In the manufacturing industry, Six Sigma is a well-known methodology. Since the 1980s, Six Sigma has been used to optimize business processes – and with great success! But what exactly is Six Sigma? And when do we talk about Lean Six Sigma? Let’s start from the beginning!
What is Six Sigma?
The methodology known as Six Sigma was developed by Motorola in 1986. The goal was (and still is) to enhance quality and efficiency in the production process. The Six Sigma methodology focuses on minimizing errors and variable outcomes to achieve process improvement. Process confirmation is, therefore, a crucial factor when applying Six Sigma. Additionally, Six Sigma encourages a closer look at individual tasks. By viewing each task as a unique process, all steps in the production process can be analysed and optimized. Accurate data is essential in this approach, enabling fact-based decision-making. Companies that implement Six Sigma often train employees at different levels, known as Belts. More about these Six Sigma Belts will be covered later in this article.
What is Six Sigma used for?
Six Sigma is used to improve processes, reduce defects, and increase efficiency. Not just in manufacturing, but also in sectors like healthcare. Organizations use Six Sigma to identify and eliminate errors and variability. Additionally, Six Sigma can support audits, as it makes it easier to analyse processes thoroughly and identify weak points. By collecting large amounts of data, inefficiencies, errors, and execution issues can be detected more quickly. The result? A more objective, data-driven audit that allows organizations to proactively implement improvements. Beyond process improvement, Six Sigma adds value in areas such as customer satisfaction, risk management, cost reduction, and quality control. In short, the Six Sigma methodology is essential for staying competitive.
The Six Sigma approach
Six Sigma focuses on process improvement and defect reduction through a structured, data-driven approach. With statistical analysis and continuous improvements, Six Sigma helps organizations work more efficiently and enhance customer satisfaction. A Six Sigma model needs to be well-structured. There are two main methodologies in Six Sigma: DMAIC and DMADV. The best choice depends on the situation.
DMAIC
DMAIC is a methodology within Six Sigma used to improve existing processes. It is the most classic Six Sigma model and was developed shortly after Six Sigma itself. It is widely applied in quality control and operational optimization. DMAIC consists of five phases, starting with problem identification and goal setting, and ending with ensuring lasting results:
- Define – Identify the problem and set objectives.
- Measure – Assess current performance and collect data.
- Analyse – Identify the causes of defects or inefficiencies.
- Improve – Implement solutions to enhance the process.
- Control – Sustain improvements and ensure long-term results.
DMADV
DMADV, unlike DMAIC, focuses on designing new processes or products. If an existing process cannot be improved using DMAIC, the DMADV method can be applied instead. This methodology helps companies develop innovative, efficient, and customer-focused products and services. DMADV also consists of five phases:
- Define – Determine customer requirements and project goals.
- Measure – Identify and measure critical quality factors.
- Analyse – Evaluate alternative designs and solutions.
- Design – Develop the optimal design.
- Verify – Test and implement the design.
Who is involved in a Six Sigma project?
A Six Sigma project involves more than just production employees and management. Stakeholders and customers also play a crucial role, as they can provide input on process improvements and assess their impact.
Besides these external stakeholders, there are also many internal participants. These can include process workers, as well as individuals with specific roles within the Six Sigma project. These roles are categorized using Six Sigma Belts.
Six Sigma Belts
Each Six Sigma Belt level comes with specific responsibilities. To achieve these belts, individuals can undergo training. This allows employees to gradually take on more responsibilities within Six Sigma projects. The following Six Sigma Belts exist:
- Yellow Belts – Have a strong foundational knowledge of Six Sigma and its core principles. They play a supporting role in smaller projects and work with basic DMAIC concepts. Their tasks include data collection, conducting simple analyses, and collaborating with Green and Black Belts on improvement initiatives.
- Green Belts – Often lead smaller projects independently within organizations. They possess more in-depth knowledge of Six Sigma and, alongside their regular job responsibilities, execute smaller Six Sigma projects or assist Black Belts in larger initiatives. They use statistical and analytical tools to diagnose process issues, analyse data, and implement improvements.
- Black Belts – Project leaders who work on large, long-term projects with significant impact on process improvements and the organization. They also coach and train Green Belts.
- Master Black Belts (MBBs) – Experts responsible for developing strategies, mentoring Black Belts, and delivering training. They work closely with management to analyse and enhance business performance.
For those who have completed all these levels, there are even higher Six Sigma roles with broader responsibilities:
- Champions – Senior leaders who promote Six Sigma within the organization and remove barriers. They define the vision and goals of projects, prioritize initiatives, and work with Master Black Belts to ensure successful implementation.
- Executive Leadership – Senior managers who support Six Sigma, set strategic goals, and allocate resources. With their extensive experience, they make high-level decisions to ensure long-term success.
Difference between Six Sigma and Lean Six Sigma
Six Sigma is sometimes confused with Lean Six Sigma, but there are key differences in approach and focus. Six Sigma focuses on reducing process variability and defects using data analysis and statistical methods. The DMAIC and DMADV methodologies are used to improve or redesign processes. Six Sigma aims for near-perfect performance, allowing a maximum of 3.4 defects per million executions. Lean Six Sigma, on the other hand, combines Lean principles with Six Sigma. Lean focuses on streamlining processes and eliminating waste, making operations more efficient. As a result, Lean Six Sigma not only reduces defects and variability but also improves cycle time, efficiency, and customer value. Many companies choose Lean Six Sigma to achieve both quality improvement and productivity gains, resulting in faster and more cost-effective processes.
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