Six Sigma Companies
 
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Six Sigma Companies

 

In the world of Six Sigma Companies, the term sigma has come to signify how well a business process, product, or service is meeting the requirements of the market-place.  One of the most important learning’s of Six Sigma Companies over the past five-years has been that a strong support system, often referred to as an organizational infrastructure or management system, is a critical element of Six Sigma success.

 

While hundreds of companies currently employ Six Sigma Black Belts, fewer than two-dozen have put in place the support systems necessary to achieve true breakthrough improvement. Without the supporting infrastructure, Six Sigma becomes a contributor to better continuous improvement, but not breakthrough improvement. Six Sigma Companies typically spend less than 5 percent of their revenues addressing and repairing quality problems.

 

Six Sigma Companies have become more consistent and efficient producers or service providers. Six Sigma Companies can achieve radical improvements in their cost structure and ultimate profitability.

 

The ultimate goal is to create Six Sigma Companies—companies whose systems and processes are as perfect as possible, functioning at their best performance level. Successful Six Sigma Companies install a steering committee—often called a “Quality Council”—to make decisions about projects, especially about tying their selection to business strategy and customer needs, implementing improvements, and reward and recognition.

 

Not only in US, but within the UK, thousands of companies are aware of Six Sigma and are planning to introduce it to their businesses; some have already adopted it to great effect. The most advanced companies are three years or more into their programs with the culture well and truly in place. They have absorbed the Six Sigma philosophy completely into their operations and are already reaping the rewards. One of the major thrusts in Six Sigma Companies has been to create highly-trained experts, assigned full-time (for an extended period) to organize teams for improvement projects. For Six Sigma Companies, process improvement needs to be included in every business practice, including those jobs that are considered indirect labor or non-revenue producing.

 

Six Sigma has been launched all over the world and many companies testify to its pivotal role in their success. Well-known examples of Six Sigma companies include: Motorola, General Electric, AlliedSignal (now Honeywell), ABB, Lockheed Martin, Polaroid, Sony, Honda, American Express, Ford, Lear Corporation and Solectron.

 

Six Sigma Companies mean that they consistently produce their products/services less than 3.4 defects per million opportunities. Six Sigma Companies look for problems and then define, measure, analyze, improve and control defects.

 

As a result of the Six Sigma program, companies can save on materials and labor. Six Sigma Companies are enjoying other benefits such as:

  • Decreased work-in-progress
  • Improved capacity and output
  • Improved customer satisfaction and process flow
  • Improved inventory turns
  • Increased productivity
  • Reduced cycle times

When executed correctly, the Six Sigma program can result in financial payoffs to a company within a short period of time.


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