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The Power of Six Sigma by Chowdhury

1. The goal is not simply to improve quality for the sake improving quality, but to make customers happier and add money to the bottom line.
2. Most companies think improving quality costs money, so it’s a trade-off, a tug-ofwar between your customers and your accounts. They ask themselves, How much quality can we afford to give the customers and still make a profit? But Six Sigma companies flip that.
3. Focus more on people that are already IN your store, or are current customers. Don’t just spend lots of money getting people in there. Make sure it’s worth their time. Spend money on that. If you keep THAT guy and get his friends you don’t need to advertise nearly as much.
4. Never tell people how to do things. Tell them what you want done and they’ll surprise you with their ingenuity in getting there.
5. Pick the problem that’s giving the most trouble, the one that’s costing the company the most, the one that’s making customers unhappy—the one that will reward you the most if you can fix it.
6. Be sure to assign very specific jobs to the people on your team. This eliminates confusion and lack of direction. Guarantees that the job gets done. Even the Red Cross advises rescuers on the scene to point to a specific member in the crowed to get a blanket, to another call 911, and so on. Otherwise, everyone just stands there. Finally, put it all in writing and pass it around. If everyone can see who’s doing what and when, that breeds accountability.
7. The main thrust of Six Sigma is to reduce errors and waste in every kind of business endeavor to please customers and fatten the bottom line. You do that not simply by cranking up quality control, but by taking a step back, defined where the underlying problems—within the business process, or operation—and eliminating them. The key do doing all that, is measuring where you are and where you want to go, analyzing the data, improving trhe situation, and controlling the activity after you fix it to make sure you don’t slip. And you do that by giving everyone on board very specific jobs and rewards—recognition, promotion, bonuses—for doing them well. The Black Belt, especially, needs to be given all the resources necessary to focus solely on making the Six Sigma projects a success. The power of Six Sigma is that everyone throughout the corporation is speaking the same language.
8. Six sigma is the answer to the old phrase, “we just need to do things better.” Six Sigma is about doing better, but with an actual measureable process.
9. The DMAIC methodology breaks down as follows:

a. Define the project goals and customer (internal and external) requirements.

b. Measure the process to determine current performance.

c. Analyze and determine the root cause(s) of the defects.

d. Improve the process by eliminating defect root causes.

e. Control future process performance.

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