Sigma Critical Success Factors of Term Paper

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One of the most difficult cultural changes many companies confront when they use Six Sigma techniques is staying focused on customer requirements vs. just producing products as quickly and inexpensively as possible.

Of all TQM approaches mentioned in this paper, Six Sigma requires that organization adopt a customer-based culture that strives to continually align to customers' needs. While the topic of organizational barriers to change is outside the scope of this paper, it is clear that overcoming resistance to change is one of the biggest impediments to getting Six Sigma projects started in organizations. Six Sigma also requires organizations to concentrate on reducing all sources of variation in producing products. By reducing variation so that each unit of a product matches customers' expectations, a higher level customer satisfaction is inevitably earned. To minimize variation in a products' manufacturing quality, it also requires that companies have a strong level of teamwork across the organization as well. In short, Six Sigma, in looking to minimize the variations between customer requirements and the processes used to meet them via production, creates a collaborative process workflow to attain higher levels of process quality over time. The majority of Six Sigma projects are primarily internal, enterprise-wide processes including marketing, sales, service, production, product development, and logistics (Raisinghani, Ette, Pierce, Cannon, Daripaly, 2005).

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Six Sigma's success is attributed to defining strategies for improving the quality level of products while also making sure their specific characteristics precisely align with the needs of customers. The name of this technique itself, Six Sigma, speaks to the Greek letter that is used in statistics to denote variance, which is the Sigma (?).

Six Sigma refers to +/- 3 deviations from the mean of a given process being measured.

Critical Success Factors in the Deployment of Six Sigma

The deployment approach of Six Sigma in enterprises follows the following series of steps in the majority of projects. First, enterprise-level objectives are defined, and these are most often for business transformation, strategic improvement of a business unit, or for problem solving of a specific area of widespread concern, for example, product quality. An example of a Six Sigma project objective would be to increase the length of time between tune-ups a car would need, or increase the time a spark plug could last between replacements. Customers want these products to last longer, and Six Sigma is often used for figuring out, from a process standpoint,.....

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