There are several factors which make the methodology of Six Sigma a success. They are given as follows:
According to Eckes (2001) Translating DPMO (defects per million opportunities) to measurements of Six Sigma provides a clearer picture and a target of the corporate goal to the company. Six Sigma becomes corporate language and culture in which each one talked about Six Sigma when it came to product performance or measuring process.
Confusion is there about applying Six Sigma to various functions, products and services. the methodologies of Six Sigma reinforce process thinking for process analyses.
George (2002) says that the success of implementing the Six Sigma processes in Motorola requires tough commitment from the senior and executive management.
Six Sigma methodology’s leadership aspects are the missed improvement state which requires reaching 4 parts per million goals. The goals of business set improvement are at below 20% per annum in other business and quality measurements.
An aggressive goal setting is easy. Realizing the aggressive goals insist greater minor adjustment in the process. It totally insists a new thinking, approach and teamwork.
Once it has been established a common goal Six Sigma is universally utilized in the company. It is advertised through annual reports, newsletters, and meetings, quality cards of policy and also through training.
Six Sigma methodologies promote the quality improvement achievement. Establishing improvement teams in various areas, expecting quality improvement, reporting the company wide improvement and reviewing quality improvement are difficult steps to achieve improvement results.
The measurement of Six Sigma should be acted upon and utilized in whole organization. The performance goals of product and process are set in sigma. A necessary aspect is to innovate goals and measurement that will lead to Six Sigma level of performance.
- Eckes G (2001), The Six Sigma Revolution, John Wiley & Sons, New York.
- George M L (2002), Lean Six Sigma, Tata McGraw Hill, New York.