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Pfeifer 2004 - 111915
Pfeifer 2004 - 111915
Article information:
To cite this document:
Tilo Pfeifer Wolf Reissiger Claudia Canales, (2004),"Integrating six sigma with quality management systems", The TQM
Magazine, Vol. 16 Iss 4 pp. 241 - 249
Permanent link to this document:
http://dx.doi.org/10.1108/09544780410541891
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Tilo Pfeifer
Wolf Reissiger and
Claudia Canales
The authors
Tilo Pfeifer is a Professor, and Wolf Reissiger and
Claudia Canales are scientific assistants, at the Chair of
Metrology and Quality Management, Laboratory for Machine
Tools and Production Engineering (WZL) at RWTH Aachen,
Aachen, Germany.
Keywords
Quality programmes, ISO 9000 series, Quality management,
Cross-functional integration
Abstract
The six sigma concept gains more and more importance because
of its successful implementation in many European companies. It
can be assumed that it will also play a role for small and medium
enterprises as a competitive criteria in the future. Approaches
are to be found in order to implement six sigma even in
companies with low financial and personal capacities. Six sigma
should be integrated with established quality concepts whereby
quality management systems are the most disseminated
approaches. The challenge is to combine conveniently aspects of
both approaches in order to reach a maximum benefit through a
targeted application. The optimal exploitation of improvement
potentials and an efficient provision of resources are important
prerequisites for this purpose. This paper shows important
aspects in order to meet these prerequisites.
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Introduction
In the last ten years, six sigma has written an
incomparable success story. Six sigma was
especially publicized by Jack Welch, who has
established it successfully since 1995 as CEO of
General Electric. According to one of the last
annual reports, more than a billion dollars were
spent in the necessary project resources, as well as
in the advanced training of employees in the last
years. Nevertheless, an enormous profit in the
billion dollar range could be achieved annually
(Topfer, 2002). The numerous publications of this
success story have set the basis for the success of
six sigma. This success has motivated many
well-known organisations throughout Europe,
such as Siemens, Nokia, Volvo, Deutsche
Telekom, Ford, etc. to deal with six sigma.
If you ask users what six sigma means, you will
find different opinions. Successful users often
consider six sigma as the modern form of quality
management. Our experience shows that many of
the traditional tasks of quality management are
displaced by these users directly in the line of
business processes.
Consequently, the tasks of quality management
as a staff department change: in a case of a general
establishment of Six sigma in organisations,
quality managers would assume the task of a
controller for the fulfilment of customer
requirements and the execution of improvement
actions. Furthermore, they would organize
training programs for employees (Weigang, 2003).
Traditionally oriented users of quality concepts
consider six sigma mainly as a tool which might
complement the existing approaches, in spite of
our experience that shows that the demand of
consulting services for six sigma is considerably
higher than for traditional approaches of quality
management. The high expenditures for employee
qualification as well as a large amount of human
resources required for the implementation are
willingly accepted due to the hugely successful
experiences of several OEMs (original equipment
manufacturers).
If OEMs demand their suppliers develop and
manufacture their products according to the six
sigma scale, then also small and medium
enterprises (SMEs) will have to find a way to
implement it, in spite of their limited financial
resources (Topfer and Gunther, 2003a, b).
In the past, many of these enterprises decided to
implement quality management systems (QMS) in
order to ensure their process and product quality.
Therefore in these organisations often exists knowhow on the use of quality management methods.
Different quality management standards such as
the ISO/TS 16949 explicitly require the
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Systematic integration
In order to reach an effective integration of the six
sigma and quality management system approaches
(see Figure 1) it has to be determined:
.
which benefits QMS can provide as
information source; and
.
which benefits can be realised through the
documentation of six sigma approaches and
results.
Process analysis
Especially in the course of complex projects, all
relevant processes have first to be determined and
their interactions have to be analysed. Six sigma
demands therefore the SIPOC-model as described
before (Hammer, 2002).
In this context, previously documented business
processes in QMS often provide the required
input. The mentioned process maps offer an
analytic framework in order to show the
interactions of processes.
Objective
Strategy
Management
Organisation
Regarded resources
Training
Project management
Process approach
Methods
Specified toolbox
No specification
Documentation
No specification
Listing of requirements
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Chances of an objective-oriented
qualification
A company-wide implementation of six sigma
often implies very cost intensive expenditures for
employee qualification. Therefore, it has to be
analysed, to which degree the personnel should be
qualified.
Due to the multitude and the complexity of
possible method combinations, the optimal choice
of six sigma methods requires a lot of experience.
The trainings should therefore focus on the
qualification of selected experts (black belts), who
guide the projects methodologically.
The comparison between different also
traditional training concepts shows that many
methods are already known in organisations. In the
training programs of the German Society for
Quality (DGQ) it is stated, that the scale of the
training and the contents of traditional concepts,
which are fitted to the requirements of
development engineers, correspond to 80 per cent
with the six sigma black belt training. There exists
also an overlapping between the quality
certification of the American Society for Quality
(ASQ) and six sigma designations of black belts
and master black belts (Munro, 2000). Thus it can
be assumed that experts are already available at
many organizations and their knowledge just has to
be complemented.
According to this, the qualification of the
process owners (green belts) could be maintained
as low as possible. As mentioned before, their
qualification should lay an emphasis on the
identification of improvement potentials during
process audits and basic skills for project
participation. The project realisation would
consequently take place under further instructions
of the project officers (black belts) according to the
principle learning by doing.
Against this background, it is essential to
identify the necessary qualifications in order to run
projects in different kinds of business processes.
The development of products and production
technologies requires extensive methods of
statistical analysis and design of experiments
Conclusion
In comparison with traditional approaches of
quality management, six sigma is the most effective
concept because of the interrelation between its
strategy, organisational structures, procedures,
tools and methods. Because of different maturity
and objectives of organisations, the concept has to
be adapted to the individual call for action. Main
challenges for a successful implementation of six
sigma are the smart integration in existing
management systems and an efficient qualification
program, particularly for small and medium
enterprises.
Quality management systems permit an entire
and coherent overview of the interaction of
processes within an organisation. In the scope of
six sigma projects, single process steps have to be
systematically analysed and improved.
Advantages of the systematic integration of both
approaches are:
.
an effective proceeding to identify the most
relevant improvement areas;
.
the assurance of conform project and process
objectives and thus the sustainability of six
sigma projects;
.
choice of the most capable project participants
and minimization of the qualification effort;
.
the fulfilment of all organisational
requirements for running projects using
standard procedures and measures; and
.
increased availability of project experiences
through well-structured documentation
facilities.
248
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