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  • #23652

    MSc of Quality Sciences
    Participant

    I have been studying quality sciences at a top European university. I also attended the 4-month BB training offered by the university in cooperation with several well-known manufacturing companies. As part of the quality sciences program, I had completed a BB project and did an internship in a multi-national 6-Sigma company.
    Much to my surprise, I had the impression that the BBs, and to some extent, even the MBBs, are arguably not so knowledgeable about statististics as graduate students with a quality-related background. It is also much to my surprise that DFSS tools, such as RSM and reliability engineering, which we as students study for at least one semester, are delivered to belts in “training sessions” which only last a week or two. Engineers or belts who have had little knowledge about these tools prior to the training are expected to use them after trainings of a matter of days. Dr. Goh, a renowned 6-Sigma practitioner and a professor at Singapore University, has published several papers pointing out that belts may know how to use 6-Sigma support software but are not necessarily able to explain the statistics or mathematics behind it.
    What I am trying to say in this post is that for European companies which are just starting up their 6-Sigma deployment, instead of turning to external MBBs and consultants, it would be wiser to employ promising new graduates who already possess the statistical knowledge and quality-driven mindset. Most companies try to impose 6-Sigma from top-down, why not try a different approach when your organizations are not ready to accept the change: considering bottom-up?
     

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    #56538

    Tajjammul Hussain
    Member

    Hi,
    What you have observed is absolutely right and this is how it works, because Black Belts are not required to be hard core statisticians instead they are required to have the ability to “Think Statistically”
    Another differentiator is the ability to lead and exceute change, which may be factor of challenge not because the university graduates can’t do it, Its just because they are not exposed to real life business scenarios.
    As far as your bottom up approach is concerned, There is nothing wrong in trying it out..
    Wish you all the best !!!
    Regards,
    Hussain.
     
     
     
     
     

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    #56540

    AlexP
    Participant

    Could you please let me know which university offers that MSc program? You could send me a pm if u dont want to write the name of the uni here.
    Kind Regards,
    Alex 

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    #56541

    AlexP
    Participant

    Just to mention that i’m not interested for the course but rather for the research in your department. I am a PhD student and i would just like to see what research is currently taking place in departments of other universities that have similar interests.
    Kind Regards,
    Alex

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    #56553

    Vivek Shrivastava
    Member

    Dear All,
    In my opinion one big mistake which many people do is that they equate Six sigma with statistics. Actually stats is not more than 10% of six sigma. Hence what we need are not statisticians but individuals with good operations knowldege in industry to be change agents.
    Another whether it should be top-down or bottoms up. It alll depends on culture unique to the company and that geography. If u see japanese they prefer a bottoms-up , hence even when they use all the statistical tools from six sigma tool kit, they don’t use other features of six sigma. whereas in US they prefer a top-down approach. Hence please understand the culture before taking a decision?
    Regards,
    Vivek
     
     
     
     

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    #56554

    Quality Sciences
    Participant

    Alex,
    I apologize for the late reply. Chalmers University of Sweden and the Caledonian Business School of Glasgow, Scotland both offer degrees related to Six Sigma. I have also read a couple of TRIZ articles from some German professors, so I am sure there are possibilities in Germany as well. If you are also interested in US universities, they are more likely focused on the hard sciences… like systems engineering, manufacturing/industrial engineering, management sciences, and engineering management. Good luck with your search and feel free to write back if you need more info.

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    #56555

    Quality Sciences
    Participant

    I agree and disagree…
    When Six Sigma or DFSS is used in the product development and manufacturing of automotive or aerospace industries, for example, sound statistical analyses are a necessity that supports engineering and operations activities. From the beginning of every DMAIC project, the CTQ is defined in the D phase and its associated processes measured and analyzed for main factors. Even in the Improvement and Control phases… testing of the solutions and new process capability monitoring all require a great deal of statistical understanding. Yes, we need change agents, but they are not the ones who solve the hard problems and minimize the failure rate of crucial components. These change agents can do all the talking they want, but at the end, it’s the engineers and bbs who solve the problems. And whether these problems are solved correctly totally depends on the bb’s analytical skills and statistical understanding.

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    #56557

    Vivek Shrivastava
    Member

    Dear,
    As per my experience as a six sigma professional for last 3 years and having facilitated approx. 120 projects across petrochemical, automotive, glass, pharma, Cathode ray tube,mining, non-ferrous smelting and power distribution industries. I have observed that not more than 10%  need DOE. In a lot of cases we have got the solutions the moment we made a good ‘As-is’ process map. And to really capture the as-is and present it for a discussion, in a lot of cases, I have found political resistances from individuals involved in operations. Even if u need to do a DOE for performance enhancement, it’s easier to design a DOE than actually getting everyone on board for conducting it on shop-floor. Even an anlysis on historical data is easier than actually being able to collect the data from operations.
    Thus I still feel that top-down or bottom’s up depends largely on the culture of the organisation specifically the type of cutural, technical and political resistances one is going to face in the organisation.
    Regards,
    Vivek

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