Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn Integrating or reconciling the PDCA framework from Lean and DMAIC from Six Sigma is the topic of this post. Since both methodologies and frameworks share a common history, it is no surprise that integrating their respective frameworks was not difficult to do. Below [...]
Six Sigma Case Studies, Examples, and Training Material
Following the definition of Six Sigma below are articles on Six Sigma below show examples, applications, and a comprehensive definitions and application of its tools.
What is Six Sigma?
Six Sigma originated as a set of practices designed to improve manufacturing processes and eliminate defects, but its application was subsequently extended to other types of business processes as well. In Six Sigma, a defect is defined as any process output that does not meet customer specifications, or that could lead to creating an output that does not meet customer specifications.
Bill Smith first formulated the particulars of the methodology at Motorola in 1986. Six Sigma was heavily inspired by six preceding decades of quality improvement methodologies such as quality control, TQM, and Zero Defects, based on the work of pioneers such as Shewhart, Deming, Juran, Ishikawa, Taguchi and others.
The term “Six Sigma” comes from a field of statistics known as process capability studies. Originally, it referred to the ability of manufacturing processes to produce a very high proportion of output within specification. Processes that operate with “six sigma quality” over the short term are assumed to produce long-term defect levels below 3.4 defects per million opportunities (DPMO). Six Sigma’s implicit goal is to improve all processes to that level of quality or better.
In recent years, some practitioners have combined Six Sigma ideas with lean manufacturing to yield a methodology named Lean Six Sigma.
Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn A SIPOC is a high level process map that includes Suppliers, Inputs, Process, Output, and Customers. Here’s presupposition: Quality is judged based on the output of a process. The quality is improved by analyzing inputs and process variables. How To Create a SIPOC [...]
Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn A “stakeholder” can be defined as: Any individual, group, or institution who has a vested interest in the natural resources of the project area and/or who potentially will be affected by project activities and have something to gain or lose if conditions change [...]
Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn The “Voice of the Customer” is a process used to capture the requirements or feedback from the customer (internal or external) to provide them with a service or product that meets their articulated needs1. This assumes that the customer know what they want [...]
Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn In an earlier post, I asked how Lean and Six Sigma can work together. In a later post, I shared that Lean and Six Sigma have a common history. In this post, I’ll explain the Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) Framework. Define-Measure-Analyze-Improve-Control (DMAIC) To [...]
 |
 |
 |
 |
How To Be A Human
Six Sigma Workbook For Dummies — The Raffle
Jeff Bezos and Root Cause Analysis
A Mindless Worker is a Happy Worker
The Apple iPhone Supply Chain
The Toyota A3 Report
Ask Mary Poppendieck Anything!
A Lean Case Interview
Batch-and-Queue or Single-Piece Flow
Multi-Tasking Leads to Lower Productivity
queueing theory: part 1
Zero Defects is Wrong Approach
Overmanaged and Underled
Pull Systems, Push Systems: The Paper Airplane Game
Queueing, Disneyland, and FastPass
Operational Excellence is not a Substitute for Effective Leadership or a Good Strategy
Quality and Continuous Improvement; 