| Since its introduction in the 1990's, 6-Sigma has | | | | achieving extraordinary results. |
| become the buzzword in both the manufacturing and | | | | The Limited Use Of Six Sigma |
| service industries. The various methodologies used in | | | | 6-Sigma gained prominence as an effective quality |
| 6-Sigma are based on a disciplined and data driven | | | | improvement technique after it was successfully |
| approach that help in eliminating defects and achieving | | | | implemented in Motorola. Since then, many large |
| near perfection by restricting the number of possible | | | | organizations have implemented 6-Sigma programs |
| defects to less than 3.4 defects per million. The | | | | and improved the quality of manufactured goods or |
| methodologies are effective in managing business | | | | services rendered. However, the full potential of |
| processes of both the manufacturing and service | | | | 6-Sigma has not been realized so far because many |
| industries. In manufacturing industries, the concepts | | | | competent small to medium level enterprises have still |
| and methodologies are used for reducing the number | | | | not implemented Six Sigma programs. These |
| of defects whereas in service industries, they are | | | | enterprises have all the resources to implement such |
| used mainly for reducing transactional errors. | | | | programs, but are often wary of the final |
| Although many companies have been successful in | | | | certification, as they believe that it is meant only for |
| reducing the number of defects through Six Sigma | | | | large organizations. These companies often do not |
| projects, the arguments raised against the efficacy | | | | realize that 6-Sigma delivers the same benefits to |
| of 6-Sigma in all aspects of business processes still do | | | | both large as well as small business enterprises. The |
| not seem to die down. Some management experts | | | | only difference may be in the volume of goods |
| think that Six Sigma is inherently flawed, as it does | | | | manufactured or services rendered. |
| not take into account the flaws that might be | | | | The Future Of Six Sigma |
| present in the system itself. They are of the opinion | | | | 6-Sigma may appear similar to other quality |
| that the analytical and statistical tools used in 6-Sigma | | | | management tools such as TQM or Kaizen Events, |
| only expose flaws in the execution and do not | | | | but in reality, it is quite different. Other quality |
| account for a process that itself is riddled with | | | | management programs often reach a stage after |
| defects. | | | | which no further quality improvements can be made. |
| Supporters of Six Sigma offer a different viewpoint. | | | | 6-Sigma, on the other hand, is different as it focuses |
| According to them, quality management tools such as | | | | on taking quality improvement processes to the next |
| Total Quality Management (TQM) and 6-Sigma are | | | | level. This means that 6-Sigma has the potential to |
| conceptually quite similar except for their labels. | | | | outlast other quality management programs in the |
| Business organizations may use any of these for | | | | future. |
| improving overall quality. However, they often give | | | | The scope of 6-Sigma is also much broader than |
| preference to 6-Sigma as they believe that Six Sigma | | | | other quality management programs as it can be |
| is more than just a process improvement program | | | | applied to every business process of an organization. |
| and is based on concepts that focus on continuous | | | | The future is bright for 6-Sigma programs with the |
| quality improvements. They have the opinion that | | | | growing awareness in small and medium enterprises |
| 6-Sigma concepts combine statistical measurement | | | | about the potential benefits that can be derived from |
| tools with contemporary management techniques for | | | | implementing such programs. |