Introduction
The philosophy of continual improvement is a popular paradigm in managerial practice. Hence, this concept is comprised of a wide range of positive reinforcements, such as the elimination of critical flaws and weaknesses, the improvement of service and product quality, and the advanced understanding of the needs and requirements of consumers. In order to integrate the strategy of continual improvement into practice, managers need to rely on a consistent methodology that would provide them with a relevant framework. From this perspective, the Six Sigma model is one of the most widely used methodologies aimed at improving performance outcomes. The key benefit of this model resides in the fact that it provides managers with a detailed guideline for implementing change. Thus, the paper at hand aims to examine the value of the Six Sigma methodology, its background, the mechanisms of its implementation, and the empirical evidence for its efficacy.
Methodology Description
The Six Sigma concept is a model aimed at ensuring a steady improvement in quality and productivity. According to Gershon, the model was first designed by the Motorola Company in the 1980s (63). Initially, its appearance was determined by the urgent need to optimize operation flow and lower production costs. It was assessed that performance-related flaws were the result of poor managerial practices exercised by the Motorola Company. Therefore, Japanese experts were involved in working out an innovative approach that would ensure a smooth shift to a quality-focused leadership and eliminate the existing weaknesses. Throughout the subsequent decades, the Six Sigma model has been widely adopted by global corporations striving to improve their operation processes (Gershon 64).
The key aim of the Six Sigma methodology is to ensure an error-free performance. This philosophy is aligned with the emerging trends in the modern market, i.e., the growing expectations of consumers who require flawless quality and immediate services. In the meantime, it is essential to note that it would be inaccurate to characterize this concept as a management approach, since the Six Sigma model features a much more complex paradigm. Hence, some experts suggest analyzing Six Sigma within three dimensions: metrical, methodological, and managerial (“Six Sigma” par. 11). As a metric tool, Six Sigma has established the rule of “3.4 defects per one million opportunities” (Gershon 65). In other words, it offers an effective measuring scale that assists in eliminating manufacturing defects. From the methodological perspective, Six Sigma emphasizes four critical aspects: understanding the needs of the consumer, aligning performance to expected outcomes, minimizing process variation through consistent data analysis, and continually improving business processes (“Six Sigma” par. 15). As a managerial strategy, Six Sigma emphasizes the efficacy of a top-down approach that allows companies to ensure sustainable progress, as well as accelerate this progress (“Six Sigma” par. 21).
The Six Sigma model comprises the so-called “DMAIC” and “DMAICT” elements. These abbreviations stand for the names of the key Sigma processes: defining, measuring, analyzing, improving, controlling, and transferring. The latter process refers to transferring the positive experience to other organizational levels (“Six Sigma” par. 21).
One of the most widely used formats of the Six Sigma model is the so-called “Lean Six Sigma” (Gupta 11). This model is comprised of elements of two methodologies: the Lean model that focuses on eliminating process waste, and the Six Sigma model that emphasizes the importance of defect elimination. Unlike the standard Six Sigma model, this approach aims to eliminate seven categories of waste: “transportation, inventory, motion, waiting, overproduction, over-processing, and defect” (Gupta 10).
Methodology Application to Process Improvement and Optimization
The concept of applying the Six Sigma model to process improvement is relatively simple, as it relies on its core elements. Hence, there are five major phases that need to be accomplished: definition, measurement, analysis, improvement, and control. The first phase implies defining the problem that needs to be resolved. At this stage, it is essential to state the problem, target the desired outcomes, map the solution process, and identify whether the targeted goal is likely to meet the clients’ expectations. Such tools as a project charter, a translation matrix, and a tree diagram might be used to complete the phase (Furterer 25).
The next phase is measurement. At this stage, it is, first and foremost, necessary to select effective measuring tools and define the subject of the measurement precisely. As soon as the preparatory activities are completed, it is essential to work out a detailed plan for data collection and point out the criteria that will determine its reliability. The collected data should be further incorporated into the project charter. Such supplementary tools as check sheets and stream maps might be helpful while completing this phase (Furterer 108).
