Quality beyond six sigma (2003)

[...]... FIT SIGMA is what is fit for the operation Not all organizations need the intensive and expensive ‘all or nothing’ investment required by the Six Sigma deployment plan 6 Quality Beyond Six Sigma Our philosophy is the adaptation of the Six Sigma approach to fit an organization’s needs so as to maintain performance and organizational fitness The evolution of TQM to Six Sigma to Lean Sigma to FIT SIGMA. .. measurement techniques of quality are necessary The overall Six Sigma philosophy has a goal of total customer satisfaction In 2000, Ron Basu surveyed the following leading companies who had adopted the Six Sigma approach to quality: • • • • • • • Motorola Allied Signal (Honeywell) General Electric Raytheon DuPont Teijn Bombadier Shorts Seagate Technology 4 Quality Beyond Six Sigma • • • • Foxboro (Invensys)... dilemmas, threats and opportunities’ (see www.ProjestSIGMA.com, December 2001) Six Sigma Six Sigma is an approach that takes a whole system approach to improvement of quality and customer service so as to improve the bottom line The Six Sigma concept matured between 1985 and 1986, and grew out of various quality initiatives at Motorola Like most quality initiatives since the days of Dr W Edwards Deming... culture Figure 1.1 FIT SIGMA road map – the evolution of TQM to Fit Sigma Knowledge management Fit Sigma Sustainable competitive fitness 8 Quality Beyond Six Sigma Belt training usually consists of five days of classroom training, covering project management, quality control tools, problem solving and data analysis Drawing on Deming’s ‘Plan = Do = Check = Act cycle (PDCA)’, Six Sigma s performance model... Many an organization has adopted Six Sigma, and the same applies to other quality initiatives, and found that the initial enthusiasm and successes gained were not sustained In Quality Beyond Six Sigma we show how to sustain the benefits gained, and how to maintain the enthusiasm of the staff of the organization We call this ‘keeping fit’ Thus FIT SIGMA (or FIT Σ) means a quality system that first fits... trilogy for quality is planning, control and improvement (Juran, 1989) His approach includes an annual plan for quality improvement and cost reduction, and continuous education on quality Juran’s foundations are still valid, and are embedded within Six Sigma and Lean Sigma and our FIT SIGMA philosophies Juran uses the term quality control’, but this does not refer to the post- History of the quality movement... capable of forming and leading Six Sigma teams Green Third wave Second wave First wave Shift from variation to integration Customer focus Management accounting Six Sigma tools SPC tools Deployment plan Ad-hoc improvement As-is Industrial engineering Total Quality Management Top management commitment Value management Six Sigma Project focus Senior management review (S&OP) Lean Sigma Lean manufacturing Periodic... areas of Motorola was a mistake that cost Motorola at least $5 billion over a period of four years! The new wave: quality beyond Sigma FIT SIGMA is the new wave of Sigma Lean Sigma provides agility and efficiency; FIT SIGMA also ensures sustainability We call this maintaining fitness FIT SIGMA also considers what is really required for a specific organization or operation We will show that is not necessary... over the investment in Six Sigma Against this background let us examine the evolution of the total quality improvement process (also known as operational excellence) from ad hoc improvement, to TQM, to Six Sigma, up to Lean Sigma Building on the success factors of these processes the key question is, how do we sustain the acquired benefits? The answer lies with FIT SIGMA Lean Sigma Basically, if accuracy... desired service level parameters Taguchi promotes three stages in developing quality in the design of product or systems: 1 Determine the quality level, as expressed in his loss function concept 2 Improve the quality level in a cost-effective manner by parameter and tolerance design 18 Quality Beyond Six Sigma 3 Monitor the quality of performance by use of feedback and statistical control As Ferguson . alt="" Quality Beyond Six Sigma Quality Beyond Six Sigma Ron Basu and Nevan Wright OXFORD AMSTERDAM BOSTON LONDON NEW YORK PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann An. considers what is really required for a specific organization or operation. We will show that is not necessary for every operation to achieve the virtual perfection level of 3.4 errors per million. also recognize that there are areas where zero defects are not essential or practical. We believe that Sigma should fit the requirements of the organization, rather than the organization striving