QualPro vs. Six Sigma – Revisited

The QualPro vs. Six Sigma debate is hot again. Forrest Breyfogle has written an article on poking holes in Charles Holland’s research of 58 Six Sigma companies…. For those unfamiliar with the debate sparked by the July 2006 Fortune article and subsequent Dilbert cartoon, go ahead and read up.

Forrest isn’t the only one who has refuted Holland’s research. Last year Kevin Meyer wrote what he thought of the research and earlier this year Ron at the Lean Six Sigma Academy threw in his two cents.

More recently Dave Silverstein, CEO of BMG joined the debate after reading an article Holland wrote for Chief Executive Magazine. Then Ron piped up again and couldn’t resist giving Holland a taste of his own medicine by saying “Look, Lowe’s uses MVT and they still saw a drop in sales and earnings… Mark Graban from the Lean Blog called him on the whole correlation/causationissue with a comment and he publicly acknowledged his error.

I wonder how long thisfight will go on? I do say that Chuck should have know better than to step in to the ring with an army of Black Belts…

Comments 2

  1. Jorge

    My English isn’t very good, but I’ll try to explain my point of view like an Executive in charge of the Process Improvement in a company of services. The discussion related to the different techniques or tools from Process Improvement (example: Six Sigma DMAIC – DFSS, Lean, QualPro MVT, TRIZ, Blitz, PHVA, etc.… ) isn’t an important subject. The really important thing is to use the best tool available, but adapted for the problem that we need to solve, these can be an specific tool or a mixture of them. I understand that the discussion is mainly a matter of Consultants or Service’s Providers. To stimulate a debate that take care of the client’s needs, specifically to begin to speak of Business Processes Improvement, instead of improvement tools. To create an evolutionary model that is always taking the best tools to support the businesses.

  2. stroker

    I would echo Jorge. I have been involved with Six Sigma as a black belt and as a consultant to dozens of businesses involved in continuous improvement. Six Sigma has strengths and weaknesses. Among its biggest weakness is the "expectation of success" from companies that invest millions in an army of black and green belts. Failure just won’t happen because if it does someone’s head will roll.

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