The analysis phase is one of the most challenging, since the quality of its accomplishment will determine the success of the entire project. At this stage, it is essential to carry out a critical analysis of the data collected and define the key flaws in the process flow. The identified flaws should be further verified and evidenced by the relevant facts and figures. At this stage, managers might find it helpful to use such analytical instruments as cause and effect diagrams, stream maps, and visual summaries of the process analysis (Furterer 226).
Improvement is one of the most important phases in the Six Sigma model, since it is essentially aligned to its core goal—enhancing the quality of the performance. At this stage, managers are supposed to target potential solutions and choose the most effective approach to fixing the problem. The best solution should be put into practice, and its outcomes can be further evaluated through the selected measurement tools. Such tools as brainstorming, a weighted criteria matrix, and To-Be process maps can be helpful at the improvement stage (Furterer 136).
The final phase of the Six Sigma model is control. At this stage, managers are expected to continue searching for alternative solutions for process improvement and to ensure a consistent monitoring of the operation flow. It is likewise recommended to apply the positive experience to optimizing the processes in other departments and at other organizational levels. Various forms of control charts and plans can be useful to perform effective control (Furterer 55).
Empirical Evidence of Methodology Efficacy
There is a wide scope of scientific research and studies that provide evidence for the efficacy of the Six Sigma model in terms of process improvement and optimization. Hence, for instance, a group of English researchers has carried out a large-scale study aiming to evaluate the impact of implementing a Six Sigma model in order to optimize the processes in automotive product manufacturing. Their findings show that the implementation of this method allows for a significant reduction of the tolerance-related barriers to the first pass yield processing. The method has helped to improve the quality of service and has raised the consumers’ satisfaction in such a manner that the total savings came to more than $70,000 (Gijo et al. 133). Otherwise stated, the research illustrated the high problem-solving capacity of the Six Sigma model.
Other valuable insights into the impact of the Six Sigma model on the optimization of work processes have been revealed by a group of Romanian researchers who aimed to evaluate the method’s efficacy in terms of raising performance quality. The study was likewise carried out in the framework of the automotive industry. In comparison to the English researchers’ study, its focus was slightly different. While the previous research analyzed the Six Sigma model in its metrical dimension, this study considered its managerial efficacy. The study findings show that the application of this model helps to improve the main performance indicators considerably. Hence, among the key positive outcomes, the researchers point out the improvement of management outcomes, the establishment of a favorable workplace environment, and an advanced understanding of customers’ needs and the triggers of their dissatisfaction (Pugna, Negrea and Miclea 314).
Conclusion
The analysis of the Six Sigma model has helped in acquiring a better understanding of the method’s value. Hence, it can be suggested that the key benefit of this methodology resides in the fact that it offers a complex approach to continual improvement. Additionally, the method has different dimensions—metrical, methodological, and managerial—so that it can be potentially applied to the resolution of varied problems. Lastly, the model offers an explicit guideline to change implementation that allows reshaping the entire managerial system.
Works Cited
Furterer, Sandra. Lean Six Sigma in Service: Applications and Case Studies, New York, New York: CRC Press, 2016. Print.
Gershon, Mark. “Choosing Which Process Improvement Methodology to Implement.” Journal of Applied Business & Economics 10.5 (2010): 61-69. Print.
Gijo, Ev, Antony Jiju, Kumar Maneesh, McAdam Rodney and Hernandez Jose. ” An application of Six Sigma methodology for improving the first pass yield of a grinding process.” Journal of Manufacturing Technology Management 25.1 (2004): 125-135. Print.
Gupta, Dinesh. Success Using Lean Six Sigma in Terms of Operations and Business Processes, Hamburg, Germany: Anchor Academic Publishing, 2015. Print.
Pugna, Adrian, Romeo Negrea, and Serban Miclea. “Using Six Sigma Methodology to Improve the Assembly Process in an Automotive Company.” Procedia – Social and Behavioral Science 221.1 (2016): 308-316. Print.
Six Sigma 2016. Web.