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What are the week points and good points of six sigma compare with TQM.

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  • #27055

    sirapat
    Member

    What are the week point and good point of six sigma compare with TQM. Both of these (six sigma & TQM) have the same objective or not? thank you

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    #65805

    Carl
    Participant

    hi sirapat,

    you may want to take a look at the following thread:
    https://www.isixsigma.com/forum/showmessage.asp?messageID=49

    i found it useful.

    the main difference i see between six sigma and tqm is the emphasis. both are quality methodologies for getting to the end result, but the difference is in the way they do it. tqm has been around for many years, but tools and order of use is not straight forward. six sigma on the other hand has a somewhat set way of accomplishing an improvement. it also ties the financial results to the bottom line of the business, which is necessary in today’s cost cutting mentality of life.

    i hope this help.

    carl

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    #65808

    Whitehurst
    Participant

    One of six sigma’s strong suits is structure and a cake mix rescipe for conducting improvement projects. TQM meant a lot of things to a lot of people but never quite created a cookbook of methodology or procedures. TQM involved teams, projects, training, and set goals. But it was like Campbell’s soup. Lots of flavors, lots of “soups”. A soup is a mixture of various ingrediants that can come out looking like many different things , and, really can “be” many different things. The downfall of TQM and six sigma can have a comment ingreiant, lack of management support. TQM included the use of statistical techniques, but I never saw a company that saw fit to teach both descriptive and inferential statistics to whole teams of project leaders (black belts). On the other hand, I’ve seen some organizations that could pick the low hanging fruit quicker and easier than six sigma because they included crash Kaizen events where they walked through the factory and identified large, easy to fix, cost savings, or process improvement projects. The team would do a quick brain storming, take the consensus on the best fix and do it. No base line data, no Sigma calculations, no statistics, just obviuos quick fixes from knowledgeable people. And then it was on to the next project. Of the two, I would choose the training and structured approach of six sigma as a “guideline”. I would not get so bound up in the shorts as to ignor the low hanging fruit though. Both programs don’t have, and do need a method for winding down. There is a point of deminishing returns and you can not have the whole organization producing massive Returns On Investment, perpetually. What always happens is management figures the program has reached a money losing status and kills the program. The employees always come away with a feeling of failure or they are the blame. A program of tracking ROI needs to be in place and plotting the ongoing status with the goal of having a plant celebration of “success” when they reach the break even point. At this point the program will be reduced in size with a “reward” of having a few outstanding people, or, a “rotating” group of people still carring on projects on a reduced involvement scale. There should be a plant “success” party and the establishment of the smaller group who will seek new improvements, take management assigned projects, ans take suggestions from the rest of the plant. This group could fluctuate in size depending on the number o

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