A month ago I had the opportunity to refresh my Kaizen knowledge on an online course. Yesterday I continued with Six Sigma, which is – in a certain sense – the opposite of Kaizen: it is based on complex, science-based project approach, not on a continuous chain of small enhancement ideas. However, the roots of both – and of Lean – come from the same old quality management principles, only the emphasis is put on different areas. To (over)simplify a little: do the things right and with thinking…
The main goal of the Six Sigma method is to bring the output of a (manufacturing or any other) process as close to the required values as possible, and stabilize this result over time. In other words: the average of the output of the process should be close to the required value, and the standard deviation (sigma) should be at most 1/6 of the required tolerance of the output. This ensures that the error of the process will be less than 2 in a billion run.
The Six Sigma method does its magic through a well-managed regular project. It requires clear definition of the problem (or the required result), facts (measurement results) about the process, a careful analysis of those facts for the root causes of the deviations from the required output, a plan about what to do to achieve the results and finally a plan on how to make the enhancements permanent. So, being a physicist and a senior project manager it stands really close to me.
The next thing I will continue is the Lean…
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