Please note that our Customer-Interaction Innovation package, Project Alpha and it's components: the 13 Codes and the 7 CTQ processes are based on Six Sigma.
Six Sigma describes a set of tools and strategies for process improvement. Its purpose is to improve outcomes and outputs of our efforts by identifying and removing the causes of errors. It uses a set of quality management methods and follows a defined sequence of steps which must have quantifiable value targets. Examples of Value targets of Six Sigma implementation are endless; there are hundreds of reasons why any firm could deploy Six Sigma.
Six Sigma describes a set of tools and strategies for process improvement. Its purpose is to improve outcomes and outputs of our efforts by identifying and removing the causes of errors. It uses a set of quality management methods and follows a defined sequence of steps which must have quantifiable value targets. Examples of Value targets of Six Sigma implementation are endless; there are hundreds of reasons why any firm could deploy Six Sigma.
Six Sigma is a tool and not the target. It is not an end in itself.
It is used for identified purposes. Just like using a knife to cut vegetables,
you use Six Sigma to achieve an identified purpose.
A Six Sigma process is one in which 99.99966% of the products are
free of defects. It is achieving a level where you can only count 3.4 defects
or errors in one million products (3.4 defects per million/3.4 DPMO).
Six Sigma can help any organization or nation achieve excellence
and prevent wastes, recalls, lawsuits, customer dissatisfaction etc. This is
important especially if critical elements are involved.
The 3.4 defects per million may seem very good for products; but
imagine if it refers to human life. For example, if all hospitals in Nigeria perform 1 million surgical operations every year, Six Sigma standards say that we should not have more that 3.4 deaths for every 1 million operations performed. In
other words, if Six Sigma was deployed in Nigeria, our surgical processes would be so perfect that we would not record more than
3.4 deaths for every 1 million operations performed!
Some important elements of Six Sigma
There are several elements within the concept of Six Sigma that
makes it make sense:
CTQs
This means Critical to Quality processes; it is not everything that
should be turned into processes thereby making everyone a robot!
There are some things, events, actions, issues that are Critical to
Quality or very important to the existence of any organization. These should be your target as an organization, these should be what must be subjected to Six Sigma standards.
Poor Customer Interaction, for example, will affect your bottom
line in the long run. You need to define processes for all things critical.
Management Involvement
Six Sigma says efforts that will have lasting effects must come
from the top. Changing the direction of an organization must be a “Top-Down”
approach.
Top Management must provide strategies required to turn the
organization around.
Data-Driven Decision Making
Don’t embark on any training event, project, venture or efforts
without adequate data to justify your involvement in such. Do not embark on a
project “just because..."
All your efforts should be based on data.
Don’t embark on a “Customer Service Training” just because everyone
is doing it. What exactly are your learning objectives and what exactly are the
defects you wish to correct with that training intervention.
DFSS: Design for Six Sigma
This is an evolving concept that turns Critical to Quality items
into processes then into perfect products. It is using the VOC (Voice of
Customer) to develop processes, products and solutions. Some things will never
make lasting impact in any organization until they are turned into processes.
DFSS creates a new process where none existed.
It uses the DMADV method as opposed to the DMAIC method
DFSS creates new value with inputs from relevant stakeholders
There are many more concepts of Six Sigma outside of the above
list!
DMADV vs DMAIC
VS 
Six Sigma uses the DMAIC and DMADV phases in
improving processes.
DMAIC is an acronym for Define Measure Analyze
Improve Control
Define: You
should define the problem that your efforts are designed to solve. What are
your project goals? What is that CTQ you intend to create a solution for?
Measure: Get
relevant data from the current process. Now that you have identified the
purpose of your project, you need to back it up with relevant data.
Analyze: Now that
you know what you want and the data to back it up, there is a need to analyze
the data in order to draw some insights from it. Analyze your data to know what
your data is saying. Data talks; what information, recommendations, conclusions
can you draw from your data? When presenting any set of data to any group of
people, it will be very useful to draw and present conclusions or
recommendations based on the data.
Improve: Now it’s
time to roll up your sleeves and start work! Do what your data demands! Simple!
You started with a goal in mind, you got some
useful data, and you’ve drawn some conclusions based on available data, now
it’s time to put words into action.
Control: But
wait! Your job is not yet done! Sometimes things may not continue do act the
way we planned them to. So it’s time to control or correct any deviations from
your plan. This is where you do your audits and quality assurance to make sure
things continue to be exactly as you planned.
The DMAIC methodology focuses on existing
processes. It’s more about process
improvement. Some
processes are outdated and should be changed based on available data. For example,
you may have acquired new software or machinery that will make some steps in
your processes useless! You then need to improve those processes so that staff
will not continue to follow valueless procedures.
The DMADV or DFSS, on the other hand, focuses on process generation rather
than process improvement. In other words, this process never existed before now; we are
creating it in response to Critical to Quality needs of our organization.
Several factors may require an organization to
create new processes, they may be technological advances, market forces, new
regulations, new industry standards, new customer tastes or preferences, and
the list goes on and on. Every organization that wants to have a competitive
edge must always create new processes in order to provide innovative solutions
to customers.
DMADV is an acronym for Define Measure
Analyze Design and Verify
We’ve touched on the Define Measure Analyze
phases above.
Design:
You have defined your Critical to Quality objectives, you have gathered
relevant data, you have analyzed your data and have come up with
recommendations, and this is where you do the design of the new process,
project or solution. This is the “work” stage.
Please note that our Customer-Interaction Innovation package, Project Alpha and it's components: the 13 Codes and the 7 CTQ processes are based on Six Sigma.