Six Sigma methodology for performance improvement had its initiation in 1979 and by 1985 it had got developed into the shape of a full-fledged methodology. In 1990 Six Sigma research institute was started by Motorola. Once established as a full-fledged methodology it was adopted by leading companies like Allied Signals, Honeywell, and most important of all General Electric, who were largely responsible for elevating it from a mere improvement tool to a culture of working in the organization.

Six Sigma methodology helps the companies in getting more consistency and predictability on performance. It uses the DMAIC (Define, Measure, Analyze, Improve and Control) steps for approaching the problem and resolving it. The methodology expects that the problems are selected out of the strategic / operational pain-points and handled by the teams of employees in a methodical manner following the steps described above to arrive at a set of solutions leading to breakthrough improvements.

There is a specific structure which needs to be used for driving Six Sigma initiative, involving Champions (business or function heads), Green Belts (employees who are trained on Six Sigma methodology and work on the improvement projects) and Black Belts (technical experts in Six Sigma methodology, who coach, train and handhold the Green Belts). However the success of the initiative solely depends upon the commitment and engagement of the Senior Leadership in getting the important projects to work on, providing the resources for executing the initiative and reviewing the progress of the projects regularly to ensure that they are on track.

TQMS partners with TQMI (TQM International) for the Six Sigma assignments. TQMI have a long experience in the field of Six Sigma and are the authorized representatives of Motorola University for conducting training and facilitating the improvement projects. As such the employees participating in the improvement projects get certified by Motorola University. TQMS themselves have trained Black Belt and Green Belt Trainers for training and handholding of the companies pursuing this initiative.

Methodology:

TQMS with the help of TQMI has developed a Six Sigma module which not only helps the companies in getting some improvements effected, but also creates the capabilities to continuously run the improvement initiatives leading to the culture of improvement across the company.  The Six Sigma assignment has following key steps :

• TQMS / TQMI consultants conduct the Champions Programme to provide the key inputs to the Senior and Middle Management executives on basics of Six Sigma methodology and their roles and responsibilities for running the initiative successfully

• The company selects a critical mass for training as Green Belts and briefs them on the key strategies, objectives or chronic issues / problems, to prepare grounds for selection of improvement projects

• TQMS / TQMI consultants conduct the stage 1 Green Belt training programme (typically 2-3 days) typically covering the Define and Measure (partially) phases. Initial work is done on the projects during the training in terms of defining them, understanding the key performance parameters, data and information needs etc.

• Green Belt participants then work on the projects selected by them in terms of refining the project definition and collecting and segregating the relevant data for these projects (3-4 weeks)

• TQMS / TQMI consultants conduct the stage 2 Green Belt training (typically 2-3 days) which cover the measure (partially), analyze and improve (partially) phases. Some discussions are done on the projects related data during this stage

• The Green Belt participants then work on their projects further, particularly on the analyze and improve phases. TQMS / TQMI consultants handhold the Green Belt participants at this stage for getting these deliverables in place since these form the most critical part of the projects (4-6 weeks)

• TQMS / TQMI consultants conduct the stage 3 Green Belt training (typically 2-3 days) which cover the improve and control phases. Some discussions are done on the projects related data during this stage

• Green Belts continue to work on the projects thereafter to complete them.

• Right through the various stages described above the Champions review the project progress with the Green Belt participants and bring up the issues for escalation during the relevant training stages

• TQMS / TQMI consultants review the progress with the Green Belt participants at regular intervals and provide coaching / mentoring inputs for expediting the project-progress and getting the desired results

• The projects are verified for the improvements made by an independent agency and then the final reviews are done by the Champions and TQMS / TQMI consultants and Green Belt participants are certified

• The company may decide to take up some more projects at this stage to leverage the trained resource built by the company

Benefits:

As explained earlier the initiative not only helps in driving breakthrough improvements but also creates a culture of improvement across the organization. it also brings about reduced variation and enhanced consistency / predictability of performance, which helps in delivering higher value to the customers.