I would like to clarify a point I made relative to Six Sigma being more than a quality program.
Typically Six Sigma implementation REQUIRES that a defect be defined. This in my mind is a restricted quality definition, but people often think this way. I do not believe that for a Six Sigma project a defect or defect opportunity needs to be defined.
Reduction in cycle time is good. One could perceive this as improved "quality"; however, there is no mention of what a defect is. I think that the reduction in cycle time could be taken on as a Six Sigma project where Lean tools would probably be used/considered to make an improvement in the "value-stream".
In my mind the above is only common sense. Hopefully this is logical to you too. However, the implications of the brief statements above have major implications to how some organizations are implementing Six Sigma. The above suggests, among other things, that organzations do not calculate Sigma Quality Levels.
I'd start with the NIST web site, which has a section discussing the outstanding business performance of Baldrige award winners. Also, there are some good books at Amazon. Pete Pande et al wrote a decent one, as did George Eckes. However, the best starting point is a book called "The Power Of Six Sigma."
We have put together the following link to address the question "what is six sigma and what implications it has on quality in a company?" http://www.smartersolutions.com/html/what.htm
Six Sigma when implemented wisely is much more that a traditional quality program.
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forrestbreyfogle 3/28/2002
I would like to clarify a point I made relative to Six Sigma being more than a quality program.
Typically Six Sigma implementation REQUIRES that a defect be defined. This in my mind is a restricted quality definition, but people often think this way. I do not believe that for a Six Sigma project a defect or defect opportunity needs to be defined.
Reduction in cycle time is good. One could perceive this as improved "quality"; however, there is no mention of what a defect is. I think that the reduction in cycle time could be taken on as a Six Sigma project where Lean tools would probably be used/considered to make an improvement in the "value-stream".
In my mind the above is only common sense. Hopefully this is logical to you too. However, the implications of the brief statements above have major implications to how some organizations are implementing Six Sigma. The above suggests, among other things, that organzations do not calculate Sigma Quality Levels.
Forrest Breyfogle
forrest@smartersolutions.com
www.smartersolutions.com
jandell 4/2/2002
I'd start with the NIST web site, which has a section discussing the outstanding business performance of Baldrige award winners. Also, there are some good books at Amazon. Pete Pande et al wrote a decent one, as did George Eckes. However, the best starting point is a book called "The Power Of Six Sigma."
Jonathon Andell
Andell Associates
forrestbreyfogle 3/26/2002
We have put together the following link to address the question "what is six sigma and what implications it has on quality in a company?"
http://www.smartersolutions.com/html/what.htm
Six Sigma when implemented wisely is much more that a traditional quality program.
Hope this helps.
Forrest Breyfogle
forrest@smartersolutions.com
www.smartersolutions.com
512-996-8288