What Is Six Sigma?

Book Description

A brief introduction to Six Sigma for employees

Six Sigma is today's most talked-about system for improving the quality of organizational processes. Written by bestselling author Peter Pande,What Is Six Sigma? is a concise summary of the core themes and processes of Six Sigma. Unlike almost all other books on Six Sigma, it is written for the employees of organizations rolling out Six Sigmanot just managers. This helpful overview describes what Six Sigma is, why companies are implementing it, and how employees can make it a success in their own organizations.

Based on the bestselling The Six Sigma Way, this accessable introduction to Six Sigma answers typical employee questions, concerns, and even skepticism about this revolutionary program. Includes:

The six themes of Six Sigma
A five-step roadmap to Six Sigma implementation
The 10 basic tools of Six Sigma, with an entire page devoted to each

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Customer Reviews:

Boring..........2007-05-10

This is sort of an idiot's eye view of the 6 Sigma process. I think it might be useful if you are trying to sell a six sigma program within your organization and your co-workers are like the characters featured in the Dilbert comic strip by Scott Adams. Especially the pointy haired boss.

There are better resources to use in understanding the value of six sigma.

Great introduction to Six Sigma.......2007-01-27

It may not be the most complete book of Six Sigma, but it is short, easy to understand and conveys the meaning of Quality to a greater audience.

Excellent primer on Six Sigma - recommend it!.......2007-01-23

Questions answered by this book
- What is Six Sigma and how does it work?
- What are the new roles employees play in Six Sigma?
- What is the Six Sigma problem-solving process?
- Why Six Sigma is not a flavor-of-the-month management trend?
- How does Six Sigma impact the bottom line?
- How does it impact jobs?
- What is a Six Sigma team and how does it operate?
- What you need to know to be successful in a Six Sigma team?
- How will your customers be affected by Six Sigma?

The Six Sigma Success Story
Approach
- Puts customer first
- Uses facts and data
Targets
- Improving customer satisfaction
- Reducing cycle times
- Reducing defects
Not merely a quality initiative ¡V it is a business initiative
- More than small, incremental improvements => requires breakthroughs in every area of operation
- Reaching ¡§Six Sigma¡¨ => Almost no defects
- Goes beyond statistics => total management commitment and philosophy (excellence, customer focus, process improvement, measurement)
- 80+ years of evolution: ¡§management science¡¨ => TQM => GE/Motorola/J&J/AmEx adoption
Six Sigma vs. TQM
- (External) Customer Focused
- ROI
- Working smarter, not harder (management philosophy)

Six What? What¡¦s a Sigma?
Definition
- Statistical measure ¡V of performance, product or process
- Goal ¡V toward near perfection
- Management System ¡V lasting business leadership and world-class performance
Pizza delivery window example ¡V deliver between 11:45 and 12:15 ¡V anything outside is a ¡§defect¡¨
- 2 Sigma: 68% on time
- 3 Sigma: 93%
- 4 Sigma: 99.4%
- 6 Sigma: 99.9997% (3 defects per million)
Good Sigma Measure
- Focuses on measuring what paying customers of a business care about ¡V outputs not inputs
o CTQs (Critical to Quality): customer requirements and expectations
- Provides consistent ways of measuring and comparison across processes (e.g., pizza baking vs. pizza delivery)
Six Sigma as a Goal
- 3 defects per million sounds like an abnormally high goal ¡V actually there is a compounding of failures in different processes, so end-to-end customer experience is much worse than the defect rates of individual processes
- Failures have a domino effect (e.g., one dissatisfied customer spreading the news)
Six Sigma as a Management System
- Management plays a key role (e.g., Jack Welch linked 40% of bonus of managers to Six Sigma performance)
- Ultimately success or failure depends on implementation at front-lines
The Six Themes of Six Sigma
1. Genuine Focus on the Customer
2. Data and Fact Driven Management
3. Processes Are Where The Action Is
4. Proactive Management
5. Boundaryless Collaboration
6. Drive For Perfection: Tolerate Failure

