Six Sigma

The Proposal

This proposal presents the rationale, definitions, contents and methodology for the delivery and deployment of the Six Sigma Breakthrough methodology.

The Six Sigma methodology requires a top down approach. The deployment of the program is totally dependent on the resolve of the senior management to design the infrastructure and obtain the competencies for managing quality in the organization. This proposal provides the basic requirements for the deployment that will ensure the early success of the program.

Included in the proposal are:

1. Objectives and focus of the Six Sigma Champion training. The normal program runs for 5 days.
   
   
2. Objectives and focus of Black Belt and Green Belt programs with certification and without. The certified programs ensure that participants apply the approach on a real project and learn the methodologies through action learning. By the end of the program, a completed project will demonstrate the impact of the deployment after 6 months of launching the program.

In view of the cost considerations, we are aware that the Six Sigma programs provided by other organizations do border on being exorbitant. Smart Process International with the International Academy for Quality Certification provides certified development programs for organizations and economies inexpensively.

We invite you to consider the details and thrust of the program that is appended below:

The Legacy of the Quality Gurus
Professor Emeritus Joseph Juran defines a project as a problem scheduled for a solution. He proposes that all improvements are executed on a project-by-project basis (1985). The simple yet powerful directions for organization wide effectiveness and improvement are still a challenge for most managers today. Even before Juran’s exposition of the quality trilogy, Dr Edwards Deming identified the relevance of measurements in work place performance and process controls (1951). Using W. Shewhart’s Plan Do Study Action cycle, Deming provided the applications of statistical process controls for process improvement and quality management (1982). Contained in these expositions were the ‘roots’ of the study and analysis of variation and the sigma methodology.

Recent Developments
The approaches to quality and process improvement were incorporated into wider philosophies starting with Total Quality Control, Total Quality Management and others. The more recent developments include the formulation of key productivity indicators in the Balanced Scorecard perspective.

Fundamentals – Action Research
Moving away from these wider and macro dimensions, the fundamentals remain in the applications of statistical analysis within the framework of a robust thinking cycle. The project-by-project approach would exemplify the central preoccupation of management and employees in organizations. The organization adopts an Action Research structure for the exploration, diagnosis and implementation of innovative changes that impact on Critical Customer Requirements.

Managers of Quality Improvement
The Six Sigma manager engages in measuring, analyzing and experimenting solutions that impact on operational efficiency and effectiveness. The person serves as an agent and catalyst for change involving the right expertise in critical projects.

‘Zero Loss’ Function
The Six Sigma manager is thoroughly immersed is creating and providing the resources for using Action Research in the work place. The fundamental approach lies in using statistical methods to achieve levels of performance that offer ‘zero loss’ function to vital stakeholders.

1. Enabling Leadership: Coaching employees to become action researchers at the work place.
2. Methodology: Adopt the basic language of the robust thinking cycle (Define, Measure, Analyze, Implement, Control).
3. Tool Box: Apply the exploratory, diagnostic and remedial strategies for implementing improvements.
4. Measurements: Perform statistical analysis and discover process capabilities.
5. Minitab: Use practical software and templates to document the design and development of solutions.

The Players
The Six Sigma Managers are:

1. Black Belts
   1. Senior Managers responsible for strategic decision making and developing organizational goals
   2. Senior Managers responsible for developing competitive initiatives for organizational development and change.
2. Green Belts
   1. Managers of activities and operational areas in the organization.
   2. Senior experts involved in formulating and executing operational goals through employees.
   3. Designated experts tasked to improve work processes through the efforts of selected individuals.