Six Sigma Is No Longer Enough - How does this 6 Sigma article affect us?

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#51
I have lost some faith in the Baldrige Index since the accounting scandals have shown an unsavory light on business profits. I always knew there were numerous ways to manipulate profits. The introduction of doubt I had was, "Are the Baldrige winners doing that too, and if so, for how many years?"

I've perceived value in 6S in its better organized approach after the chaotic TQM phase. But when I read the article on 6S not being enough, my thought was, "Congratulations. Your collective MBAs are hard at work again--on wisdom like this?" I have grown hoarse from stating such obvious points as the article made.

I've heard fabulous ancedotes of 6S successes, and failures too. My impression that maintaining a balance, a systems-wide view on creating and maintaining value, can keep the 6S in perspective.

When broken down into defined principles, 6S seems like just a well-structured method of using trained teams to get improvements done.

It's a system/tool set with specific application, like other systems/tool sets. Using it alone or principally is a flawed approach: failing to note the ill effects of one group's gains on another group is a failure of the overall quality system.

When I read the article I had one thought: Baldrige (TQM). Basic stuff, really. I don't have direct experience with tools such as FMEA, ANOVA and Cpk. I've never worked with processes that were controlled enough to do high end quality, because controlling processes generally requires discipline in the people too. Sigh.

Doing 6S well requires discipline. A maverick approach, a mercenary-style pursuit of gains (for stock share or personal prestige) invites the same sloppy disappointment as is possible with every Quality tool. Combining 6S with a long-range planning view to place maintain 6S projects' perspective seems sound to me.
 
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A

Arvind

#52
DMAIC versus DFSS- A reactive versus proactive approach

Most you are referring to 6 sigma is Define, Measure, Analyze, Improve and Control part of DMAIC process. In most companies simple meaning of six sigma project is basically a damage control exercise for existing products.

DFSS i.e. Design for six sigma is the proactive way to go for product creation which addresses design robustness as one of the elements.

Arvind
 
C

Carl Keller

#53
Arvind,

Can you give us some data for Six Sigma?

Some real-world numbers would be nice, like:

% of defects before and after the initiative
$'s saved as a result of the SS project
First year ROI with Six SIgma training and man hours factored in

Thanks,

Carl-
 
B

Bill Pflanz

#54
Arvind said:
Most you are referring to 6 sigma is Define, Measure, Analyze, Improve and Control part of DMAIC process. In most companies simple meaning of six sigma project is basically a damage control exercise for existing products.

DFSS i.e. Design for six sigma is the proactive way to go for product creation which addresses design robustness as one of the elements.

Arvind
Arvind,

You titled your post "DMAIC versus DFSS- A reactive versus proactive approach". I thought DFSS is used in developing a new product or service that is defect free. If that is the case than using DMAIC is not a reactive approach but merely the methodology for improving existing products and services.

If you were trying to do a total re-engineering of an existing product or service than I agree that DFSS is more appropriate and maybe more proactive since you are not only improving but trying to identify a replacement product or at least one with totally new performance characteristics.

Whether you use DMAIC or DFSS depends on what you are trying to accomplish. One is not better or worse than the other, only different. I have not searched all of the many posts in the Cove on the subject of Six Sigma but I don't believe anyone has argued the case to only use Six Sigma for improvment of existing products and services.

Bill Pflanz
 
D

dbrajkovich

#55
6S with TOC and Simulation

You want 6S to hit home with real results and visuals, look at using simulation as a vehicle for proof in the pudding (sort of speak).

Here is a great tool to look at and the visuals are not only a fantastic presentation tool but also a great training tool for internal and external staff.

Here is the web site www.flexsim.com


Regards

Dave Brajkovich
[email protected]
 
B

Bill Pflanz

#57
Rob Nix said:
Dave, that is all well and good; but what does it have to do with six sigma?
Rob,

You must not have noticed that he is selling software that can be used for Six Sigma as he defines it. I would rather use some software to collect data, see if the process is in control or not and then help implement change. Maybe I could use Dave's software and maybe not, it all depends on the problem. I doubt if it is the saviour for any organization. Before I get jumped on for being anti-Six Sigma I am black belt certified through ASQ and my company.