Six Sigma in Your Organization
Implementing Six Sigma - Three approaches
1. The Business Transformation (enterprise-wide)
a. Rapid change
b. Chaotic
2. Strategic Improvement (middle path ¡V one or two critical business needs)
a. High-Pri Opportunities
b. Not comprehensive
3. Problem Solving (leisurely ¡V most risky approach ¡V target most nagging issues)
a. Least disruptive
b. Risky as it doesn¡¦t fix underlying org issues
Roles
- Black Belt
o Full-time dedicated to Six Sigma change opportunities
o Usually works alongside a team assigned to specific Six Sigma project
- Master Black Belt (MBB)
o Coach and mentor to Black Belts
o Expert in Six Sigma analytical tools
- Green Belt
o Trained in Six Sigma skills
o Has a ¡§real¡¨ job, i.e., part-timer on Six Sigma
o Brings new concepts and tools of Six Sigma to day-to-day activities of business
- Champion and/or Sponsor
o Exec or key manager who initiates and supports Black Belt / Team Project
o Ultimately accountable for the success of the project
o Often member of Leadership Council or Steering Committee
- Implementation Leader
o Typical titles are ¡§Vice President for Six Sigma¡¨ or ¡§Chief Sigma Officer¡¨
o Orchestrates Six Sigma across enterprise
o High stress position => Typically temporary (few years)
o Conscience of top management
Certification Process
- Based on passing a test and completing certain number of projects

The Six Sigma Team¡¦s Problem-Solving Process: DMAIC

DMAIC ¡V pronounced ¡§duh-MAY-ick¡¨ - Define, Measure, Analyze, Improve and Control
- Improvement, problem-solving, and process-design teams are the most visible and active component of a Six Sigma effort.
- These teams are created to solve organizational problems and capitalize on opportunities
- Led by a Black Belt or a Green Belt
- Members come from different departments, job levels, backgrounds, skills and seniority
- DMAIC is the common process that members use
In working with the DMAIC process, the team interacts with the larger organization, interviews customers, gathers data, and talks to people whose work will be affected by its recommendations.
The DMAIC Team Life Cycle
Phase 1: Identifying and Selecting Projects
o Meaningful
o Manageable
Phase 2: Forming the Team
o Good working knowledge of the problem
o Not too deeply rooted (i.e., not be a part of the problem º)
Phase 3: Developing the Charter
o Written Guide (may evolve during the course of the project)
o Includes reason, goal, basic project plan, scope, roles and responsibilities
Phase 4: Training the Team
o DMAIC process (totals 1-4 weeks ¡V spread across project)
Phase 5: Doing DMAIC and Implementing Solutions
o Teams are responsible for implementing their own solutions (no hand-offs)
o Project Plans, Training, Pilots and Procedures, Measurement => Implementation
Phase 6: Handing off the Solution
o Eventually teams disband
o Formal handoff to ¡§Process Owner¡¨

What makes DMAIC different?
- Measuring problem
- Customer Focus
- Root Cause Analysis
- Breaking Old Habits
- Risk Management
- Measuring results
- Sustaining change
Five DMAIC Steps
1. Define the Problem
a. What are we working on?
b. Why on this particular problem?
c. Who is the customer?
d. What are the customer¡¦s requirements? (VoC = Voice of Customer translated to reqs)
e. How is work currently being done?
f. What are the benefits of making the improvement?
Output of this is the Charter which typically includes
- Business Case
- Problem / Opportunity and Goal Statements
- Constraints / Assumptions
- Scope
- Players and roles
- Preliminary Plan
Includes Voice of Customer translated into Customer Requirements, High-Level Process Diagrams showing 5-10 major steps in the process.

2. Measure
a. Gather data to validate and quantify opportunity
b. Begin teasing out facts and numbers to get clues on causes

Check out Figure 4-1 on p. 34 for a good illustration of measurement in different stages -

Output (end results)
Process (things that can be tracked and measured)
Input (things coming into the process)

Output Ys and Process Xs
o Y: measures of results
o X: measures of inputs
X The challenge for the DMAIC team is to figure out which of these Xs has the most impact on the problem being tackled.

