| The methodology is based on a data driven, disciplined | | | | the Motorola company. |
| approach which helps eliminate defects, with the goal | | | | Since that time, the program has evolved and been |
| being 3.4 defects per million opportunities. The | | | | employed by several large organizations which have |
| methodologies employed in the process are useful in | | | | seen an improved quality of the goods and services |
| both industries and several others besides. | | | | they provide to their customers. |
| In the manufacturing niche, the process is used to | | | | Despite the widespread use and success of Six |
| reduce the number of defects while service industries | | | | Sigma on the corporate giant level, the full potential of |
| use the principles to reduce transactional errors. | | | | the program still has not been realized. This is because |
| Controversy? | | | | on the whole, the process has not been fully utilized by |
| Many companies have seen great success after Six | | | | medium and small sized companies. |
| Sigma implementation, but there continues to be | | | | While the resources to implement the program are |
| controversy over the overall effectiveness of Six | | | | present within these companies, they are often |
| Sigma as a whole, all opportunities considered. | | | | reluctant to achieve final certification due to a belief |
| For one thing, there are managers who state that the | | | | that Six Sigma was only meant for large companies. |
| process is inherently flawed as it does not account for | | | | It is important for smaller businesses to realize that Six |
| flaws which may be present within the system itself. | | | | Sigma offers the same end results for any size of |
| They say that the analytical and statistical tools used in | | | | business, with the main difference being in the volume |
| Six Sigma only expose flaws in the execution, failing to | | | | of business. |
| account for processes which have numerous defects | | | | The fact that Six Sigma is separate from concepts |
| themselves. | | | | such as TQM or Kaizen Events cannot be |
| On the other hand, Six Sigma adherents point to the | | | | over-emphasized. |
| fact that Six Sigma has been highly successful as far | | | | Both programs, and others like them, will eventually |
| as the stated goal of reducing all defects. | | | | reach a point where no further quality improvements |
| They point to the similarities between Six Sigma and | | | | can be made. |
| Total Quality Management (TQM), which are in unison, | | | | With Six Sigma, though, companies have a chance to |
| conceptually. Six Sigma is often given preference, | | | | continue quality improvement throughout the life cycle |
| though, as it is seen as a way to provide continuous | | | | of the product or the service. |
| improvement rather than a one shot process | | | | This is the main difference between Six Sigma and |
| improvement initiative. | | | | other quality management systems, and the reason |
| Applications in Large and Small Companies | | | | why the Six Sigma plan is one which has a bright |
| The birth of the Six Sigma program occurred within | | | | future. |