Six Sigma is
a performance improvement methodology that encompasses a wide range
of best practice tools to dramatically improve process, product and an organisation's performance. Some of the tools maybe familiar like Business Process
Reengineering, Process Improvement, Balanced Scorecard, Cause and
Effect analysis and others will be less familiar Voice of the
Customer, Design of Experiments, Analysis of Variance,
Statistical Process Control, Quality Function Deployment, etc.
Is Lean Six Sigma
different? Well in brief, the fundamental focus of Six Sigma is
quality, customer requirements and cost reduction; where as Lean is
focused on speed, waste and cost reduction. Blending the two
together creates a more powerful improvement methodology.
A Lean
Six Sigma definition is:
|
"Six Sigma has
forever changed General Electric"
Jack Welch |
|
|
“A comprehensive and flexible system for achieving, sustaining
and maximising organisational success. Lean Six Sigma is uniquely
driven by close understanding of customer needs, disciplined use of
facts, data and statistical analysis, and diligent attention to
managing, simplifying, improving, reinventing business processes and
eliminating waste.”
|
The main
framework or improvement cycle of Six Sigma is Define-Measure-Analyse-Improve-Control (DMAIC). This is
grounded in the original TQM/Deeming model of Plan-Do-Check-Act but
has been extended to apply to both process improvement and process
redesign/reengineering. The implementation of Lean Six Sigma in an
organisation will embrace six
themes:
|
|
A
genuine focus on the customer. |
|
|
Data
and fact driven management based on an effective measurement
system.
|
|
|
Process
focus, management and improvement as the engine for growth and
success.
|
|
|
Proactive management that anticipates problems and
changes.
|
|
|
Cross
functional, business, internal/external
cooperation.
|
|
|
A drive for perfection but a
tolerance of failure - to improve you often need to be able to
experiment and learn what works and what
doesn't.
|
|
| Where do you start? |
The
flexibility of Six Sigma allows different approaches to be adopted
in implementing Six Sigma in an organisation-- strategic or tactical
deployment:
|
Strategic Deployment is appropriate when enough
key members of the management team recognise the need for Six
Sigma, and have the vision and patience to launch a full-scale
change programme. This will require a comprehensive programme
covering Yellow, Green, Black Belt, and Champion training;
internal workshops to define your Six Sigma strategy and
change management approach may also be appropriate. |
|
Tactical Deployment is appropriate when the
business wants to either "try out" Six Sigma in resolving
particular problems or the need is only recognised in part of
the organisation. The risk with this approach is that you
tackle projects that are not strategic priorities and the
long-term impact of Six Sigma is not as
great.
In most cases
this will require Green Belt training, taking an action
learning (workshop based) approach for two or three projects
may also be appropriate.
|
Some
organisations adopt a mixed approach with short term tactical
projects to get early successes whilst the long-term strategic
deployment is taking shape. In both approaches training and coaching
is a critical component of the programme. The range of Six Sigma
programmes that we offer are briefly described below; please click
on the subject of interest for more information. To discuss your
requirements and the best approach for your organisation please
don't hesitate to contact
us. |
| Training Programmes |
Duration
|
Introduction to Concepts and Processes — training course
for all levels who want to find out more about Six Sigma. We
can provide a shorter executive overview in 1 day or a more
complete introduction thanks looks at an implementation road
map in detail.
|
1 or 2 days
|
| Yellow Belt - an introduction to
the DMAIC improvement model for team members. The
course provides an introduction to the key tools and
techniques that maybe used at each stage of the DMAIC
methodology.
|
2
days
|
Green Belt — is an intensive
programme to train the team leaders, key team members
and aspiring Black Belts in detail in many of the Six Sigma
and Lean tools following the DMAIC methodology.
|
5 days
|
Champions and Executives —
the main sponsors and direction setters for Six Sigma projects
are provided with the essential knowledge and skills to
select, guide, manage and review Lean Six Sigma
projects.
|
1 days
|
Black Belt — provides
detailed training for the organisation’s key Six Sigma
practitioners in advanced tools. The programme is a mixture of
mandatory and optional elements. Statistics for Quality
Improvement, QFD, DOE, SPC, FMEA, TRIZ, Lean Thinking; and in
the critical soft skills of Leading Six Sigma Teams and
Managing Projects and Change. The training has to be
complemented by two documented Six Sigma improvement projects.
Completion of the Green Belt course is a prerequisite.
|
15 days + 2
projects
|
| Workshops |
|
Organisations setting out on their Six Sigma
journey will need to define a strategy and manage the change
with their management and staff. We provide two training
workshops that builds understanding and enables organisations
to develop their strategy and implementation plans. These workshops are complemented by a team
training workshop to get your initial projects off to a great
start.
|
|
Strategy — for the
management team to understand and define the key
strategic elements for their organisation using an action
learning approach. |
2+1 days
|
Change Management — for the
management team to develop a case for change, change
management and communication strategies and plans for their
organisation using an action learning approach. |
2 days
|
Team Training — this takes an
action learning approach to developing Green Belt skills by
working on a real project over 4 to 6 months. It follows the
DMAIC model but spaces the training to align with the project
plan — includes change management training. |
10 days
|
|