Three Ways to Six Sigma

Six Sigma has three engines, all of which focus on the processes in your organization.  The three engines are Process Improvement, Process Design/Redesign and Process Management.

Process Improvement

“Process Improvement” is undertaken on pre-existing processes in your organization. “Process Improvement” efforts seek to fix problems by eliminating the root causes of the variation in the process whilst leaving the basic process intact.  Process Improvement teams will use a five-step process to attack problems: -

1. Define the problem and what customers require.

2. Measure the defects and process operation.

3. Analyze the data and discover causes of the problem.

4. Improve the process to remove causes of defects.

5. Control the process to make sure defects don’t recur.

Process Design/Redesign

“Process Design” will usually take longer than “Process Improvement” initiatives.  This is because “Process Design” involves the creation and implementation of a brand new product or process.  Though the outcome is different, much of the project work undertaken is very similar.  The following five-step process is used in Process Design or Redesign: -

1. Define customer requirements and goals for the process/product/service.

2. Measure and match performance to customer requirements.

3. Analyze and assess process/product/service design.

4. Design and implement new processes/products/services.

5. Verify results and maintain performance.

Process Management

“Process Management” means a focus on managing processes across the organization replaces managing individual functions by different and sometimes competing internal departments. Because it requires a fundamental makeover in the way an organization is structured and managed, “Process Management” is often the most challenging of the three Six Sigma Strategies to accomplish.  “Process Management” uses the following four-steps: -

1. Defining processes, key customer requirements and process “owners”.

2. Measuring performance to customer requirements and key process indicators.

3. Analyzing data to enhance measures and refine the process management mechanisms.

4. Controlling performance through ongoing monitoring of inputs/operations/outputs and responding quickly to problems and process variations.