Six Sigma (6σ) is a set of techniques and tools for process improvement. It was introduced by American engineer Bill Smith while working at Motorola in 1986. A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects
Six Sigma is a statistical- and data-driven process that works by reviewing to limit mistakes or defects. It emphasizes cycle-time improvements while reducing manufacturing defects to no more than 3.4 occurrences per million units or events.
The mathematical theory underlying a technique is not discussed beyond the level necessary to help the Black Belt properly apply the tool. Black Belts who need help with a particular tool have access to Master Black Belts, other Black Belts, consultants, professors, and a wealth of other resources. Most statistical techniques used in Six Sigma are relatively straightforward and often graphical; spotting obvious errors is usually not too difficult for trained Black Belts. Projects seldom fail due to a lack of mathematical expertise. In contrast, the Black Belts will often have to rely on their own abilities to deal with the obstacles they will inevitably encounter. Failure to overcome the obstacle will often spell failure of the entire project.
Past improvement initiatives, such as TQM, shared much in common with Six Sigma. TQM also had management champions, improvement projects, sponsors, etc. One of the main differences in the Six Sigma infrastructure is the creation of more formally defined change agent positions. Some observers criticize this practice as creating a corps of “elites,” especially Black Belts and Master Black Belts. Let’s examine the commonly proposed alternatives to creating a relatively small group of highly trained technical experts:
In addition to SCM, other elements within your organization play important supporting roles. Usually Black Belts will come from the Six Sigma organization, although some larger enterprises assign a team of Black Belts to work on SCM projects full time. Green Belts often come from organizations sponsoring supplier related projects. Team members are assigned from various areas, as with any Six Sigma project. The customer certainly has the final say in the process and project requirements, but ultimate responsibility for the process itself should remain with the supplier, who owns and controls their processes, and may have liability and warranty obligations. Six Sigma teams must be clear that only SCM has the authority to make official requests for change. It can be embarrassing if a Black Belt makes a suggestion that the supplier believes to be a formal requirement to change. SCM may receive a new bid, price change, complaint letter, etc. from the supplier over such misunderstandings. Supplier relationships are often quite fragile, “Handle with care” is a good motto for the entire Six Sigma team to follow. In addition to accepting responsibility for their processes, suppliers must often take the lead role in Six Sigma teams operating in supplier facilities. Supplier leadership must support Six Sigma efforts within their organizations. Suppliers must agree to commit the resources necessary to successfully complete projects, including personnel and funding
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