What Is Six Sigma?
Six Sigma is a systematic approach for eliminating
errors. Six Sigma uses statistical methods to improve quality by minimizing
variability in business processes, from manufacturing to engineering and
purchasing. Six Sigma accomplishes its goal by using two Six Sigma Methods:
DMAIC and DMADV.
Six Sigma DMAIC
The Six Sigma DMAIC
approach is typically used to improve an existing process. DMAIC is an acronym
that stands for:
- Define
the problem and desired outcome
- Measure
the ability of the process
- Analyze
the data and identify the root cause of variations (defects)
- Improve
or modify the process so that fewer variations (defects) are produced
- Control
the process. Prevent and correct variations before they result in defects
Six Sigma DMADV
When designing a new
process, the Six Sigma DMADV is used. It is also known
as DFSS (Design for Six Sigma). The DMADV acronym stands for:
- Define design standards that align with
the product or process goals
- Measure
and identify characteristics of the product or process that are critical
to quality
- Analyze
the data, and identify possible sources of defects
- Design
changes that will eliminate the source of defects or errors
- Verify
that the design will meet the requirements
Five Key Six Sigma Principles
Six Sigma success is
based on five key principles:
- Focusing on customer requirements
- Using extensive measurement and
statistical analysis to understand how work gets done and to identify the
root cause of problems (variations)
- Being proactive in eliminating
variation and continually improving the process
- Involving people in Six Sigma
cross-functional teams
- Being thorough and being flexible
CUSTOMER FOCUS
Six Sigma is about
improving quality. The first step in that process is defining what “quality”
means, from the perspective of the people whose opinions matter most: the
customers. A business needs to measure quality the same way its customers do.
By focusing on the customer, a business can improve its products’ quality.
IDENTIFY ROOT CAUSES
To correctly
identify a root cause, a complete understanding of the process is necessary.
This does not mean just understanding how a process was designed to work. It
means understanding how the process is actually working. To accomplish this you
need to:
- Have clearly defined goals for
data collection
- Identify the data that needs to
be collected
- Have a defined reason for the
data being collected
- Establish what insights are
expected from the data
- Ensure accurate communication by
clearly defining terms
- Ensure that measurements are
accurate and repeatable
- Establish a standardized data
collection system/process
Once the data is
collected, determine whether it is providing the required insight and is
meeting the goals that were established. If not, refine the data collection
plan and collect additional information.
Six Sigma data
collection involves interviewing people, making observations, and asking
questions until the answers are found. Ask the questions such as:
- “Why do we do things this way?”
- “What would make your job
easier?”
- “What things do you do that seem
to be a waste of time?”
Once the data is
collected, use it to look for ways to improve or optimize the process by
identifying the root cause of variation.
ELIMINATE VARIATION
After identifying
root causes, make changes to the process that will eliminate variation, and
thus eliminate defects from the process. Also look for ways to eliminate steps
that do not add value for the customer. This will eliminate waste.
Be proactive in
identifying variation and eliminating it. Don't wait for signs of variation to
become obvious. Collect data, talk with people, and study the data to find
variations in the process that may have become accepted because “that's the way
we've always done things.”
TEAMWORK
Six Sigma involves
teams and leaders who take responsibility for the Six Sigma processes. The
people on the teams need to be trained in Six Sigma's methods, including the
Six Sigma measurement methods and improvement tools that will be used. In
addition, they need communication skills so that they can involve, serve, and
communicate clearly with both coworkers and customers.
Putting together
teams that have members with a variety of skills and backgrounds related to a
process will help the team spot variations. For a manufacturing process for
example, people from operations, maintenance, engineering, and purchasing
should be included.
BE FLEXIBLE AND THOROUGH
Six Sigma requires
flexibility in many ways. The business’s management system needs to accept
positive changes as well as empower change. Employees should be motivated to
adapt to change. In the beginning, the benefits of the changes should be made
clear to workers. This will help to create an environment where change is more
readily accepted.
Key to Six Sigma is
the ability to change or adapt procedures as needed. In short, the process
required for change should not be so complex that workers and management would
rather work with a broken process than fix it.
Six Sigma also
requires problem-solving to be thorough. Making sure to understand every aspect
of a process—the steps, people, and departments involved—will help to ensure
that any new or updated process works.
Six Sigma Quality
Management Tools
A variety of tools
can be used to support Six Sigma, including Value Stream Mapping (VSM), Capability
Analysis, 5 Whys, Plan-Do-Check-Act (PDCA), and Statistical Process Control
(SPC).
VSMs are visual
maps or flowcharts that enable businesses to understand every aspect of a
process and define potential problems. Unlike standard flow charts, VSMs
include the internal (departments and workers) and external (customers and
shipping) factors that affect a process. By completely mapping out a process,
it is much easier to define potential problems.
Capability Analyses measure the
ability of a process to meet a business’s needs. This tool allows businesses to
quantify the relationship between the customers’ needs and the current
process’s ability to meet those needs, allowing businesses to make processes
that are customer-focused.
Five Whys enable
businesses to hone in on a problem’s root cause and fix it, rather than
addressing surface-level issues that temporarily improve a situation. Doing
what its name suggests, Five Whys requires workers to ask “why” until the root
cause of a problem is identified.
PDCA is a lean tool
that solves problems using four steps: Plan, Do, Check, Act. Once a root cause
is identified, this tool allows it to be addressed systematically by creating a
solution, testing it, reviewing its success, and finally implementing it.
SPC is a quality
control tool that monitors and controls a process by tracking its metrics. A
common way to implement SPC is to use a control chart, which records
information and allows businesses to see when a process stops working. Once an
issue is discovered, the process can be altered to solve any new problems that
occur.
Key Six Sigma Principles – Clear, Effective Visual
Communications
Six Sigma involves
change, and change requires effective on-going communication. Old habits need
to be broken and new habits established. Graphic Products offers an array of
supplies that can help make Six Sigma successful in your business including printers
and labels.
Other lean
methodologies can also be used to support Six Sigma. Lean tools like Kaizen can
be used to help create an environment where changes are accepted and business
practices are continuously improved upon, while 5S can be used to make problems easier to
spot as well as create standardized processes.
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