...Six Sigma is a set of tools and techniques/strategies for process improvement originally developed by Motorola in 1981.[1][2] Six Sigma became well known after Jack Welch made it a central focus of his business strategy at General Electric in 1995,[3] and today it is used in different sectors of industry.[4] Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.[5] It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Champions", "Black Belts", "Green Belts", "Yellow Belts", etc.) who are experts in the methods.[5] Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified value targets, for example; process cycle time reduction, customer satisfaction, reduction in pollution, cost reduction and/or profit increase.[5] The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects (3.4 defects per million), although, as discussed below...
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...SIX SIGMA (6σ) EN ZIJN PLAATS IN DE INDUSTRIE Bart Witdouck Hogeschool West-Vlaanderen – Departement PIH, Master in de Automatisering bart.witdouck@howest.be ABSTRACT De steeds maar sneller veranderende economische condities zoals wereldwijde competitie, verkleinerende winstmarges, de vraag van de klant naar hoge kwaliteit, productvariaties, etc. hebben een grote invloed op de industrie. Om een antwoord te bieden op al deze condities zijn verscheidene industriële engineering en kwaliteitsmanagement strategieën nodig zoals Total Quality Management (TQM), Kaizen, Just-In-Time manufacturing (JIT), Enterprise Resource Planning (ERP), etc. Six Sigma is een vrij nieuwe trend tussen al deze strategieën. Six Sigma bevordert het productieproces van kritische processen wat leidt tot het beter gebruiken van resources en zorgt voor continue kwaliteit van het gefabriceerde product. Keywords: Six Sigma, Kwaliteitsmanagement, Total Quality Management, TQM, DMAIC, DMADV 1. INLEIDING Om te begrijpen wat Six Sigma betekend moet eerst inzicht verworven zijn in het begrip Total Quality Management (TQM). TQM is de laatste twee decennia geëvolueerd tot een strategische manier van aanpak in productie en service organisaties om een antwoord te bieden op de competitieve business wereld (Desai and Shrivastava). Vandaag is TQM een manag ement strategie geworden gebaseerd op het continue verbeteren van kwaliteit. Het is een management strategie om er zich bewust van te maken dat kwaliteit in iedere...
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...Vol. 3, No. 1, 2011 19 Implementation of Six Sigma in Indian industries – a Delphi study R.K. Padhy and S. Sahu* Department of Industrial Engg. & Mgmt., Indian Institute of Technology, Kharagpur-721302, India E-mail: rkpadhy@iem.iitkgp.ernet.in E-mail: sahus@mech.iitkgp.ernet.in *Corresponding author R.K. Das Department of Mechanical Engg., College of Engg. & Technology, Bhubaneswar-751003, India E-mail: ranjitdas@gmail.com Abstract: A Delphi study was carried out to review and analyse the critical issues that affect Six Sigma initiatives in Indian context. This research is aimed at assisting Six Sigma management professionals, researchers and organisations to gain a better understanding of the critical factors that affect the successful implementation of the programme in India, and its future evolution. Consensus among experts has been arrived upon various issues related to implementation of Six Sigma. The expert opinions invited on various issues have been discussed in the context of present scenario. The main consensual issues as prioritised by the experts are top management commitment, developing an effective system for project selection, monitoring and selection of right people, with strong emphasis on training. The experts’ priorities also focus on effective resource management and communication system. Based on the conclusion drawn from the study and literature reviewed, the effective implementation of Six Sigma also warrants the identification of the risk associated...
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...SIX SIGMA GREEN BELT PROFESSIONAL OBJECTIVE TYPE QUESTIONS 1. six sigma corresponds to design tolerances that are +3 standard deviations on either side of the mean. 2. Designing features and characteristics which are then are developed into near final form. 3. Knowledge of SPSS 4. Attribute measurement 5. It is a type of graph that is similar to a histogram and summarizes the shape of the set of data 6. Studying the consequences of failures 7. Drum-Buffer-Rope 8. Same, different 9. Hops 10. Human risk 11. Walter Schewhart 12. How quality influences business 13. Plan, do, study,act 14. Are used to measure financial aspects of an organization or quantify high level aspects of operations 15. Measure 16. Define 17. Monitoring 18. Cost of Quality 19. Motorola Inc 20. Quality is free 21. All of these. 22. None of these 23. Is a Japanese term which means “automation with a human touch”. 24. All of these. 25. A Japanese term which means “automation with a human touch” 26. Five day 27. Mistake proofing 28. Decision for six sigma 29. Logistics 30. A corporate , a person, group, organization, a member or system who affects or can be affected by an organization’s actions 31. Is an approach to understand the customer’s needs and process it in the design specifications of the product 32. All of these 33. Project 34. All of these 35. 3.4 36. The Triple-Constraint 37. None of these...
