Making Customers Feel Six Sigma Quality. Globalization and instant access to information, products and services have changed the way our customers conduct . Lean Six Sigma. Start your journey towards increased revenue, reduced costs and improved collaboration by using. Lean Six Sigma Process Improvement. Six Sigma: A Benchmark or Goal. ▫ The specific value of 6 Sigma (as opposed to 4 or 5 Sigma) is a benchmark for process excellence. Adopted by leading.
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PDF | 20+ minutes read | Six Sigma is an industry-accepted and proven methodology used for business process improvement. PDF | The Define phase of the DMAIC process is often skipped or short-changed, but is vital to the overall success of any Lean Six Sigma project. This is the. without written permission. Six Sigma is • “Six Sigma is shorthand for a discipline that allows any business to design, improve and manage its processes.
Banking Healthcare Insurance Credit card processing Mutual funds Private equity funds Medical device manufacturing Pharmaceutical and biotechnology Automotive parts supplies Consumer product manufacturing Steel Automotive original equipment manufacturing OEM Packaging Building supplies Wire and cable Government agencies www.
Vi i The Vision of CICC is to be the globe's leading provider of performance improvement consulting and training solutions. Our mission. We accomplish this by leveraging our unparalleled knowledge and experience with a broad range of proven methodologies to provide our clients with ith the skills and knowledge kno ledge they the need to enhance financial results res lts and customer satisfaction.
Through improved performance our clients can realize significant enterprise value for their investment, both immediately and into the future. Our values. Our commitment to shared values serves as a framework to guide the daily actions and decisions of CICC employees. We build relationships based on doing the right thing for our diversified client base. By listening carefully to our customers, we can fully understand their needs and wants and thus help them exceed their own expectations. We keep our client information confidential.
We develop and empower our employees to grow and prosper to their fullest potential. When our people achieve their best, we can help our clients achieve their best. C lt t We W maintain i t i consistently i t tl high hi h standards t d d for f service. We are sensitive to the needs of our families and work together to foster a high quality of life. We work with our suppliers to encourage and ensure mutual success. As a global organization, we show respect to local customs and culture. We act responsibly to help the people we employ, employ the companies we serve, serve and the communities in which we operate to achieve their full potential.
We listen to our stakeholders. We practice what we preach. We deal ethically and fairly with everyone. We make the job fun along the way. Our Partners CICC partners with a wide range of organizations that give us greater capacity to meet our clients needs. By working together, CICC and its partners deliver the most comprehensive performance excellence training and consulting across Vietnam and other Countries. Listed below are some of the organizations we are proud to call partners.
How We Work CICC considers each company companys s unique needs, needs and we deliver the appropriate training, consulting, coaching, licensing, and materials to ensure that our clients achieve a self-sustaining, continuously improving culture of performance excellence.
Our team of Subject Matter Experts consists of top industry professionals with many years of career experience in a range of sectors. All of our services are characterized by flexibility and accessibility- we are full partners in designing and implementing the programs that work best for your organization.
We can help py your organization g get started, g , help py you expand p an existing gp program, g , reenergize an existing program, or help get a stalled effort going again. Our full suite of delivery solutions includes: Consulting Services 1.
Lean and Six Sigma 1. Performance Excellence 1 3 Balance 1. B l S Scorecard d 1. Supply Chain management 1. Software design and development www. CICC provided the training that organizations need to improve performance, minimize risk, and avoid the costly consequences of poor quality.
Our comprehensive Body of Knowledge, Knowledge comprised of more than 50 courses courses- with content unparalleled in the training industry- offers a wide array of conformance and improvement methodologies such as Six Sigma, Lean, performance excellence, quality TS core tools and regulatory requirements, Balance Scorecard, Supply Chain Management. Because of its breadth, our Body of Knowledge meets the needs of beginners, experienced practitioners, and management.
Our performance improvement training courses are applauded for: Conveyance of complex topics in simple formats Modular design that allows for consistency, scalability, and flexibility in delivery Clear flow and structure Meaningful artwork and graphics Thoroughness of explanation, aided by extensive notes Industry-specific examples Comprehensive skills development for all roles Support materials and job aids that facilitate and simplify instructor preparation www.
