Critical analysis of Six Sigma implementation
Kamran Moosaa∗ and Ali Sajidb
aCEO—PIQC, Institute of Quality, Lahore, Pakistan; bInstitute of Business Management,
University of Engineering & Technology, Lahore, Pakistan
The Six Sigma programme has recently gained popularity throughout the world. There
are a number of claims of its successes as well as failures. Successful claims are mostly
supported in the literature with the popular case studies of Motorola, GE, and some
other American companies. Based on the popularity of these success stories, many
companies started implementation of this programme. Some did it successfully while
many failed to achieve the desired results. This paper explores and analyses the
critical success and failure factors of implementing Six Sigma in organisations based
on lessons drawn from real life practices and case studies, as well as available
literature. The paper also draws useful conclusions and recommendations for
strategists, CEO’s and quality managers on how to effectively implement Six Sigma.
Keywords: Six Sigma implementation; Six Sigma metric; Six Sigma structure; Six
Sigma methodology; total quality management (TQM); ISO 9000
Background
Total Quality Management (TQM) is a sub-discipline of management science which aims
to define, set, control and improve the effectiveness of an organisation within its con-
straints. It has been named and labelled by different nomenclatures in its evolution over
the last 60 years or so, such as quality control (QC), quality assurance (QA), total
quality control (TQC), company-wide quality control (CWQC), TQM, or quality manage-
ment systems (QMS). Since then, a paradigm shift in the core concept has occurred in the
field of TQM by expanding the process of measurement, control and improvement from
the testing/inspection departments to all departments in all types of firms, which may
be manufacturing or service. Having implemented TQM, it means that the organisation
is essentially using the philosophy of standardisation, customer satisfaction and continual
improvement. For this purpose, this field uses many tools, methods, standards or pro-
grammes continuously being evolved by top class practicing companies, practitioners,
or academicians. Six Sigma is the latest entry in this field.
Introduction
Six Sigma is an improvement methodology in the field of Total Quality Management
(TQM). It is defined as ‘a methodology for pursuing continuous improvement in customer
satisfaction and profit that goes beyond defect reduction and emphasizes business process
improvement in general’ (Breyfogle III, 2003). It aims for an error free business environ-
ment (Pyzdek, 2003). It was originally introduced in the US by Motorola in the late 1980s
ISSN 1478-3363 print/ISSN 1478-3371 online
# 2010 Taylor & Francis
DOI: 10.1080/14783363.2010.483100
http://www.informaworld.com
∗Corresponding author. Email: [email protected]
Total Quality Management
Vol. 21, No. 7, .
International Journal of Scientific and Research Publications,.docxnormanibarber20063
International Journal of Scientific and Research Publications, Volume 2, Issue 1, January 2012 1
ISSN 2250-3153
www.ijsrp.org
Understanding the Benefits and Limitations of Six Sigma
Methodology
Nilesh V Fursule, Dr. Satish V Bansod, Swati N. Fursule
Abstract- Six Sigma is both a philosophy and a methodology
that improves quality by analyzing data with statistics to find the
root cause of quality problems and to implement controls.
Statistically, Six Sigma refers to a process in which the range
between the mean of a process quality measurement and the
nearest specification limit is at least six times the standard
deviation of the process.
Despite the pervasiveness of Six Sigma program
implementations, there is increasing concern about
implementation failures. One reason many Six Sigma programs
fail is because an implementation model on how to effectively
guide the implementation of these programs is lacking. While Six
Sigma is increasingly implemented in industry, little academic
research has been done on Six Sigma and its influence on quality
management theory and application. There is a criticism that Six
Sigma simply puts traditional quality management practices in a
new package. To investigate this issue and the role of Six Sigma
in quality management, this study reviewed both the traditional
quality management and Six Sigma literatures. Quality
professionals are aware that the six-sigma methodology employs
existing, well-known tools developed in quality sciences and are
based on the works of Deming, Juran, Ishikawa, Taguchi, and
others. Nevertheless six sigma, a Motorola innovation, has been a
positive force. A good presentation – black belts and green belts
honoring six-sigma experts – can make statistical process
improvement, and the systematic six-sigma methodology taste
good, and do good work.
Index Terms- lean manufacturing, six sigma, DMAIC, SCM
I. INTRODUCTION
ix Sigma is both a philosophy and a methodology that
improves quality by analyzing data with statistics to find the
root cause of quality problems and to implement controls.
Statistically, Six Sigma refers to a process in which the range
between the mean of a process quality measurement and the
nearest specification limit is at least six times the standard
deviation of the process. The statistical objectives of Six Sigma
are to centre the process on the target and reduce process
variation. A Six Sigma process will approach 'zero defects' with
only 3.4 defects per million opportunities (DPMO) for a defect to
occur. In comparison, the goal of many quality initiatives
throughout the 1980s and early 90s was to obtain a process
capability index (Cpk) of at least 1.0, which roughly translates to
3 Sigma. However, this level of quality still produces a defect
rate of 66,810 DPMO. Six Sigma differs from other quality
programmes in its 'top-down' driv.
Six Sigma and Educational Quality Managementijtsrd
The six sigma methods barriers, features, and weaknesses will allow the organization to support its strategic directions and increase the need for coaching supervision and training. It creates appropriate opportunities for the implementation of six Sigma for educational strategies. This article reflects the evolutionary review of the advantages and challenges of the six sigma project and recognizes the influential elements of the successful approach in educational institutions. This paper aims to investigate the role of Six Sigma in the academic quality ofan organization and its success. Latifa Rahman "Six Sigma and Educational Quality Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-3 , April 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49824.pdf Paper URL: https://www.ijtsrd.com/management/other/49824/six-sigma-and-educational-quality-management/latifa-rahman
Six Sigma Methodologies and its Application in Manufacturing FirmsDr. Amarjeet Singh
Six Sigma is a methodology for process improvement as well as a statistical concept that looks for to determine the variation intrinsic in any process. Six Sigma represents process, that is having 3.4 defects per million opportunities. i.e. 99.99966 % of the products from a Six Sigma process are perfect. Firms can impact their sigma level by combining main principles from the Six Sigma methodology into leadership styles, process management, and improvement activities. Main principle of the technique is a focus on the customer. There are many challenges in the implementation of Six Sigma. A well-run manufacturing team can make the entire firm more successful through cost-saving measures, increased quality and a larger inventory of products that the company can market. The Six Sigma objective is to make sure the process has minimum defects(3.4 defects per million chances). Every aspect of the process must be carefully planned and documented in detail in order for manufacturing to go efficiently. The main aspect of Six Sigma for enhancement in the manufacturing industry is to maximize the financial returns.
Has your company ever implemented a quality initiative that failed? Quality initiatives often are seen by executives
as a financial burden and by employees as a way to make them work harder. Is this true? How can organizations
benefit from implementing a quality initiative successfully and how can they do that? Which initiative has proven to
be successful when implemented correctly? Six Sigma!
SIX SIGMA 10
A Prospective and Retrospective Study of Six Sigma
Former Student
ABC University
Background
According to Tjahjono et al. (2015), Six Sigma was incepted by Motorola in the 1980s after discovering that the poor quality of the company’s products cost much capital in production. Approximately, the cost of production was about 15%-20% of the company’s sales revenues. Its production process had low capacity and a significant percentage of its products matched neither the market standards nor the customers’ requirements. As a result, Motorola incurred huge losses in scrapping, field word, rework, and return or recall of the products that it had already shipped to customers (Sujova, Simanova, & Marcinekova, 2016).
The company became aware that improving production process so that only a few or none of its products had defects could significantly reduce the costs associated with poor quality. In fact, Pande et al. (2008) explained that such an approach would directly boost the company’s productivity. The desire to upgrade Motorola’s production prompted its engineer to propose the idea of using the Six Sigma strategy to achieve a quality standard below 3.4 DPMO (Defects Per Million Opportunities). Since the quality standard of that time was 35,000 DPMO, Motorola set a high target.
Six Sigma brought much success to Motorola, Therefore, it was adopted by many Fortune 500 companies during the 1990s. The company’s performance also improved. Some of the large organizations that topped the list of the first adopters of Six Sigma were 3M, AlliedSignal (the current Honeywell), and GE, with the latter using it in various new practices. Later on, GE stated that it had made Six Sigma part of its business strategy and culture. GE’s use of Six Sigma brought much success, which encouraged several small and medium-sized businesses to adopt it. With nearly four decades since its inception, Six Sigma’s purposes have outgrown defect-rate measure to become a crucial, robust improvement method with a set of unique beneficial practices that suit nearly all the operations of a company (Sujova, Simanova, & Marcinekova, 2016).
Description of Problem
Six Sigma was first incepted by Motorola, and has been used by many organizations from that time. While there is anecdotal evidence to support the overall effectiveness of Six Sigma, academic research on it appears to be in its early phases. This paper’s research problem focuses on the link between Six Sigma and management, with much emphasis laid on how it is used in quality management. In providing a solution to this problem, the research will first review the current study on Six Sigma, after which it will conduct a critical analysis of Six Sigma based on management literature.
Research Objectives
The primary objective of this research is to incorporate the concept of Six Sigma in companies with a different (lower) system of managing quality to determine the change in their process performa.
Impact on integration of Lean Manufacturing and Six Sigma in various applicat...IOSR Journals
Abstract: Lean Manufacturing is a concept of improving the speed and efficiency of an organization by
eliminating waste. On the other hand Six Sigma is a continuous improvement plan that is proposed to reduce
variability. This paper presents the concept of integrating Lean manufacturing and six sigma, and the approach
how the two concepts are merged in industries to increase the product through put and to improve the quality of
the product by reducing the process variability. An approach to L6σ is also reviewed along with its Application.
Keywords - Lean Manufacturing, Six Sigma, L6
International Journal of Scientific and Research Publications,.docxnormanibarber20063
International Journal of Scientific and Research Publications, Volume 2, Issue 1, January 2012 1
ISSN 2250-3153
www.ijsrp.org
Understanding the Benefits and Limitations of Six Sigma
Methodology
Nilesh V Fursule, Dr. Satish V Bansod, Swati N. Fursule
Abstract- Six Sigma is both a philosophy and a methodology
that improves quality by analyzing data with statistics to find the
root cause of quality problems and to implement controls.
Statistically, Six Sigma refers to a process in which the range
between the mean of a process quality measurement and the
nearest specification limit is at least six times the standard
deviation of the process.
Despite the pervasiveness of Six Sigma program
implementations, there is increasing concern about
implementation failures. One reason many Six Sigma programs
fail is because an implementation model on how to effectively
guide the implementation of these programs is lacking. While Six
Sigma is increasingly implemented in industry, little academic
research has been done on Six Sigma and its influence on quality
management theory and application. There is a criticism that Six
Sigma simply puts traditional quality management practices in a
new package. To investigate this issue and the role of Six Sigma
in quality management, this study reviewed both the traditional
quality management and Six Sigma literatures. Quality
professionals are aware that the six-sigma methodology employs
existing, well-known tools developed in quality sciences and are
based on the works of Deming, Juran, Ishikawa, Taguchi, and
others. Nevertheless six sigma, a Motorola innovation, has been a
positive force. A good presentation – black belts and green belts
honoring six-sigma experts – can make statistical process
improvement, and the systematic six-sigma methodology taste
good, and do good work.
