I. The Origin of 6sigma Management
Six Sigma (6σ or SixSigma) first took shape as a breakthrough quality management strategy in the late 1980s at Motorola Inc. Three years later, the company's Six Sigma quality strategy was an unprecedented success: product failures were reduced from 6,210 parts per million (about four sigma) to 32 parts per million (5.5 sigma), saving more than $2 billion in the process. This was followed by the full rollout of Six Sigma quality strategies by DEI and UNISON (later merged with Honeywell) in their respective manufacturing processes. But it was General Electric, under the leadership of Jack Welch, that really turned this highly effective quality strategy into a management philosophy and practice that became a corporate culture.
The company began listing Six Sigma as a management strategy at the top of its list of three major corporate strategic initiatives in early 1996 (the other two being globalization and services), and implemented Six Sigma's process change methodology across the company. Six Sigma has gradually changed from a quality management method to a highly effective enterprise process design, transformation and optimization technology, and then become the most important strategic initiative for enterprises pursuing management excellence in the world. These companies have rapidly applied Six Sigma's management thinking to all aspects of enterprise management, and established a solid management and leadership foundation for the organization to be invincible in the globalized and information-based competitive environment. leadership foundation.
The development of 6sigma management
Following the pioneers such as Motorola, DEI, UNISON/Honeyville, and General Electric, almost all of the Fortune 500 manufacturing companies have started to implement Six Sigma management strategies one after another. Notably, Japanese companies, which had been leading the world in quality, also jumped on the Six Sigma implementation bandwagon in the late nineties, which included Sony, Toshiba, Honda, and others. South Korea's Samsung and LG have also begun their journey towards Six Sigma. Another noteworthy phenomenon is that since General Electric, all companies have applied Six Sigma strategies to optimize all business processes in their organizations, not just limited to manufacturing processes. More and more service companies, such as Citibank, the largest U.S. bank, and Amazon.com, the world's largest B2C website company, have also successfully adopted Six Sigma strategies to improve service quality and maintain high customer loyalty, so Six Sigma is no longer a purely manufacturing-oriented business process quality management methodology, but also an effective methodology and strategy to improve service business processes. So Six Sigma is no longer a purely manufacturing-oriented quality management approach, but also an effective management approach and strategy to improve service business processes. Moreover, some government organizations have also begun to adopt Six Sigma methods to improve government services. Currently, the average level of U.S. companies has increased from three sigma up and down a decade ago to nearly five sigma, while Japan has exceeded the 5.5 sigma level. It is no exaggeration to say that the level of sigma has become the most effective indicator of a country's overall strength and competitiveness.
On the meaning of 6sigma management
A, what is 6sigma
6Sigma concept was first put forward by Motorola, the implementation of six sigma after the Motorola, produce a huge metamorphosis in the quality of Japan beyond the time. However, let six sigma in just a few years, become many world-class enterprises scrambling to invest, as a cost reduction, improve competitiveness of the biggest magic formula of the biggest contributor, is the United States of America General Motors Jack Welch.
Sigma (Chinese translation 'sigma') is the Chinese translation of the Greek letter σ, statistics used to indicate the "standard deviation", that is, the degree of dispersion of the data. 6sigma that is, "6 times the standard deviation. 6sigma means "6 times standard deviation".
In terms of quality, 6Sigma means that the defective product rate (PPM) per million products is not greater than 3.4, which means that there are at most 3.4 defective products per million products, i.e., the pass rate is 99.99966%. In the whole enterprise process, 6Sigma means that the defect rate or error rate is no more than 3.4 per million opportunities, which include the product itself as well as purchasing, research and development, the process of product production, packaging, inventory, transportation, delivery, maintenance, system failure, service, marketing, finance, personnel, force majeure ... ...etc. The long-term sigma value of the process and the defective rate has the following relationship:
Deficiency rate of qualified rate (%) sigma value
3.499.999666
23099.9775
620099.384
6680093.323
Two, what is 6sigma management
6sigma management that requires companies in the entire process (and not limited to product quality), less than 3.4 defects per million opportunities, which is a very high goal for the enterprise.
