Six Sigma FAQ's

Short, concise answers, to some popular questions

Six Sigma FAQ's

Sigma is the Greek letter statisticians use to define measurements of variability. Essentially, Six Sigma is a planned, thorough, and extremely effective application of tried and tested quality standards, tools and practices. Six Sigma is achieved by carefully preparing and implementing projects that coordinate resources with important strategic projects to provide actual results to the profitability of an organisation.

Give me six hours to chop down a tree and I will spend the first four sharpening the axe.
Six Sigma certified professionals use a finely defined, problem-solving methodology to increase the performance and functionality of processes and systems to a practically error-free degree that translates into greater customer satisfaction, improved quality and reduced costs. The methods and tools that Six Sigma applies are built into a rigorous training program that concentrates on a practical approach and quantifiable results.

The knowledge and skills that are gained will help in understanding customer requirements in measured terms, aligning Six Sigma Projects to organisational goals and strategy, quantifying bottom-line results of the project, and maintaining profitable results after the project is handed over to operational departments. The capacity to reach decisions will drastically improve whilst making use of data and facts, resolve problems, and enable thinking in terms of what crucially increases value to organisational processes.

Lean is a methodology of improvement that concentrates on determining and removing waste. The techniques and tools used in lean center principally on maximising process flow. Six Sigma, on the other hand, is a methodology of improvement which centers on variation reduction in the outputs of a system or process, producing an output which is of {what|just what} the customer expects and wants thus minimizing the amount of defects.

Lean is an expression that was termed in a book published in 1990, on the subject of the automobile industry named The Machine That Changed the World. Lean which was in reality, the Toyota Production System (TPS), the implementation of which started at the ending of the second World War. Not a great deal was known regarding the TPS until about the late nineteen eighties. Six Sigma originally was developed by Motorola and then became widely recognised in the mid 1980s. Both Six Sigma and Lean are well practiced problem solving techniques and both of them share numerous commonly applied tools used to solve problems. Not any of the tools employed are at all exclusive to either of the methodologies.

Business Process Improvement is an extensive and wide-ranging concept. Any kind of methodical approach to assisting an organisation realise improved success by reforming its processes would be regarded as Business Process Improvement. Six Sigma and Lean are 2 such examples of organised approaches.

Any process improvement strategies posses common factors such as for example determining applicable metrics, mapping of the actual status of the system or process, gathering data and facts regarding the elements that affect the outputs of a process, analysing data to identify the root causes of problems, finding an improvement solutions that address those root causes, and installing controls that will sustain and maintain the gains.

Research of approximately 3,000 companies a number of years ago found it wasn't particularly important which kind of improvement strategy was employed, so long as the organisation chose one and kept it. The first choices were Six Sigma and Lean or an amalgamation of the two. It's not really that important as to which method is used providing you go with one and stick with it.

Not at all. Six Sigma is used in a variety of service orientated and transactional process areas along with manufacturing.

Belts in Six Sigma refer to a level of expertise, similar to karate, in which the ultimate level of expertise is the Black Belt. However, there are also Green, Yellow and White Belts. Each of these belts have a specific role defined in great detail and able to employ skill sets that all professionals of a particular level must be proficient in. In all Six Sigma projects, members carry out roles and assignments in accordance with their particular belt level, this ensures that the team are synchonised and produce expected results within a defined time frame.

Six Sigma FAQ's



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Research shows that these 3 traing programs represent some of the best Lean Six Six traning avaiable.

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