Index Terms- lean manufacturing, six sigma, DMAIC, SCM
I. INTRODUCTION
ix Sigma is both a philosophy and a methodology that
improves quality by analyzing data with statistics to find the
root cause of quality problems and to implement controls.
Statistically, Six Sigma refers to a process in which the range
between the mean of a process quality measurement and the
nearest specification limit is at least six times the standard
deviation of the process. The statistical objectives of Six Sigma
are to centre the process on the target and reduce process
variation. A Six Sigma process will approach 'zero defects' with
only 3.4 defects per million opportunities (DPMO) for a defect to
occur. In comparison, the goal of many quality initiatives
throughout the 1980s and early 90s was to obtain a process
capability index (Cpk) of at least 1.0, which roughly translates to
3 Sigma. However, this level of quality still produces a defect
rate of 66,810 DPMO. Six Sigma differs from other quality
programmes in its 'top-down' driv.
Six Sigma and Educational Quality Managementijtsrd
The six sigma methods barriers, features, and weaknesses will allow the organization to support its strategic directions and increase the need for coaching supervision and training. It creates appropriate opportunities for the implementation of six Sigma for educational strategies. This article reflects the evolutionary review of the advantages and challenges of the six sigma project and recognizes the influential elements of the successful approach in educational institutions. This paper aims to investigate the role of Six Sigma in the academic quality ofan organization and its success. Latifa Rahman "Six Sigma and Educational Quality Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-3 , April 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49824.pdf Paper URL: https://www.ijtsrd.com/management/other/49824/six-sigma-and-educational-quality-management/latifa-rahman
Six Sigma Methodologies and its Application in Manufacturing FirmsDr. Amarjeet Singh
Six Sigma is a methodology for process improvement as well as a statistical concept that looks for to determine the variation intrinsic in any process. Six Sigma represents process, that is having 3.4 defects per million opportunities. i.e. 99.99966 % of the products from a Six Sigma process are perfect. Firms can impact their sigma level by combining main principles from the Six Sigma methodology into leadership styles, process management, and improvement activities. Main principle of the technique is a focus on the customer. There are many challenges in the implementation of Six Sigma. A well-run manufacturing team can make the entire firm more successful through cost-saving measures, increased quality and a larger inventory of products that the company can market. The Six Sigma objective is to make sure the process has minimum defects(3.4 defects per million chances). Every aspect of the process must be carefully planned and documented in detail in order for manufacturing to go efficiently. The main aspect of Six Sigma for enhancement in the manufacturing industry is to maximize the financial returns.
Has your company ever implemented a quality initiative that failed? Quality initiatives often are seen by executives
as a financial burden and by employees as a way to make them work harder. Is this true? How can organizations
benefit from implementing a quality initiative successfully and how can they do that? Which initiative has proven to
be successful when implemented correctly? Six Sigma!
SIX SIGMA 10
A Prospective and Retrospective Study of Six Sigma
Former Student
ABC University
Background
According to Tjahjono et al. (2015), Six Sigma was incepted by Motorola in the 1980s after discovering that the poor quality of the company’s products cost much capital in production. Approximately, the cost of production was about 15%-20% of the company’s sales revenues. Its production process had low capacity and a significant percentage of its products matched neither the market standards nor the customers’ requirements. As a result, Motorola incurred huge losses in scrapping, field word, rework, and return or recall of the products that it had already shipped to customers (Sujova, Simanova, & Marcinekova, 2016).
The company became aware that improving production process so that only a few or none of its products had defects could significantly reduce the costs associated with poor quality. In fact, Pande et al. (2008) explained that such an approach would directly boost the company’s productivity. The desire to upgrade Motorola’s production prompted its engineer to propose the idea of using the Six Sigma strategy to achieve a quality standard below 3.4 DPMO (Defects Per Million Opportunities). Since the quality standard of that time was 35,000 DPMO, Motorola set a high target.
Six Sigma brought much success to Motorola, Therefore, it was adopted by many Fortune 500 companies during the 1990s. The company’s performance also improved. Some of the large organizations that topped the list of the first adopters of Six Sigma were 3M, AlliedSignal (the current Honeywell), and GE, with the latter using it in various new practices. Later on, GE stated that it had made Six Sigma part of its business strategy and culture. GE’s use of Six Sigma brought much success, which encouraged several small and medium-sized businesses to adopt it. With nearly four decades since its inception, Six Sigma’s purposes have outgrown defect-rate measure to become a crucial, robust improvement method with a set of unique beneficial practices that suit nearly all the operations of a company (Sujova, Simanova, & Marcinekova, 2016).
Description of Problem
Six Sigma was first incepted by Motorola, and has been used by many organizations from that time. While there is anecdotal evidence to support the overall effectiveness of Six Sigma, academic research on it appears to be in its early phases. This paper’s research problem focuses on the link between Six Sigma and management, with much emphasis laid on how it is used in quality management. In providing a solution to this problem, the research will first review the current study on Six Sigma, after which it will conduct a critical analysis of Six Sigma based on management literature.
Research Objectives
The primary objective of this research is to incorporate the concept of Six Sigma in companies with a different (lower) system of managing quality to determine the change in their process performa.
Impact on integration of Lean Manufacturing and Six Sigma in various applicat...IOSR Journals
Abstract: Lean Manufacturing is a concept of improving the speed and efficiency of an organization by
eliminating waste. On the other hand Six Sigma is a continuous improvement plan that is proposed to reduce
variability. This paper presents the concept of integrating Lean manufacturing and six sigma, and the approach
how the two concepts are merged in industries to increase the product through put and to improve the quality of
the product by reducing the process variability. An approach to L6σ is also reviewed along with its Application.
Keywords - Lean Manufacturing, Six Sigma, L6
A business methodology for quality improvement that measures how many defects there are in a current process and seeks to systematically eliminate
The key sigma principles are the following:
Customer focus
Use data
Improve continuously
Involve people
Be thorough
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
What is Six Sigma? - Donald P. Lynch, Ph.D.Melissa Paige
Download our free white paper by ISD instructor and Six Sigma Master Black Belt Don Lynch that answers the question "What is Six Sigma?" in terms that everyone can understand.
"One of the reasons it has been so difficult for
those not working in an organization that has
embraced Six Sigma to really understand it
is because Six Sigma means multiple things.
The term Six Sigma is used interchangeably to
reflect a vision, philosophy, commitment, goal,
level of performance, statistical measurement,
metric, benchmark, methodology, systematic
approach, set of statistical tools, and a vehicle
for customer focus, breakthrough improvement
and people involvement. These different
definitions can be summarized in three main
categories; Six Sigma the philosophy, Six Sigma
the metric and Six Sigma the methodology."
Six sigma originally developed in 1986 by Motorala, the business
management strategy is now used in many different industries in an effort
to improve the quality of products or services produced by the business
through the removal of effects and errors. The strategy involves creating
groups of people within the business or organisation who have expert
status in various methods, and then each product is carried out according
to a set of steps in an effort to reach specific financial milestones. A six
sigma process is defined as one in which 99.99966% of products created
are expected to be statistically free from defects.
Initial Post (250 words)Read and interpret the short story .docxannettsparrow
Initial Post (250 words)
Read and interpret the short story "Damien's Shoes" by Ret'sepile Makamane. What logical inferences can you make based on its details? What can you infer about the narrator in this story, the narrator's son, and the setting of this story? What details suggest this? What other logical inferences can you make about this story? (Length: 250 words)
Two Replies
Respond to the posts of two of your peers by acknowledging their ideas and adding on to them with additional commentary, supporting detail or fact (such as a quote, detail referenced, or scenario from the story), and/or an new or different perspective or logical inference.
Damien’s Shoes
by Ret’sepile Makamane
My son (Links to an external site.)
, Damien, makes fires that flicker throughout rainy June nights. He moves about the shores of Lake Muhazi, lighting a new fire on a new spot every night. People who travel to Kayonza come back to Kigali with stories of having seen him during the rainy season as the smokes of his fires constantly go up to the skies, like a man cast away and looking for rescue. Those who have travelled and visited relatives with houses on the hills around Lake Muhazi in recent years to observe his activities say that my son sails up and down the lake during the day, busy ferrying passengers with completely covered faces to the other side. Others even claim that they have seen him up close, and that unlike other undead dead people he does not run away or conceal his face when you approach him. He has remained ten years old throughout the years, only bits of his hair are beginning to grey now.
When his boat work is done in the evenings, he plays his flute into the night, calming Lake Muhazi into even more stillness. He plays the flute so dedicatedly, earnestly, its melody so piercing, with sorrow so intense – a child blowing all his young soul into a musical instrument just so our land can heal. His flute wakes God from his deep sleep, – since Damien has already given God a few warnings, I hear – saying to God, “Thou Shalt Not Sleep, never. Not here in Rwanda, not anymore! Find yourself another bedroom.” Because God used to sleep here in Rwanda, you know. Lately, God stays awake at night looking intently at the world map, planning to migrate.
I carry with me Damien’s one shoe. He is barefoot, Damien, my boy, that is why he has to make these random fires when it rains in June – to warm his feet. I rescued this shoe from the mouth of a stray dog which made me run and chase it until I was panting like a hound myself. That was back in ninety-four. I was still a young man in those days. Oh, but that dog was not the end of my troubles. I have aged double while walking these hills and valleys with acacia and guava and mango trees, without even seeing their beauty anymore. Walking with a tormented soul, looking for Damien to put on his shoe on the other foot. Blaming myself, sixteen years moiling and roiling through these mangroves and swamp.
initial post one paragraph intext citation and reference Require.docxannettsparrow
initial post one paragraph intext citation and reference
Required Resources
Read/review the following resources for this activity:
Textbook: Humanities through the arts edition 10 F. David Maritine
Minimum of 1 scholarly source (in addition to the textbook – for historical/political influences)
Initial Post Instructions
Choose one of the literary movements that you read about this week and at least one work from that movement. Movements, authors, and famous works are discussed in the lesson as well. You do not have to choose authors or works discussed in the lesson, but you may. For your initial post, address
one
of the following:
Option 1:
Examine the movement and specific work in relation to historical and political influences of the movement. Include a one paragraph summary of the plot before moving on to the examination of the work in relation to the movement.
Option 2:
Examine a specific artwork influenced by a literary work and how the artist captured the subject or story. Here are a few examples, but you are not restricted to this list:
Asher B. Durand's
Thanatopsis
(influenced by William Cullen Bryant's "Thanatopsis")
John William Waterhouse's
The Lady of Shalott
(influenced by Alfred, Lord Tennyson's "The Lady of Shalott")
Sir John Everett Millais's
Ophelia
(influenced by Shakespeare's Ophelia from
Hamlet
)
Gian Lorenzo Bernini's
Apollo and Daphne
or
The Rape of Prosperina
(influenced by ancient myths)
Ancient Greek vase painting (influenced by various ancient myths)
.
