Sigma is the Greek letter which
represents a statistical unit of
measurement that defines the standard
deviation of a population. It measures
the variability or spread of the data. It is
a name given to indicate how much of
the data falls within the customers’
unique requirements. The higher the
process sigma, the more of the process
outputs, products and services, meet
customers’ requirements - or, the fewer
the defects.
What is Six Sigma?
Six Sigma originated as a set of practices designed to improve manufacturing
processes and eliminate defects, but its application was subsequently extended to
other types of business processes as well.
In Six Sigma, a defect is defined as any process output that does not meet customer
specifications, or that could lead to creating an output that does not meet customer
specifications Six Sigma seeks to improve the quality of process outputs by
identifying and removing the causes of defects (errors) and minimizing variability
in manufacturing and business processes. It uses a set of quality management
methods including statistics and creates a special infrastructure of people within
the organization who will become experts in these methods.
Origins of Six Sigma?
Six Sigma’s roots lie in the Quality area of Motorola in the mid 1980’s (in fact development of the methodology started in the early 70`s). A statistical correlation between product complexity, process capability and system failure was discovered and a methodology to combat this phenomenon was developed.
The evolution of Six Sigma continued at Motorola through process control and documentation along a path of continual improvement to satisfaction of critical Customer requirements. Those familiar with the Total Quality Management philosophy of the 1980’s will identify with this aspect of continual improvement.
Six Sigma’s roots lie in the Quality area of Motorola in the mid 1980’s (in fact development of the methodology started in the early 70`s). A statistical correlation between product complexity, process capability and system failure was discovered and a methodology to combat this phenomenon was developed.
The evolution of Six Sigma continued at Motorola through process control and documentation along a path of continual improvement to satisfaction of critical Customer requirements. Those familiar with the Total Quality Management philosophy of the 1980’s will identify with this aspect of continual improvement.
Who Should Attend?
Anyone who will be involved with continuous improvement projects within the company. Green belts are typically 20% part time on projects.
Anyone who will be involved with continuous improvement projects within the company. Green belts are typically 20% part time on projects.
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Six Sigma Black Belt is for people looking to gain the most out of their career, managers, internal consultants, change agents, project managers, team leaders and team members who will be involved in Lean Six Sigma projects.
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