How We Work cont II. Training g and d Co Coaching c g So Solutions u o s co cont To ensure that you and your organization achieve performance excellence, we offer two convenient training options: On-Site Training On-site O it training t i i is i a cost-effective, t ff ti flexible, fl ibl confidential fid ti l way to t train t i your employees l at t the th location l ti of f your choice.
For customized performance improvement training, our experts work with your staff to create the right programs for your industry, your culture, and your goalswith measurable results. Our performance improvement courses are tailored to your industry and your organization. Our trainers are experienced, dynamic, and thoroughly versed in their areas of expertise. Our on-site training tends to be a more cost-effective alternative for groups of five or more.
Each year, we offer public training to organizations across the Vietnam on productivity and qualityrelated topics such as Six Sigma, Lean, Lean Six Sigma tools, performance excellence, balance scorecard, supply chain management.
More than courses are offered each year on a variety of productivity and quality-related topics. Public training is a convenient, low-cost way to train a single person or a small group of employees. Training is delivered by a credible, experienced subject matter experts. Students benefit from learning alongside people from other organizations and sectors, who can provide complementary l perspectives.
To ensure success from the classroom to the field, CICC provides coaching designed to ensure that learning is effectively implemented at the organizational level. Many of our customers choose to rent a Black Belt to lead projects while their associates are being developed.
Whether you have a specific problem to be solved immediately or a general need to improve your business processes, our Black Belts can fill in the gaps. Provide immediate Lean Six Sigma assistance to accelerate results. Leverage years of industry experience as we partner with you for specific projects. Lead projects teams, allowing for us to develop and guide the development of your employees employees.
How We Work cont IV. Curriculum Development and Customization CICC works with organizations to develop training curricula designed to assist our customers in achieving and maintaining optimum employee performance. A well-planned training curriculum, one that is closely aligned with your organizations goals, results in two key benefits: It provides confidence that the strategy and performance goals set forth by the organization are clearly communicated.
It allows the organization to determine those who require training in certain disciplines in order for them to perform at their best. O subject Our bj t matter tt experts t and d training t i i design d i and d curriculum i l d l development t experts t work k with ith you to design a curriculum that is tailored to your employees performance goals and to your organizations business objectives.
We deliver fully interactive training programs that are comprehensive, effective, and flexible. Step 1: Identify requirements Review the organizations strategic goals to determine training objectives.
Determine critical success factors that might impact the success of the training program.
Identify audience, scope, extension, depth, and frequency of the training required. Determine the most suitable delivery mechanisms. Step 2: Propose training curriculum Design curriculum draft for discussions with customer and refinement of the items listed under Step 1.
Typically, this includes a Design Document that comprises elements such as training purpose, p p target g audience, delivery y mechanism, list of topics, p and training g itinerary.
Step 3: Develop training curriculum Finalize the Design Document. Develop the curriculum. In addition to the Design Document described in Step 2, typical training material includes items such as student book, instructors presentation material, instructor guidance material, handouts, and as applicable, a list of supplies needed for course presentation, exercises, and workshops. Design and conduct a Train-the-Trainer program, upon request, that supplements the instructor guidance id material i l mentioned i d above.
This CICC curriculum development process includes instructional design principles that are applicable to adult learning as well as a peer-review process that ensures accuracy and consistency i with i h the h latest l d l developments i the in h disciplines di i li that h are the h object bj of f the h training.
Practice Areas CICC provides id performance f i improvement t training and consulting solutions to companies that are committed to achieving measurable and sustainable results.
CICC commits increasing the efficiency for enterprises through providing services of training and consulting of methods and tools for continuous improvement.
CICC offers total and flexible solutions for all organizations g in all fields, , industries. Lean Six Sigma 1. Focused Improvement Tools II. FMEA 2. MSA 2. Balance Scorecard 3. Balance Scorecard Awareness 3. Balance Scorecard Application IV. Supply Chain Management 4. Supply Chain Management V.
Performance Excellence 5. Sustainable Performance 5. Software Design and Development. Learn more about our capabilities in the following gp practice areas. What is Lean Six Sigma? Lean Six Sigma is a blend of two concepts: Lean, which is aimed at reducing waste by breaking down processes and segregating waste from value, and Six Sigma, which helps companies reduce process variation and errors by using quality and statistical tools.
