Today’s competitive environment requires organizations constantly search for ways to improve how and what is done to meet and exceed customer expectations. The successful organization operates with the realization that customer demands and desires are constantly changing. In order to better serve customers, organizations have included Six Sigma as a measurement –based strategy that focuses on process improvement and variation reduction. The goal is to develop and deliver a perfect or near perfect product or service. Six Sigma measures the number of defects there are in a process or service-delivery and systematically figures out how to eliminate those defects and get as close to zero defects as possible. What is Six Sigma?
In 1994, Motorola developed Six Sigma as a disciplined, data-oriented means to improve overall performance. Motorola incorporated the approach and methodology for eliminating defects, as measured by six standard deviations between the mean and the nearest specification limit, to successfully reduce its manufacturing costs and increase its bottom line. Since that time, many organizations have taken notice of Motorola’s success with Six Sigma and have begun to use it as a way to decrease costs and increase efficiency, revenue, and product quality. The concept of Six Sigma includes two five-step processes represented by the following acronyms: DMAIC (Define, Measure, Analyze, Improve, Control) and DMADV (Define, Measure, Analyze, Design, Verify). Both processes aim to develop a product as close to perfection as possible from the perspective of the consumer. Therefore, the organization’s process or service delivery must produce no more than a set number of defects per set number of opportunities. An opportunity exists when there is a chance for nonconformance or not meeting the required specification. As a result, the organization needs to be nearly flawless in executing that process or service-delivery in...
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