MM 18 Six Sigma

Six Sigma is a management system used as a method for process improvement within quality management. Statistical characteristics of a company are measured, analyzed, and described, and ultimately controlled and optimized. This common method originates from the Japanese Kaizen (M14), which was previously established by Toyota. Since the turn of the millennium, Six Sigma has often been practiced in combination with Lean Management (M17) – then known as Lean Sigma.

At the core of Six Sigma is the DMAIC method. The acronym stands for the five-step process: Define, Measure, Analyze, Improve, and Control. Each step has countless individual tools that would exceed the scope of this concise information, so only the most important ones are mentioned for further research.

To implement Six Sigma, experts (usually project managers specializing in Six Sigma) are usually hired or permanently employed to implement several improvements each year. Roles are assigned to the various tasks, with names based on the belt colors of martial arts sports. At the highest level are the champions: the head of strategic management, the delivery champion, and the project champion. Below them is the black master belt – this is a permanently employed Six Sigma expert within the company who coaches and trains the project management. The black belt is a project manager who is generally expected to implement four improvements per year. Below this belt, the head of a department acts as the green belt, communicating between employees and project management and is ultimately responsible for practical implementation. Depending on the business structure and project, additional belt colors can be individually defined and assigned to individual roles within a department. The roles can vary greatly depending on the company and project size.

In the context of:

Q: Q01, Q07, Q08, Q09, Q12, Q20

E:

T: T10, T13, T14, T16, T19