Bill Pflanz
 

Wes Bucey

Quite Involved in Discussions
#58
Interestingly [interest is all in the eyes of the beholder, I suppose], folks have labeled ME a 6S "basher" from time to time. Given the fact 6S has adopted and adapted many of the Quality tools I have been using for years, it would be nearly impossible for me to bash 6S in and of itself. My rancor has always been reserved for individuals who make wild, unsubstantiated claims of dollar savings from implementing 6S initiatives. Strangely, I have yet to see any of these claims for "savings" translate into bottom line net profit. Does EVERY company which realizes a net savings from a 6S initiative pass it on to their customers and their customers pass it on to the end user? I have never seen anything from Motorola or GE go DOWN in price in the 20+ years they have been implementing 6S throughout their plants. I expect there are countless 'anecdotal' tales of savings, but they must be stashing all those profits in numbered accounts in tax haven countries.

Suffice to say, from my standpoint, the 6S concept is just a clever way of rebundling the Quality tools into a pleasing public relations package. The concept, itself, is not subject to bashing so much as individuals who use the term as a smoke screen should be bashed when someone puts their feet to the fire and says, in the words of Cuba Gooding's character in the Tom Cruise movie, Jerry Maguire, "Show me the money!"

I personally prefer long-term, permanent improvement versus short-term improvement which doesn't consider ramifications down the line which may negate the value of the improvements when it comes time to calculate overall net. I've been lucky because I only got evaluated on net improvement, not on the name of the technique I used to achieve the improvement.

I have a strong hunch many of you who read this have similar sensibilities to my bosses and shareholders over the years: "I don't care what you call it; does it get results?!"
 
D

dbrajkovich

#59
Simulation and 6S

Rob Nix said:
Dave, that is all well and good; but what does it have to do with six sigma?
Rob,

6S like many fundamental tools sets can always be debated as to it's positive or negative effects on an organization. In principal 6S along with other continious improvement tool sets are always questioned and hardly ever properly implemented. My believe is the underlying issue is not the tool itself but the organizations ability to accept the hard work it takes to get the job done! My experience and certifications lies in root cause analysis and process improvements using tools such as the logical thinking tree methodology (TOC), it is a very sound and logical practice, but unfortunately does not always get the job done. However using graphical simulation tends to make people within the organization very aware of the impact of implementing or not implementing improvement concepts. With all this talk of lean and continous improvements the organization must be able to clearly identify and register results to make it worth while. Using graphical simulation brings all levels of the organization to the table and opens the forum for team delivery rather than a shove it down your throat process which, in my experience is a rough road for all.

I am a believer of "simulation" not only because I represent it,but from a industry awareness perspective I believe that the tools 6S and the likes can send more powerful messages by using visual real time tools such as simulation to validate or disprove certian ideas.

I am not pushing this on anyone, just thought that since the TS cerification requirement will have a simulation requirement in the future then it might be a good idea for the experts to get on board.

Thanks and have a great day

Dave Brajkovich
[email protected]
 
S

sulkinsf

#60
Six Sigma the Structure vs Six Sigma the techniques

We strayed from the original, Motorola charter and taken advantage of the structure and capacity for team problem solving to do other good things. I disagree with the limitations placed on Six Sigma that it cannot shift to other charters - using the most appropriate techniques to solve important problems.

I was thrown into some strange teams in the early days. On the one hand - they were inappropriate for traditional six-sigma, but they were important and well suited for a team.

My point - pick projects that are important and use whatever tools are appropriate. Leverage the six sigma structure and use lean, use shainin, or Fisher... use anything that works.

If your goal is to accomplish six-sigma on a critical variable - great
If your goal is to eliminate a defect quickly - use Red X
If you cant measure the ROI of you training intervention - make a rational decision and move on!
 
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