Six Sigma is a management system which makes it possible for companies to significantly improve their profitability. In this system, business processes are reviewed and improved in order to increase customer satisfaction and loyalty, while care is taken to minimise attrition and resource utilisation.
The Six Sigma sets guidelines whereby every process that is carried out in the company-from production to the taking of orders-is improved. While quality systems are focused on commercial, industrial and design errors and try to correct them, in a more comprehensive manner, the Six Sigma presents a specific method for the improvement of processes in order to avoid errors and attrition altogether.
HOW SIX SIGMA WORKS
The first step in the Six Sigma method is the answering of questions that will help you break out of your traditional train of thought. This will assist you in reviewing the issues that seem self-explanatory and adopting a new approach. The Six Sigma helps in reducing bad habits and bureaucracy. The people that are closest to the customer in the operation work in a highly motivated manner in order to meet customer expectations. Once they start to review and analyse the means and the speed with which something is produced, the employees will soon start looking for ways to improve quality and timeframes.
The questions put forth by the Six Sigma force us to respond in figures and measurable quantities and this calls for a cultural transformation within the company. Companies start to review all the processes, figures and steps involved in the production of a product or service. As a result, they decide on how to measure performance and success, that is to say, they start measuring the inputs and the outputs. You cannot change something unless you can measure it.
Consequently, Six Sigma is a process of systematic questioning. This process looks for concrete and measurable answers and strives to attain profitable results through these answers.
THE DEFINITION OF SIX SIGMA
The Six Sigma is a near-perfect target in meeting customer expectations. Statistically-defined, the performance of a process should not exceed the 3.4 error probability in a million, that is to say, there should be less than 3.4 errors in a million.
Viewed from the management perspective, the Six Sigma is a "cultural transformation" which repositions the company in the direction of increased customer satisfaction, profitability and competitiveness. When we observe the transformation underwent by companies which practise this system, we see that the term cultural transformation is not an exaggeration.
The most fundamental features of the Six Sigma is a thorough understanding of customer expectations, the institution of a decision mechanism based on data and the disciplined practise of the processes, as a result of which;
- Errors are reduced
- Return processes are shortened
- Stock levels decline
- Productivity is increased and costs are reduced
THE ROLES OF THE SIX SIGMA
The following are the roles that have to be created within the company for an effective and successful application of the project and the profiles of those people;
The Six Sigma Champion :
One person is enough for this role. Although it does not require full-time work, he who takes over this role should be a high-ranking and a visionary person with a work experience of 12-15 years. He is expected to have been employed in the company for a period of at least 4-5 years and be thoroughly familiar with the critical processes of the company and the success factors. This person will be responsible for the Six Sigma Assignment Plan and the application strategy, lead in the determination and the prioritisation of project ideas, support the development of Black Belts and ensure sustainable gains.
The Local Champions :
It is best that this role is taken over by the 3 or 5 most influential Assistant General Managers or Department Managers in the company. Among the responsibilities of the Local Champions are the preparation of a Six Sigma Assignment Plan for their departments, the definition and the ranking of projects, the determination, development and the support of the Black Belts and sustainable gains.
The Process Owners :
This role is taken over by those top level managers who are not champions and the managers of the key processes in the company. They are expected to support the Six Sigma Assignment Plan and project definition and selection processes and create an environment that is conducive to the successful realisation of the projects, the continuous improvement of the processes and their sustainability.
Master Black Belt (MBB) :
This person will be the leader of the Six Sigma practises. He will be consulted by the Black Belts in their projects and he will evaluate and certify them at the end of the training period.
Black Belt (BB) :
This person should be selected from the functional or technical experts who have been with the company for at least 2-3 years. His duties will consist of managing the Six Sigma projects and ensuring that the ratio of earnings decided by the management every year are realised. Apart from this, as a Six Sigma expert in the company, he may be called upon to train other employees in the company and promote the Six Sigma concept.
THE APPLICATION OF THE SIX SIGMA IN OUR COMPANY
As of early 2002, the Six Sigma Management system was implemented at KALEKALIP and Kalekim. The roles and the responsibilities of the program were assigned and the project was carried out. At KALEKALIP and Kalekim each, there was one champion , 6 black belts in charge of the projects and 12 green belts who supported them. As a result of the six projects that were carried out over a period of six months, there was a financial gain of 1,200,000 USD.
The Kale Group exceeded the targets of the Six Sigma projects by fifty per cent and proved their success in this area.