More Related Content
Similar to Critical analysis of Six Sigma implementationKamran Moosaa.docx
A business methodology for quality improvement that measures how many defects there are in a current process and seeks to systematically eliminate
The key sigma principles are the following:
Customer focus
Use data
Improve continuously
Involve people
Be thorough
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
What is Six Sigma? - Donald P. Lynch, Ph.D.Melissa Paige
Download our free white paper by ISD instructor and Six Sigma Master Black Belt Don Lynch that answers the question "What is Six Sigma?" in terms that everyone can understand.
"One of the reasons it has been so difficult for
those not working in an organization that has
embraced Six Sigma to really understand it
is because Six Sigma means multiple things.
The term Six Sigma is used interchangeably to
reflect a vision, philosophy, commitment, goal,
level of performance, statistical measurement,
metric, benchmark, methodology, systematic
approach, set of statistical tools, and a vehicle
for customer focus, breakthrough improvement
and people involvement. These different
definitions can be summarized in three main
categories; Six Sigma the philosophy, Six Sigma
the metric and Six Sigma the methodology."
Six sigma originally developed in 1986 by Motorala, the business
management strategy is now used in many different industries in an effort
to improve the quality of products or services produced by the business
through the removal of effects and errors. The strategy involves creating
groups of people within the business or organisation who have expert
status in various methods, and then each product is carried out according
to a set of steps in an effort to reach specific financial milestones. A six
sigma process is defined as one in which 99.99966% of products created
are expected to be statistically free from defects.
Similar to Critical analysis of Six Sigma implementationKamran Moosaa.docx (20)
Initial Post (250 words)Read and interpret the short story .docxannettsparrow
Initial Post (250 words)
Read and interpret the short story "Damien's Shoes" by Ret'sepile Makamane. What logical inferences can you make based on its details? What can you infer about the narrator in this story, the narrator's son, and the setting of this story? What details suggest this? What other logical inferences can you make about this story? (Length: 250 words)
Two Replies
Respond to the posts of two of your peers by acknowledging their ideas and adding on to them with additional commentary, supporting detail or fact (such as a quote, detail referenced, or scenario from the story), and/or an new or different perspective or logical inference.
Damien’s Shoes
by Ret’sepile Makamane
My son (Links to an external site.)
, Damien, makes fires that flicker throughout rainy June nights. He moves about the shores of Lake Muhazi, lighting a new fire on a new spot every night. People who travel to Kayonza come back to Kigali with stories of having seen him during the rainy season as the smokes of his fires constantly go up to the skies, like a man cast away and looking for rescue. Those who have travelled and visited relatives with houses on the hills around Lake Muhazi in recent years to observe his activities say that my son sails up and down the lake during the day, busy ferrying passengers with completely covered faces to the other side. Others even claim that they have seen him up close, and that unlike other undead dead people he does not run away or conceal his face when you approach him. He has remained ten years old throughout the years, only bits of his hair are beginning to grey now.
When his boat work is done in the evenings, he plays his flute into the night, calming Lake Muhazi into even more stillness. He plays the flute so dedicatedly, earnestly, its melody so piercing, with sorrow so intense – a child blowing all his young soul into a musical instrument just so our land can heal. His flute wakes God from his deep sleep, – since Damien has already given God a few warnings, I hear – saying to God, “Thou Shalt Not Sleep, never. Not here in Rwanda, not anymore! Find yourself another bedroom.” Because God used to sleep here in Rwanda, you know. Lately, God stays awake at night looking intently at the world map, planning to migrate.
I carry with me Damien’s one shoe. He is barefoot, Damien, my boy, that is why he has to make these random fires when it rains in June – to warm his feet. I rescued this shoe from the mouth of a stray dog which made me run and chase it until I was panting like a hound myself. That was back in ninety-four. I was still a young man in those days. Oh, but that dog was not the end of my troubles. I have aged double while walking these hills and valleys with acacia and guava and mango trees, without even seeing their beauty anymore. Walking with a tormented soul, looking for Damien to put on his shoe on the other foot. Blaming myself, sixteen years moiling and roiling through these mangroves and swamp.
initial post one paragraph intext citation and reference Require.docxannettsparrow
initial post one paragraph intext citation and reference
Required Resources
Read/review the following resources for this activity:
Textbook: Humanities through the arts edition 10 F. David Maritine
Minimum of 1 scholarly source (in addition to the textbook – for historical/political influences)
Initial Post Instructions
Choose one of the literary movements that you read about this week and at least one work from that movement. Movements, authors, and famous works are discussed in the lesson as well. You do not have to choose authors or works discussed in the lesson, but you may. For your initial post, address
one
of the following:
Option 1:
Examine the movement and specific work in relation to historical and political influences of the movement. Include a one paragraph summary of the plot before moving on to the examination of the work in relation to the movement.
Option 2:
Examine a specific artwork influenced by a literary work and how the artist captured the subject or story. Here are a few examples, but you are not restricted to this list:
Asher B. Durand's
Thanatopsis
(influenced by William Cullen Bryant's "Thanatopsis")
John William Waterhouse's
The Lady of Shalott
(influenced by Alfred, Lord Tennyson's "The Lady of Shalott")
Sir John Everett Millais's
Ophelia
(influenced by Shakespeare's Ophelia from
Hamlet
)
Gian Lorenzo Bernini's
Apollo and Daphne
or
The Rape of Prosperina
(influenced by ancient myths)
Ancient Greek vase painting (influenced by various ancient myths)
.
Initial Post InstructionsTriggers are ethnocentric responses to .docxannettsparrow
Initial Post Instructions
Triggers are ethnocentric responses to differences and defensive reactions to ethnocentrism. Any number of things can serve as triggers, but they generally fall into the following categories: voice, appearance, attitude, and behavior. For example, a person of color may become anxious when driving through a small rural town. They may fear being stopped because of looking out of place. Another example would be to react to the smell of curry and spices when walking into an Indian home. The reaction could be either negative or positive depending on your experiences, but you immediately react to the stimulus.
For the initial post, address the following:
Describe a trigger that you have responded or been a witness to in the past, even if it was only a fleeting mental thought.
What was the result of your/their response?
If you/they had a negative response, how could your/their response to the situation been better or different?
What barriers did you/they need to overcome?
.
Initial Post InstructionsFor the initial post,consider thr.docxannettsparrow
Initial Post Instructions
For the initial post,
consider three (3)
of the following events: Treaty of Versailles
Rise of fascism, militarism and imperialism
Failure of the League of Nations Based on your three selections,
choose two (2)
of the following and craft a response for your selections:
Assess if the United States foreign policy during the 1930s helped to promote World War II. Could the United States have prevented the outbreak of World War II? If so, how? If not, why not?
Explain if the United States, despite neutrality, aided the Allies against the Axis powers.
.
Initial Post InstructionsFor the initial post, choose and ad.docxannettsparrow
Initial Post Instructions
For the initial post, choose and address one of the following options:
Option 1:
In the 19th century, the camera was a revolutionary invention, and many artists were concerned about the effect that photographs would have on the art world.
Did the invention of the camera change the arts? Why or why not?
Choose an artistic movement that you believe was influenced by the camera and discuss how the movement was affected.
Include at least one example of an artist and artwork in your response.
Include a statement from a current photographer or critic to support your points.
Option 2:
In the 21st century, the smartphone camera changed the way we use and view photography. In addition, apps and social media have changed the way we share photography.
How has the invention of the smartphone camera changed photography?
How have apps and social media changed the way we share photos? Are they positive and/or negative changes? Explain.
Include a statement from a current photographer or critic to support your points
.
Writing Requirements
Minimum of 1 page
Minimum of 2 sources cited (assigned readings/online lessons and an outside source)
APA format for in-text citations and list of references
.
Initial Post InstructionsDiscuss the differences and similaritie.docxannettsparrow
Initial Post Instructions
Discuss the differences and similarities between the presidential and parliamentary systems, including the executive and legislative branches. Which system do you feel serves its citizen better? Why? Use evidence (cite sources) to support your response from assigned readings or online lessons,
and
at least one outside scholarly source.
Follow-Up Post Instructions
Respond to at least one peer. Further the dialogue by providing more information and clarification. Minimum of 1 scholarly source which can include your textbook or assigned readings or may be from your additional scholarly research.
Writing Requirements
Minimum of 2 posts (1 initial & 1 follow-up)
Minimum of 2 sources cited (assigned readings/online lessons
and
an outside scholarly source)
APA format for in-text cita
.
Initial Post InstructionsAs we jump into the world of Alge.docxannettsparrow
Initial Post Instructions
As we jump into the world of Algebra, it is important to discuss how math, specifically Algebra, is used in the real-world.
Search for videos from Ted Ed showing the real-world value of mathematics. Choose a video to watch and then provide a one-paragraph summary (3-4 sentences) of the video in your own words. Be sure to discuss the math concept used.
Follow-Up Post Instructions
Respond to at least two peers in a substantive, content-specific way. Further the dialogue by providing more information and clarification.
Writing Requirements
Minimum of 3 posts (1 initial & 2 follow-up) with first post by Wednesday
APA format for in-text citations and list of references
.
Initial Post InstructionsFor the initial post, respond to one .docxannettsparrow
Initial Post Instructions
For the initial post, respond to one of the following options, and label the beginning of your post indicating either Option 1 or Option 2:
Option 1:
List the ways in which contemporary presidential campaigns have used social media as a campaign tool. Do you consider social media as a successful tool? Explain your answer. Do you see social media as an unsuccessful tool? Explain your answer and provide examples.
Option 2
: There are numerous discussions involving the Electoral College. There are some people that want to abolish the electoral college while others want to keep it. What do you think? Keep the electoral college or abolish it? Explain the reasons for your choice.
Be sure to make connections between your ideas and conclusions and the research, concepts, terms, and theory we are discussing this week
Writing Requirements
Minimum of 2 sources cited (assigned readings/online lessons and an outside source)
APA format for in-text citations and list of references
.
Initial Post InstructionsAgenda setting can be a difficult t.docxannettsparrow
Initial Post Instructions
Agenda setting can be a difficult task in government. Why? Who do you consider an important agenda setter in government? How does this participant help set the agenda? Give an example of an attempt at agenda setting in government. Was it successful? Why or why not? Consider how factors such as culture, political positions, etc. might impact your own, or the agenda setters' priorities.
Use evidence (cite sources) to support your response from assigned readings or online lessons, and at least one outside scholarly source.
.
Initial Post Identify all the components of a cell. Describe the fu.docxannettsparrow
Initial Post: Identify all the components of a cell. Describe the function of each of these components.
Response #1: Add to your own initial post: Describe cellular metabolism membrane transport and cellular reproduction
Response #2: Add to your own initial post and response #1: Describe the aging process. Identify the pathophysiologic process for 3 underlying principles of aging. Example: oxidative process.
please use APA format
.
