Six Sigma (hereafter referred to as 6S) strives to achieve world class quality by eliminating variation in all processes. It aims to build "better products, faster, at a lower cost." 1 6S accomplishes variation reduction through the application of statistical techniques in an orderly manner that is similar to both Deming's Value Chain and his PDSA cycle. The 6S value chain, however, takes the statement, "we are in business to make money" 2 as its central tenet, thus helping to communicate excitement throughout the company.
6S purports to be a business strategy, evolved from the strict statistical interpretation of the words, "six sigma." On the surface, 6S could be taken as a collection of tools for continuously improving a company. That is, in fact, what it is. But, when a company learns to use the tools as a cohesive unit of improvement, it can become a business strategy. Other elements of strategy are necessary to complete this transformation, as the learning of 6S does not alter or improve a company's culture. Changing the culture of a company typically resides with the company leader. For 6S to be effective as a business strategy, the business leader(s) must provide 100% support. This support must be followed by an effective method of communication throughout the organization. Blending the 6S tools with a supportive leadership and good communication will lead to a very successful continous improvement program.
However, even if a company is predisposed against 6S, the tools can often be effective without being forced to become a strategy. The individuals that learn, and apply, the tools will develop a more logical, cohesive ability to solve problems. By improving the problem solving contained in a company, the company will improve, even without appropriate support.
The goal of 6S is not a Six Sigma quality level, but a reduction in the variation exhibited by a company.
Typical Company Organization for Six Sigma
There are 4 roles in a 6S organization: Champion, Master Black Belt, Black Belt, Green Belt. Each of these roles plays a critical part to the success of the 6S initiative and has certain responsibilities that allow that success.
The basis for the 6S approach is the "Breakthrough Strategy." This strategy involves four stages: Gather (Measure), Evaluate (Analysis), Transform (Improve) and Sustain (Control) (the various terms are from different 6S training providers). These stages form a funnel type approach to solving a problem which is the strength of Six Sigma.
The first stage, Gather or Measure, starts the process by pulling together all the possible sources of variation. A number of statistical tools may be used in this phase, things such as Ishikawa Diagrams, FMEAs,
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