Together they help companies reap the benefits of faster processes with lower cost and higher quality. The type of process issues experienced by the organization will dictate the selection of the most suitable set of Lean and Six Sigma tools. Originally developed to improve manufacturing efficiency and quality, quality Lean Six Sigma is now being adopted by all types of organizations from financial institutions to retailers to hospitals.
Our approach to Lean Six Sigma CICCs integrated Lean Six Sigma consulting and training approach does not simply add a limited set of Lean tools to the Six Sigma DMAIC Define, Measure, Analyze, Improve, Control improvement methodology; instead, we go broad and deep, providing your organization with the full set of Lean tools, teaching and empowering you to select and use the tools that make the most sense for each situation. Our experience enables us to evaluate objectively your existing performance improvement initiatives, identify the gaps, and then work together h to deploy d l a high-impact hi h i L Lean Si Sigma Six Si program.
Our experienced Lean Six Sigma consultants can help your organization: So, now for example, the DPMO figure given for 1 sigma assumes that the long-term process mean will be 0. Note that the defect percentages indicate only defects exceeding the specification limit to which the process mean is nearest. Defects beyond the far specification limit are not included in the percentages. Six Sigma mostly finds application in large organizations. The fact that an organization is not big enough to be able to afford black belts does not diminish its abilities to make improvements using this set of tools and techniques.
The infrastructure described as necessary to support Six Sigma is a result of the size of the organization rather than a requirement of Six Sigma itself. Although the scope of Six Sigma differs depending on where it is implemented, it can successfully deliver its benefits to different applications.
After its first application at Motorola in the late s, other internationally recognized firms currently recorded high number of savings after applying Six Sigma. On top of this, other organizations like Sony and Boeing achieved large percentages in waste reduction.
There is still a need for an essential analysis that can control the factors affecting concrete cracks and slippage between concrete and steel. Similarly, Six Sigma implementation was studied at one of the largest engineering and construction companies in the world: Six Sigma has played an important role by improving accuracy of allocation of cash to reduce bank charges, automatic payments, improving accuracy of reporting, reducing documentary credits defects, reducing check collection defects, and reducing variation in collector performance.
Two of the financial institutions that have reported considerable improvements in their operations are Bank of America and American Express. By Bank of America increased customer satisfaction by Similarly, American Express successfully eliminated non-received renewal credit cards and improved their overall processes by applying Six Sigma principles.
This strategy is also currently being applied by other financial institutions like GE Capital Corp. In this field, it is important to ensure that products are delivered to clients at the right time while preserving high-quality standards from the beginning to the end of the supply chain. By changing the schematic diagram for the supply chain, Six Sigma can ensure quality control on products defect free and guarantee delivery deadlines, which are the two major issues involved in the supply chain.
This is a sector that has been highly matched with this doctrine for many years because of the nature of zero tolerance for mistakes and potential for reducing medical errors involved in healthcare. Quality expert Joseph M. Juran described Six Sigma as "a basic version of quality improvement", stating that "there is nothing new there.
It includes what we used to call facilitators. They've adopted more flamboyant terms, like belts with different colors. I think that concept has merit to set apart, to create specialists who can be very helpful. Again, that's not a new idea.
The American Society for Quality long ago established certificates, such as for reliability engineers. Quality expert Philip B. Crosby pointed out that the Six Sigma standard does not go far enough  —customers deserve defect-free products every time.
For example, under the Six Sigma standard, semiconductors which require the flawless etching of millions of tiny circuits onto a single chip are all defective. The use of "Black Belts" as itinerant change agents has fostered an industry of training and certification. Critics have argued there is overselling of Six Sigma by too great a number of consulting firms, many of which claim expertise in Six Sigma when they have only a rudimentary understanding of the tools and techniques involved or the markets or industries in which they are acting.
The statement was attributed to "an analysis by Charles Holland of consulting firm Qualpro which espouses a competing quality-improvement process ". A more direct criticism is the "rigid" nature of Six Sigma with its over-reliance on methods and tools. In most cases, more attention is paid to reducing variation and searching for any significant factors and less attention is paid to developing robustness in the first place which can altogether eliminate the need for reducing variation.
