Hello Professionals & Students,
It's been quite some time since I was last seen active on this community. Due apologies for the same but have been help up with some upcoming strategic human tasks at this end. Since I have been an avid learner and practisor of the sig sigma quality, I'll like to share few of my experiences with this.Six Sigma is so much more than a management technique, though many focus on this aspect as it is very 'immediate'. I have been trained in Six Sigma almost 7 years ago, and have worked with it ever since. Six Sigma is a philosophy, one that is very simple in description, but one that has very profound consequences. In essence Six Sigma or '6S' is about fact-based, data-driven decision making. What this means is that, as much as possible, decisions are made on the basis of facts, and as much as possible, these facts are concerned with hard data about what is going on now, and what went on in the past, along with a deep underestanding of the relationships between inputs, processes, constraints and outputs of these processes. At its heart the 6S philosophy looks at everything in terms of processes and systems of interconnected processes. A process is simply taking inputs, doing something to these inputs and then outputing the results. It does so always with at least one eye on the needs of the customer of the process. There are many tools associated with 6S which focus on gathering data and analysing it, and from the results, applying decision making techniques to take decisions and implement them. This is where 6S implementation goes wrong - there is little wrong with 6S itself, but when an organisation focuses mostly on the tools used, and loses sight of the 6S philosophy, no amount of fancy tools will get you back on track.