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...Six Sigma – A Management Philosophy Executive Summary I chose this topic because it was something that I’ve heard a great deal about, but have very little experience with. At my company, MetLife, there has been some recent investigation into Six Sigma and how it can help improve our Financial Reporting processes. While Six Sigma can involve some very complex statistical theory, especially in the world of manufacturing, I wanted to concentrate more on the Management philosophy and how it can implemented in a service type organization. Introduction History After World War II, the Japanese were left to rebuild their destroyed economy. They had to figure out a way to rebuild with very little resources other than human capital. Japanese leaders realized that to compete in the world market they must make drastic changes to quality management. (Kumar, 2006) Throughout the 50’s and 60’s, with the help of quality gurus like Deming and Juran, the Japanese made rapid improvements in quality of the production of goods and services. Meanwhile, the United States did very little to change their methods of operation. At the time, the United States was the main source for goods and services in the western world. There was very little incentive to concentrate on expensive quality improvement projects that would hurt the short-term bottom line. Instead, the focus was on production and performance. (Kumar, 2006). By the early 80’s, Japan had solidified it’s...
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...Exploring Six Sigma Ricardo Vergara Training Management 3340 April 29, 2012 Abstract This paper explores Six Sigma, the business initiative that was developed by Motorola in the early 1990s. This program has had very good success with some very large corporations such as Allied Signal and General Electric. This paper will explore the methodology of each of the five phases in the Six Sigma model. The five phases are Define, Measure, Analyze, Improve and Control (DMAIC) Phases. The Six Sigma model will then be evaluated based on the researched information. Further, a recommendation will be made concerning whether an organization should implement Six Sigma based on the evaluation. Establishing a Six Sigma Program Introduction: In a world class business environment, employees will be stimulated to strive toward a goal of total quality and continuous process improvement. The benefit of achieving this goal is to become more competitive in the marketplace by reaching business excellence in meeting and exceeding the demands of the customers. The improvements in productivity and the reductions in cost will make stretching towards this goal a feasible business mission (Constanza, 1996, p. 251-252). Operations managers...
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...Six Sigma Implementation for Ship Maintenance and Safety Management Bahadir Inozu, Ph.D. Chairman, Professor, 1 and Director2 Ivan Radovic Special Projects Manager1 and Project Manager for Maritime Applications2 1 School of Naval Architecture and Marine Engineering, 2Reliability, Operation and Maintenance Division, Gulf Coast Region Maritime Technology Center, 911 Engineering Building, University of New Orleans, New Orleans, LA 70148 Tel: (504) 280 7182, Fax: (504) 280-5627 E-mail: BInozu@uno.edu, Web site: drydock.gcrmtc.org Paper to be presented at IAME 2002 Conference, 13-15 November, 2002, Panama City, Panama ABSTRACT Ship maintenance usually entails very complex dynamic processes that ship operators face continuously to ensure ship operational safety and comply with regulatory statues. Extensive research indicated that these processes are quite inefficient, thus creating a safety risk in ship operations. In this paper we will discuss utilization of Six Sigma management strategies in ship maintenance and safety, in addition to its applicability and benefits. Six Sigma management strategies have a proven record in many industries. Savings through conducting Six Sigma projects have a direct impact on company profits measured through acquisition and analysis of hard data. We will also present the results of three Six Sigma pilot studies conducted as a part of the Continuous Improvement of Drydocking Management project. We will...
