Does your company use six sigma? Is it effective?

[Marc]

Folks, we do have the most interesting Six Sigma thread (http://Elsmar.com/Forums/showthread.php?t=3823), but are YOU using six sigma? If so, what is it doing for you?

I want to expand a bit on http://Elsmar.com/Forums/showthread.php?t=7324

Any case studies or data?

[Bill Ryan]

We don't have a Six Sigma program, per se (meaning we have no "belts" here). We do, however, use the tools that have only been repackaged.

Bill

[Rob Nix]

My present employer is a smaller company (200+), therefore we use the "generic" brand, instead of the designer SixSigma® brand. In other words, we use the storehouse of proven quality and statistical methods wherever practical.

[Geoff Cotton]

We use six sigma. Company sizee = 300

2 black belts

30+ green belts (most are active)

[Rob Nix]

Geoff,

May I ask, what do your 30 green belts and 2 black belts do during a typical day that is related to six sigma?

[SteelMaiden]

I think we need another choice on the poll. We are using six sigma in name only, results are inconsistently effective.

I think if we committed ourselves (ALL management) and worked the program as it was meant to be used, we would see much greater benefit than we do. In some areas, we started to see some great results, but then we stopped using the tools to follow through and kill the issue dead.

[Mike S.]

Originally Posted by SteelMaiden

I think if we committed ourselves (ALL management) and worked the program as it was meant to be used, we would see much greater benefit than we do. In some areas, we started to see some great results, but then we stopped using the tools to follow through and kill the issue dead.

VERY COMMON! I think the exact same thing could be said about most any "program" whether it be something in the workplace (Six Sigma, TQM, SPC, DOE, award/recognition, etc.) or in our personal lives (diets, exercise, etc.).

[Geoff Cotton]

Rob,


Firstly I think we need to recognise that the 6 Sigma tools are nothing new and some have been around since Pascal was a lad.

In our plant we have slowly introduced the tools of “Quality Engineering” to all functions within the organisation. If I were asked for a time scale I would estimate 15 years. During this time team work has become our culture, prior to 6 Sigma teams struggled with handling data and understanding what the data was telling them because in the main they used the Quality Engineering tools in isolation, there was no firm structure on when to use which tool, and the reporting mechanism was weak, worst still we made the improvements but didn’t allocate any savings to it.

Using TQ programs, kaizen, TOPS, etc there have been lots of success stories but now and then some disappointments.

We introduced 6 Sigma back in 1998, we saw it as an opportunity to move our team and continuous improvement culture one step further, use the QE tools in a more structured way, create a better reporting structure and capture the cost benefits.

Most of the greenbelts are from the engineering staff; we have some in Purchasing, IT, Finance, Marketing and Logistics.

Two blackbelts, one from Quality Engineering and one from what used to be called “work study”.

The blackbelts identify projects, look at the potential cost benefits (along with Finance), provide training to employees and suppliers, and support ALL the teams both internal and within the supply chain. Blackbelts report general progress of the program to the management team etc.

The greenbelts, around 4 per team (and the two blackbelts), work on projects, the level of activity varies depending upon the subject, the teams have are formal report back meeting every two weeks (about one hour). At the meeting data is presented and reviewed, actions are determined for the next step etc.

Teamwork and Continuos Improvement and working within a culture of change are not issues here any more, therefor the implementation of 6 Sigma was not painful, to us it was/is one of those subtle nudges forward we need now and then.