Using six-sigma to drive continual improvement

Six sigma professionals think of processes in terms of Y’s as functions of critical X’s [Y=f(X1, X2, X3, … Xn)], where Y represents our process output requirements and the X’s are the critical controls, resources and inputs that significantly effect the outcome. Y’s and X’s are always measurable so they can be collected, studied and improved in tangible terms.

Initially, your key and key support process objectives (Y’s) will be defined in measurable terms, but the critical inputs, controls and resources (X’s) may not be identified similarly and the measurement system may be immature or not exist. As your system evolves, so will your management system, its underlying database, and the measurement system that feeds the database. Only measure what is necessary.

There are many benefits of using your management system in conjunction with six-sigma. Since we know our business has one management system, why operate parallel initiatives when both have the same objective and use the same resources?

Below is a short list of accomplishments of companies using their management system to drive their six-sigma improvement projects:

• Process output, input, controls and resources are only defined once
• Only data necessary for making decisions is collected
• Projects are delivered by the system based on financial merit, not selected as a result of internal politics
• Employees making suggestions for improvement know both how their idea will be reviewed by top management and how the improvement will be made a reality
• Repercussions of process changes are considered throughout the entire system, not just as a locally defined process

Process and system performance is measured in $’s per unit time.

LE103, Lean Six Sigma Management Systems.pdf