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...global maritime logistics and the MPA. In this report, the utilisation as well as impacts of Lean and Six Sigma strategies will be analysed. In addition to this, the two strategies will be compared and contrasted. Lean and Six Sigma assist in working efficiently and reducing wastes. In recent times, IT has proven to be a vital tool in assisting organisations and global maritime logistics. This report will examine the relationship between IT and quality (TQM), efficiency (Lean) and collaboration and has shown assist them in their objectives and gain a competitive edge. This report has shown that IT has proven to be effective in helping organisations and global supply networks work and communicate among one another effectively and efficiently. 1.0 INTRODUCTION In this report, its main focus is on determining the most optimal cost reduction strategies in the implementation of green strategies in global maritime logistics such as the Singapore maritime logistics network or Maritime and Port Authority of Singapore (MPA) and for this particular paper, the researcher has chosen two specific cost reduction strategies specifically: Six Sigma and Lean. Container ports the world over are increasing at an alarming rate and ports have to take into account of its efficiency, throughput and green performance. TASK 1 2.0 COST REDUCTION STRATEGIES TO ACHIEVE OBJECTIVES Six Sigma and Lean are the strategies that will be critically examined and analysed to be implemented in the global...
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...for many companies. The implementation of programs such as Total Quality Management (TQM) and Six Sigma help companies increase production and quality control, evaluate employee performance, and receive customer feedback. The Internet is also a magnificent tool that allows businesses and customers to communicate and help improve the performance of the company. The goal of most companies is to provide products and services that meet the quality expectations of their customers. Programs such as Six Sigma and TQM are essential for companies to compete with one another. Meeting the standards of customers is critical for businesses to succeed, and companies must continually improve on their products and services to meet the increasing demand of consumers. “Quality is the most important aspect of products and services, and the basis for the purchase of consumers. It has been reported that the quality movement has one core idea, and that is, goods and services must achieve the highest attainable quality, or nothing else will do. Thus, the past decade or so has seen the rise of a philosophy aimed at maximizing organizational quality and understanding it” (Connor, 1997). While there are other considerations, such as price, delivery, and flexibility, quality is still of utmost importance. This paper will discuss the advantages and disadvantages of implementing such practices as Six Sigma and Total Quality Management. Is one more beneficial than the other is, or is it best to combine...
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...The Impact of ‘Lean’ The purpose of this module: This module will look at how to manage within a lean environment and what considerations need to be taken account of when making management decisions. We will then look at the impact of lean across several industry sectors and conclude my looking at the way Lean and Six Sigma have become closely integrated. Timing: 60 – 90 minutes Lean Process Management When you start to undertake Lean reviews within an organization you have the opportunity to integrate it into the corporate strategy and long term vision for the business. Agreeing to review all production areas within a business to ensure they are efficient using lean methodology can make a big difference to the way you perform and deliver. Lean Process Management Many organizations use the balanced scorecard to report on their performance. The balanced scorecard reports on performance by four quadrants or areas to demonstrate how the business is moving towards its vision or corporate strategy. These areas are Financial, Customer, internal business processes and learning and growth. Lean has significant overlap with these areas to help develop and achieve the corporate goals. Lean Process Management It focuses on the customer and their values, it measures structured improvements, often with financial values, it puts quality and internal process improvement as a continual cycle and it engages with all employees offering ...
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...According to Hartman Industries, LLC (2009) the company is considered to be colossal and a leader in plastic injection molding. To be massive and in top positions Hartman Industries has adopted strategies to manage their accuracy and exactness in regard to plastic injection molding. Hartman Industries succeeded because of their efforts in implementing and improving the ISO 9000 standards. They have come up with their own quality control programs which ensure that the quality delivered is up to the mark and as per the requirements of the present trends. The company is highly renowned for their quality work which they deliver in accordance to their outstanding quality control standards. These standards are set and maintained with the help of Six Sigma, thorough research and pertaining to the advanced technology. Identify a quality management system for process or organizational improvement As per UOP (2009) Hartman Industries can be considered as the leader and on the top position in the field of plastic injection molding. This leadership and renowned position has been attained by the company through the total quality management system which they have adopted to deliver the best quality. According to Goestch (2010) Fredrick Taylor brought the concept of total quality in 1920s. The company does not compromise on quality and is well aware with the needs and wants of their...