With nearly two decades of application development, Six Sigma has been created by the original Motorola molding quality management strategy to a set of systematic to enable the company to achieve world-class quality and competitiveness of the management strategy and technical means. In fact, understanding 6Sigma does not require deep statistical techniques or background, in fact, "what is 6Sigma" can be answered in a variety of different ways. If answered in general terms, 6Sigma management can be said to be: "The search for a strategic approach to management that simultaneously increases customer satisfaction and economic growth of the enterprise."
◆Process innovation methods to reduce operating costs and cycle times while increasing customer satisfaction;
◆Management methods to improve the quality of an organization's core processes to increase profitability;
◆Management strategies to achieve competitiveness and sustainable growth in the new economic environment.
Here we will define 6Sigma succinctly and methodically as:
1, a method to measure the quality of the products, the quality of the overall operation process and the overall competitiveness of the enterprise;
2, a method to improve the quality of the products, the quality of the overall operation process and the core competitiveness of the enterprise;
3, a management philosophy and methodology to truly realize excellent performance and sustainable leadership. philosophy and methodology.
The core concept of 6sigma management is actually not only a quality standard, it represents a new management philosophy, that is, to change the enterprise in the past that "I have always done so, and do a good job," the idea that, although the past has indeed done a good job, but from the 6sigma management The goal of 6sigma management is still far from being achieved.
Three, benefited from the 6sigma management of enterprises and organizations
Motorola was the first to put forward the 6sigma management model and the implementation of the enterprise in 1986. Since the adoption of 6sigma management, the company increased productivity by an average of 12.3% per year, due to quality defects caused by the loss of 84% reduction, Motorola has achieved great success, becoming a world-renowned multinational corporations, and in 1998 won the U.S. Baldrige National Quality Management Award. General Electric Company (GE) since 1995 to implement the 6sigma management model, which produces the benefits of annual acceleration: annual cost savings of $ 300 million in 1997, 1998, $ 750 million in 1999, $ 1.5 billion; profitability from 13.6% in 1995 to 16.7% in 1998.
Jack Welch, former CEO of General Motors, one of the biggest beneficiary organizations of 6sigma, once commented, "6sigma is the most important, valuable, and profitable undertaking in the history of GE. Our goal is to become a 6sigma company, which will mean zero defects in the company's products, services, and transactions." ...... "6Sigma is the most powerful and groundbreaking of the management tools, and it applies to the name kind of company used to increase market share, reduce costs, and improve the bottom line of profitability." ...... "The central idea underlying Six Sigma is whether you can measure how many 'defects' there are in a process, and whether you can systematically figure out how to eliminate them and get as close as possible to 'zero defects'. Six Sigma has changed the genetics of GE - it now permeates everything we do, is integrated into every product we design, and is the way we operate."
6sigma management has been successfully applied to many large and world-famous companies and organizations such as Motorola-1987, Texas Instruments-1988, ABB-1993, Honeywell-1994, General Electric-1995, Kodak-1995, Westinghouse-1996, Siemens-1997, Nokia-1997, Sony-1997, Citibank-1999, Amazon.com-1999, Toshiba-2001, Samsung, LG. Domestic enterprises such as: Lenovo Computer, Yantian International, Hainan Airlines, Shanghai COSCO, Shanghai Baosteel Stock, Midea Air Conditioning, Jiangsu Little Swan, China Mobile, Xianyang Rainbow ......
On the implementation of the The inevitability of 6sigma management
I. Purpose of implementing 6sigma
In fact, the purpose of business organizations and managers to implement any business improvement can only be, and must be: "profitable and sustained profitability" and "success and sustained success ".
