Six Sigma And Beyond

"Six Sigma has galvanized our business with an intensity the likes of which I have never seen in my 40 years at Ge." Jack Welch admitted this in the year 2000 yearly record of Ge. As one goes by discrete comments, it becomes clearer that Six Sigma is not just a fad created by top administration but an sufficient tool to fix gaps in carrying out which play a role in production improvements to the bottom line and buyer satisfaction.

But is it adequate for companies to have the 'gaps' concluded just once? Does it ensure that 'normalcy' will not return to the daily project of things? Does Six Sigma need to be prolonged in order that the momentum gained is never lost? What would be the financial impact of continuing Six Sigma beyond faultless implementation?

Data Collection Tools

The Robust Nature of Six Sigma

Six Sigma's intrinsic impel lies in its structured questioning potential which, when rationally executed, bring forth the inherent shortcomings in any process. The implementation methodology allows for comparing the prevailing procedure against what is defined to being the most favorable one at reducing error-producing subroutines. For example, removing errors from the preparing stage will have a confident impact on subsequent processes.

At confident levels, this is called as buyer Value Creation (Cvc). Cvc is a two stage recipe which comprises buyer Value prognosis and Operational Excellence or Oe. Both of these are driven by a suitable comprehension of buyer values and the excellence in carrying out needed to achieve that. Oe, as such, is a suitable fact based and analytical arrival to removing bottlenecks.

Looking Beyond Six Sigma

Preparing the mindset for finding beyond Six Sigma requires a continuum plan for the road ahead. It is said that Six Sigma brings the objectives of companies to a winning stage; it is sustained for the time to come when a potential arrival is adopted as a culture by the entire organization. Having set the stage, preparing for growth thereafter requires an 'outside in' arrival and a retrospective view.

The "outside in" approach: The "outside in" arrival begins with finding inside from the perspective of the customers. This is different from that of a mere marketing slogan. With a strong footing in science, taking into list behavioral economics across buyer demographics, it covers the infrastructure support, after-sales service and supply chain management. In a way, the "outside in" arrival paves the way for operational excellence (Oe).

Operational Excellence is said to be focused on execution. If the "outside in" perspective works toward dispelling myths and wrongly conceived notions about buyer needs, Oe on the other hand, by using qualified analytical and measuring tools, prepares the ground for returning what the buyer data revealed.

For finding beyond Six Sigma, a long-term vision is expressed and it can be summarized as a 'growth cube'. The vision seeks to place the buyer on top on a continuous basis. It comprises and emphasizes buyer profitability and buyer share with the estimate of customers. The growth cube is framed with a view to long continuing growth in terms of the three components instead of growth volumes.

Six Sigma And Beyond