Six Sigma

Six Sigma is a methodology for solving and preventing quality problems. The ultimate goal here is to (almost) always meet the requirements or specifications of the customer; such a process produces less than 3.4 deviations per million possible deviations (0.00034%). Six Sigma is an improvement methodology introduced by Motorola, but put in the spotlight by General Electric. Today, the method is not only used by many large companies such as Essent, Heijmans, Rabobank, MSD, but it is also widely used in small and medium-sized enterprises.

Quality problems often cause major problems at a later stage in the overall process. For example, products have to be returned or services have to be delivered again, resulting in extra work for those who have to fix the problems. Because the problems have to be solved in addition to the 'regular' work, the workload is increasing. When the workload becomes too high, even more quality problems will arise, because work is done in a rush. Subsequently, more problems have to be repaired and a vicious circle has developed. A quality problem must therefore be tackled at the earliest possible stage. We are therefore convinced that the application of Six Sigma in your processes will be very beneficial.

DMAIC; Roadmap

The step-by-step plan used at Six Sigma is abbreviated with DMAIC, which stands for:

  • 1) Define (Define)

    First of all, a process is selected that needs to be improved. This is done by a so-called 'Six Sigma Champion'. This person has a senior management position and acts as a sponsor of the project. The Champion also sets up the project team. A project team consists of a 'Six Sigma Black Belt' (BB), which functions as a project leader, and a team of 'Green Belts' (GB) and 'Yellow Belts' (YB). As a conclusion of the definition phase, a contract is signed containing the project description, the goals with regard to the savings (in time and costs) and a statement of approval. The statement of approval is signed by the Champion, the BB, the controller and the 'Master Black Belt' (MBB). The MBB is / are the one in the organization that is an expert in the field of Six Sigma.

  • 2) Measure (measure)

    First of all, a process is selected that needs to be improved. This is done by a so-called 'Six Sigma Champion'. This person has a senior management position and acts as a sponsor of the project. The Champion also sets up the project team. A project team consists of a 'Six Sigma Black Belt' (BB), which functions as a project leader, and a team of 'Green Belts' (GB) and 'Yellow Belts' (YB). As a conclusion of the definition phase, a contract is signed containing the project description, the goals with regard to the savings (in time and costs) and a statement of approval. The statement of approval is signed by the Champion, the BB, the controller and the 'Master Black Belt' (MBB). The MBB is / are the one in the organization that is an expert in the field of Six Sigma.

  • 3) Analyze (analyze)

    In this phase, the data is analyzed statistically to find indications for factors that influence the CTQ. A method to detect potential influence factors is through a herringbone diagram. Here the head is the CTQ and there are six bones (main categories) that can have an influence: man, machine, material, method, measurement and environment. On the basis of the results and the defined objectives, influential factors are selected for improvement.

  • 4) improve (improve)

    The effects of the influential factors are examined and established in this phase. When the relationships between the factors and the CTQ are determined, improvement actions can be designed and executed.

  • 5) control (secure)

    The final phase ensures the improvement of the improvement. The BB adjusts the quality procedures to record the improvements. The BB also determines the extent to which the process has been improved and whether further steps need to be taken for further improvement.

Are you interested or do you want to know more about Supply Value?

Contact us