Once it is determined what to measure, DMAIC team forms a ¡§data collection plan¡¨
o Move from comfortable conference room to ¡§real world¡¨ of getting people to count and quantify
o Getting cooperation from customers, colleagues, and suppliers is critical

3. Analyze
a. Analysis to find ¡§root cause¡¨
i. Sometimes root causes are evident
ii. Often buried under piles of paperwork, process complexities, etc.
b. Root Cause categories (5M and 1P)
i. Methods (procedures or techniques)
ii. Machines (technology)
iii. Materials (data, instructions, forms, files)
iv. Measures (incorrect or intrusive)
v. Mother Nature (chance factors)
vi. People

4. Improve
a. This step ¡V solution and action ¡V is where many people are tempted to jump right from the start of the project. In fact the habit of starting to solve a problem without first understanding it is so strong that many teams find it a challenge to stick with the objective rigor of the DMAIC process.
b. Truly creative solutions that address the underlying causes of the problem and that people working in the process find acceptable don¡¦t grow on trees. And once new ideas are developed, they have to be tested, refined, and implemented.
c. Assumption busting and other creativity exercises help the team shake up its thinking and approach idea generation in new ways. The team may also look at other companies or other groups in their business to see whether they can borrow ¡§best practices.¡¨
d. Once several potential solutions have been proposed, the analytical headsets go back on, and several criteria, including costs and likely benefits, are used to select the most promising and practical solutions. The ¡§final¡¨ solution or series of changes must always be approved by the Champion and often by the entire leadership team.
e. At this point ¡§Improve¡¨ becomes ¡§Implement¡¨
i. Solutions have to be carefully managed and tested
ii. Small-scale pilots are practically mandatory
iii. Teams go through ¡§potential problem analysis¡¨ to determine risks
iv. New changes have to be ¡§sold¡¨ to critical org members

5. Control
a. Monitoring process to keep track of the recommended changes
b. Response plan for dealing with problems that may arise
c. Keep management focus on Xs (the big ¡§root causes¡¨)
d. Sell project through presentations and demos
e. Hand-off project responsibilities to day-to-day work owners
f. Ensure support from management for the long-term goals

Survivor¡¦s Guide to Six Sigma
- Fundamental Six Sigma principle ¡V ¡§people close to the work are often best equipped to improve it¡¨
- At the same time organizational leaders need to provide direction and be fully engaged
- Trick: Create process that is both top-down and bottom-up
- Putting Six Sigma in place is not a step-by-step rote effort, but rather an evolving learning experience
If called to join DMAIC team, ask yourself
- Am I comfortable working in a team setting?
- Will my workload allow me the time to do a good job?
- Do I really have something to contribute?
- Will I have a say in what the team recommends?
Success Factors
- Engaged Champion - senior management sponsor who is interested in the outcome and willing to provide resources and support the team
- Available Time - of the core team members
- Influence or Control ¡V Core team should include members responsible for part of business intended to be changed
- Alignment with other efforts ¡V No overlaps or conflicts with competing projects
- Accountability ¡V You and your teammates should feel accountable for getting your projects done, as should the Champion and even your own boss, who may drag you away from the DMAIC work if he or she doesn¡¦t see it as important.
Data Gathering Challenges
- Computers and IT group often don¡¦t offer the type of numbers or detail needed for DMAIC analysis
- Black Belts and their colleagues have to pull data from the process manually, using people in the process to count or measure
Why join the Core (DMAIC) Team?
- Experience (overall business management perspective)
- Exposure (recognition from senior leaders)
- Excitement (real issues => making a difference)
- Enlightenment (learn to ask better questions and make fact-based decisions)

A Look Inside the Six Sigma Toolkit

Tools for Generating Ideas and Organizing Information (see p. 52-55 for illustrations)
- Brainstorming
- Affinity Diagramming
- Multivoting
- Structure Tree
- High Level Process Map (SIPOC Diagram) ¡V Supplier, Input, Process, Output, Customer
- Flow Chart (Process Map) ¡V Details of Process
- Cause-and-Effect (Fishbone) Diagram
Tools for Data Gathering
- Sampling
- Operational Definitions
- Voice of the Customer (VOC) Methods
- Checksheets and Spreadsheets
- Measurement Systems Analysis
Tools for Process and Data Analysis
- Process-Flow Analysis
- Value and Non-Value-Added Analysis
- Charts and Graphs
o Pareto
o Histogram
o Trend
o Scatter Plot
Tools for Statistical Analysis
- Tests of statistical significance
- Correlation and Regression
- Design of Experiments
Tools for Implementation and Process Management
- Project Management Methods
- Potential Problem Analysis and Failure Mode and Effects Analysis
- Stakeholder Analysis
- Force Field Diagram
- Process Documentation
- Balanced Scorecard and Process Dashboards