With China's accession to the WTO and the slowing down of the world economy, the most challenging issue facing Chinese enterprises and business managers is not "how to succeed" but "how to sustain success". Six Sigma management not only tells us how to achieve success, but also helps us to obtain the core ability to maintain sustainable development.
Talent is the core power of the enterprise to adapt to change and competition. Six Sigma not only provides companies with the necessary management tools and operational skills, but also develops leaders with organizational skills, motivational skills, project management techniques, and mathematical and statistical diagnostic capabilities. These will help organizations reduce quality defects and service deviations and maintain lasting benefits, facilitating rapid breakthrough performance.
The Inevitability of Implementation
◆What the Level of Quality Means
Before an organization approaches, rather than even considers, whether or not to implement 6Sigma, let's first look at what the true level of quality means.
The 3σ level of quality that has prevailed for the last half century is no longer acceptable.
In fact, the majority of companies in this country operate at a 3-3.5 sigma level, which means that 10,000 to 66,800 defects per million opportunities have been generated, corresponding to a pass rate of 93.3% to 96%. In terms of efficiency and cost within the organization, all defective products either become scrap or need to be reworked or repaired or exchanged at the customer's site. U.S. statistics show that a 3 Sigma company's costs directly related to quality issues are 15-30% of its sales revenue! On the other hand, a Six Sigma level company costs only 1.5% of its annual sales to correct errors. So improving a company's overall quality level has a direct benefit to its profitability. Most importantly, of course, high-quality, consistent business processes are a fundamental element in improving customer satisfaction.
For a 3-sigma level company, the following benefits can be gained by improving one sigma level:
Profitability increase of 20%
Output capacity increase of 12%-18%
Labor reduction of 12%
Reduction in capital investment of 10% to 30%
So why pursue Six Sigma? Is it okay to stop at 4 or 5 sigma? After all, that's more than 99% "good". With China Post's statistics, if the letter processing to 99% (3.8 sigma) of the accurate delivery rate, which indicates that about every hour to put the number of wrong or lost mail more than 9,500 pieces of mail, six sigma means that this figure will be reduced to 3.4.
See six sigma is not an unrealistic standard. In terms of the market environment, the integration of the world economy has intensified competition between companies, and a company stuck at 3, 4, or 5 sigma cannot compete with a six sigma company. Competition between countries is ultimately a competition in terms of overall strength. It is clear that a country with less than 3 sigma, with its massive waste of resources, angry consumers, uncompetitive products in the international market, etc., will find it difficult to compete with a country with 4, 5, or even 6 sigma in the new world economy. Therefore, Six Sigma management is a quality evaluation process that pursues a world-class level of quality and has attracted a great deal of attention from the global quality community in recent years.
◆What It Means to Do Nothing
We have to state the question, "Is Six Sigma really worth doing?" The corresponding question on the other side of the equation is, "What will it cost us if we don't do Six Sigma? How different is it from the cost of doing nothing?"
The choice of doing nothing may be the right choice for an organization, but the organization needs to make that decision after comparing the cost of doing nothing to the cost of doing something.
If any of the organization's existing competitors, or a new competitor, achieves Six Sigma levels of quality in the industry or in the organization's market segment, the organization's days of profitability may be numbered. Six Sigma can bring about an order of action to drastically improve past quality levels and can fundamentally change an organization's market position. Once an organization in an industry successfully implements and adheres to a Six Sigma business strategy, the way to become and remain a leader in the industry is to implement Six Sigma smarter than the competition.
Jack Welch realized early on that human beings were demanding more and more quality, and he believed that companies should bet their costs on quality improvements while they were still making money, rather than waiting until they faced difficulties to seek improvements. So in 1996, began to promote six sigma, emphasizing "from the process of transformation," the six sigma, so that the general a year profit increase of 750 million U.S. dollars, and significantly reduce costs, so it attracted global attention.
The important question is not whether an organization implements, but when and how it implements a Six Sigma business strategy.
