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The Six Sigma Way. An Implementation Guide for Process Improvement Teams
Abstract
Six Sigma is today’s most talked-about, and successful, business improvement initiative. The Six Sigma Way Team Fieldbook goes beyond theory to explain the tools and procedures a project leader or team needs to implement a Six Sigma improvement team. Designed as a step-by step implementation manual, it explains how to use Six Sigma methods to identify products and processes that need improvement, and then how to use a proactive approach to either improve or redesign them – boosting performance, reducing costs, and increasing customer satisfaction.
Written by three veteran consultants and trainers to General Electrics and other top corporate Six Sigma initiatives, The Six Sigma Way Team Fieldbook covers dozens of essential tools and basic statistical techniques needed to execute Six Sigma projects in any environment. Written in a concise, how-to-format, and with dozens of data-gathering forms, checklists, and worksheets.
Foreword to Russian Edition
The Six Sigma System is the approach to business improvement that makes possible to find and exclude error and defect causes in the business processes of the company. In this case companies can get the maximum business benefit by concentrating on those processes parameters that are important for customers.
This approach initially was operating process oriented but then it was applied for other business processes in the organization including IT, logistics, marketing, sales, customer service and others. The methodology includes a variety of data gathering and analysis methods that are based on the classical Shewhart-Deming continuous improvement cycle of Plan-Do-Check-Act. Eventually the Six Sigma methodology is closely connected with well-known quality management concepts however it does not only contradict them but they even complement each other.
In recent years Six Sigma methodology has got a new shot in the arm and now it is self-contained and universal system for effective achieving and maintaining business success in conditions of tough competitive struggle for a client. It is also important that Six Sigma System is closely connected with financial results of the company.
Along with any other modern management concept such as Balanced Scorecard or TQM, or any other else, those organizations that use Six Sigma “is given by belief”. It is impossible to achieve results without believing in the goal or the way of its achievement. The Six Sigma methodology is also developed on this principle. It includes not only applied tools based on statistical methods of data gathering and analysis but also the approach to team work development and people involving into the improvement process.
Innovative approach to executives and personnel roles description in the improvement process makes companies possible to achieve commitment to Six Sigma concept. Motorola, that is the pioneer of this methodology, applied the principle of competence and responsibility priority for the result of roles classification in Six Sigma teams as long ago as in eighties. So, three special roles within Six Sigma organization appeared and was named using terms inspired by levels of karate skills: Black Belt is for real leaders and masters, Green Belt is for experienced practitioners and Yellow Belt for those who have got the general idea about Six Sigma approach and know how to use Six Sigma special tools.
Another important aspect of adequate use of Six Sigma methodology is the project approach. Any initiatives concerned with business processes correcting or total revision should be set and conducted as projects. So, we can apply the whole arsenal of modern project management methods from network planning to special information systems to Six Sigma projects. In any case, a recipe for success of improvement projects within the frame of Six Sigma methodology will be clarity and consistency of goals, project management implementation, proactive thinking, training, successful activity and achievement support.
Recently the interest in Six Sigma system has greatly increased. Obviously, this fact does not only concerned with the “pioneers” success (Motorola’s declared benefit rate was 16 million dollars for 11 years, General Electric - about 2,5 million dollars per year). Many new companies that apply Six Sigma System and make a contribution to the best practice of this field play a significant role in the continuous development of Six Sigma methodology.
The Six Sigma Way Team Fieldbook is one of the most practically useful books that were published for last ten years. Designed as a step-by step implementation manual, it contains description of special methods and tools for implementation of business process improvement projects within the frame of Six Sigma System. It also contains a lot of ready-to-use data-gathering forms and charts. This book can be and should be used both as a step-by step manual and as guidance. Therefore, it will be the perfect handbook for managers or specialists involuntary involved into struggle for quality and customers satisfactions.
Russia is at the very beginning of Six Sigma path. Someone can traditionally consider this “western” approach not applicable for Russian companies; others will be ready to take from it all those ready-to-use tools that are suited to them. However, we think those companies will win most that will use the innovative approach to Six Sigma principles implementation. Those people will win who will use project management methods, will be able to develop discipline and quality management culture in their companies, will have well-measurable objectives and successively move to them.
We would like to recommend this book to all people who have not stopped looking for the best instrument for their business and their profession.
Alexey Bazhenov
Alexey Arefiev
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