RE: Six Sigma & Deming Philosophies!

[ralferr@lycos.com]

Hello, 

I’d like to make a few comments based on my experience with Six Sigma since ’95.

Six Sigma focuses on the reduction of process variation, the benefits of reducing variation are the reduction of costs, whether that is scrap, rework or increased production capacity.  Six Sigma emphasizes cost savings over variation reduction because management understands profit. Money gets their attention. The whole point of Six Sigma is being on target with minimum variation.

Six Sigma does break down departmental barriers. Every “Six Sigma” project I’ve worked on has involved a cross functional team. 

At the company I work for every employee received some level of Six Sigma training. The point of the training was to give everyone the skills/tools required to reduce the variation in their processes. Process improvement is everyone’s job. 

Yes, Six Sigma emphasis fundamental change to the system, the role of the “Black Belt” and “Master Black Belt” was to act as mentors and change agents. The “Black Belt” and “Master Black Belt” role was also a temporary assignment, with the individuals taking these skills and experience back to their regular jobs at the end. 

Deming's PDSA is incorporated into the Six Sigma training. 

Unfortunately, human nature being what it is, an elitist attitude has developed with some “Six Sigma” practitioners.  Is this the fault of “Six Sigma” or the individuals and their respective management?

And yes the 1.5 Sigma Shift is a load of malarkey; I gave up trying to explain it away a long time ago. The best and in my mind most creditable explanation I’ve heard about its origins is by Mario Perez-Wilson, in his book Six Sigma. I’m not sure how it “undermines the principles of SPC” as Steve Prevette states since I have never seen it applied to SPC. The only application of the “1.5 sigma shift” I’m aware of is in the calculation of the “Sigma” metric.

I also have a few questions for Dr. Burns: What “erroneous calculation of sigma”? And why is the training of “Black Belts” excess baggage? Who would perform the “Black Belts” role? Why on the shop floor level when working on process improvements is the focus on defects and the specification a problem? 

I believe by using the Six Sigma and Lean initiatives we can get our foot in the door and start incorporating Deming’s philosophy into a companies culture.

I’d like end by saying that I’ve learned quite a bit from this site over the years. 


Regards,

Bob Ferris
ralferr@lycos.com








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