Six sigma is a process that is highly disciplined and designed to help
Sixsigma is a process that is highly disciplined and designed to helpmanufacturing firms to focus on producing and delivering goods andservices that are near-perfect. It aims at improving the finalproducts of a production process by identifying the causes of errorsor defects and removing them, and reducing the inconsistency inprocesses of business and manufacturing. This improvement inperformance and reduction in process variation results in defectminimization, a rise in profits, improves the quality of goods andservices produced, and also increase the morale of employees. The sixsigma primary objective of implementing a plan which focuses onvariation reduction and process improvement is carried out by use ofthe six sigma improvement projects. These improvement projects applytwo sub-methodologies whose acronyms are DMADV and DMAIC (Donna, 44).
DMADVprocess which means Define, Measure, Analyze, Design, and Verify isused to design new products or processes at the level of six sigmaquality. It is also referred to as DFSS (Design for Six Sigma) andhas five stages. The first stage is to define goals that are in linewith the organizations strategy and customer demands. The secondstage is to measure the features that are important to quality, therisks, and the capabilities of the products and the productionprocess. The other stage is to analyze the design and developalternatives, and then design a better process which suits best theanalysis done in the third stage. The final stage involves verifyingthe design, then establishing pilot runs, and finally implementingthe process of production (Donna, 44).
Onthe other hand, DMAIC process which means Define, Measure, Analyze,Improve, and Control is a system for the already existing productionprocesses which fall below quality specification and are searchingfor increased improvement. DMAIC just like DMADV has five phases. Thefirst phase involves defining the goals of the project, the customerrequirements, and the system. The second phase is measuring the mainfeatures of the existing process and collecting important data fromit. The third stage entails analyzing the information to beinvestigated and determine the causes of the defects in theproduction process and their effects. Next is to improve the existingprocess based on the data analysis done in the third stage, and thenestablish pilot runs so as to check the capability of the improvedprocess. The last stage involves controlling the state of futureprocess in order to make sure divergences from the set target arerectified before they become defects. Both the DMADV and DMAICprocesses are implemented by both six sigma black belts and greenbelts, and these are managed by six sigma master black belts (Mikeland Richard, 34).
Blackbelts have been proved to save organizations about 230,000 dollarsfor every project and are capable of completing between four and sixprojects every year. Considering that in the United States thestandard salary for a black belt is 80,000 dollars, therefore theyyield an incredible profit. One of the very victorious organizationsusing six sigma applications known as General electric recorded aprofit of ten billion dollars in its five initial years ofapplication. Ever since then, so many organizations all over theworld have six sigma applications so as to reap its extensivebenefits. To attain the six sigma feature, any process should notexceed 3.4 defects in every million opportunities. The termopportunity here means the total number of chances for errors ordefects in a process (Mikel and Richard, 76).
Inconclusion, the today’s global stiff competitive environment hasleft no space for organizations to make errors. Therefore, theseorganizations have to look relentlessly for new ways to satisfy theircustomer’s demands and even surpass their expectations so as tosurvive in this competitive global market. It is for this reason thatevery business organization should make the six sigma quality part ofits culture so as to produce goods and services that arenear-perfect.
DonnaC S Summers. Sixsigma: basic tools and techniques,Upper Saddle River, New Jersey: Pearson/Prentice Hall, 2007. Print.
MikelJ Harry and Richard R Schroeder. Sixsigma: the breakthrough management strategy revolutionizing theworld`s top corporations,New York: Currency, 2005. Print.