A possible consequence of Six Sigma's array of P-value misconceptions is the false belief that the probability of a conclusion being in error can be calculated from the data in a single experiment without reference to external evidence or the plausibility of the underlying mechanism. Another comment refers to the often mentioned Transfer Function, which seems to be a flawed theory if looked at in detail.
The volume of criticism and rebuttal has filled books with language seldom used in the scholarly debate of a dry subject. Nassim Nicholas Taleb considers risk managers little more than "blind users" of statistical tools and methods. Furthermore, errors in prediction are likely to occur as a result of ignorance for or distinction between epistemic and other uncertainties. These errors are the biggest in time variant reliability related failures. According to an article by John Dodge, editor in chief of Design News , use of Six Sigma is inappropriate in a research environment.
Dodge states  "excessive metrics, steps, measurements and Six Sigma's intense focus on reducing variability water down the discovery process.
Under Six Sigma, the free-wheeling nature of brainstorming and the serendipitous side of discovery is stifled. A BusinessWeek article says that James McNerney 's introduction of Six Sigma at 3M had the effect of stifling creativity and reports its removal from the research function.
It cites two Wharton School professors who say that Six Sigma leads to incremental innovation at the expense of blue skies research. One criticism voiced by Yasar Jarrar and Andy Neely from the Cranfield School of Management 's Centre for Business Performance is that while Six Sigma is a powerful approach, it can also unduly dominate an organization's culture; and they add that much of the Six Sigma literature — in a remarkable way six-sigma claims to be evidence, scientifically based — lacks academic rigor:.
So far, documented case studies using the Six Sigma methods are presented as the strongest evidence for its success. However, looking at these documented cases, and apart from a few that are detailed from the experience of leading organizations like GE and Motorola, most cases are not documented in a systemic or academic manner.
In fact, the majority are case studies illustrated on websites, and are, at best, sketchy. They provide no mention of any specific Six Sigma methods that were used to resolve the problems. It has been argued that by relying on the Six Sigma criteria, management is lulled into the idea that something is being done about quality, whereas any resulting improvement is accidental Latzko Thus, when looking at the evidence put forward for Six Sigma success, mostly by consultants and people with vested interests, the question that begs to be asked is: Everyone seems to believe that we are making true improvements, but there is some way to go to document these empirically and clarify the causal relations.
The statistician Donald J. Wheeler has dismissed the 1. The 1. From Wikipedia, the free encyclopedia. For other uses, see Sigma 6. Main article: List of Six Sigma certification organizations. See also: Three sigma rule. List of Six Sigma software packages. List of Six Sigma companies.
Archived from the original on Retrieved Gower Publishing, Ltd. Where is it now? Connecting Knowledge and Performance in Public Services: From Knowing to Doing. Cambridge University Press. Quality Control for Dummies. I think that concept has merit to set apart, to create specialists who can be very helpful. Again, that's not a new idea. The American Society for Quality long ago established certificates, such as for reliability engineers. Crosby pointed out that the Six Sigma standard does not go far enough  —customers deserve defect-free products every time.
For example, under the Six Sigma standard, semiconductors which require the flawless etching of millions of tiny circuits onto a single chip are all defective. Critics have argued there is overselling of Six Sigma by too great a number of consulting firms, many of which claim expertise in Six Sigma when they have only a rudimentary understanding of the tools and techniques involved or the markets or industries in which they are acting.
The statement was attributed to "an analysis by Charles Holland of consulting firm Qualpro which espouses a competing quality-improvement process ". In most cases, more attention is paid to reducing variation and searching for any significant factors and less attention is paid to developing robustness in the first place which can altogether eliminate the need for reducing variation.
A possible consequence of Six Sigma's array of P-value misconceptions is the false belief that the probability of a conclusion being in error can be calculated from the data in a single experiment without reference to external evidence or the plausibility of the underlying mechanism.
The volume of criticism and rebuttal has filled books with language seldom used in the scholarly debate of a dry subject. Articles featuring critics have appeared in the November—December issue of USA Army Logistician regarding Six-Sigma: "The dangers of a single paradigmatic orientation in this case, that of technical rationality can blind us to values associated with double-loop learning and the learning organization , organization adaptability , workforce creativity and development, humanizing the workplace, cultural awareness , and strategy making.
Furthermore, errors in prediction are likely to occur as a result of ignorance for or distinction between epistemic and other uncertainties.