A Great Outline of Six Sigma.......2006-12-27

This book is touted as a primer and that it outlines for employees the core ideas of Six Sigma and I found that it did just that. The authors work their way through the Six Sigma process step by step and in a clear easy to follow manner that anyone could benefit from.

For me I was a little disappointed because I wanted more detail about Six Sigma but that is not the intention of this book (as described on the backcover) and as such should not have been expected by me.

This is a great book for anybody who wants a quick overview of what six sigma is or for those who want to get some basics under their belt before they begin Six Sigma training. I learned enough here that I feel confident enough to understand the pros and cons of Six Sigma and capable to begin reading higher level texts on the subject.

The big DUH.......2006-03-25

This book is good enough at what it sets out to do, which is to define the major concepts and terms used by members of the Cult of Six Sigma. Spoiler alert: Six Sigma is process improvement using logic and data. (Well, duh!) Now you can save yourself nine bucks.

Average customer rating:

What is Lean Six Sigma Book Review
What is LEAN SIX SIGMA?
An accelerated explanation of how to produce more and better results, in less time, and at a lower cost
Lean Six Sigma
great intro book to lean 6

What is Lean Six Sigma
Michael L. George , David Rowlands , and Bill Kastle
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Paperback

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What Is Six Sigma?
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A quick introduction on how to use Lean Six Sigma to improve your workplace, meet your goals, and better serve your customers.

Lean Six Sigma combines the two most important improvement trends of our time: making work better (using Six Sigma) and making work faster (using Lean principles). In this plain-English guide, you’ll discover how this remarkable quality improvement method can give you the tools to identify and eliminate waste and quality problems in your own work area.

Packed with diagrams, cartoons, and real-life examples, What is Lean Six Sigma? reveals the “four keys” of Lean Six Sigma and how they apply to your own job:

Delight your customers with speed and quality
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You’ll see the big picture of what your company hopes to gain with Lean Six Sigma, how it may affect your work area, and what it can mean to you personally.

Customer Reviews:

What is Lean Six Sigma Book Review.......2007-09-21

This book is an excellent primer for people considering instituting the Lean Six Sigma process within their company. It is an easy and quick read. We have used multiple copies to introduce the process to our empolyees.

What is LEAN SIX SIGMA?.......2007-06-11

Excellent Lean Six Sigma overview book - suitable to hand out during Yellow Belt or Green Belt Training as a support to the participants. As a Certified Black Belt, I can confirm the material is correct (for the experts) & can be understood (for the folk new to LSS).

An accelerated explanation of how to produce more and better results, in less time, and at a lower cost .......2007-05-16

It seems eminently appropriate that a book which explains what Lean Six Sigma is (and isn't) should exemplify the same principles it addresses: It delights its reader with the speed by which its material is covered and with the quality of that material, it offers immediate help with mastering whatever the given process (or processes) may be, its authors work effectively with their reader to achieve the desired objectives within that reader's organization, and they prepare their reader to make better decisions, based on verifiable data.

Many people who consider purchasing it may be deterred by terms such Six Sigma and Lean which tend to be associated only with immensely large and complicated organizations such as GE and Motorola. In fact, authors Mike George, Dave Rowlands, and Bill Kastle include a number of mini-case studies throughout their narrative that suggest how decision-makers in almost any organization (regardless of size or nature) can apply Lean Six Sigma to produce more and better results, in less time, and at a lower cost if (huge "if") there are leadership at the top of the given organization, buy-in and sustained commitment at all levels and in all areas, sufficient resources, and accurate and consistent performance measurement.