Initial Discussion Board Post Compare and contrast life for col.docxannettsparrow
Initial Discussion Board Post:
Compare and contrast life for colonial women in Virginia Colony and Massachusetts. What could women expect from daily living in these colonies? Was class/status more important for women in one colony than the other? Research Margaret Brent who was also known as Elizabeth Poole) She purchased lands in Plymouth from the Indians in 1637. Research her and describe how her experience serves as an example in your response. Minimum length is 500 words.
.
Inital post please respond for the above post question one page with.docxannettsparrow
Inital post please respond for the above post question one page with intext citation and reference.
Required Resources
Read/review the following resources for this activity:
Minimum of 1 primary or scholarly source (from photographer or critic – either will count as your scholarly source requirement for discussions)
Initial Post Instructions
For the initial post, address one of the following options:
Option 1:
In the 19th century, the camera was a revolutionary invention, and many artists were concerned about the effect that photographs would have on the art world.
Did the invention of the camera change the arts? Why or why not?
Choose an artistic movement that you believe was influenced by the camera and discuss how the movement was affected.
Include at least one example of an artist and artwork in your response.
Include a statement from a current photographer or critic to support your points.
Option 2:
In the 21st century, the smartphone camera changed the way we use and view photography. In addition, apps and social media have changed the way we share photography.
How has the invention of the smartphone camera changed photography?
How have apps and social media changed the way we share photos? Are they positive and/or negative changes? Explain.
Include a statement from a current photographer or critic to support your points.
.
Infornnation Technology
in Hunnan Resource
:An
Empirical Assessnnent
By Alok Mishra, PhD, and Ibrahim Akman, PhD
The present paper begins by introducing a number of observations on tiie
appiications ot information teciinoiogy (iT) in tiie field of human resource
management (HRM) in gênerai. Tiiis is due to tiie fact that iT and its wide range of
appiications have already made their presence feit in this area. This wiii be
foliowed by a report on the findings of a survey on the present trends in
organizations with in the different sectors in Turkey. Aithough the impact of iT on
IHRM has iong been attracting the interest of academics, no empiricai research has
ever been reaiized in this fieid in Turiiey, and few studies have been reported
eisewhere. The survey was conducted among the 106 iT managers and
professionais from various sectors, based on whose resuits, the data shows that iT
is used extensiveiy in the organizations to perform IHRM functions in Turicey's
dynamic economy. The results aiso indicated that, while IT has an impact on aii
sectors in terms of IHRM to certain extent, the types of iT used vary significantiy
between recruitment, maintenance, and deveiopment tasi(s. However, the empiricai
resuits here reveai that these organizations are not appiying these technoiogies
systematicaiiy and maturely in the performance of HRM functions.
Key words: human resource management (HRM), human resource management
system (HRMS), human resource (HR), information technoiogy (iT), ANOVAtest,
chi-square test
T
he HRM function in organizations has gained increasing strategic emphasis, and
the importance of its alignment HRM and business strategies is well-acknowl-
edged.^ In fact, effective HRM is vital in order to be able to meet the market
demands with well-qualified employees at all times.^
Technology and HRM have a broad range of influences upon each other, and HR
professionals should be able to adopt technologies that allow the reengineering of the
HR function, be prepared to support organizational and work-design changes caused
by technology, and be able to support a proper managerial climate for innovative and
knowledge-based organizarions.^ These technological advances are being driven
primarily by strong demands from human resource professionals for enhancement in
speed, effectiveness, and cost containment."*
Public Personnel Management Volume 39 No. 3 Fall 2010 271
Snell, Stueber, and Lepak^ observe that HRMSs can meet the challenge of
simultaneously becoming more strategic, flexible, cost-efficient, and customer-oriented
by leveraging information technology Many experts forecast that the PC will become
the central tool for all HR professionals.^ Virtual HR is emerging due to the growing
sophistication of IT and increased external structural options.^ IT is beginning to
enable organizations to deliver state-of-the-art HR services, and reduced costs have
enabled companies, regardless of the firm size-to purchase HR technologies.^.
INFORMED CONSENT LETTER Page 1 of 2 SELF CONSENT .docxannettsparrow
INFORMED CONSENT LETTER
Page 1 of 2
SELF CONSENT
I have been invited to take part in a research study titled:
This investigation is spearheaded by Yulak Landa: whose contact information includes:
[email protected] and (305)833-0053
I understand that my participation is voluntary and that I can refuse to participate or stop taking
part any time without giving any reason and without facing any penalty. Additionally, I have the
right to request the return, removal, or destruction of any information relating to me or my
participation.
I am aware that the participation in this research study is on a voluntary basis, and I am free to
object the invitation as well as to withdraw my involvement as I would deem fit without offering any
reason, getting victimized, or facing any legal suit or conviction. It is also my right to ask for the
withdrawal, return, or discarding of any of the information shared or collected following my
participation in the study.
PURPOSE OF STUDY
I understand that the purpose of the study is to:
Determining how efficient are both the respiratory mask as well as standard mask in preventing
healthcare providers from getting exposed to corona virus in the course of their work. Can they all
be relied to offer the same protection?
PROCEDURES
I understand that if I volunteer to take part in this study, I will be asked to:
Declare information related to chronic illness or preexisting conditions as well as my age. I will as
well be required to fully adhere to the recommended hygiene standards as well as to be fully
dressed with protective gears which include the designated face mask, prior to getting exposed to
SARS- COV – 2 viruses. Also, I will have to undertake a 14 day or more in quarantine as well as
undertake the COVID 19 test. I shall also be required to undertake necessary treatments in the event
I am exposed to the virus.
BENEFITS
I understand that the benefits I may gain from participation include:
I will get a chance to enhance the safety of healthcare providers' who continue to dedicate their
efforts to the treatment and care of COVID_19 patients and relies on face masks as one of their PPE.
For Official Use Only
Received on:
Reviewed on:
End date:
File Number:
mailto:[email protected]
INFORMED CONSENT LETTER
Page 2 of 2
I will assist them in understanding if they would still use the standard face masks, taking into
consideration the general shortage of respiratory masks. All the instruments to be used and
expenses incurred will be covered by the researcher together with any counseling and treatments in
case I am exposed to the virus.
RISKS
I understand that the risks, discomforts, or stresses I may face during participation include:
I understand that I may get exposed to the virus, become sick, or even die from the COVID 19
disease. Due to the gravity of the illness, I may also be psychologically affected..
Informative Presentation Delivery Outline
I. Header
Speech Title:
Audience:
General Purpose/Speech Type:
Specific Purpose Statement:
Thesis Statement or Central Idea:
II. Introduction -
I. Greeting and Attention Getting Device
II. Establish speaker-audience-topic connection/ WIIFT?/ Motivate audience to listen. Reveal your topic – tell the audience what your speech is about.
III. Establish credibility/Ethos
IV. Establish your goodwill?
V. Preview your three main points
1. First main point; same as I in body
2. Second main point, same as II in body
3. Third main point; same as III in body
Transition: connect the introduction to the body
III. Body
I. First main point
A. Support for I (the first main point)
B. Further support for I (details, examples and/or visual aids)
Transition: connect the first major point to the second
II. Second main point
A. Support for II (the second main point)
B. Further support for II (details, examples and/or visual aids)
Transition: connect the second major point to the third
III. Third main point
A. Support for III (the third main point)
B. Further support for III (details, examples and/or visual aids)
Transition: connect the third major point (or all main points) to the conclusion
IV. Conclusion
Summary – Restate your three main points
1. First main point; same as I in body
2. Second main point; same as II in body
3. Third main point; same as III in body
Transition: connect your summary to your closure
Closure Device – (Close with Impact!)
References – you must cite your sources in APA style.
Failure to cite at least three sources will result in a “F” grade for the speech.
Please refer to any of the computer generate citation machines for proper citations.
http://www.easybib.com/
http://www.citationmachine.net/
http://www.bibme.org/apa
Do not use Wikipedia to find sources.
YOU MUST HAVE THREE REFERENCES! No EXCEPTIONS!
(DO NOT NUMBER YOUR CITATIONS!)
PAGE
2
Spring 2019/Assessment
.
Informed Consent FormBy the due date assigned, submit the Inform.docxannettsparrow
Informed Consent Form
By the due date assigned, submit the Informed Consent Letter to the
Submissions Area
(please note that this is only an example and no data may be collected).
Informed Consent Letter
Procedure section is clear, described in detail, specific, and all inclusive. Written in lay language (as documented by reading level score). Includes risks and benefits relevant to study. Address assent (if applicable).
Informed Consent Letter Example
IRB Application
.
INFORMATION THAT SHOULD GO INTO PROCESS RECORDING FOR MICRO WORK.docxannettsparrow
INFORMATION THAT SHOULD GO INTO PROCESS RECORDING
FOR MICRO WORK
There are various formats for completing a process recording. The following is an outline that covers the major areas we want included within a process recording. Please utilize the template that follows for completing a process recording with an individual, couple or family client(s).
1. Description/Identifying Information: The social work student’s name, date of the interview and the date of submission to the field instructor should always be included. Identify the client, always remembering to disguise client name to protect confidentiality. Include the number of times this client has been seen (i.e., "Fourth contact with Mrs. S."). On a first contact include name and ages of the client(s) you have written about. If client is seen in location other then the agency say where client was seen.
2. Purpose and Goalfor the Interview. Briefly state the purpose of the interaction and if there are any specific goals to be achieved, the nature of the presenting issues and/or referral.
3. Verbatim Dialogue (in the table below). A word-for-word description of what happened, as well as the student can recall, should be completed. This section does not have to include a full session of dialogue but should include a portion of dialogue. The field instructor and student should discuss what portions should be included in the verbatim dialogue.
4. Assessment of the Patient/Client/Consumer. This requires the student to describe the clients’ verbal and nonverbal reactions throughout the session. Consider everything that is occurring such as body language, facial expression, verbal outburst, etc.
5. The Student's Feelings and Reactions to the Client System and to the Interview (in the table below). This requires the student to put into writing unspoken thoughts and reactions s/he had during the interview e.g. "I was feeling angry at what the client was saying, not sure why I was reacting this way…”. “ I wonder what would happen if I said such-and-such.”
6. Identify Skills and/or Theory/ Conceptual Frameworks used (in the table below). The student should be able to identify what skills they used in an interaction, and/or what theoretical framework came to mind as they dialogued e.g. “I used the strengths perspective “ “I used the skill of partializing”
7. Supervisor/field instructor comments (in the table below) This requires the field instructor to provide review and critique of the student’s dialogue with the client system, skill identification, and interpretation of the client interview.
8. A summary assessment/analysis of the student's impressions. This is a summary of the student's analytical thinking about the entire interview and/or any specific interaction the student is unsure about. Include any client action or non-verbal activity that the student may want to discuss. (See Guided Questions at the end of the template for this section A-M)
9. Future plans. The .
Information Technology Capstone ProjectIn this course, learners .docxannettsparrow
Information Technology Capstone Project
In this course, learners apply knowledge and skills from other courses as they develop a project that benefits an organization, community, or industry. Learners prepare a proposal that includes a project description, deliverables, completion dates, and associated learning. Upon approval from the instructor, learners execute the proposal, record their progress weekly using a project tracking website, and produce a final project report.
