| This means defining where underlying problems occur, | | | | sub-processes that enable the achievement of the |
| not merely by watching the end result, but by studying | | | | strategic objectives.o Identification of the key players in |
| the process. The key is measuring where you are in a | | | | those processes, that is, the process owners.o |
| given procedure, and w here you would like to go. | | | | Determination of the key measures for gauging |
| Then move o n to analyzing the data, improving the | | | | process effectiveness and efficiency.o Collection of |
| status quo, and controlling the activity afterward to | | | | data.o Establishment and use of criteria for which |
| institutionalize the improvements so they become | | | | projects to select.o Ongoing management of the |
| permanent traits of your organization. Once you've | | | | essential processes focused on strategic objectives. |
| accomplished all that on one project, you're ready for | | | | The second necessary component of the Six Sigma |
| the next step: finding another project that will make a | | | | system involves "Process Improvement Methodology." |
| difference to your company and its customers. That is | | | | This covers both process improvement and the |
| the most important part of Six Sigma, an improvement | | | | wholesale creation of new processes. One solid |
| initiative that doesn't quit. Ongoing, continual efforts to | | | | approach, popularized by General Electric (GE) and |
| improve efficiency and to climb higher toward sigma | | | | several other organizations, is called DMAIC. The |
| level six are crucial to developing a world-class | | | | acronym stands for:o Define - Determine what |
| organization. | | | | customers need from a given process, and map the |
| For the Six Sigma quality improvement process to | | | | process so improvement can begin.o Measure - |
| work - and it has been made to appear much more | | | | Define ways to gauge how efficient a process is.o |
| complex than it is - management must back the | | | | Analyze - Identify the process' shortcomings; ask how |
| initiative wholeheartedly. The secret to doing so is | | | | to alleviate them.o Improve - Create and implement a |
| "Business Process Management," which becomes the | | | | solution.o Control - Once you have a better mousetrap, |
| vehicle by which management at all levels undertakes | | | | keeping the process operating consistently so that |
| and sustains active involvement. Key elements | | | | quality doesn't drift. Gather and analyze data to verify |
| include:o Establishment of strategic objectives for the | | | | proper performance. |
| business.o Determination of core processes and | | | | |