For me, some of the most valuable material is provided in Chapter 8, "Making Improvements That Last." After explaining the Define-Measure-Analyze-Improve-Control (DMAIC) process, the authors make skillful use of various "Figures" that serve two separate but related purposes: they highlight key points, and, they facilitate, indeed expedite frequent review of those points later. For example, Figure 8.1: Sample Project Charter that demonstrates how to capture the essence of a Lean Six Sigma project. It describes what the team should accomplish, who will work on the project (and in what roles), timelines and other key information. Then with Figure 8.3: Value Stream Map, the authors indicate with the example provided how the value stream map, based on an actual process, captures the main sequence of activities in the boxes across the top line. If executed with rigor and discipline, the DMAIC process offers a framework for effective collaboration that will reveal real solutions to root problems.

Those who share my high regard for this book are urged to check out James P. Womack and Daniel T. Jones's Lean Thinking: Banish Waste and Create Wealth in Your Corporation and their more recent book, Lean Solutions: How Companies and Customers Can Create Value and Wealth Together. Also, Michael George's Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions, The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed (with John Maxey and David T. Rowlands) and Fast Innovation: Achieving Superior Differentiation, Speed to Market, and Increased Profitability (with James Works, and Kimberly Watson-Hemphill).

Lean Six Sigma.......2007-01-12

Our organizations is implementing the Lean Six Sigma concept, so I wanted to read about it. What I have read so far, the books is intersting and covers the material very well.

great intro book to lean 6.......2007-01-03

Go AIRSpeed! I suggest this book to all servicemen and women who are part of AIRSpeed. Great inrto into the world of lean thinking.

What Is Total Quality Control?: The Japanese Way

Average customer rating:

Quality Guru - leading Japanese contributor to quality management.
From the alpha to Omega !
The next process is your customer
Ask yourself these questions:standards,quality,and fishbone

What Is Total Quality Control?: The Japanese Way
Kaoru Ishikawa
Manufacturer: Prentice Hall
ProductGroup: Book
Binding: Hardcover

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Out of the Crisis
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Customer Reviews:

Quality Guru - leading Japanese contributor to quality management. .......2005-07-27

This was the first book I read on quality a long time ago and stills on my bookshelf.

Ishikawa insisted that Total quality means everyone contributes but in teams rather than as an individual, and went on to coin the phrase that quality was a thought revolution and based on the "respect of humanity". Maintaining that building a quality culture was a slow process easily destroyed by too rapid an implementation and that collecting and analysing factual data was the essence of quality control.

Like others, Ishikawa believed that quality begins with the customer and therefore the essence of any improvement is based on understanding that customers needs, aspirations and reactions. Clear and distinct clarity was needed in a specification to cover any relevant condition such as humidity, temperature and feel. He also pointed out that customer complaints rather than being a criticism was a vital quality improvement opportunity to be actively sought out.

Ishikawa built on Feigenbaum's concept of total quality and suggested that all employees have a greater role to play, arguing that an over-reliance on the quality professional would limit the potential for improvement. Maintaining that a company-wide participation was required from the top management to the front-line staff. As every area of an organisation can affect quality, all areas should study statistical techniques and implement as required with internal and external Quality Audit programmes. Going on to name areas such as engineering, design, manufacturing, sales, materials, clerical, planning, accounting, business and personnel that can not only improve internally but also provide the essential information to allow strategic management decisions to be made concerning the company.

From the alpha to Omega !.......2004-11-07

Ishikawa makes a careful and intense analysis about the meaning of the Quality Control . Its reading is ver interesting and passionate . It is a fundamental tool for all those managements who really want improve their productivity in their respective work places .
A must for you to have it .

The next process is your customer.......2000-12-22

I select the above phrase as the review's title because it benefits me most. This phrase is very useful in manufacturing firm. If we follow this phrase tightly, we will be able to ensure the products' quality before reach to end-users.

Besides that, before implementing QC in Japan, Ishikawa analyzed the differences between QC activities in Japan and Western Countries and concluded it is due to each nation's unique social and cultural background. It gave me a hint that, in order to implement QC in an organization, the information about that organization's social and cultural background must at one's finger tips.