.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Critical analysis of Six Sigma implementationKamran Moosaa.docx
1. Critical analysis of Six Sigma implementation
Kamran Moosaa∗ and Ali Sajidb
aCEO—PIQC, Institute of Quality, Lahore, Pakistan; bInstitute
of Business Management,
University of Engineering & Technology, Lahore, Pakistan
The Six Sigma programme has recently gained popularity
throughout the world. There
are a number of claims of its successes as well as failures.
Successful claims are mostly
supported in the literature with the popular case studies of
Motorola, GE, and some
other American companies. Based on the popularity of these
success stories, many
companies started implementation of this programme. Some did
it successfully while
many failed to achieve the desired results. This paper explores
and analyses the
critical success and failure factors of implementing Six Sigma
in organisations based
on lessons drawn from real life practices and case studies, as
well as available
literature. The paper also draws useful conclusions and
recommendations for
strategists, CEO’s and quality managers on how to effectively
implement Six Sigma.
Keywords: Six Sigma implementation; Six Sigma metric; Six
Sigma structure; Six
Sigma methodology; total quality management (TQM); ISO
2. 9000
Background
Total Quality Management (TQM) is a sub-discipline of
management science which aims
to define, set, control and improve the effectiveness of an
organisation within its con-
straints. It has been named and labelled by different
nomenclatures in its evolution over
the last 60 years or so, such as quality control (QC), quality
assurance (QA), total
quality control (TQC), company-wide quality control (CWQC),
TQM, or quality manage-
ment systems (QMS). Since then, a paradigm shift in the core
concept has occurred in the
field of TQM by expanding the process of measurement, control
and improvement from
the testing/inspection departments to all departments in all
types of firms, which may
be manufacturing or service. Having implemented TQM, it
means that the organisation
is essentially using the philosophy of standardisation, customer
satisfaction and continual
improvement. For this purpose, this field uses many tools,
methods, standards or pro-
3. grammes continuously being evolved by top class practicing
companies, practitioners,
or academicians. Six Sigma is the latest entry in this field.
Introduction
Six Sigma is an improvement methodology in the field of Total
Quality Management
(TQM). It is defined as ‘a methodology for pursuing continuous
improvement in customer
satisfaction and profit that goes beyond defect reduction and
emphasizes business process
improvement in general’ (Breyfogle III, 2003). It aims for an
error free business environ-
ment (Pyzdek, 2003). It was originally introduced in the US by
Motorola in the late 1980s
ISSN 1478-3363 print/ISSN 1478-3371 online
# 2010 Taylor & Francis
DOI: 10.1080/14783363.2010.483100
http://www.informaworld.com
∗ Corresponding author. Email: [email protected]
Total Quality Management
Vol. 21, No. 7, July 2010, 745–759
4. and became popular elsewhere in early 1990s. The case studies
of Motorola, followed by
GE and Allied Signals, generated an interest in Six Sigma
(Breyfogle III, 2003). This tool
became the focus of attention for CEOs and quality managers in
the late 1990s, at a time
when stagnancy and criticism of ISO 9000 was rising about its
effectiveness with respect
to making improvements in organisations.
Other TQM tools like Kaizen and quality circles were also in
use for decades but did
not achieve too much popularity in companies. They were
initially found in Japanese or
their associated firms but later accepted by firms throughout the
world. The literature
and real life observations provide ample justifications for the
success of these Japanese
tools in all sorts of companies and all parts of the world,
especially Asian countries.
These tools were generally labelled as processes for slow
incremental improvements.
They are considered as tools of problem solving and
improvement at the level of
5. workers or supervisors. In terms of complexity, Kaizen is the
simplest tool to solve com-
monsense problems (a suggestion system); whereas, quality
circles/teams provide problem
solving platforms utilising elementary level analysis and
statistical tools. Six Sigma, on the
other hand, is a tool to be practiced at the level of management
to deal with complex organ-
isational problems that need extensive analysis of data,
confirmation of results, and vali-
dation of long-term actual benefits. In other words, it provides
more promises to
management to solve deep rooted and complex performance
issues of their organisations.
It is, therefore, usually labelled as a tool which strives for
breakthrough improvements
rather than slow and simple improvements.
This paper will present the key elements of a Six Sigma
programme and their critical
analysis. It will include: (1) implementation models; (2)
relationship between Six Sigma
and ISO 9001 QMS; (3) Six Sigma – an approach, a
methodology, a metric, or a pro-
gramme; (4) a social taboo; (5) problem solving –
6. oversimplified; (6) how much statistics;
(7) mis-concepts about 3.4 DPMO; (8) Six Sigma structure; (9)
Six Sigma deployment;
and (10) conclusion.
Research methodology
This paper is a critical review of the subject of Six Sigma from
an academic, as well as an
application, point of view. It is the result of extensive literature
study as well as many real
life Six Sigma implementation processes and observations. Like
usual research outputs,
case studies are not part of this paper, rather an exhaustive
review of Six Sigma application
phenomenon was carried out in order to identify key factors
involved in it. It mainly ident-
ifies some important practical phenomena which are usually
neglected by academicians in
their usual research. These will help other researchers to plan
their researches.
Implementation models
Many professionals, including TQM practitioners sometimes
erroneously confuse two
things with each other, that is: (1) TQM assessment models; (2)
7. TQM implementation
models (Moosa, 2007b). The TQM assessment models are
commonly known as Quality
Award Criteria, Business Excellence Models, Six Sigma or even
ISO 9001 QMS, and
provide the contents of what may be considered TQM. Whether
it is the DMAIC Method-
ology of Six Sigma (Define, Measure, Analyse, Improvement,
and Control), PDCA model
of ISO 9000 (Management Responsibility, Resource
Management, Product Realisation,
and Measurement, Analysis and Improvement) or the Business
Excellence Model of Euro-
pean Quality Award, they all provide a checklist of activities or
requirements and what is
746 K. Moosa and A. Sajid
required from a firm or an organisation. These models are
prepared from the point of view
of assessors who assess whether these organisations fulfill these
requirements.
However, when it comes to the deployment or implementation
of these models, prac-
8. titioners do not find any standard methodology or model that
spells out as to how to
implement them. For example, ISO 9001 QMS is a set of
requirement of the standard,
whereas ISO 9000 and ISO 9004 are the guidelines which
describe what is meant by ISO
9001, not how to implement it. Similarly, DMAIC is a standard
set of problem solving
process in Six Sigma methodology. These are not the guidelines
on how to implement
the requirements. Perhaps, it may not be possible to come up
with a common set of standards
on implementation as every organisation has different
resources, context, history, competi-
tive position, skills, technology, leadership, focus of attention,
and so forth. Lascelles and
Dale (1991) identified six levels for the adoption of TQM.
These levels are: uncommitted,
drifter, tool pusher, improver, award winner, and world class.
However, when analysing
them critically, these are found to be the types of TQM
implementation and not the
stages of TQM implementation. This is also seen in case of Six
Sigma. A number of case
9. studies are seen in the literature (Breyfogle III, 2003; Pyzdek,
2003; McCarty, 2005)
which describe different styles of Six Sigma implementation.
However, no proven or
tested model which can be generalised, has yet been identified.
The success and failure of most Six Sigma programmes largely
depend upon their
implementation rather than their contents. Though not much of
data is available on the
failure and success rate of Six Sigma implementation, it is
generally believed that only
a small number of organisations who start this programme
succeed, whereas a large
number of them fail. According to an observation of 12 firms by
the author adopting
Six Sigma, it was found that one fourth of this programme
achieved some significant
improvements in organisations. Similarly, Eskildson (1994),
based on survey results,
states that the two main reasons for the failure of quality
initiatives are vague definitions
and objectives of respective TQM or its tools, and its
inappropriate implementation. Thus,
it is an issue of considerable concern to identify why these
10. quality initiatives or pro-
grammes fail so often and how to improve their level of
implementation.
Relationship between Six Sigma and ISO 9001 QMS
The second revision of ISO 9001:2000 also emphasised
improvement. It introduced the
‘process approach’ as one of the key ingredients of a Quality
Management System
(QMS). This was based on the world-popular Deming Cycle
(PDCA). The emphasis
was on ‘Quality Improvement’, rather than just assuring quality.
However, no tool or
methodology is prescribed in this standard. As a result, even
knowing the requirements
and process of improvement actions, most quality managers,
auditors and consultants are
neither focused nor skilled in the tools of quality improvement.
Without understanding
and implementing effective tools of quality improvement, for
example Six Sigma, the
revised standard has in fact not made any significant impact in
organisations. As a
result, while some companies claim benefits from this standard,
most do not. It is, there-
11. fore, also important for companies already implementing ISO
9001:2000 to carefully
integrate their QMS with Six Sigma in order to achieve its full
benefits. At the same
time, Six Sigma has also not been sustainable in an environment
where there is a
weak QMS or a QA programme being implemented. It is
therefore important for com-
panies to first identify what their current weaknesses are in
their existing QMS and
then strengthen it by integrating it properly with the Six Sigma
methodologies to
ensure the success of both.
Total Quality Management 747
Six Sigma – an approach, methodology, metric, or programme?
This is a common confusing point for laymen. In fact, all the
terminologies are commonly
used and practiced. As an approach, it means that management
of a firm agrees to adopt a
databased problem solving approach when solving business and
quality related problems.
12. It includes all the business processes. As a methodology, it
means that these problems are
solved by management teams with a sequence of steps called
DMAIC. These steps are
known as a scientific method to problem solving (also taught in
universities to researchers
as a research methodology). Problems are identified as projects
and then solved in steps
where a number of statistical and analytical tools are defined at
each step. As a metric,
it uses the measure of sigma, DPMO (defect per million
opportunities) and RTY (rolled
throughput yield), instead of commonly used DPU (defect per
unit) measures, as explained
in the next section. When the word Six Sigma programme is
used it implies a Six Sigma
management system which encompasses both the Six Sigma
metric and Six Sigma meth-
odology. It is when Six Sigma is implemented as a management
system that organisations
see the greatest impact (McCarty, 2005). The Six Sigma teams
are always sufficiently
trained to ensure appropriate competence in the use of various
necessary tools and tech-
13. niques (commonly known as green and black belts). If such
teams stop to function, the
Six Sigma programme stops.
A social taboo
One of the biggest differences between an underdeveloped and a
developed country is the
use of systematic approach in everything that they do or not do.
The concept of ‘systems’
is practically very weak in most of the underdeveloped
countries. Application of systems
approach in a country is what makes her a developed country.
We commonly observe vio-
lation of systems as a way of life in underdeveloped or
developing countries. This differ-
ence usually strikes people from underdeveloped countries when
they visit developed
countries, where usually ‘systems’ are a way of life. Systems
are mainly the routines
being followed by people in general; where reminders are not
required and the honesty
of commitment is never questioned.
