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METHODOLOGIES | STRUCTURE
Six Sigma is a set of practices originally developed by Motorola to systematically improve processes by eliminating defects. A defect is defined as nonconformity of a product or service to its specifications.
While the particulars of the methodology were originally formulated by Bill Smith at Motorola in 1986, Six Sigma was heavily inspired by six preceding decades of quality improvement methodologies such as quality control, TQM, and Zero Defects. Like its predecessors, Six Sigma asserts the following:
Continuous efforts to reduce variation in process outputs is key to business success
Manufacturing and business processes can be measured, analyzed, improved and controlled. Succeeding at achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management
The term "Six Sigma" refers to the ability of highly capable processes to produce output within specification. In particular, processes that operate with six sigma quality produce at defect levels below 3.4 defects per (one) million opportunities (DPMO). Six Sigma’s implicit goal is to improve all processes to that level of quality or better.
Six Sigma is a registered service mark and trademark of Motorola, Inc. Motorola has reported over US$17 billion in savings[5] from Six Sigma as of 2006.
In addition to Motorola, companies that adopted Six Sigma methodologies early on and continue to practice them today include Honeywell International (previously known as Allied Signal) and General Electric (introduced by Jack Welch). | |
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SIX SIGMA METHODOLOGIES
Six Sigma has two key methodologies: DMAIC and DMADV, both inspired by W. Edwards Deming’s Plan-Do-Check-Act Cycle: DMAIC is used to improve an existing business process, and DMADV is used to create new product or process designs for predictable, defect-free performance.
DMAIC
Basic methodology consists of the following five steps:
- Define the process improvement goals that are consistent with customer demands and enterprise strategy.
- Measure the current process and collect relevant data for future comparison.
- Analyze to verify relationship and causality of factors. Determine what the relationship is, and attempt to ensure that all factors have been considered.
- Improve or optimize the process based upon the analysis using techniques like Design of Experiments.
- Control to ensure that any variances are corrected before they result in defects. Set up pilot runs to establish process capability, transition to production and thereafter continuously measure the process and institute control mechanisms.
DMADV
Basic methodology consists of the following five steps:
- Define the goals of the design activity that are consistent with customer demands and enterprise strategy.
- Measure and identify CTQs (critical to qualities), product capabilities, production process capability, and risk assessments.
- Analyze to develop and design alternatives, create high-level design and evaluate design capability to select the best design.
- Design details, optimize the design, and plan for design verification. This phase may require simulations.
- Verify the design, set up pilot runs, implement production process and handover to process owners.
Some people have used DMAICR (Realize). Others contend that focusing on the financial gains realized through Six Sigma is counter-productive and that said financial gains are simply byproducts of a good process improvement. | |
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SIX SIGMA STRUCTURE
One of the key innovations of Six Sigma is the professionalizing of quality management functions. Prior to Six Sigma, Quality Management in practice was largely relegated to the production floor and to statisticians in a separate quality department. Six Sigma borrows martial arts ranking terminology to define a hierarchy (and career path) that cuts across all business functions and a promotion path straight into the executive suite.
Six Sigma identifies several key roles for its successful implementation.
Executive Leadership includes CEO and other key top management team members. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements.
Champions are responsible for the Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from the upper management. Champions also act as mentors to Black Belts. At GE this level of certification is now called "Quality Leader".
Master Black Belts, identified by champions, act as in-house expert coaches for the organization on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from the usual rigor of statistics, their time is spent on ensuring integrated deployment of Six Sigma across various functions and departments.
Experts This level of skill is used primarily within Aerospace and Defense Business Sectors. Experts work across company boundaries, improving services, processes, and products for their suppliers, their entire campuses, and for their customers. Raytheon Incorporated was one of the first companies to introduce Experts to their organizations. At Raytheon, Experts work not only across multiple sites, but across business divisions, incorporating lessons learned throughout the company.
Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma.
Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities. They operate under the guidance of Black Belts and support them in achieving the overall results.
Yellow Belts are employees who have been trained in Six Sigma techniques as part of a corporate-wide initiative, but have not completed a Six Sigma project and are not expected to actively engage in quality improvement activities[9].
In many recent programs, Green Belts and Black Belts are empowered to initiate, expand, and lead projects in their area of responsibility. | |
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The Institute of Industrial Engineers is a FETAC Registered Provider
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At the Institute of Industrial Engineers we have a long and proud tradition of innovation and responsiveness to the students we serve. We are now a Further Education and Training Awards Council (FETAC) registered provider and will soon be offering programmes leading to FETAC awards.
We at the Institute of Industrial Engineers are committed to developing and reviewing our services so that we can respond to and meet the needs of the learners who access our programmes. The courses we will offer learners will range from FETAC level 4, 5 and 6, and will be in accordance with national standards set out in the National Framework of Qualifications (NFQ).
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Mid West Branch Elects New Chairman
At its AGM on the last Wednesday in September the Mid West branch elected Jim OSullivan as its new chairman. Promising an emphatic commitment to serving the interests of the membership, OSullivan was elected unopposed. The Mid West branch traditionally saw itself as possibly the leading branch of the Institute, but has in recent years lost that mantle somewhat. The new chairman has set himself the task of leading the effort to revitalise the branch as is already in discussion with branch colleagues to flesh out plans to achieve this.
He comes with a track record that suggests he might succeed. He is managing director of Prime Management Services Ltd. a consultancy and training company that he set up over 20 years ago and boasting a client base that includes Government, semi-state companies, and an impressive array of the leading businesses in the private sector. Prior to setting up Prime he held senior management positions with American and Japanese multi-nationals.
He says that he is particularly keen to make contact with, or be contacted by those in the Mid West region who have an interest in the profession of industrial engineering, or in industrial engineering services.
Jim OSullivan may be contacted on 087 2501292 and 061 358500 or by e-mail at prime@eircom.net. |
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