On the Benefits of Implementing 6sigma Management
I. What Organizations Can Gain
In fact, the one thing that all of us can reach a *** understanding of, and there is no doubt about, is that "any management model, no matter how innovative and theoretically valuable it may be in theory, if it doesn't bring practical benefits to the business, it will be meaningless. then it will also be meaningless." 6sigma management is the management model to maintain the success of the enterprise and maximize its business performance, which can bring the enterprise rapid growth and considerable profits. Generally speaking, the improvement of business performance includes the following parts:
◆Improvement of investment profitability;
◆Improvement of market share;
◆Improvement of customer satisfaction;
◆Reduction of operating costs;
◆Shortening of product and capital turnaround time;
◆Reduction of defective rate;
◆Faster product development;
◆Shortened product development;
◆Shorter product and capital turnaround time. Accelerated product development;
◆Change in corporate culture, etc.
Promoting 6Sigma activities, you can do:
◆ Cost savings to increase profits;
◆ Increased productivity;
◆ Expanded market share;
◆ Retained customers;
◆ Shorter cycle times;
◆ Reduced errors;
◆ Changed culture;
◆ Developing other benefits of products and services, etc.
II. Reasons for Supporting Benefits
Why does 6Sigma management provide such a clear gain of benefits to the organization? Why 6Sigma management has shown a strong development momentum, and become an important means for business organizations to gain competitiveness in the new economic environment? It can be summarized as three reasons:
First, focus on the bottom line results. The bottom line is the net return or profit of a business over a period of time. In Six Sigma management, it is achieved by improving customer satisfaction and process performance. By implementing Six Sigma projects on core business processes and achieving the desired goals is a central part of the Six Sigma management methodology. The goal of a Six Sigma project is to increase bottom-line results, and all Six Sigma projects must achieve increased bottom-line results, while achieving bottom-line results is what top executives are most concerned about and therefore more invested in.
Second, Six Sigma integrates all the elements of business process improvement, including technical methods and human factors. Previous quality improvement methods have emphasized some of these elements, but have not integrated them as systematically as Six Sigma does. And these elements are very important for the benefits to be generated.
Third, linking improvement tools and methods to a professionalized improvement process. Linking human resource cultivation and authorization with professional process improvement method, linking management responsibility and team work with professional process improvement method, make professional improvement process become an indispensable part of the enterprise's business activities.
Three, the growth trend of the organization's earnings
According to McKinsey & Company's survey and research shows that a 3sigma enterprise as long as the organization's existing resources to carry out the improvement of core business processes, if you can improve a sigma level each year, then you can get the following benefits each year: profitability increased by 20%; production capacity increased by 12-18%; 12% reduction in the number of employees; Capital investment to reduce 10-30%, and until the enhancement to 4.8sigma enterprises are not required to large capital investment, when reaching 4.8sigma, and then improve to 6sigma will need to increase investment, but at this time the competitiveness of the product has been greatly improved, the market share is very high, the profits brought to the enterprise will be far greater than the investment at this time. GE, Motorola, DuPont, Ford, the U.S. Express, Surekam, Lenovo and other companies to implement 6sigma management is the best proof of the great success.
About Chinese enterprises and 6sigma management
I, domestic enterprises are currently facing the status quo
After nearly two decades of reform and opening up, in particular, the gradual improvement of the market economy, China's enterprises have begun to practice a variety of management ideas and methods, which is full of successful and effective examples. However, Chinese enterprises have not made great achievements and breakthroughs in management, especially in business operations, due to macro policies, systems and human relations. Internal management remains largely at the stage of being an art, and although some advanced quality methods and processes have been applied locally, quality inspection is still the mainstay of quality management in the manufacturing industry. And the whole service industry enterprises are completely in the stage of guaranteeing service quality by experience, personnel attitude or by information system, without a scientific and systematic method of guaranteeing service and product quality.
Chinese enterprises urgently need to form a corporate culture that pursues management excellence and realizes perfect processes.
