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Six Sigma For Manufacturing &
Non-Manufacturing

Processes
All work activity is a process and can be improved.

Thus, a process is a process, regardless of the type of organisation or function. All processes have inputs and outputs; all processes have customers and suppliers; and all processes exhibit variation. Since the purpose of Six Sigma is to gain breakthrough knowledge on how to improve processes to do things Better, Faster and at Lower Cost , it applies to everyone. Furthermore, since processes such as sales have historically relied less on scientific methods than engineering and manufacturing, the need for Six Sigma (i.e., a structured and systematic methodology) is even stronger here. This has been and is being recognised by world class CEOs such as Bob Galvin, Larry Bossidy, Dan Burnham, Nobuyuki Idei, and Jack Welch.

 

 


Six Sigma is a quality improvement and business strategy that began in the 1980s at Motorola. Emphasis is on reducing defects to less than 4 per million, reducing cycle time with aggressive goals such as 30-50% reduction per year, and reducing costs to dramatically impact the bottom line.

The statistical and problem-solving tools are similar to other modern-day quality improvement strategies. However, Six Sigma stresses the application of these tools in a methodical and systematic fashion to gain knowledge that leads to breakthrough improvements with dramatic, measurable impact on the bottom line. The secret ingredient that really makes Six Sigma work is the infrastructure that is built within the organisation. It is this infrastructure that motivates and produces a Six Sigma culture or "thought process" throughout the entire organisation. more

 

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