ABSTRACT
Chapter 14 introduces the six-sigma approach to process quality, explains what it is and why it delivers high levels of performance and describes the six-sigma improvement model – DMAIC (Define, Measure, Analyse, Improve, Control).
It shows the role of design of experiments in six-sigma and describes the building blocks of a six-sigma organization and culture to ensure the financial success of six-sigma projects. It also demonstrates the links between six-sigma, TQM, SPC and the EFQM Excellence Model®.
A process that can achieve six-sigma capability is expected to have a defect rate of a few parts per million, even allowing for some drift in the process setting and six-sigma is a disciplined approach for improving performance by focusing on enhancing value for the customer and eliminating costs that add no value.
The five fundamental phases/stages of the six-sigma, DMAIC approach is similar to Deming’s improvement cycle: Plan, Do, Check, Act (PDCA), and delivers the strategies of process design/re-design leading to bottom line achievements.
Design of Experiments (DoE) provides methods for testing and optimizing the performance of a process, product or service. Drawing on known statistical techniques, DoE uses experiments efficiently to provide knowledge that supports six-sigma approaches.
Six-sigma process improvement experts, named after martial arts – Master Black Belts, Black Belts and Green Belts – perform the training, lead teams and carry out the improvements.
Six-sigma is not a new technique – its origins may be found in TQM and SPC. It is a framework through which powerful TQM and SPC tools flourish and reach their full potential. It delivers breakthrough benefits in the short term through the intensity and speed of change. The Excellence Model is a useful framework for mapping the key six-sigma breakthrough strategies.
