Question

Many organizational Six Sigma projects go through the five DMAIC phases and often produce meaningful improvements, without ever actually calculating a Sigma Score for the process being modified. The success of many of those projects is often evaluated by management based on improvements in cost alone.

Discuss whether you think these projects should really be considered Six Sigma projects, or not. Justify your position by commenting on the relationships between the principles and practices of Six Sigma compared to the general Total Quality Management principles

Answer 1

These projects cannot be considered as a size signal project because a six sigma project selection is based on some criteria. It is important to mention that the main objective of a six sigma project is to produce defect-free products. To meet the service and product quality standards, it is important to ask certain questions based on the potential of the project, customer needs for future, quality of goods supplied by the customers. These are the external factors of criteria which are required to be answered. Where the internal factors or criteria include addressing issues of frustration, trouble and various opportunities to improve. The certain question that is required to be answered includes addressing the manufacturing-related problems, areas where defects are most seen, and the bottlenecks in the processes.

The total quality management emphasizes on the quality as a standard to meet the internal requirements. Whereas, the six sigma emphasizes reducing the number of defects that will improve the quality. It is important to mention that six sigma focuses on the production process and the total quality management focuses on the end products.

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