22-07-2014, 02:14 PM
Overcoming Barriers to
Six Sigma Success
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Abstract
During the last two decades, many organizations in almost all the sectors like manufacturing, service industries, educational institutes, government sectors are implementing the Six Sigma quality management programs because of its effective and result oriented approach. There is no limit for the barriers to implementing six sigma. Hence, the strategic approach and action plan must be made before, during and also after implementation of six sigma implementation. Some of the causes are discussed here and also means to overcome these barriers. These will be working for implementing the other types of quality management tools also. Here, we are studying some of the barriers and finding the direction for eliminating them improving the results of the methodology.
Introduction
Globalization and instant access to information, products and services have changed the way the customers conduct business. Old business models no longer work. Today’s competitive environment leaves no room for error. The organization must delight their customers and relentlessly look for new ways to exceed their expectations. This is why Six Sigma Quality has become a part of culture.
Since 1980s, organizations are focusing on improving the business using different strategies like TQM (Total Quality Management), TPM (Total Productive Maintenance), ISO 9000, Kaizen, JIT (Just-In-Time), Six Sigma, Lean Manufacturing and much more approaches for managing and controlling quality and also productivity, and hence for improving the business results. These methodologies are very much capable to give the desired results but the problem remains with their implementation and the longer time span to realize their benefits. Hence special efforts are to be made during the implementation stage.
Six Sigma is a highly disciplined data driven process that helps producer to focus on developing and delivering near-perfect products and services by decreasing variations, hence improving quality of products and services, employee morale, shortening the product development cycle and hence improving the profitability and growth of the system. Therefore it can be concluded that a successful implementation of six sigma directly makes breakthrough improvements in bottom line and quality. It is basically a statistical method for quality control.
σ (Standard deviation) is a statistical term that measures how far a given process deviates from perfection. Central idea behind 6σ is that if we can measure how many defects we are having in a process, we can systematically figure it out how to eliminate them and get as close to ‘zero defects’ as possible
Six Sigma was pioneered by Motorola and launched as strategic initiative in 1987. Motorola was spending 5-10 per cent of annual revenues, and in some cases as much as 20 per cent of revenues, correcting poor quality. Bill Smith an Engineer at Motorola found that there was a strong correlation between the product field life and the number of times the product was corrected during its manufacturing process.
Since then, and particularly from 1995, an exponentially growing number of prestigious MNCs including Indian firms have launched a six sigma program.
Barriers to Six Sigma Success:
The barriers to six sigma implementation are seen in all sectors like manufacturing, services, government and education. Therefore, it is important for all organization to understand and eliminate these barriers before and after six sigma implementation.
Six Sigma and other programs typically show early progress. And then things return to the way they were. They typically start off well, generating excitement and great progress, but all too often fail to have a lasting impact as participants gradually lose motivation and fall back into old habits. This can be explained by fig 3.
These programs often follow the same pattern that a metal spring does when it is pulled with increasing force. They progress through ‘stretching’ and ‘yielding’ phases before failing entirely. The fig shows the life cycle of seven projects at an aerospace company, with the percentage of items passing first inspection rising initially before turning back down and then returning roughly to original levels. (The case is discussed briefly later). For some of the projects, data collection and analysis stopped permanently, a possible sign that the teams were unable to continue with the process improvements.
Following distinct barriers are common to all types of organizations and within all management levels.