Theessentialsixsigma.docVIP

均是精品，欢迎下载学习！！！ 欢迎下载百度文库资源 资料均是本人搜集 均是精品，欢迎下载学习！！！ Quality Progress January 2002 ? Table of Contents The Essential Six Sigma How successful Six Sigma implementation can improve the bottom line by James M. Lucas YOU CAN HARDLY pick up a news or business magazine these days without coming across an article about Six Sigma. It originated at Motorola in the early 1980s, and its implementation helped the company win the 1988 Malcolm Baldrige National Quality Award. Fundamentally, Six Sigma is a methodology for disciplined quality improvement. Because this quality improvement is a prime ingredient of total quality management TQM , many companies find adding a Six Sigma program to their current business system gives them all or almost all the elements of TQM: [current business system] + [Six Sigma] [total quality management TQM ]. It is often much easier to add a disciplined quality improvement system, such as Six Sigma, to a companys current business system than it is to implement a TQM system. Simply put, Six Sigma uses a modified Shewhart cycle the plan-do-check-act cycle often attributed to Deming as its Breakthrough Strategy for its Americanized kaizen system. Joseph M. Jurans statement that all quality improvement occurs on a project-by-project basis and in no other way1 can be considered an essential element in the foundation of Six Sigma, though you seldom see this statement credited in Six Sigma literature. Operationally, Six Sigma is the methodology that gets more good improvement projects carried out. A major advantage of Six Sigma is it does not have quality or statistics in its name. It is perceived to be a business system that improves the bottom line and only brings in technical details as needed; TQM is perceived to be a technical quality system owned by technical specialists rather than all employees. Six Sigmas simple and effective management structure is one of its strengths; I could not describe the management structure used by TQM in such a