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I recently co-authored an article summarizing a Six Sigma project. The article was about a Six Sigma project in e-mail marketing in which design of experiments was used.

The project did not exactly follow the Define-Measure-Analyze-Improve-Control or DMAIC as we know it. Instead, The headings of the DMAIC process were as follows:

• Define / Measure
• Measure / Analyze
• Improve
• Control

The Define/Measurephase includes some Plan-Do-Check-Act cycles in determining and verifying factors to be included. For example, checking feasibility of that certain level combinations can be run. When we move to the Measure/Analyzephase, we are actually collecting and analyzing data based on the experimental design . Sometimes we need to do preliminary analysis before we add more samples and conduct more detailed analysis.

The point is that smaller PDCA cycles are often within each phase and between consecutive phases. The phases of the projects are dynamic in nature and not static. In the end, each project is unique and so should be treated.

When a company implements Six Sigma methodology, it usually hopes to achieve Six Sigma Quality. This means keeping a defect rate at about 3.4 defects per million opportunities (DPMO). For example, if an airline uses delayed or lost baggage as a measure of their performance, then it should keep that number below 4 lost/delayed luggage pieces per million on the average.

Can an organization declare they are at a Six-Sigma quality level when they’re only tracking one metric? In the case of an airline, what about on-time arrival? waiting time for check-in? double-booking? and complaints about their online reservation process? The answer is obviously “No”. All experiences by the customers must be accounted for. So once each of the experiences by the customer is less than 4 DPMO, we can say that the organization is at a Six Sigma level from customers’ perspective.

One more thing; What’s important to the customer is decided by the customer.

Six Sigma is a disciplined method that works in phases. A Six Sigma Black Belt (BB) learns that he/she must complete a phase before going to the next. The phases in order are: Define, Measure, Analyze, Improve, and Control (also known as DMAIC). To ensure that a BB does not go from one phase to the next prematurely, checkpoints (tollgates) are set up. These tollgates might be a number of questions (checklist items) that the Master Black Belt (MBB) or Champion goes through with the BB to ensure satisfaction with the phase. Once completed, the BB can move to the next phase.

After leading and coaching many Six Sigma projects, I found it more natural to go back and fourth between phases. For example, I found myself making a number of iterations among phases (Measure==>Analyze==>Improve==>Measure… and so on). Once the process is improved and measured to meet established goals, it can then move to the Control phase. Feedback to the Define should be open after evaluating process control.

In addition to measuring improvements using appropriate metrics, the real test of success is sustaining such improvements over time.

What is your experience?

I am always amazed with all the acronyms, abbreviations, and buzz words used in the world of quality. There are always new twists on how we should manage for quality. I just started reading an article in Quality Progress (June 2009) that mentions a new method for Six Sigma called 6TOC (pronounced “six tock”). This method combines Lean Six Sigma with theory of constraints. Who knows what’s next on the Quality menu.

Moreover, debates are going on over which method or system should be implemented; ISO 9001, Baldrige criteria, TQM concepts, Lean, Six Sigma, and now may be 6TOC. Another debate might be which comes first, Lean or Six Sigma, ISO 9001 or TQM, among others.

This blog is about simplifying the concepts of management for quality. I know that many quality professionals like the sounds of the quality lingo. I also know that packaging quality concepts differently, particularly when combined with software, is attractive and makes one wants to buy and quickly implement the contents, as seen in the demo.

My proposition for this blog is build a case for simplicity. In the process, I am hoping that we deal with questions like:

• Who cares about the acronyms?
• Do we have to implement a known method to feel good about ourselves?
• What are the first few things we should make sure we have?
• How do we measure performance for excellence?
• Who comes first, the employee or the customer?
• Do we need interim goals? If so, how are they set?
• Can we use PDCA instead of DMAIC and get the same results?

To start off, let’s say you were asked to help Company X achieve performance excellence, what would you do first?