Six Sigma

Paper Summary:

This paper analyzes the current state of Six Sigma's use in enterprises that are striving to both align with the needs of their customers while at the same time generating process efficiencies internally. It further looks at how Six Sigma is, by definition, a technique for managing internal processes so that they meet or exceed the expectations of customers, and is differentiated from other total quality management (TQM) approaches in its reliance on the voice of the customer (VoC). Six Sigma specifically relies on the VoC to quantify customers' expectations so they can be used for analyzing the performance of processes that companies rely on to fulfill customers' needs. In particular, the paper discusses how General Electric and Toyota use this technique in their manufacturing divisions to ensure the products produced meet and exceed customer expectations. The paper includes tables and figures.

Outline:
Abstract
Table of Figures
List of Tables
Fundamentals of Six Sigma in the Enterprise
Deployment Approach to Six Sigma
Solving Mass Customization Challenges with Six Sigma
Summary and Conclusions
References

From the Paper:

"The growth of Six Sigma as a TQM strategy is based on its ability to quantify or measure customers' requirements so they can be used in planning manufacturing processes to fulfill demand. Of the many change models that comprise TQM as a field of study, Six Sigma is the most customer-centric in that it seeks to measure or quantify customers' expectations before any process or change management is initiated. Lean thinking, TQM, Theory of Constraints, Agile Manufacturing, and Business Process Re-engineering (BPR) are all change models that rely more on re-routing and re-engineering processes versus making sure customers' needs are met. As a result, the role of Six Sigma in companies who use it is to ensure a precise level of alignment between a company's direction on the one hand and the needs of customers on the other (Pande, Peter S., Neuman, Robert P. and Cavanagh, Roland R., 2000). "

Sample of Sources Used:

• AMR Research (2003) - Configuration is the Heart of Customer Fulfillment for Complex Product Manufacturers. AMR Research Report. Monday March 31, 2003. Retrieved from the Internet on November 26, 2007 from: http://lwcresearch.com/filesfordownloads/ConfigurationIstheHeartofCustomerFulfillmentforComplexProductManufacturers.pdf
• Brian Cocolicchio (2007). Sales and Marketing The Six Sigma Way. Quality Progress, 40(9), 79. Retrieved November 26, 2007, from ABI/INFORM Global database. (Document ID: 1361672811).
• Louise Davison, Kadim Al-Shaghana. (2007) The Link between Six Sigma and Quality Culture - An Empirical Study. Total Quality Management & Business Excellence, 18(3), 249. Retrieved November 26, 2007, from ABI/INFORM Global database. (Document ID: 1268549581).
• Mahesh S Raisinghani, Hugh Ette, Roger Pierce, Glory Cannon, Prathima Daripaly. (2005). Six Sigma: concepts, tools, and applications. Industrial Management + Data Systems, 105(3/4), 491-505. Retrieved November 26, 2007, from ABI/INFORM Global database. (Document ID: 861785841).
• Jeroen de Mast (2007). Integrating the Many Facets of Six Sigma. Quality Engineering, 19(4), 353. Retrieved November 26, 2007, from ABI/INFORM Global database. (Document ID: 1374926381).

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