INTRODUCTION AND DESIGN OF THE STUDY

INTRODUCTION OF THE STUDY

ABOUT SIX-SIGMA

v  Six-sigma is a statistical measure of the performance of a process or a product.

v  It is a goal that reaches near perfection for performance improvement

v  It is also a system of management to achieve lasting business leader-ship and world- class performance

SIX THEMES OF SIX-SIGMA:

Ø  Genuine Focus On The Customer

Ø  Data - And Fact - Driven Management

Ø  Processes Are Where The Action Is

Ø  Proactive Management

Ø  Boundary - Less Collaboration

Ø  Drive For Perfection; Tolerate Failure

SIX-SIGMA TEAM’S PROBLEM-SOLVING PROCESS

The improvement, problem-solving and process-design teams are the most visible and active component of a six –sigma effort, especially at first. These teams, as we have noted, is created to solve organizational problems and to capitalize on opportunities. Led by a black belt or a green belt, the teams usually number three to ten members (five or six is best) representing different parts of the process is being worked on

In bringing a diverse team together, it is critical to have a common process, or model, that all members can share to get their work done. The answer to this need in six-sigma is the DAMIC (pronounced duh-MAY-ick) process: Define, Measure, Analyze, Improve and Control. By following this process, a flexible but powerful set of five steps for making improvement happen and stick, the teamwork works from a statement of the problem to implement of a solution, with lots of activities in between. In working through this DAMIC process, team is also interacting with the larger organization, intervening customers, gathering data, and talking to people whose work will be affected by the team’s solution recommendations.

Of course, six-sigma teams, or DAMIC teams, do not just spring into expertise. Just as important are the step that go into choosing the projects, forming the team, and shifting the team’s work into the real world.  In this chapter, we will look first at the steps of forming and disbanding a DMAIC team.  We will also look at the steps and tools of the DMAIC problem – solving model.

THE DMAIC PROBLEM – SOLVING MODEL

            “What,” you may ask, “makes DMAIC different from or better than other problem – solving techniques?” (If so, you’re already practicing one of the key skills of Six sigma management: asking good questions!)

            DMAIC as just a set of letters or steps is not better.  But what is better is what you do as you move through the five DMAIC steps.  The biggest differences or advantages of DMAIC probably boil down to these seven items:

Ø  Measuring the problem:  In DMAIC, you don’t just assume that you understand what the problem is: you have to prove (validate) it with facts.

Ø  Focusing on the custom:  The external customer is always important, even if you’re just trying to cut costs in a process.

Ø  Verifying root cause:  In the bad old days, if a team agreed on a cause, that was proof enough.  In the good new days (a Six Sigma world), you’ve got to prove your cause with, again, facts and data.

Ø  Braking old habit:  Solutions coming out of DMAIC projects should not just be minor changes in crusty old processes.  Real and results take creative new solutions.

Ø  Managing risk: Testing and perfecting solutions – working out the ”bugs” – an essential part of Six sigma discipline and pretty good common sense.

Ø  Measuring results:  As we’ve noted, the follow – up to any solutions is to verify its real impact: more reliance on facts.

Ø  Sustaining change:  Even the best of new “best practices” developed by a DMAIC team can die quickly if not nurtured and supported.  Making change last is the final key to this more enlightened problem – solving approach.

 

There’s more to DMAIC than these seven advantages, but they’re surely the most important.  As we review the five DMAIC steps, you’ll get a better idea how the process works.