An impact of following or not following systems in our daily
life is always reflected in
14. management styles. In a society where systems are often
violated by people, this by itself
becomes a management style (or habit). Such styles are often
the cause of lack of failure or
sustainability of any management programme that we introduce
in our firms. Most
research also neglect to mention such styles as a root cause.
Thus our focus of attention
in failures is quite often at finding the technical flaws in the
programmes rather than
our management styles. When this happens, TQM in general and
Six Sigma, in particular,
suffers from these management styles and results in a failure in
most implementation pro-
grammes. It is therefore important to recognise this social taboo
and focus on it to improve
the rate of success, especially in the Middle East and
subcontinent.
People often tackle this issue by looking for people who can
work effectively in a
non-systematic environment. Competent and energetic people
are then searched who
can deal with problems competently and solve issues on a day-
to-day basis without
15. causing any disturbances. Organisations are usually run this
way in underdeveloped
countries. Although this does solve problems at some level, it
then also creates more pro-
blems at other ends. For example, the work gets dependent on
these special people
(champions), job rotations become impossible, creativeness is
killed, de-motivation gen-
erates and so forth. Problems are popped up again and again as
people leave or change
organisations.
748 K. Moosa and A. Sajid
Problem solving – often oversimplified!
The use of word ‘problem solving’ is very common in our daily
life and thus does not catch
much attention when talked in the context of quality
management. Even a child knows
how to solve problems. So what is the big deal with Six Sigma?
Delays, rejections, errors, mistakes, losses, and inefficiencies
are all problems of not
just an organisation as a whole but are found in every
department or section of an organ-
16. isation. When problems are created regularly by one
department, they become a regular
feature of others’ processes. Say for example, regular delays by
a Purchase Department
in purchasing is not just a problem but a cause of many
problems of other departments:
planning errors, production delays and long stoppages,
maintenance delays and long
shut-downs, broken promises by the Sales department, customer
complaints, employees
irritation and dissatisfaction, for example. In return, all of these
problems further aggravate
and create more problems: such as customers’ dissatisfaction
and disloyalty, vendors dis-
satisfaction and disloyalty, employees dissatisfaction and lower
retention rates.
Fixing systems and improving the culture of following systems
is therefore an
important strategy for quality improvement in general.
Considering the social taboo
discussed earlier, problem solving becomes an act of correcting
(or fixing) the bad
incidence rather then focusing on the systems behind the
incidence. This is not just a
17. philosophical point of discussion which require the attention of
management, but a tech-
nical point which requires problem solving tools, techniques,
methods, and management
policies and commitment. For example, when our intention is to
discover flaws in
Figure 1. DMAIC process, goals and usual tools.
Total Quality Management 749
systems, we need to have a strong process of measurement and
analysis of the systems,
such as data collection of problems on a long-term basis,
statistical tools, statistical
software for processing data, and controlled experimentations.
Six Sigma provides
statistical and other analytical tools to process complex
problems with the help of
DMAIC Methodology (Figure 1). It usually requires
sophisticated software like
Minitab w or SPSS w. However, if these tools are not properly
learnt by all concerned,
the abilities to solve and analyse problems remain limited. This
means the core compe-
18. tence of managers needs to be upgraded on statistical and
analytical tools, as well as
abilities to use statistical software.
How much statistics?
Quality is only as good as the information and data behind it.
Solving quality problems
requires that large amounts of data are collected, analysed,
deciphered, and acted upon.
Product and service quality is only as good as the quality of the
process information
and data generated (for example customer feedback reports,
inspection reports). Data
and information therefore must be accessible and
understandable to management,
quality improvement teams, and all employees. Statistics can be
used to make data and
information understandable for quality decision-making.
Statistics involves collecting, processing, and then presenting
data in an understand-
able form. Statistical analysis provides techniques and tools for
studying variation and
patterns by examining data samples to estimate characteristics
of the phenomena. More
19. often, managers are not even trained on the application of basic
statistics resulting in
their insufficient capabilities to analyse and infer data
effectively.
Those who adopt Six Sigma, generate a data-driven management
style and make use of
elementary to medium level applied statistics in all business
function units. Green belts are
those who are trained to a basic level of techniques while black
belts are trained on the
advance level of applied statistics (McCarty, 2005). Two types
of statistics are addressed
in problem solving: (1) descriptive statistics; (2) inferential
statistics.
Descriptive statistics is used for summarising and characterising
data. It provides
quantitative measure of the characteristics (such as the average
and standard deviation)
of sample data. It has useful application in almost all areas
where quantitative data are
collected. It can provide information about the product, process
or some other aspect of
the QMS, and may be used in management reviews, for example
summarising key
20. measures of product specs, describing process performance,
characterising delivery time
or response rate, and displaying distribution. It usually includes
the use of mean,
median, mode, variance, standard deviation, process capability
index, different types of
distributions and control charts.
On the other hand, inferential statistics is about studying the
sample (customer
feedback, employees’ feedback, process data, experimental
data) and then interpreting
results about the whole phenomenon or data (long-term
process). It also aims to explore
the relationships (associations), especially causal relations
followed by their validation.
Six Sigma extensively utilises these techniques, such as
sampling techniques, probabil-
ities, test of hypothesis, analysis of variance, correlation,
regression analysis, and design
of experiments. These techniques, if taught to managers, raise
the level of their analytical
capabilities tremendously. Six Sigma includes the investigation
of causal relations in
complex systems through the use of these statistical techniques.
21. However, it is commonly observed that many training
programmes throughout the
world which claim Six Sigma black/green belt certification are
not capable enough to
750 K. Moosa and A. Sajid
develop these skills, resulting in qualified but incapable
persons. They do provide fancy
certificates but very little statistical capability which can be
used in real life problems.
Mis-concepts about 3.4 DPMO
The value of 3.4 Defects per Million Opportunities is commonly
quoted as an ultimate
goal of quality in Six Sigma. However, very few understand
what this really means.
It is important to note that 3.4 DPMO does not mean 3.4 defects
per million product or
services produced. Most people are found to have this
misunderstanding. Defects per Unit
(DPU) is a day to day common metric (unit of measure), which
we use for measuring
defects in a whole product without considering its constituent
parts. In DPMO, we do
22. take into consideration the number of parts (or opportunities)
from which a product is
made. The following examples will clear this point:
Example 1
Suppose you produce 100 pens. Each complete pen has two
parts, that is the lid and its
refill. After checking, 10 defects are found in the whole lot of
100 pens. The calculations
will be as follows:
Parts per product: 2
Defects: 10
Units: 100 (products)
DPU: 0.1 OR 10% (defects per unit or product)
DPO:
10
2 × 100 = 0.05 or 5% (defect per Opportunity)
DPMO: DPO × 106 ¼ 50,000 Defects Per Million Opportunities
s (Sigma Level) ¼ 3.1 (FROM SIGMA TABLE)
Example 2
Now suppose the same lot and same number of defects but the
number of parts in the same
23. pen are four, instead of two (as in the previous example). The
calculations will now be as
follows:
Parts per product: 4
Defects: 10
Units: 100
DPU: 0.1 OR 10% (Defects per unit-same as previous)
DPO:
10
4 × 100 = 0.025 or 2.5% (Defect per Opportunity)
DPMO: DPO × 106 ¼ 25,000 Defects Per Million Opportunities
s (Sigma Level) ¼ 3.4 (FROM SIGMA TABLE)
Example 3
Now consider the above problem (example 2) but change the
number of defects to 100.
The calculations will now be as follows:
Parts per product: 4
Defects: 100
Units: 100
Total Quality Management 751
24. DPU: 1.0 OR 100% (Defects per unit)
DPO:
100
4 × 100 = 0.25 or 25% (Defect per Opportunity)
DPMO: DPO × 106 ¼ 250,000 Defects Per Million
Opportunities
s (Sigma Level) ¼ 2.2 (FROM SIGMA TABLE)
Interpretation
. Example 1: The DPU was 10% while DPO was 5%. DPO
means defect rate in every
part, that is five defects in 100 parts or 50,000 defective parts in
a million parts.
. Example 2: The DPU was still 10% while DPO was 2.5%. This
means 2.5 defects in
100 component or 25,000 defective parts in a million parts
. Example 3: The DPU was 100% while DPO was 25%. This
means one defective part
in every four parts. Although 100% of pens are defective but
when we consider at the
level of parts, it is 25% only, that is 250,000 defective parts in a
million.
So it is apparent that the sense of DPU is different from the
sense of DPMO. In the above
25. example, the opportunities are the number of parts. However, it
is not always the parts only
(more study may be required to grasp this further). Similarly,
the opportunities in a service
environment may be the number of questions in a customer
feedback form. A defect may
be any rating of 1 or 2 (on a scale of 5). Detailed discussion is
beyond the scope of this
paper.
Many people do not distinguish between DPU and DPMO, thus
making conceptual
errors. This mistake is quite often seen in the people
interpreting the sigma levels into
common sense. Sigma levels are also calculated on a long-term
basis (months and
years, rather than hours and days).
From the above examples, another very important issue can be
identified. That is, if
your product (or service) comprises of more than one
component (or service parameter),
the result of DPMO will differ. Table 1 will clear this concept.
The first column includes the figures of average percentage
defect rate for each part of
26. the listed products. The second column provides its relevant
sigma level. The third, fourth,
fifth, sixth and seventh column are examples of products with
two parts, five parts, 10
parts, 100 parts and 1000 parts from which they are made
(considering these as opportu-
nities). These columns provide the yield or percentage of
products as a result of the
average defect rate provided in the first column. The first row,
for example, considers
an average defect rate of 20% for each part being used in the
product. In such cases,
the shoe manufacturer will have only 64% of defect free final
products. If it was a pen
which contain five parts in a product, it will have 33% defect
free products after assembly;
if it is a shirt with 10 parts in it, then 11 shirts will be defect
free after production; if it is a
computer, it will have 0% (no) defect free computer after
assembly; and if it is an auto-
mobile, it will also have no defect free car after assembly.
Looking at the table, it will be seen with an 1% average defect
rate of each part in a
product, 98% shoes, 95% pens, 90% shirts, 37% computers and
27. 0% cars will be turned
out defect free after assembly or production. In order to produce
90% cars without any
defect, the automobile manufacturer will have to set its
processes and vendors defect
rate at 0.001%. This means the sigma level of 5.2 at the process
or vendor level will
produce 2.8 sigma cars (the calculations are beyond the scope of
this paper). The same
type of sigma calculations can also be carried out in case of
services. Different types of
product manufacturers or service deliverers cannot compare
their products or service
752 K. Moosa and A. Sajid
processes by percentage of defects measured in DPU. The
number of parts which make up
their products or service is an important parameter which is not
addressed in DPUs but
accounted for in DPMO (or sigma). Therefore, DPMO and
sigma values are useful
metrics to compare two different products and their processes.
For example, a TV manu-
28. facturer can compare its process quality with a pen
manufacturer. The same is true in the
case of services.
