Replying to LO24964 --
In a message dated 6/26/2000 11:44:38 AM Central Daylight Time,
charropubs@juno.com writes:
> First, please recognize that Six Sigma is not a magic bullet. In fact,
> there is little new, innovative or especially different here. However,
>it is a very well-structured program based on:
> 1.) strong management leadership;
> 2.) a defined and disciplined process analysis and problem solving
> methodology;
> 3.) focus on using statistical based quality tools;
> 4.) fact based decision making;
> 5.) customer driven (CTCs and CTQs -- Critical to Customer, Critical
>to Quality);
> 6.) and, focused on financial results.
There is much controversy in the quality world regarding six sigma. Some
that come to mind are:
1. Six sigma allows a 1.5 sigma shift in the process mean. If your
process is drifting 1.5 sigma, the process is not in a state of
statistical control (according to most practitioners of quality.)
2. Six sigma is setting the specification limits outside the process
limits to six sigma. This methodology defines quality as based on meeting
specifications. Specifications being met does not necessarily mean that
the customer is satisfied. I have seen companies meet specifications and
still lose the business. Sure they are performing economically better
because internal rejects causing rework or scrap expenses have gone down
or have been eliminated but the product quality may still be poor because
of a number of other factors including poor design.
3. Six sigma emphasizes the "Black Belt" master approach. These
experts define which "opportunities" will be pursued based upon the
current approach to economic accounting principles. They are driven by the
bottom line. The economic paradigm has not changed. Don't get me wrong,
most companies need to be profitable but when that is the only driving
vision much in the way of changing leadership to stewardship and learning
is lost. In other words, where will we find the quickest economic
benefits in our pursuit of economic pay back becomes the driving force and
real improvement opportunities are to be found in management systems. As
Dr. Deming has stated most of problems are the result of management (85%.)
- 20% is the result of the worker. (He later changed this to 95 - 5.)
4. Much of what Six Sigma has to offer is for those who want to jump
on the Six Sigma band wagon. The cost to obtain the Six Sigma black belt
is astronomical. Good for the consultants and those offering the seminars
to teach it. Good for the economy by adding those dollars to the
GDP---but good basic low cost courses in statistical process control,
Deming theories, Juran texts and many more will ground a good student not
only in statistical theory but also in management principles and theories
that can support application with theory. Those courses can be found in
many community colleges through out the country at a very reasonable cost
and value. They can be taught to people at the ground level of an
organization and to those at the top. After all, it will take
management's commitment to real improvement and some dedicated loyal folks
in the trenches to do some hard work and analysis of systems and processes
to realize continued, lasting improvement.
Six sigma may have its place, but the real questions should be "What is
your Sigma?". and are you and your customer happy with it? If not, then
let's get to work.
Regards,
Linda Ortberg MLA
President and Co-CEO
LeadingEducation.com
Tarrant County College/ Instructor Quality Technology
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