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Is Six Sigma a QMS or a QIS?

Six Sigma – iSixSigma Forums Old Forums General Is Six Sigma a QMS or a QIS?

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  • #27917

    Kim Niles
    Participant

    I’ve reviewed our on-line dictionary and related articles regarding what Six Sigma is yet am still unsure regarding whether Six Sigma is a Quality Management System or a Quality Improvement System?
    References:
    https://www.isixsigma.com/dictionary/default.asp?letter=q
    https://www.isixsigma.com/dictionary/default.asp?letter=s
    https://www.isixsigma.com/sixsigma/six_sigma.asp
    https://www.isixsigma.com/library/content/c010723a.asp
    What do you think?
    KN http://www.znet.com/~sdsampe/kimn.htm

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    #69031

    Rajanga Sivakumar
    Participant

    It is my opinion and mine only! Six-Sigma is a QIS not QMS! Here are my thoughts:
    Business excellence in an organization encompasses the areas of Strategic Focus or Intent,Customer Loyalty/Advocacy,Employee Delight,andSeamless Process Integration.All the Business Excellence Models like Baldrige,EFQM etc.have these areas incorporated in their models in different ways. For the successful implementation of the Business Excellence Programs,management commitment is an absolute must. To be an excellent organization, there needs to be well articulated shared Vision/Mission with the end customer in mind. The Vision/Mission has to be achieved through shared plans with key strategies.

    The organization needs excellence in process management and very well motivated employees to ensure that there is excellence in implementation throughout the organization. Therefore, there is need to constantly evaluate all processes in the areas specified in the different models to meet the end customer requirements. In fact improvements could be from simple employee suggestions to team improvement projects to complex re-engineering efforts. Now to my mind any process improvement activity be it Deming’s PDCA or the much hyped Six-Sigma, is only a sub-set in striving for Business Excellence.

    In summary, one can put this entire Business Excellence methodology as People results, Customer results & Society results;being achieved by Leadership – Driving Policy & Strategy, People, Partnerships&Resources – through Processes – leading Ultimately to excellence In Key performance results. This is the crux of the EFQM model. Hope this helps.

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    #69042

    Kevin Mader
    Participant

    Good answer!

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    #69067

    Kim Niles
    Participant

    Thanks Rajanga:
    I am not familiar with EFQM but I did a quick internet search for it and found many non-English sites (German?).
    Can you tell me more about it?
    I still am having troubles with the question of QIS vs. QMS. Perhaps my confusion lies in not having a clear definition of either term. From your post I am led to believe that a QMS requires more than customer focused, cost oriented, process based improvement as with Six Sigma. You stated: “People results, Customer results & Society results being achieved by Leadership – Driving Policy & Strategy, People, Partnerships & Resources – through Processes – leading Ultimately to excellence In Key performance results” which I see as placing importance on aspects not likely to be 1st order coupled to making money (NNDC = Not Necessarily Directly Coupled aspects such as policy, strategy, society, etc.).
    I argue that any Six Sigma program should naturally contain all of your NNDC aspects given time as the company matures toward Six Sigma.
    What do you think? Have I mis-understood your message?
    Sincerely,
    KN

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    #69104

    Kim Niles
    Participant

    One more thought:  I found a web site that proclaims Six Sigma to be a philosophy…interesting.
    See:  http://www.thesamgroup.com/sixsigmafaqs.htm
    What is Six Sigma?  Six Sigma is a quality philosophy that uses customer-focused goals and measurements to drive continuous improvement at all levels in any enterprise. The goal is processes that are so robust that defects are measured at levels of only a few parts per million. Six Sigma implementation requires leadership from top management, since it must be embraced throughout the organization.”
    KN
     

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    #69106

    Kevin Mader
    Participant

    Hello Kim,
    Is Six Sigma a philosophy?  Well, what are the guiding principles?
    Regards,
    Kevin

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    #69108

    Rajanga Sivakumar
    Participant

     
    Hello Kim,
    Please send me your e-mail id and I will send you some info on EFQM.  
    You have correctly understood my comments. I do not see as to where NNDC aspects defined by you fit in a six-sigma model. Six-Sigma (again it is my opinion) addresses the need to make improvements in processes to continuously meet customer requirements to six-sigma level i.e. not more than 3.4 errors in one million opportunities.  Therefore, it is my considered opinion that  Six-Sigma is not TQM. Six-Sigma is a tool to improve processes to perform near Six-Sigma levels (Most non-manufacturing processes are between 3 and 4 sigmas performance levels). Six-Sigma requires management commitment as much as other TQM methodologies to which it is a sub-set.
    Rajanga 
    [email protected]

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    #69109

    Kevin Mader
    Participant

    Hello Rajanga.  Why do you think that Six Sigma is a philosophy?  What are the underlying guiding principles that apply?  Who has stated what they are?  Dr. Harry?
    I must admit that in my study of Six Sigma and in my review of posts here, I do not see folks talking about such principles.  I am in agreement with you that Six Sigma is a tool, but not a philosophy.
    Regards,
    Kevin
     

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    #69123

    mohanbijur
    Participant

    ref:
    collection of the process data based and calculating the vaue of six sigma to see whether you are controling no ofdefectsor not,need any corrective action to be taken to bring it under the target value .This is a continuous process and a management tool for continual improvements,hence six sigma isa management philosophyfor QMS.

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    #69136

    john beaudoin
    Participant

    Anyone who thinks 6-Sigma is either of these is only partially correct.  The definition of 6-Sigma is clouded in that statistically it represents 3.4 errors or defects for every million opportunties.  As an entire program with a logo, trained and belted individuals, and management support, it is simply a strategy to analyze business problems, statistically find solutions, track results to insure actual savings, and save money.
    There are 2 main prongs of 6-Sigma.  The 1st is the standard 6-Sigma used in the manufacturing environment.  Manufacturing processes are straight forward and there is a lot of room for experimentation, measuring deviations in tooling, etc.  The 2nd prong is the transactional side.  It is much more difficult as it is more customer satisfaction based, looks at the flow of paperwork, and is harder to quantify savings.
    6-Sigma is a PROCESS IMPROVEMENT system.  It can be used to simply remove unneeded steps from a process, which in turn reduces opportunities for errors and saves money by making a process more efficient.  In improving the processes, reducing variation, and tracking results, quality is an added benefit. 
    All projects measure the Cost of Poor Quality, or COPQ.  In manufacturing, it is easy to calculate as there are processes and inspections to handle defects.  In the transactional side, there are typically no processes for checking quality, error rates, etc.  As a result, it is much more difficult to determine COPQ.  How many companies know exactly how many keying errors are in their databases?
    The Six Sigma Project Master Strategy by the Air Academy Traing Book is:
    Prioritize – Finding which processes have the biggest opportunity for improvement.
    Characterize or Analyze – Identify how a process is performed, what performance measures their are, what are the customer specifications, what are the sources for variability, what sources of variability can be controlled, what sources of variability are supplier dependant, what key variables affect the average and variation of the measures of performance, and what relationships are there between the key variables and process output.
    Optimize / Improve – What settings for the key variables will optimize the measures of performance and for the optimal settings, what kind of variability exists in the performance measures.
    Realize / Control – How much improvement has the process shown in the last 6 months and how much TIME and/or MONEY have your efforts saved or generated for the company.
    Note that the final result of the project is time and/or money savings and NOT how accurate you are.  The goal of 6-Sigma is to use a sound statistical process to address business operations to optimize performance and save money.  The quality side is a spin-off.
     

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