?What is Six Sigma

?What is Six Sigma

What is Six Sigma?
Six Sigma is a business management strategy, originally developed by Motorola, that today enjoys wide-spread application in many sectors of industry.
Six Sigma seeks to identify and remove the causes of defects and errors in manufacturing and business processes.It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts" etc.) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction or profit increase).
Historical overview
Six Sigma was originally developed as a set of practices designed to improve manufacturing processes and eliminate defects, but its application was subsequently extended to other types of business processes as well.[2] In Six Sigma, a defect is defined as anything that could lead to customer dissatisfaction.[1]
The particulars of the methodology were first formulated by Bill Smith at Motorola in 1986.[3] Six Sigma was heavily inspired by six preceding decades of quality improvement methodologies such as quality control, TQM, and Zero Defects, based on the work of pioneers such as Shewhart, Deming, Juran, Ishikawa, Taguchi and others.
Like its predecessors, Six Sigma asserts that –

• Continuous efforts to achieve stable and predictable process results (i.e. reduce process variation) are of vital importance to business success.
• Manufacturing and business processes have characteristics that can be measured, analyzed, improved and controlled.
• Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.

Features that set Six Sigma apart from previous quality improvement initiatives include –

• A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project.[1]
• An increased emphasis on strong and passionate management leadership and support.[1]
• A special infrastructure of "Champions," "Master Black Belts," "Black Belts," etc. to lead and implement the Six Sigma approach.[1]
• A clear commitment to making decisions on the basis of verifiable data, rather than assumptions and guesswork.[1]

The term "Six Sigma" is derived from a field of statistics known as process capability studies. Originally, it referred to the ability of manufacturing processes to produce a very high proportion of output within specification. Processes that operate with "six sigma quality" over the short term are assumed to produce long-term defect levels below 3.4 defects per million opportunities (DPMO).[4][5] Six Sigma's impli




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Better Project Management Performance with Six Sigma

By Steven H. Jones

Every organization faces the daunting task of executing projects that meet or exceed the expectations of its customers. That makes project management a key component of most enterprises, regardless of the business sector. Yet project management is not always met with organization-wide satisfaction. One major reason is that many project management offices (PMOs) are replicated and not designed. Inevitably many PMO processes are little more than copies of what other companies have implemented. They lack a root-level connection to the company they support.

PMO Designed to Meet Customer Needs

When a project is not properly planned, the PMO may be forced to improve systems never designed to meet the customer's needs, and subsequently appear to fail to meet those needs. The root cause of this failure arises from the disconnection between process performance metrics and customer needs. When this is the case, the PMO is forced to find ways to repair a problem that never had to exist.

The key to consistently maximizing project performance metrics is rooted in the proper development of the PMO metrics. To maximize a project's performance, management needs to build a better project management process dedicated to meeting the customer's most important needs.

By applying Lean Six Sigma in a multi-generational model, a strong project management process can be developed. A successful metrics model can be developed using the Design for Six Sigma's DMEDI (Define, Measure, Explore, Develop, Implement) roadmap. The application of successive quality function deployment (QFD) iterations will be a core step in this process. Subsequent generations of PMO improvements should utilize the DMAIC (Define, Measure, Analyze, Improve, Control) roadmap.

DMEDI Step 0: PMO Charter

No project should ever be launched without a well-defined charter. Regardless of the project leader's skills, if the expectations of the PMO are not well-conceived, the cycle time, goal attainment and acceptance will be limited.

The PMO charter should answer all of the following key questions:

• Sponsor/Champion
  • Who will be where the buck stops? The project Sponsor/Champion must hold a position high enough in the organization to enforce the plans defined for the PMO.
• Business impact
  • What are the quantifiable desired gains from the PMO?
  • What stands to be gained when from a successful PMO?
• Opportunity or problem
  • What is the current quantifiable deficiency that has caused the need for a PMO?
  • What is the greatest pain the PMO is targeted to heal?
• Goal statement
  • What should the PMO look like and produce?
  • What will the data say to provide a picture of success?
• PMO scope
  • What should the PMO be doing and not be doing?
  • Where should and should not the PMO operate?
• Project plan
  • How long and when will the PMO operate?
  • What are the key milestones in its development and measurement?
• PMO team
  • Who are the players on this project?
  • Who will manage the daily activities?
  • Who will participate in establishing the PMO?

DMEDI Step 1: Define

In order to maximize individual project performance, the company's senior leadership must first establish and agree upon what the overall objective is for the PMO. This objective must fall in line with the overall company's and customer's objectives. Without a corporate standard and objective for the PMO that is globally accepted, individual projects have little chance of being viewed in their proper light.

This task is significant and many organizations still struggle with it. Operational definitions must be clearly defined and reinforced by C-level management. Without their support, the implementation and adherence to these operational definitions will cause project performance to be seen as lacking. Operational definitions which need clear definition include:

• Project must be defined and scoped:
  • Who is authorized to initiate a project?
  • What is required to initiate a project?
  • What is the breadth and scope of the project?
  • What is the project engagement process?
• Customer must be defined and stratified into clear categories:
  • Internal (finance, sales, service, delivery, etc.)
  • External (new customers, existing customers, vendors)
• Financial benefit must be clearly defined, according to the following elements:
  • Direct external (i.e., new business, new customers, etc.)
  • Direct internal (i.e., reduction in production costs)
  • Indirect (i.e., losses or costs avoided)
  • Benefit recognition period (i.e., time period benefits are realized for accounting purposes)
  • Currency (gross or net profit to the organization)

Finally, the chief financial officer (CFO) or chief operating officer (COO) must regularly assess PMO performance. This timetable and scope must be defined early on. The CFO/COO should monitor how the quality of execution has met the strategic vision and overall business needs. Without this high-level oversight, the PMO may come to serve an internal department as opposed to the overall business.

DMEDI Step 2: Measure

This step focuses on capturing and understanding the voice of the customer (VOC). The VOC must be used to appropriately design a PMO to deliver maximum project performance. Capturing the VOC is no small task. To accomplish this effectively, the appropriate customer segment must be identified. In theory, any internal department, external customer, potential customer or vendor may benefit from the services from the PMO. But specific organizations will receive greater benefit of the PMO based on the definitions established in the previous phase. To truly maximize project performance, the needs expressed by organizations with the greatest overall benefit must weigh more heavily.

The secret in the definition of metrics is that customers value services differently. This is where the QFD tool pays off. This tool quantifiably identifies the priorities of the customer's needs. The QFD tool helps develop the services a PMO will need to satisfy the customer's needs. Once the services are identified, metrics can be developed to measure them. Properly developed metrics will be closely tied to PMO services that are:

• Essential to the customer's core needs: Services and metrics must address needs important to the customer and not the company.
• Quantifiable: A company cannot show excellence if it cannot measure what it has done.
• Comprehendible: The PMO services will not be utilized if customers do not understand them.

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