More descriptions of the current situation of our domestic enterprises need not be repeated, the following list summarizes most of the 'almost' enterprises and advanced enterprise management characteristics of the comparison of the table may be able to provide us with something.
Two, Six Sigma management and Chinese enterprises
Six Sigma with the introduction of foreign capital has been sown in China, the land of civilization, in the General Electric, Motorola, Surekam and Kodak and other world-class companies in the Chinese joint venture, Six Sigma has become part of its corporate culture. For example, Seagate Technology, a software manufacturer, has been using Six Sigma in China for more than three years and appreciates it. It is widely believed that Six Sigma will help China compete in the international market, enabling them to gain more market share and cut manufacturing costs. However, because Six Sigma as one of the competitive advantages of business success, companies are reluctant to publicize or exchange too much company experience and specific implementation details in this area, making Six Sigma in China has been cloaked in a veil of mystery.
In this case, the only choice for domestic enterprises is to catch up, as soon as possible to carry out the learning and implementation of Six Sigma, in order to strive for a new round of competition in an invincible position, and growth and development.
Currently, the awareness of Six Sigma in Chinese enterprises is very low. Only a very small number of managers and academics have some knowledge of this or more in-depth research. There are only a few companies in the industry that can provide limited and meaningful training, and even fewer that can provide full training and implementation consulting on Six Sigma. This is mainly because Six Sigma consulting services and general consulting services, the biggest difference is that the consultant must have practical implementation experience, and at least in the black belt master above. The kind of fresh MBA to provide services to the consulting company is unable to meet the requirements. In addition to multinational corporations, the domestic enterprises really fully implement the Six Sigma management strategy is also very few. It can be predicted that the lack of knowledge and skills will be the biggest obstacle to the implementation of Six Sigma management strategy in Chinese enterprises for quite a long time.
In addition to the reasons of enterprise tradition, management system and market, the implementation of Six Sigma strategy in China also faces a very big challenge, that is, the lack of preparation of talents and knowledge. As a result, experts say the key to successful implementation of Six Sigma management strategies in Chinese companies lies in the persistence of the organization's top decision makers.
Experts also warn that Six Sigma implementation must be prevented from being treated as just another quality certification. Six Sigma implementation should focus on breakthrough improvements in process capability, product quality, or customer loyalty. Any attempt to use Six Sigma implementation as a branding, promotional or certification tool is a waste of resources and will not result in any substantial management change. Many failures have proven this.
On how to implement 6sigma management
Currently, the industry on the implementation of 6sigma management methodology has not been a unified standard. Roughly can be proposed by Motorola and the success of the "seven-step method" (Seven-StepMethod) as a reference. "Seven-StepMethod" is as follows:
1, find the problem (Selectaproblemanddescribeitclearly) to improve the problem to find out when the target is locked, then call the relevant staff to become the main force to improve, and elected the chief, as the improvement of the responsible person, followed by the development of a schedule to follow up. The first step was to set up a timetable to follow up.
2. Study the Present System (StudythePresentSystem) collects data on the present production method and organizes it.
3, find out the various causes (IdentifyPossiblecauses) collection of experienced staff, the use of brainstorming (Brainstorming), Controlchart (Controlchart) and fishbone diagram (Causeandeffectdiagram), to find out every possible cause of the problem. .
4, planning and formulation of solutions (Planandimplementasolution) and then use experienced staff and technical personnel, through a variety of testing methods, to find out how to solve the problem, when the method design is completed, it will be implemented immediately.
5, check the effect (Evaluateeffects) through the data collection, analysis, check whether the solution is effective and achieve what effect.
6, the effective method of system law (Standardizeanyeffectivesolutions) when the method proved effective, it will be formulated as a code of practice, the staff must comply with.
7, review the effectiveness and development of new goals (Reflectonprocessanddevelopfutureplans) when the above issues are resolved, to summarize its effectiveness, and develop solutions to other problems.
