Six Sigma Foundations and Principles

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En provenance du cours de University System of Georgia

Six Sigma Principles

341 notes

University System of Georgia

Six Sigma Principles

341 notes

Cours 1 sur 4 dans Specialization Six Sigma Yellow Belt

This course is for you if you are looking to learn more about Six Sigma or refresh your knowledge of the basic components of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. This course will introduce you to the purpose of Six Sigma and its value to an organization. You will learn about the basic principles of Six Sigma and Lean. Your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the basic knowledge of the principles, roles, and responsibilities of Six Sigma and Lean. Every module will include readings, videos, and a quiz to help make sure you understand the material and concepts that are studied. You will also have the opportunity to participate in discussions and peer review exercises to give you the opportunity to apply the material to your daily life. Our applied curriculum is built around the latest handbook The Certified Six Sigma Handbook (2nd edition) and students will develop /learn the fundamentals of Six Sigma. Registration includes online access to course content, projects, and resources but does not include the companion text The Certified Six Sigma Handbook (2nd edition). The companion text is not required to complete the assignments. However, the text is a recognized handbook used by professionals in the field. Also, it is a highly recommended text for those wishing to move forward in Six Sigma and eventually gain certification from professional agencies such as American Society for Quality (ASQ).

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Six Sigma Foundations, Principles, Roles and Responsibilities

Welcome to the Six Sigma Yellow Belt Specialization! Six Sigma skills are widely sought by employers both nationally and internationally. These skills help to improve business processes and performance. Your team of instructors, Dr. Bill Bailey, Dr. David Cook, Dr. Christine Scherrer, and Dr. Gregory Wiles, currently work in the College of Engineering and Engineering Technology at Kennesaw State University. They have collaborated to create a specialization that is all encompassing of the Six Sigma methodologies for both Yellow and Green belt. Completion of this specialization will provide you with the knowledge to either continue to full Six Sigma certification or simply advance your knowledge professionally. In this module you will be introduced to the foundations of Six Sigma, the purpose of lean, and the value to the organization as a whole.

What is Quality - Origins of Six Sigma - David Cook5:21

Six Sigma Foundations and Principles6:00

Purpose of Six Sigma2:21

Six Sigma Methodology1:55

Evolution of Six Sigma2:23

Value of Six Sigma3:09

Rencontrer les enseignants

Bill Bailey, PhD
Assistant Professor of Industrial Engineering
Department of Systems and Industrial Engineering
Gregory Wiles, PhD
Interim Chair and Assistant Professor
Department of Systems and Industrial Engineering
David Cook, PhD
Assistant Professor of Mechanical Engineering Technology
Department of Mechanical Engineering Technology
Christina Scherrer, PhD
Professor of Industrial Engineering
Department of Systems and Industrial Engineering

Six Sigma is a process improvement approach.

In Juran's Trilogy, this falls in the third part, quality improvement.

It can also be part of quality planning,

since it should be strategic.

This approach is very focused and follows a five step model.

There is also a heavy reliance on statistical methods.

TQ stands for total quality.

It is reflective of Deming's ideas and embodied in the Malcolm Baldrige criteria.

Some differences between total quality and six sigma are pointed out here.

Although there are differences,

these two approaches work quite well together.

Total Quality tends to focus on culture change,

empowering workers and teams and much of

the improvement takes place within the departments or functions.

Six Sigma focuses on high level cross-functional processes,

with involvement from upper management and relies on experts to implement.

Total Quality generally uses simple tools for process improvement,

but these simple tools can be very powerful.

You do not need complex statistical methods for everything.

It is important to use the approach that fits the situation.

Six Sigma uses a five step model called DMAIC,

to shape improvement projects and focuses

on outcomes in terms of benefits for the company.

Six Sigma focuses on reducing variation,

measuring defects and improving quality of products, processes and services.

The beginnings of Six Sigma can be traced to Motorola.

In the early '80s in which later transformed into

an enterprise-wide strategy for business management and improvement.

Motorola introduced Six Sigma as a measure of quality in 1986.

Bill Smith with Mikel Harry developed the initial four step Six Sigma stages,

measure, analyze, improve and control to reduce defects.

Mikel Harry with Richard Schroeder went on to found Six Sigma Academy in 1994.

Mikel Harry is considered the main architect of the Six Sigma movement.

The foundations of a Six Sigma can be

traced to a group of highly knowledgeable individuals in quality.

Crosby's four absolutes for quality conformance and prevention,

are high level statements that help us define and

frame the idea of quality within the realm of our business.

Dr.Deming is another quality guru who has made

substantial contributions to the body of knowledge that we call quality.

These can be summed up as Deming's 14 points.

These include a constancy of purpose toward improving,

and an unwillingness to accept commonly occurring defects and errors.

Deming also strongly opposed inspecting quality in the product,

and focusing exclusively on price at the expense of quality.

There is no reason why we cannot have both. If we are strategic.

Deming was also a huge proponent of

continual improvement at a time when most industries looked to

sustain their position in the marketplace as opposed to seizing opportunities for growth.

This continual improvement also reflected in terms of training,

training on the job, cross-training and confirming that training is still valid.

Deming also points to the difference between supervision and leadership,

and the need to drive fear out of the organization.

If an organization is driven by fear,

it will never achieve and grow.

Dr.Deming also believed in keeping the message simple in the organization,

breaking down barriers and building

cross-functional teams from all areas of the business.

Deming was not very enthusiastic about

numerical quotas for the workforce or numerical goals for the management.

Even today, every organization has a difficult time moving away from

the need for numerical metrics as a means of tracking performance.

He also had little use for merit systems and annual ratings,

and instead felt that these mechanisms fed into

employee fear and created an environment of competitiveness instead of collaboration.

Finally, in line with his ideas of continuous improvement,

Deming envisioned an organization heavy

into the education and self-improvement of every employee.

Employees are the organization's most valuable asset.

They should be treated as such.

Once you have raised the level of knowledge of your employees,

utilize them and everyone to transform your business.

Too often, organizations have segments of

their employee population that go un-utilized or underutilized.

Taguchi was another quality guru who recognized the importance of

initiating the proper quality at the engineering and design levels of the process.

Feigenbaum had some similar yet distinct insights

into quality beyond the manufacturing floor.

By focusing our quality efforts in the design and delivery realms,

we can see gains in areas outside the scope found on the manufacturing floor.

In summation, Feigenbaum characterized

total quality control as an effective system for integrating the quality development,

quality maintenance, and quality improvement efforts at the most economical levels.

Other contributions found in various stages of the Six Sigma process come from Ishikawa,

who is known for the Fishbone diagram and the Five Whys.

Once we have established the causes,

Shewhart took things forward to identify assignable and chance causes.

These causes can be monitored through

statistical process control and confirmed through PDCA,

Plan, Do, Check, Act.

Another luminary in quality circles is Juran.

Juran's most significant contribution is known as Juran's Trilogy.

This includes quality planning,

quality control, and quality improvement.

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