Ask yourself these questions:standards,quality,and fishbone.......1998-12-08

By reading this book you will learn more about what Kaoru Ishikawa has to say about standards, quality control, and the fishbone diagram. Ask yourself why industry uses standards? The answer is consumers may not be satisfied with a product, and the consumer requirements may change from year to year and that makes industrial standards hard to keep up with consumer requirements. While on the subject of asking questions than ask you what is quality control? According to Kaoru Ishikawa it's a system of production methods, which economically produces quality goods or services meeting the requirements of consumers. The last and final question to ask yourself is what would a fishbone diagram do for me? It would assist you in the identification and listing of all the possible causes that produce problems.

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What is Design for Six Sigma
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Putting Total Quality Management to Work :What Tqm Means, How to Use It & How to Sustain It Over the Long Run

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The Baldrige: What It Is, How It's Won, How to Use It to Improve Quality in Your Company

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The Control Theory Manager: Combining the Control Theory of William Glasser with the Wisdom of W. Edwards Deming to Explain Both What Quality is and What Lead-Managers Do to Acheive it

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The human side of quality.
Wonderful little handbook -
The Control Theory Manager Review

The Control Theory Manager: Combining the Control Theory of William Glasser with the Wisdom of W. Edwards Deming to Explain Both What Quality is and What Lead-Managers Do to Acheive it
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Combining the control theory of William Glasser with the wisdom of W. Edwards Deming, this indispensable management resource explains both what quality is and what lead-managers need to do to achieve it.

Customer Reviews:

The human side of quality........2004-12-02

William Glasser has given us the human side of quality as framed by Dr. W. Edwards Deming. This is an excellent companion to the works of the great qualilty guru who was instramental in jump-starting the Japanese economy after WW2, and launching Toyota on its way to overtaking Chrysler, Ford, and maybe GM. Every manager should have a copy of this book sitting next to "The New Economics" to provide the means and motivation to spur one into transformation of self, of group, of company. Continual improvement has no end. It does not matter where you start, it matters when. Start NOW. These books will say why and how.

Wonderful little handbook -.......2000-05-29

Glasser takes the basic elements of his Control Theory and fits these in with Deming. Some very very common sense approaches to management. Management involves people most of all, and Glasser's approach is focused on people. This little book is one that a manager should keep on his desk for a careful read and a re-read. Common sense approaches to working with people to get things done, instead of "working" people to try to get things done..

The Control Theory Manager Review.......1999-12-05

I like the companion volume to Choice Theory which is entitled The Language of Choice Theory.

Customer-Focused Quality: What to Do on Monday Morning

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Not only to be read, but to be practiced!

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Customer Reviews:

Not only to be read, but to be practiced!.......1999-01-13

This was a text that was required reading when I was in college. Now a manager of a tech support help desk for a software company, it is my strongest guiding light! Quick read, with tons of "tools". Once learned, these tools can be implemented into any business. Do your employees a favor, and keep them - read, implement and practice.

Quality and Power in the Supply Chain, What Industry does for the Sake of Quality

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Supplier Management Handbook

ASIN: 0750673435

Book Description

This book reconciles two divergent worlds for the beleaguered quality manager. The first is that of quality and managerial fads, promoted by quality professionals and the quality 'industry' - with its seminars, certification programs and the pressures of an ever increasing number of international standards, state and national legislation and powerful corporations. The second is a virtual antithesis to this world of mission statements, quality policies, procedures and statistical techniques, and is embodied in the international phenomenon that is the Dilbert (TM) cartoon strip. Across America and Europe millions of ordinary employees revel in the truths that are exposed concerning corporate absurdities and a blind reliance upon acronym-laden quick-fixes.

Here you will find the gap bridged between the vast literature of quality fads (including the recent tranche of international standards) and that more humorous portrayal of these worlds. The origins of today's quality ideology and industry is traced, followed by a description of how the quality profession popularizes, promotes and ultimately benefits from the fads that come and go. Finally it is shown that despite the propaganda of the profession, there is a separate reality to "quality" and that management principles in this field can only ever be a small limiting factor in corporate success.

Addresses a vital aspect of Supply-chain Management, one of todays hottest management topics
From a widely and internationally published quality author and professional
The "Emperors Clothes" for the Quality profession

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