Lessons learned on the implementation of 6sigma
Now learning and promote the Six Sigma boom is being set off in China's three-funded enterprises or part of the state-owned large and medium-sized enterprises. More and more enterprises start to pay attention to 6 sigma, while some enterprises are in the wait and see. In any case, this is good for improving the quality and competitiveness of enterprises. However, it should be seen that the senior leadership of the enterprise must have a certain understanding of Six Sigma and the necessary preparation before deciding to promote Six Sigma. Because no improvement activity can be carried out smoothly, especially since Six Sigma is characterized by a top-down approach, the determination of senior leaders to thoroughly implement Six Sigma is crucial to success. In companies that have implemented Six Sigma, what are the lessons of success or failure?
1, the lack of incentives
Enterprises to train out of the qualified black belts need to be very high cost, if they make full use of their knowledge and talent, can bring very substantial benefits for the enterprise. Especially in China's current situation, Six Sigma professionals are in short supply, so the enterprise's human resources department should be reasonable planning for their development prospects and develop a reasonable incentive mechanism. If the enterprise cultivates a lot of black belts, however, they do not get sufficient attention or reuse, so that they do not see the hope, the brain drain will become a serious problem.
2, review and authorization is not enough
Implementation of Six Sigma is not a slogan or campaign, the need for practical results. Simply trained personnel and selected projects is not enough. In the process of project implementation, BBs and GBs will encounter many problems. For example, lack of time, lack of financial investment, lack of cooperation from other departments, lack of tools and methods of guidance, do not have the full support of supervisors, improvement measures are resisted by process users and can not be implemented. Therefore, adequate authorization, supervision, follow-up and guidance are needed. Otherwise, the phenomenon of a tiger's head ending in a snake's tail or even achieving nothing is inevitable. There have been many such lessons learned. The review should be done by Champion. There is no unsuccessful BB, GB, only unsuccessful Champion.
3, push and pull
According to modern scientific management methods, the requirements of the company's overall business objectives are broken down into various departments, and then specific to each person, that is, target management, as a basis for performance appraisal and promotion. In turn, each person and each department's performance indicators to meet the requirements of the company's overall business objectives can be accomplished. In order to accomplish these targets, there is often a need for scientific, pioneering and innovative methods to rationalize processes, improve efficiency and reduce costs. With this demand to pull the implementation of Six Sigma in order to passive implementation into a proactive behavior. Otherwise, by the past to promote an activity or movement of the traditional method can only be a superficial article
4, financial support
Six Sigma activities need to carry out the financial sector's strong support. Whether in the selection of the project or the end of the process requires financial aspects of the project's objective assessment of the economic effects. Benefits assessment is prone to two misconceptions: too harsh or too lenient.
The harm of too harsh assessment is that the improvement effect is not reflected and recognized, which discourages the improvement activities of BB and GB, and makes them have no sense of achievement and lose the motivation for continuous improvement. The result of being too lenient is to exaggerate the effect of Six Sigma one-sidedly and lose the authenticity. In addition, the timeliness of the financial assessment is critical. In the early stage of project selection if you do not get the confirmation of the economic effect, the improvement of the late stage may find that the BB, GBs have worked hard to improve the project almost no economic effect, a waste of human, material and financial resources.
5, formalism or just use some of the tools of Six Sigma
Currently, many CEOs recognize the importance of reform, but also heard of the Six Sigma methodology in the GE company to get a good play and use, and success, it can help companies to achieve breakthroughs, and so as a quality movement, follow the trend on the Six Sigma. But because of the six sigma concept and promote the lack of necessary knowledge of the method, six sigma activities to become the quality of the department's work, for local problems with six sigma tools to improve. As a result, the results were far less good than originally thought, so they thought Six Sigma was not suitable for their company and were pursuing another path.
