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Session 2003-2140

Roadblocks in the Six-Sigma Process Neslihan Alp, Ph.D. and Mike Yaworsky University of Tennessee at Chattanooga

Abstract

Six-Sigma is a quality improvement program used by many major companies with varying degrees of success. This paper shows the Process Map for the Six-Sigma Process and identifies the most difficult steps. A survey is conducted to collect data from several companies to develop the Six- Sigma Process Map and determine the most critical steps. The results show that the following steps are the most difficult steps throughout the whole process:

q Develop project ideas

q Verify benefits

q Update database

q Receive Certification

I. Introduction

The Six Sigma Methodology was developed at Motorola during the mid-1980’s as a new approach to Quality Assurance. While quality programs like TQM (Total Quality Management) or Kaizen a continuous improvement methodology were using similar tools (i.e. Capability Studies, Pareto Analysis, Designed Experiments) to improve quality, many companies found that they did not succeed. Where Six Sigma differs substantially from other programs is [1]: q In-depth training in statistical analysis over a three-month period in conjunction with a training project for each student. q Easy “point and click” software (Minitab) for statistical analysis available for the first time, and thorough training in how to use it. q A measurement system that relates quality improvements to the language of management- that is, all results are tracked in terms of a Quality Capability Score and dollars saved by reducing the Cost of Failure. q A program with specific quality-improvement projects identified and planned for specific implementation dates.

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Alp, N. (2003, June), Roadblocks In The Six Sigma Process Paper presented at 2003 Annual Conference, Nashville, Tennessee. 10.18260/1-2--12027