Use Six Sigma techniques to improve processes and quality
By Linda Heuring
Youve probably heard a lot about Six Sigma, even if your organization hasnt adopted its
techniques. The reason? t !or"s. #nd it offers some interesting ideas for managers to consider
implementing.
$amed for the measure of variation that is "ey to the statistical analysis in the process%the
&ree" lo!er'case letter sigma mathematically represents standard deviation%Six Sigma !as
invented at (otorola in )*+,. Since that time, it has evolved from a measurement scale to a far'
reaching methodology that drives business improvement and -a management system for
governing high'impact improvement efforts,. says Tom (c/arty, director of consulting services
for (otorola 0niversity.
-Six Sigma is a quality improvement process starting !ith the voice of the customer and using
data and statistics to solve customer problems,. says 1ori S. (iller, 23 generalist at 4u5ont
headquarters in 6ilmington, 4el. Six Sigma is organized around individual pro7ects !ith finite
timelines, each pro7ect beginning by forming a team to identify the customer and the customers
needs. The team measures ho! those needs are being met, analyzes the variables that affect
customer satisfaction, improves the process, and, finally, loc"s in improvements to control the
process%all part of the Six Sigma methodology to define, measure, analyze, improve and
control.
(otorola credits Six Sigma !ith 8)9 billion in savings over the past ): years. ;ord reports more
than 8) billion saved since :<<<. 4o!, !hich launched Six Sigma in )**+, attributed 8).= billion
in cumulative earnings before interest and taxes to Six Sigma by the fourth quarter of :<<:. The
payoff comes, these companies agree, because Six Sigma becomes a !ay to !or" rather than a
program.
#pplying Six Sigma to a specific department is no different than applying it to the !hole
organization, say the experts. The "ey is in loo"ing for the gaps. ->nce you understand !hat the
problem is, its li"e a mathematical problem you apply the right formula to solve,. says ?ac"ie
$elson, of &@ /onsumer ;inance, #mericas.
The Six Sigma methodology brea"s do!n processes into manageable pieces and improves each
piece to affect the overall performance. #fter mapping the process, Six Sigma forces a loo" at the
internal !or"ings of the department, sometimes flying in the face of decisions that experienced
managers !ould have made other!ise.
ts not that Six Sigma doesnt value experience, its that the data spea" for themselves, according
to 3ic" Schleusener, master consultant !ith Six Sigma #cademy%a Scottsdale, #riz.'based
company that has helped train many companies to adopt Six Sigma techniques. -# lot of Six
Sigma is 7ust being disciplined about collecting the data, and !hen you do that, all of a sudden
some pretty obvious ans!ers 7ust 7ump out at you,. he says.
;or example, a /olorado manufacturer !as having trouble recruiting for a :AB, operation !here
local unemployment !as : percent, Schleusener says. #s a result, the company !as paying
excessive overtime to experienced !or"ers. 2uman resources proposed !hat experience had
taught them !ould !or"%raise the entry'level salary to be more competitive.
-6rong ans!er,. says Schleusener. The right ans!er !as found by applying Six Sigma quality
tools to the process. The internal hiring process required candidates to return !ee" after !ee"%
apply one !ee", test the next, intervie! the next, undergo a blood test, then receive an offer.
(otivated applicants found 7obs else!here. Cy mapping the process and removing barriers, the
company reduced hiring time from six !ee"s to one. Today an applicant is tested, intervie!ed
and gets an offer, contingent on the blood test. The company saves the money it !ould have paid
in higher salaries and overtime.
Linda Heuring, a freelance business writer in Evans, Ga., who has worked as a corporate
communications professional, is trained as a green belt in Si Sigma and has worked on
several Si Sigma pro!ects for H" and communications.
