subject: All Employees On Same Page With Six Sigma [print this page] Six Sigma originated from a term that describes the percentage of products that are manufactured without defect. A Six Sigma process is designated by a percentage of 99.99999% of product manufactured without a single defect. Motorola described this percentage as "six sigma" and required this as a goal for all of its manufacturing processes. Management oversaw all of the processes and engineering practices to ensure Six Sigma methodology was achieved.
When the Six Sigma process started to incorporate its way into the business world, there were a lot of new implementations that were unusual, but they have been proven winners. Now businesses use the Six Sigma process to describe any process or product and the way they must proceed to ensure the happiness of their clients and customers. Most Six Sigma experts follow the rule that they will do everything they can to achieve the Six Sigma goals that will ultimately result in achieving the company's goals. It is a process that starts from the top and trickles to the bottom, so Six Sigma philosophies must be used by every level of the business in order to make it work.
Those who have analyzed the Six Sigma program know that it is important to have perfect management control as well as the support to the members of the business that are on a lower level. By using the Six Sigma method of awarding "belts'' for each level of company perfection in accordance with the Six Sigma theories, it allows employees to track their rise through the company system.
By using the Six Sigma process, and using the excellent management leadership skills, the Six Sigma program is a great way to ensure the future success of a company. Achieving the Six Sigma "Master Black Belt'' honor, most employees strive to make sure that they can learn all that can be taken from Six Sigma training and, as well, learn the company from the top on down.
Motorola is not the only company that has achieved success from the Six Sigma standards. Companies such as Honeywell, General Electric, and other Fortune 500 companies have managed to achieve success in their companies. Motorola, Honeywell and General Electric strive to identify the attributes of the product or process that are important to the customer. Once these attributes are identified, a definition of a defect is composed. In most instances, a defect is described as any deliverable that does not meet the customer's expectations. The company must determine what their current processes are capable of delivering. The company must make every effort to minimize variations to deliver what the customer wants and expects. When the process is predictable and consistent, the deliverable will be desirable to the customer. This in essence describes the process that Six Sigma is based upon.