understand what is to be done and how it is to be done.
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