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...com/1598-2688.htm AJQ 13,3 An analysis of critical success factors for Six Sigma implementation Sunil Sharma Faculty of Management Studies, University of Delhi, Delhi, India, and 294 Anuradha R. Chetiya Department of Mathematics and Statistics, Ramjas College, University of Delhi, Delhi, India Abstract Purpose – The success of Six Sigma implementation is known to depend on a number of critical factors. The purpose of this paper is to explore and analyse Six Sigma critical success factors (CSFs) in the context of Indian manufacturing organizations. Design/methodology/approach – Although Six Sigma success factors have been amply researched in the global context, in this paper, a maiden attempt is made to identify, through an extensive literature review, the CSFs for Six Sigma implementation followed by their validation and prioritization using primary data collection from Indian companies. A total of 22 CSFs have thus been compiled through an extensive literature review. These CSFs are then validated through an empirical research of select Indian manufacturing companies at various stages of implementation of the Six Sigma process improvement methodology. Findings – A factor analysis was used to finally reduce the 22 factors to seven groups of underlying CSFs, the top factors being use of right tools, measurement assurance, innovation and supplier collaboration. Based on the factors extracted, a Six Sigma adoption model has been proposed in the Asian context. Research limitations/implications...
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...archive of this journal is available at www.emeraldinsight.com/0954-478X.htm TQM 19,1 6 Dynamics of organizational learning and continuous improvement in six sigma implementation Taina Savolainen Department of Business and Economics, University of Joensuu, Joensuu, Finland, and Arto Haikonen Genworth Financial, Helsinki, Finland Abstract Purpose – The purpose of this paper is to examine the dynamics of organizational learning and continuous improvement (CI) in the context six sigma implementation in business organizations operating in multicultural environments. Design/methodology/approach – A specific research question is: does learning mechanisms and continuous improvement practices support each other and how, and what type of learning can be identified in the improvement of business processes. The question is linked to one of the fundamental issues currently discussed in the field of organizational learning; how do organizations get “from here to there”, in other words, what is the dynamics of the processes of learning and how progressive learning is achieved. A case study of a few Finnish companies is made and a procedural implementation model is applied. Findings – The findings suggest that the learning process is characterized by measurement, detection and correction of errors, and cost reduction. In six sigma implementation, learning is a single-loop type of learning. It is an incremental change process which reminds a technical variant of the learning organization...
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...EXECUTIVE SUMMARY This research paper acknowledges different quality management tools. It is about the evolution of different quality tools and defining the best practice Strategic model in IT organization in relation to achieving quality within their business processes and integrating business processes to achieve strategic goals. Previous research and study indicates the various quality system tools in order to achieve quality management objectives in the competitive business environment. This research paper investigates and finds out the evolution of different quality system tools and significance of various quality tools and then designing best practice strategic model for future in Information Technology organization. The importance of this proposed research is that currently IT companies are experiencing increased global competition and parameters like complexities of the product, different markets, customer focus, high quality of product, decision making and integration among various business units in the global environment and the environment in which the firm operates are the issues of concern. Traditional quality tool in IT systems are not capable of coping with these demands and still stay competitive. Changes are needed in order to achieve sustainable results and maintaining fitness and overcome the problems of traditional tools. Today industrial companies need stable position socially and economically...
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...TOTAL QUALITY MANAGEMENT AND SIX SIGMA Edited by Tauseef Aized Total Quality Management and Six Sigma http://dx.doi.org/10.5772/2559 Edited by Tauseef Aized Contributors Aleksandar Vujovic, Zdravko Krivokapic, Jelena Jovanovic, Svante Lifvergren, Bo Bergman, Adela-Eliza Dumitrascu, Anisor Nedelcu, Erika Alves dos Santos, Mithat Zeydan, Gülhan Toğa, Johnson Olabode Adeoti, Andrey Kostogryzov, George Nistratov, Andrey Nistratov, Vidoje Moracanin, Ching-Chow Yang, Ayon Chakraborty, Kay Chuan Tan, Graham Cartwright, John Oakland Published by InTech Janeza Trdine 9, 51000 Rijeka, Croatia Copyright © 2012 InTech All chapters are Open Access distributed under the Creative Commons Attribution 3.0 license, which allows users to download, copy and build upon published articles even for commercial purposes, as long as the author and publisher are properly credited, which ensures maximum dissemination and a wider impact of our publications. After this work has been published by InTech, authors have the right to republish it, in whole or part, in any publication of which they are the author, and to make other personal use of the work. Any republication, referencing or personal use of the work must explicitly identify the original source. Notice Statements and opinions expressed in the chapters are these of the individual contributors and not necessarily those of the editors or publisher. No responsibility is accepted for the accuracy of information contained...
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