When we discuss or mention Six Sigma, we almost always hear about getting defect rates down to 3.4 ppm. Consider a light bulb. How would you like to have a defect rate of 3.4 ppm only to find out that the bulb lasted just 20 hours before it burned out?

“Then the Husaria broke into a wild g allop and the heavy mass of men and horses cascaded over the Turkish ranks, bowling over the first, slicing through the second… The Grand Vizir leapt onto a horse and made his own escape moments before the winged riders thundered up to the tent and the ba

After launching a corporatewide Six Sigma initiative, leadership must consider how to get Six Sigma institutionalized in the supply chain.

In a lean environment, training is the last part of the production process to be transformed by the new approach to efficiency.

Six Sigma was first practiced in product development and manufacturing environments to improve customer satisfaction. There, significant improvements were achieved and sizable savings realized.

In simple terms, Six Sigma means quick improvement in a short period of time. Incremental improvement will save a lot of time and money for a company. Breakthrough improvement, therefore, is synonymous with Six Sigma.

Six Sigma is a powerful tool for effecting change within an organization. Since its development in the late 1980s, it’s helped companies dramatically improve business processes, increase customer satisfaction to new levels and save hundreds of millions of dollars.

Six Sigma is implemented to affect the bottom line. In a corporation, Six Sigma starts in operations then moves into design and finally supporting areas.

The maintenance problem