Six Sigma

Six Sigma has a history that can trace its roots back to the 1700's when the concept of the normal curve was explored. In the 1920's Walter Shewhart showed that three sigma from the mean is the point at which a correction is necessary. Many other measurement standards were viewed in theory but 'Six Sigma' creation goes to Bill Smith an engineer at Motorola. By measuring the defects per million opportunities Motorola created a cultural change associated with Six Sigma that realized a powerful bottom line organization. Sine this time hundreds of organizations worldwide have adopted Six Sigma as a way of doing business

Six Sigma has become a way of doing business for many organizations that is data driven and disciplined for elimination defects in any process from manufacturing to product to service. It looks at the quantitative process of how a company is performing, its defects vs. opportunities. Six Sigma's methodology is to focus on the improvement of a process and to reduce errors and defects.

There are two sub-methodologies of Sex Sigma, DMAIC is an improvement system for existing processes which defines, measure, analyzes and improves control. The DMADV system is used for developing new processes or products at a high quality level. The DMADV can also be used if a current process needs more than just a few improvements. The DMAIC and DMADV are executed by Green and Black Belts who are supervised by Six Sigma Mater Black Belts who are team leaders. The Belt holders are professionals who can explain Six Sigma philosophies and principles and assist in saving 100's of thousands of dollars for companies who employee them.

Thousands of nonprofit organizations and for profit companies worldwide have used the programs of Six Sigma to develop superiority in their operations. Some companies that have benefited and improved their strategy to increase production and quality have been Motorola, Caterpillar, DuPont, BMW, Volkswagen, Boeing and Emerson Electric. These manufacturers operations have benefited from Six Sigma training and have saved millions of dollars after implementing the programs of Six Sigma.

Companies outside of manufacturing also have benefited from Six Sigma programs by assisting sales forces to use their face time with clients more wisely. This saved organizations money and increased the success rate of closing sales. The methods have helped companies improve performance but Google CEO Eric Schmidt feels Six Sigma programs stifle innovation and creativity. However many companies are reaping benefits in improvement of processes, procedures and savings by implementation Six Sigma programs.

Many organizations are looking at a new approach of blending Six Sigma with Total Quality Management (TQM) to achieve a balance of operating efficiency and improving performance of value chain activities. Total Quality Management uses continuous feedback to refine and improve the quality of services and products offered by an organization. TQM started in the manufacturing industry but can be functional for any type of company because it is customer focused.

Total Quality Management is committed to achieving performance outcomes including measurable objective for increasing quality and making continuous improvements. It promotes screening job applicants, providing quality training, teamwork,