This suggests that as the number of parts in a product increase
so does the complexity
of quality. It is therefore much more difficult to control the
quality of an automobile than
shoes. In other words, two equal quality processes (say 5%
defect rate) will produce differ-
ent quality levels of products if the number of parts from which
they are made varies.
Process improvement is, therefore, of much higher priority for
companies whose products
or services comprises many constituent parts.
Six Sigma structure – no new posts but new competencies
Black Belt is a full time Six Sigma practitioner who has had
rigorous training in the stat-
istical methods used to gather and analyse data in a Six Sigma
project. Green Belt is a Six
Sigma practitioner, usually part-time, who has been trained in
the Six Sigma DMAIC
problem solving methodology and basic statistical tools;
whereas champions are heads
29. of business divisions or process owners who run the processes
(McCarty, 2005) (see
Figure 2).
These belts do not suggest any new structure than usually
defined in TQM. They only
represent the statistical and problem solving skills and
knowledge of people involved in
the process of problem solving. Process owners or champions
request the quality
manager (who may be black belt) to form a team from
respective departments (usually
green belts) where there is a problem. Thus, problems are
solved by process owners
who are trained in medium level statistical tools and DMAIC
methodology under the gui-
dance of a black belt (quality manager) who has advanced skills
in statistical tools to carry
out statistical tests and experiments (Breyfogle III, 2003;
McCarty, 2005; Pyzdek, 2003).
Table 1. A table showing yield percentage (yield%) based on
number of components in the product.
Ave def rate %
of each part
Sigma
30. level
2 Parts
(Yield%)
5 Parts
(Yield%)
10 Parts
(Yield%)
100 Parts
(Yield%)
1000 Parts
(Yield%)
20% 2.4s 64% 33% 11% 0% 0%
15% 2.6s 72 44 20 0 0
10% 2.8s 81 59 35 0 0
5% 3.2s 90 77 60 (1.8s) 0 0
4% 3.3s 92 82 66 1.7 0
3% 3.4s 94 86 74 5 0
2% 3.6s 96 90 82 13 0
1% 3.9s 98 95 90 (2.8s) 37 (1.2s) 0
0.1% 4.6s 99.8 99.5 99.0 90 (2.8s) 37 (1.2s)
0.001% 5.2s 99.9 99.9 99.9 99 (4.6s) 90 (2.8s)
0.0004% 6.0s 99.9 99.9 99.9 99.9 99.6 (4.2s)
Total Quality Management 753
Thus it is not the creation of posts of belts, but rather raising
the level of competencies of
31. management. They should be able to analyse data effectively
and confirm significant
factors that have causal relations with the outcomes. The Six
Sigma project teams are
formed in parallel to the functioning of departments controlled
by the quality manager
or a black belt.
Six Sigma deployment
There is no standard method or model available for Six Sigma
(as well as TQM)
implementation. Most other frameworks of quality management,
such as ISO 9000 or
quality awards define the contents or requirements, and are
usually known as assessment
models. Since there are no implementation models for the
organisations to follow and little
guidance is available in this domain throughout the world,
organisations therefore feel dif-
ficulty when it comes to their implementation. Most successes
or failures of Six Sigma
largely depend upon its effective or ineffective implementation.
Successes and failures
are generally attributed to many social and other aspects of
organisations, which are
32. ignored during the phases of its implementation, for example
the context, history, compe-
tence of people, leadership and management style, focus of
attention, organisational
culture and environment, resources, level of knowledge and
skills of employees, organis-
ational priorities, management priorities, turnover rate, market
pressures and so forth.
Organisations behave in a different way in different
circumstances at different point of
times, and even at different locations. Even most of the
multinational companies with tre-
mendous resources and skills also fail to implement Six Sigma
with the same efficiency,
effectiveness and even values, in their different plants and
offices. In some countries, they
succeed in implementing Six Sigma whereas in another they
fail. A uniform way to
implement Six Sigma usually remains a myth.
Although case studies printed in journals and magazines provide
good guidelines in
this aspect, they usually lack adequate details on the social
aspects of implementation,
33. and its sequences and details. Even most of the scholarly
literature available is focused
on principles, phenomena, and techniques of Six Sigma.
Consequently, social aspects
of implementation are underestimated, undermined or
undiscovered during the implemen-
tation phase. Ample research opportunities are available in this
domain provided the
researcher understands well and is conversant with the
implementation processes.
Figure 2. Six Sigma projects carried out by BBs, GBs,
Champions and Sponsors.
754 K. Moosa and A. Sajid
Two unique characteristics of implementation
Firstly, the implementation of programmes like Six Sigma, as
well as other TQM tools is not a
one-phase process. It is usually done in multiple steps or stages
expanding over a few years.
As an analogy, consider the root canal treatment of teeth. It
does not take just one visit to a
dentist for the treatment. Patients require many sittings with
dentists to have the treatment
34. completed. Dentists proceed with next step of the treatment
only when sufficient progress
has been achieved in the preceding treatment. At times, these
sessions may be take three or
four visits or even beyond, as progress differs from one patient
to another. Therefore duration
of treatment cannot be fixed in terms of time. Similarly is the
case with Six Sigma implemen-
tation. Say, for example, the analysis phase of DMAIC. Every
organisation or Six Sigma team
will have its unique experience due to the different nature of
problem, available competencies
in the team and priorities. Thus the Six Sigma implementation
processes and styles differ from
company to company, country to country, location to location,
and even from time to time.
Secondly, Six Sigma programmes have different learning curves
in different
organisations. It usually starts with naive steps and
progressively gets matured and can
be reflected with an S-Curve as shown in Figure 3.
There are usually three distinct states in getting maturity: (1)
immature state, the starting
state where it may or may not be integrated fully with other
35. organisational functions; (2)
amateur state, that is the state where people are at the basic
level of know-how and lack experi-
ence; and (3) mature state, where Six Sigma gets robust and
becomes part of the organis-
ational culture. People normally play around in the initial two
phases, and tend to neglect
different aspects in their daily routines. Thus these stages
require regular reinforcement
and follow-ups. If these first two stages are successful, the
maturity starts. As these practices
become part of the routines and habits of people, the need for
reinforcement is minimised.
New habits improve the overall organisational culture.
Management usually gets frustrated
in the first or second phase where a lot of teething problems
arise. Many abandon it at this
pre-mature stage. This by itself is a pre-mature management. If
the rate of learning of Six
Sigma teams is slow in the first two phases of the project, the
maturity is never achieved
and people also tend to abandon it or standardise sub-standard
Six Sigma programmes.
Is Six Sigma implementation a project or a programme?
36. This is a common debate among academicians and practitioners.
Quite often the debate is
based on the literary meaning of the words, rather than its
broader concepts. In fact, Six
Sigma implementation has both components as shown in Figure
4.
Figure 3. S curve (learning curve) of Six Sigma (also common
to other systems).
Total Quality Management 755
The project phase of Six Sigma is generally known as the initial
training, development and
the trial initiatives. In this phase, consultants are hired by many
companies, hence the termi-
nology of ‘project’ is used. The project closure is supposed to
be a successful completion of a
few Six Sigma projects in a company or initial certification, as
in ISO 9001 QMS (Moosa,
2007a). As soon as the consultants abandon the teams, the
project should never stop.
After the initial few successful trials of the Six Sigma teams,
the project moves to the
programme phase. Some of the mechanics of the programme
37. phase differs from the
project phase. For example, in the first two phases, it was taken
by the management as
a challenge or an assignment for that particular year. As the
project achieves initial
success, the assignment usually ends for the heads of
departments (sponsors), and new
challenges and assignments are given to them. The
accountability of Six Sigma usually
ends at this stage, leaving the programme stage at jeopardy.
Rewards or awards are
given for the first time or a few times. The interest level of
management may slow
down as other areas of interests come along in subsequent years.
At this stage Six
Sigma activities diminishes, in terms of efforts, focus and
priorities. This is the point
where most Six Sigma programmes are damaged and later
abandoned.
Seven stages of TQM and Six Sigma implementation
After having studied the process of TQM implementation and its
various tools, including
Six Sigma, in a large number of organisations during recent
years, the author has identified
38. seven stages of Six Sigma implementation (Moosa, 2007b) (see
Figure 5). It is based on
practical experiences of working as a consultant and conducting
empirical studies. The
seven stages are:
(1) Envisioning
(2) Strategising
(3) Developing
(4) Implementing
(5) Improving
(6) Sustaining
(7) Abandoning
Stage 1 – Envisioning
This is the initial stage where an interest in quality
improvement and Six Sigma is gener-
ated among the management of organisations. This interest is
mainly initiated through
Figure 4. Implementation – project and programme phases.
756 K. Moosa and A. Sajid
39. training, conferences, observations, studies and is further
enhanced as concepts and
knowledge increases in this field. This interest takes the shape
of a vision for attaining
a higher level of quality – only if the level of understanding is
strengthened. A number
of mature trainings are required to strengthen this vision. The
most common aspect at
this stage is the training of the top management. Company visits
and conferences are
also effective.
Stage 2 – Strategising
This involves the real intent to implement Six Sigma and the
decision to start the project,
creating a focal point for Six Sigma, planning the project,
identifying and creating necess-
ary resources and roles, organising the project and forming a
policy on quality and Six
Sigma. Though it sounds so simple, this is the most important
part of the entire project.
Sufficient know-how is required to identify the required
structure and roles. Just
forming committees and appointing a Six Sigma manager
40. without details of their roles,
responsibilities and authorities, does not impact the project
effectively. The need for the
particular type of structure suitable to the organisation for both
the project, as well as
program stages is a careful and thoughtful consideration that
also requires experiential
inputs. People who learn Six Sigma through books usually jump
to the next stage, that
is, developing without fully grasping this stage. If the
programme is based on a weak struc-
ture, it is sooner or later bound to stall. Tasks are usually
assigned to individuals without
any considerations of their existing role and efficiency. It is
important not to restrict the
thinking on Six Sigma implementation to initial trials, but also
towards regular
Figure 5. Seven stages of Six Sigma implementation (Moosa,
2007b).
Total Quality Management 757
implementation in subsequent years. This will involve forming a
policy to raise the core
41. competence of the whole management on statistical analysis and
DMAIC processes.
Stage 3 – Developing
This includes two main activities: developing the necessary
roles and appropriate project
structure, and developing Six Sigma procedures and processes.
Competence on minor
details is also required at this stage. Benchmarking also helps.
It requires building the
medium and high level Six Sigma skills through Green and
Black Belt trainings, as well as
identifying the suitable roles and project planning for the first
trial of implementation.
Stage 4 – Implementing
The initial implementation phase of the first year is usually the
trial phase and the success
and failures encountered in the initial phase are not necessarily
the real success or failures
of the programme – just like the honeymoon period in a
marriage, which is not in reality a
guarantee for the success or failures of the marriage in
subsequent years of life. Likewise,
poor quality of training of green/black belts, assigning roles
without accountability or
42. serious intent, deficiency of resources, identification of
unnecessary resistance posed by
certain individuals who are either not capable or interested, lack
of cohesive approach
to Six Sigma in the senior management, and the incapability of
the quality managers
are mostly the main discoveries at this stage.
