How to define Six Sigma?

Thus, the name Six Sigma corresponds to "6 times the standard deviation" in statistics.

This is a method particularly used in the industrial environment because it makes it possible to manage quality problems and set new objectives. The goal is to solve problems in a sustainable way: the closer you get to 6 Sigma (99% of the area under the curve), the fewer defects the production has. To achieve this result, companies must be able to apply this mathematical and statistical method, but also to manage all the quality problems that may arise from it. A solid foundation of skills is therefore necessary to apply Six Sigma.

The result: reduced costs and waste, optimized inventory management and improved customer satisfaction, all with a strong impact on the company's economic results.

Six Sigma is a method that is known to be difficult for companies to set up, because of all the aspects it mobilizes. A company must be able to survey its customers and their expectations, through direct contacts or customer satisfaction studies. But on the other hand, Six Sigma also requires the company to rely on accurate indicators and quantifiable data to analyze their production processes. The objective is to be able to carry out statistical studies on the latter, with a view to applying Six Sigma.

In fact, reaching the “6σ” can be a winding journey for many companies. Thus, it is common for them to adapt their objectives by aiming for 3σ or 4σ, which already represent major progress. The ambitious nature of the 6σ allows companies to implement a form of Kaizen, that is to say continuous improvement.

How to implement these Six Sigma?

In reality, the 6 Sigmas process follows a very rigorous method: DMAAC (S) (or DMAIC (S). This acronym means, in French, "Define, Measure, Analyze, Apply, Control, (Standardize)". It is a scientific method used both in medicine and in industry, particularly effective for Six Sigma.

What is each step?

Define

It is a question of laying the foundations of the problems that the company, and more specifically its production system, are facing. The delimitation of the problem makes it possible to mobilize the teams concerned and the necessary tools/resources. It also aims to set goals and put in place an action plan that will have a positive impact on production processes. To maximize the relevance of the issues raised, it is essential for a company to take into account the needs of the customer, by going to meet him or by collecting his feedback. The company needs to understand the customer's expectations and translate them into measurable requirements. This can be done for example via CTS (Critical to Satisfaction), the definition of voc (Voice of Customer). This also involves stakeholder analysis and process mapping, cause-and-effect diagrams, etc.

Measure

The figures are intended to support the findings of the definition. Quantifying the problems raised contributes to their delimitation because the figures make it possible to assess the content of the problems as well as their causal links. Statistics are a preferred measuring instrument here. It is important to choose the data on which a company wishes to work: indeed, the right selection of KPIs (Key Performance Indicator) determines the success of the other stages of the DMAAC. This step is used to collect the data by sampling or via a data history, etc., in order to be analyzed in phase A.

Analyze

At this stage, it is a question of analyzing the data collected in the light of the issues raised during the previous phase (M). Indeed, to represent links of cause and effect, to quantify the importance of influential factors and their possible interactions. We must continue to search for data, always according to an experimental model. Thus, the problems are considered in all their complexity, and the company can then produce clear solutions for the resolution of the difficulties.

Improve/Innovate

Once the data analysis is complete, it is time for the company to look for solutions and measure their risks in order to optimize the processes and thus secure the activity (implementation of Kanban, visual management, activity management, 5S, etc ...). Either processes need improvement or new processes need to be integrated (innovation). In both cases, this step corresponds to the implementation. It is also a question here of a certain know-how in the conduct and accompaniment of change, through the knowledge of the context and the environment.

Control

Once the changes are made, it is appropriate for the company to verify the proper implementation and application of the new processes. This step is crucial and a follow-up must be put in place to be able to carry out corrective actions if necessary and to have an overview of the evolutions. Being able to control the efficiency and proper application of new processes is essential if a company does not want to return to the "starting point" within a few weeks. It is a question of formalizing good practices via work standards, procedures. There is also a need for a monitoring system through tools such as internal audits.

What are the advantages of Six Sigma but also the points of vigilance?

The strong point of this method is that it allows to maintain a quality of production and services over the very long term. The relationship with customers can only be better and sustainable because the company becomes more reliable and its services/products more qualitative. With Six Sigma, retaining its customer base becomes easier and the company that applies this method improves its reputation.

Even if implementing Six Sigma can be very expensive, the profitability of the improvements made quickly makes it possible to amortize the cost for the company, and ultimately to increase its industrial performance, therefore economic. The reduction of MUDA (waste) is, within the framework of the 6 Sigma, very important and therefore beneficial to the company.

Nevertheless, it is important to keep in mind that applying Six Sigma in your company means making major changes in production processes. The changes in question can sometimes be so great that the company's culture is also bound to change. Six Sigma requires a significant financial and human investment at the outset. It is also necessary to ensure the follow-up of the initiatives carried out, otherwise the improvements made may not last over time, thus leading to a waste of time and money.

How SESA SYSTEMS helps you in the application of Six Sigma

In a desire to optimize operating processes, we have imagined various products and services allowing you to implement Six Sigma in your company.

This year, we have developed a digital audit system: SESA CHECK. It is a tool that allows you to perform internal audits directly from your smartphone or tablet. Available on Android and iOS, this application has customizable forms to adapt to different types of audits (Six Sigma for example). The audits you carry out via the application can be used at different stages of the implementation of Six Sigma:

• Analyze your starting environment (diagnostics)
• Assess the degree of progress and implementation of the changes the company wishes to make
• Control the correct application of a change already at work in the company

The forms that allow you to control these 3 aspects are linked to standards that you record in SESA CHECK. The application has a "statistics" tab that will be useful for you to collect numerical data, essential to the implementation of Six Sigma. Finally, the history and control audits ensure that you follow up on the changes made in the company. If necessary, new action plans can then be considered to make corrections in the processes.

Our application fits perfectly into the different stages of daamc(S) and will greatly facilitate the difficult implementation of Six Sigma.