Approaches used during Implementing Six Sigma

Many companies simply throw money away in bloated operations and non-performing assets.

 

We help our clients to reduce cost and enhance productivity. Our practice is based on the Six Sigma methodology. We not only help for-profit entities, we also assist not-for-profit entities and non-governmental organizations to improve their operations and enhance productivity.

 

Simply put, Six Sigma is a quality and productivity improvement discipline which requires that decisions be “fact-based” and “data-driven”. It uses a statistical approach to identifying, evaluating, reducing and minimizing the occurrence of defects in a product, pro­cess or service. Obviously, defects in manufacturing processes lead to defects in manufactured products. The same can be said of services (e.g. teller-window banking).

 

The power of Six Sigma lies in its ability to unambiguously identify the root cause of defects and to follow a disciplined path toward the reduction of those defects.

 

There are two variants of Six Sigma. Six Sigma for pro cess improvement is generally referred to as DMAIC (Define, Measure, Analyse, Improve, Control) because these are the basic steps in a process improvement effort. ‘Design for Six Sigma’ (DfSS) uses a similar but slightly different approach to develop new products or processes. The basic steps are DMADV (Define, Measure, Analyse, Design, Validate).

 

After more than a decade of Six Sigma practice (spanning both process improvement (DMAIC) and development (DfSS)), organizations can their products and processes thereby savings money. The guiding philosophy is simple: a penny saved is a penny earned. By reducing cost, companies are able to leverage their resources to achieve growth and stability.

 

Companies can examine their internal operations to reduce cost. In many instances, companies have a lot of assets (equipment, matériel, associates, employees, etc.) that can be re-organized and redeployed into better performing roles and functions.