6, from the interdepartmental barriers or artificial resistance
As we all know, the implementation of Six Sigma is not limited to the quality sector, but from the top down, in the whole enterprise-wide promotion of activities. No change is ever easy, as it often touches individual interests, such as reduced comfort levels, increased workload and difficulty, etc. And it gradually breaks down inter-departmental relationships. And change will gradually break down the barriers between departments, more horizontal integration to make the process more rational. However, some artificial barriers and resistance will occur from time to time, raise awareness of personnel, emphasizing the purpose of the reform becomes more important.
7, open source and cost-cutting co-exist
Six Sigma activities, another misunderstanding is only concerned about 'cost-cutting', while ignoring the 'open source'. As we all know, Six Sigma to improve the quality of products or services. Influenced by traditional quality management thinking, people usually think that improving quality will inevitably increase costs at the same time, in order to find a balance between quality and cost, no need to pursue 6SIGMA, 3SIGMA may be just right. This viewpoint is very backward and uncompetitive now. The fact is that as product or service variation decreases, the cost of quality COPQ decreases dramatically because the non-value-added components such as scrap, rework, inspection, etc. are reduced. Taking a step back, even if there is some capital investment, why fixate on 'cutting costs' if it can bring more benefits that far outweigh the initial investment?
8, the necessary investment
Six Sigma is a scientific and rigorous approach to process improvement methodology at the same time, the use of a large number of statistical tools. Unlikely to "self-taught", in the early stages of the activity with the help of professional consulting firms is necessary. This is a high return on investment. The key question is how to choose a professional consulting organization.
Key Drivers for Implementing 6sigma Management
Six Sigma can be a great success or a miserable failure depending on how it is implemented through the organization's architecture. Creating a successful Six Sigma architecture is an ongoing process whose goal is to instill a sense of quality into the way every employee works on a daily basis. The architecture varies greatly from organization to organization, depending on the culture and strategic goals of the organization. The architecture that each organization creates is unique, however, there are common factors that go into the creation of each successful architecture.
These ****ing factors include the key drivers and key outcomes for successful Six Sigma implementation. If the key drivers are addressed and the key outcomes are realized, then Six Sigma management has been successfully implemented. These key drivers, in descending order of importance, are as follows:
◆ Supervisory Leadership;
◆ Customer Focus;
◆ Strategic Objectives;
◆ Project Selection;
◆ Training and Execution;
◆ Resources;
◆ Selection of Black Belts;
◆ Measurement Metrics and Feedback;
◆ Training and Implementation;
◆ Resources;
◆ Black Belt Selection;
◆Measurement metrics and feedback;
◆Culture;
◆Communication;
◆Programs;
◆Results.
On the Relationship of 6sigma Management to Other Management Methods, Systems, and Ideas
With competition becoming increasingly brutal, organizations are under greater pressure to improve quality and customer satisfaction while reducing costs and increasing output. With fewer and fewer available resources, this becomes an even more daunting challenge. In the face of these challenges, Six Sigma can help organizations learn and excel if they implement it wisely.
One of the questions we often hear from senior executives is, "How does Six Sigma fit in with other organizational innovations?" Rather than thinking of Six Sigma as just another innovation, we believe that Six Sigma should be integrated with other programs or innovations at a higher level as part of the overall business strategy. Six Sigma should not replace other innovations, but rather provide a tactical methodology to determine the best approach in a given scenario, process.
What people often care about are:
◆The relationship between Six Sigma and Total Quality Management (TQM);
◆The relationship between Six Sigma and Lean Manufacturing/Lean Thinking;
◆The relationship between Six Sigma and BPR, ERP, and MRP(Ⅱ)
◆The relationship between Six Sigma and ISO9000
◆ The relationship between Six Sigma and the current quality control system of the enterprise
The relationship between Six Sigma and Total Quality Management (TQM):
'For a description of this topic, we recommend reading the following article'
Six Themes of Six Sigma Management
--Another discussion on the relationship with Total Quality Management
6Sigma Management as a a modern total quality based on the principle of economy?