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Casual Articles - Six Sigma Tools for Process Control
Here's a Secret to Staffing a New Office Without Hiring Anyone wledge based on first-time experiences. An organization moves up the pyramid to 3 Sigma as systems are put in place. To hit 4 Sigma, statistics and modeling tools are used for significant process improvement. And, finally, to aim for that near perfection, organizations apply DFSS, or Design for Six Sigma.The Secret is...'Executive Office Space'Unfortunately, too many businesses don't understand the concept of executive office space...or as it's sometimes called, shared office space. As a result, they miss out on one of the most beneficial tools for a small or medium sized company.For starts, executive office space generally comes complete with staff. There is a receptionist to greet your guests and answer your telephone. They can even provide a secretary.Consider these other benefits of renting executive office space or shared office space: You save money by not having to buy furniture or expensive office machines. Most shar Why? Measur Aim for perfection. That’s a pretty lofty concept. It’s definitely not easy – especially when speaking of core business processes. Moving toward perfection requires measurement, analysis and documentation. And if you really want perfection, then you need more sophisticated tools. But is driving toward that ideal of perfection worth the effort? If you want to increase quality and dramatically save costs in production, then, yes, the road to perfection is definitely worth the driving time. Forward Steps, Quality and Processes Last time, we discussed process mapping to increase communication and understanding within an organization and to effectively develop a system of procedures. Now, let’s take a forward step, and look at how Six Sigma tools can decrease variability and increase quality in your processes. Six Sigma, Pyramids and Systems The Six Sigma methodology is an advanced set of tools designed for problem-solving and quality improvement. A 'sigma' refers to the standard deviation from the mean of a population. Standard deviation indicates the likelihood that your next data point will deviate from the mean of the data set. At the bottom of the Six Sigma pyramid begins a system’s current process capability. Usually at 1 or 2 Sigma levels is “tribal” knowledge based on first-time experiences. An organization moves up the pyramid to 3 Sigma as systems are put in place. To hit 4 Sigma, statistics and modeling tools are used for significant process improvement. And, finally, to aim for that near perfection, organizations apply DFSS, or Design for Six Sigma. Why? Measur If you want to increase quality and dramatically save costs in production, then, yes, the road to perfection is definitely worth the driving time. Forward Steps, Quality and Processes Last time, we discussed process mapping to increase communication and understanding within an organization and to effectively develop a system of procedures. Now, let’s take a forward step, and look at how Six Sigma tools can decrease variability and increase quality in your processes. Six Sigma, Pyramids and Systems The Six Sigma methodology is an advanced set of tools designed for problem-solving and quality improvement. A 'sigma' refers to the standard deviation from the mean of a population. Standard deviation indicates the likelihood that your next data point will deviate from the mean of the data set. At the bottom of the Six Sigma pyramid begins a system’s current process capability. Usually at 1 or 2 Sigma levels is “tribal” knowledge based on first-time experiences. An organization moves up the pyramid to 3 Sigma as systems are put in place. To hit 4 Sigma, statistics and modeling tools are used for significant process improvement. And, finally, to aim for that near perfection, organizations apply DFSS, or Design for Six Sigma. Why? Measur Six Sigma, Pyramids and Systems The Six Sigma methodology is an advanced set of tools designed for problem-solving and quality improvement. A 'sigma' refers to the standard deviation from the mean of a population. Standard deviation indicates the likelihood that your next data point will deviate from the mean of the data set. At the bottom of the Six Sigma pyramid begins a system’s current process capability. Usually at 1 or 2 Sigma levels is “tribal” knowledge based on first-time experiences. An organization moves up the pyramid to 3 Sigma as systems are put in place. To hit 4 Sigma, statistics and modeling tools are used for significant process improvement. And, finally, to aim for that near perfection, organizations apply DFSS, or Design for Six Sigma. Why? Measur At the bottom of the Six Sigma pyramid begins a system’s current process capability. Usually at 1 or 2 Sigma levels is “tribal” knowledge based on first-time experiences. An organization moves up the pyramid to 3 Sigma as systems are put in place. To hit 4 Sigma, statistics and modeling tools are used for significant process improvement. And, finally, to aim for that near perfection, organizations apply DFSS, or Design for Six Sigma. Why? Measur Why? Measurement, Analysis and Documentation Why do (and should) organizations use these concepts to move up the pyramid and toward quality improvement? Why is it necessary to measure, analyze and document processes – and, if needed, make those desired changes? Why drive toward perfection, and what does it mean in real terms? If your current process capability runs at 1 Sigma, then that effectively means you have two defects (unusable products) out of every 3 parts. That means 67% of your costs simply become waste, with no return on your investment. At 2 Sigma, quality improves with 1 out of 3 parts as defects. But that still has an error rate of 33%. Not until 3 and then 4 Sigma levels will you see dramatic improvements. Put in these terms, you quickly see how such errors keep you from realizing a greater potential. Transactions, Multiple Steps and Tolerance Organizations most effectively utilize Six Sigma methodology in two situations. One, if a business works with a very high volume of transactions per year, then they can not tolerate low sigma levels. For example, a 99% effective rate for 1 billion transactions per year still yields 10 million defects. In any industry, that is not acceptable. Another situation that calls for Six Sigma methodology is when an organization (i.e.
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