Implementation is the stage when actions starts, that is Six
Sigma project teams are
formed and they start their work on the problems and
identification of their root causes.
The earlier stages are mostly discussions, trainings and
planning. According to George
Eckes who has been involved in Six Sigma implementation in
the USA, of the 20–30 pro-
cesses in an organisation, usually 7–10 will be part of the first
implementation efforts. Of
those 7–10 projects, between 4–7 projects will probably be
successful. These first projects
will help generate increased enthusiasm and momentum for
future Six Sigma activity in an
organisation (Eckes, 2003).
With respect to project management, careful and forceful
43. project tracking is required at
this stage. The CEO and Head of the Six Sigma programme
(called Champions) need to
push some people, drag others, and penalise some others. This
stage suffers if a strong
driving personality is not present in the organisation. If this
happens, people tend to
blame the Six Sigma itself, rather than their mismanagement of
the project. Usually the
implementation phase involves one or more cycles of
implementing Six Sigma project
teams. It may extend from a year to two years. The project
phase is usually over at this
point and the programme phase starts thereafter.
Stage 5 – Improving
After the successful or unsuccessful initial implementation
phase, people tend to either
give up or reduce their synergy. This is due to many factors as
pointed out earlier. In pro-
jects like ISO 9000, many organisations consider certification
as the end result of the
project. This is because certification is usually considered and
planned as the project
44. end. Certification by a third party is declared as a success, even
without achievement of
the actual quality outcomes, that is performance improvement.
This phenomenon has
misled hundreds of organisations. Usually, no Six Sigma
process is neither complete
nor in its right shape in the initial year. There are two
requirements at this stage: check
758 K. Moosa and A. Sajid
the improvement trends and verify whether the Six Sigma
process worked correctly to
achieve the desired goals. If these requirements are not met,
then the policies and pro-
cedures need to be revised and improved. In case of a positive
trend in improvement,
then this process needs to continue for many more cycles with
the same energy, zeal
and leadership. In addition to that, there is also the need to plan
for the expansion of
Six Sigma to strengthen the overall programme and make
further improvement goals or
enhancing the scope of the project.
45. Stage 6 – Sustaining
After fixing initial teething problems and removing initial
deficiencies, the Six Sigma
project needs to be transformed and maintained into a regular
programme. Maintaining
the programme does not mean only the continuity in the defined
procedure, but also con-
tinuity in the leadership strength, interest, motivation and the
priority level. The revised
priorities actually change the organisational culture. Therefore,
at this stage, cultural
changes take place. Improvement made as a result of problem
solving actually creates
the waves of change. If sustained properly, changes occur and if
not, changes stall or
are undone. Undoing the changes mean people tend to revert to
old and original practices.
Stage 7 – Abandoning
This is not necessarily the last stage. This may happen at any
stage, and most commonly
after the initial implementation, that is the trial phase.
Abandoning could be due to numer-
ous factors, but most common are not the technical ones.
Rather, these are social issues
46. discussed earlier in this paper.
Conclusion
The Six Sigma is a positive approach to make breakthrough
improvement by involving
managers at all levels in any organisation. However, it is not
magic which will happen
by hiring any good trainer, black belt or consultant. It requires
good vision of the top man-
agement, appropriate strategies based on experiences, practical
and hands on training to
managers that actually takes them through the use of advance
statistical tools using the
DMAIC processes; effective coordination through proper
project management in the
first 1–2 years; and leadership of quality which demands
effective accountability, motiv-
ation and teamwork from managers. Any initiative in the right
direction with the right
approach and right tools is a guarantee for success. Failures do
not require much effort.
References
Breyfogle III, F.W. (2003). Implementing Six Sigma (2nd ed.).
Hoboken, NJ: John Wiley & Sons.
47. Dale, B.G. (1994). Managing quality. London: Prentice-Hall
Europe.
Eckes, G. (2003). Six Sigma for everyone. Hoboken, NJ: John
wiley & Sons, Inc.
Eskildson, L. (1994). Improving the odds of TQM’s success.
Quality Progress, 27(4), 61–63.
Lascelles, D.M., & Dale, B.G. (1991). Levelling out the future.
The TQM Magazine, 3(6).
McCarty, T. (2005). The Six Sigma Black Belt Handbook. New
York, NY: McGraw-Hill Companies,
Inc.
Moosa, K. (2007a). Practical guide to ISO 9000:2000 (3rd ed.).
Pakistan: Ibrahim Publishers &
PIQC Institute of Quality.
Moosa, K. (2007b). TQM implementation. Quest for Excellence,
Quality and Productivity Society of
Pakistan. Lahore: QPSP.
Pyzdek, T. (2003). The Six Sigma handbook. New York, NY:
McGraw-Hill.
Total Quality Management 759
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48. Making the Case for Quality
Optimizing Purchasing Processes
Saves $1 Million
•UsingtheDMAIC
method,aSixSigma
improvementteamat
MWMINTERNATIONAL
MotoresinBrazilimproved
thecompany’ssupplier
selectionprocess.
•KnownastheMoving
Forwardteam,thisgroup
appliedawidevariety
ofqualitytoolstoreduce
theprice/weightratiofor
bolts,akeycomponent
forthecompany’sdiesel
engineproducts.
•Bystreamliningprocesses,
reducingvariability,and
increasingefficiency,
theyearlongproject
helpedreduceengine
boltcostsby$1million.
•Theteamsharedits
successstorywitha
49. worldwideaudiencewhen
itparticipatedinthefinal
roundofcompetitioninthe
2009InternationalTeam
ExcellenceAwardProcess.
AtaGlance...
Often the simple things create the biggest impact. But could a
change in purchasing processes for the
most basic manufacturing components, like bolts, actually lead
to $1 million in savings, increased effi-
ciency, and reduced process variation? When a multidisciplinary
Six Sigma improvement team tackles
the issue, the answer is a resounding yes!
About MWM INTERNATIONAL
MWM INTERNATIONAL Motores is a wholly-owned
subsidiary of Navistar, a major worldwide
diesel engine manufacturer and current leader in diesel engine
technology and development in Latin
America. Operations include a technology and business center
in São Paulo, Brazil, as well as three
South American manufacturing sites—São Paulo; Canoas,
Brazil; and Jesus Maria, Argentina.
The company’s engine products range from 2.5 to 9.3 liters and
from 50 to 375 cv and serve a
wide range of markets in the vehicular, agricultural, industrial,
and marine sectors. Among MWM
INTERNATIONAL’s customers are Ford, GM, Volvo,
Volkswagen, New Holland, Troller, and Valtra.
Focusing on Purchasing Activities to Reduce Waste
As an engine maker, MWM INTERNATIONAL uses more than
50. 400 different bolts in its manufactur-
ing operations, which led to inefficient purchasing strategies for
this commodity. Because bolts are
a standardized product, both the material and production
processes are similar for the entire range of
existing bolts. Therefore, MWM INTERNATIONAL officials
believed it was reasonable to expect a
linear relationship between the price of bolts and steel—the raw
material from which they are made.
The relationship is expressed in a formula called linear price
performance or LPP. This comparative
method evaluates price and measurement correlation in
kilograms, linear meters, square meters, or
liters. LPP is calculated by dividing price per a measurement
unit, as shown in the examples below.
price price
weight
= LPP or
length
= LPP
Company leaders surmised that finding a way to optimize the
organization’s purchasing processes for
engine bolts would reduce the LPP, thus lowering costs and
reducing waste.
This Six Sigma improvement project was identified as a result
of the company’s culture of continu-
ous improvement, whereby MWM INTERNATIONAL officials
consistently pursue opportunities to
develop new projects that follow the define, measure, analyze,
improve, and control (DMAIC) method-
ology. The organization uses the following tools to help
51. pinpoint new process improvement projects:
by Janet Jacobsen
July2009
ASQ www.asq.org Page1of4
http://www.asq.org
http://www.asq.org
• Voice of the customer, to identify customer requirements.
• Voice of the process, to learn about process capability.
• Process or value stream maps, to understand the
organization’s processes.
• Failure mode and effects analysis (FMEA), to discover
possible failures.
• Critical-to-quality (CTQ) trend analysis, to identify good and
bad trends.
From the onset,
the team involved
stakeholders—
both internal
and external—
in the effort.
Stakeholders,
listed in Table 1,
played key roles
in mapping a
project charter
and with
52. brainstorming
and process-
mapping exercises
that helped define
both positive and
negative impacts
on various
activities.
Searching for a Cause and Formulating
Solution
s
The improvement project kicked off in August 2007 with an
11-member group called the Moving Forward team. See the
sidebar, Meet the Project Team, for a complete list of team
members. These individuals were carefully selected from a
“talent bank” of employees who completed training in lean, Six
Sigma, or other process improvement strategies.
Identifying Root Causes
After gathering data on LPP, including completing the pains-
taking task of checking the weight of every bolt, the team
53. identified CTQ factors. Arranging the CTQs on a process map
enabled the team to better estimate the incidence of each, as
well as understand distinctive features of the factors in every
stage. Identifying all factors was necessary, but proved difficult
because some were not readily apparent. “We had to walk
through every process step to identify the factors and relate
them
with the LPP,” explains Fernando Lima Lopes, Six Sigma Black
Belt coach on this project.
Next, the team selected the most critical factors and conducted
a more thorough analysis with a prioritization matrix, where
scores were assigned according to the influence of each factor
in the response variable. The four factors listed below were cor-
related in an attempt to observe a cause-effect relationship and
thus determine the root cause of the problem:
• The supplier—some vendors offer competitive advantages
that affect the final price of bolts.
• Annual purchase volume that showed a negative correlation
with LPP.
• The technical specifications of each bolt that may affect the
54. price.
• The commodity strategy for conducting the quotation process
to select bolt suppliers.
Team members then used design of experiments to help deter-
mine the relationship between the response variable, LPP, and
the
scored factors. The four selected factors were carefully
analyzed
and verified during each process phase. Eventually, a quotation
was simulated for a bolt in each category. The simulation
included
purchasing volumes in three levels and with four separate
suppli-
ers. Quotes were requested from suppliers and the team drafted
a
model, including LPPs from the suppliers’ returned quotes.
As a result of the simulations, the team observed that higher
LPPs
resulted from low volume purchases from a particular supplier,
referred to here as Supplier A. Data confirmed that Supplier A
offered a competitive advantage only for very high volumes of
bolts
55. and that 91 percent of the bolts purchased came from this
supplier.
In addition, team members discovered that the company’s
commod-
ity strategy did not include recommendations on annual
purchasing
volumes, but did advocate giving Supplier A the opportunity to
bid
on any new business. Thus, the team identified incorrect
supplier
selection as the root cause. “We could see that good planning
led us
to identify the true root cause of the problem and to choose
correc-
tive actions to neutralize this cause,” recalls Lopes.
Developing a