Six Sigma Vs. Quality Circle
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Six Sigma Vs. Quality Circle as PDF for free.
More details
- Words: 902
- Pages: 6
SIX SIGMA VS. QUALITY CIRCLE
Comparing Two Quality Improvement Methods
Date: 9/23/2009 Bhavin Gandhi Morrison University
Six Sigma vs. Quality Circle
Abstract
This paper explores two quality improvement methods, Six Sigma and Quality Circle. The article highlights various differences between these two quality improvement methods. And at the end, it will conclude by demonstrating that the Six Sigma method of quality improvement was chosen over Quality Circle as preferred method of quality improvement.
Bhavin Gandhi | © Morrison University
Page 2
Six Sigma vs. Quality Circle
SIX SIGMA VS. QUALITY CIRCLE Many of today's problem solving and quality improvement tools were first used extensively in World War II in response to the need for tremendous volumes of high quality, lower cost materials. More recently, Quality Circles, TQM, and Kaizen have demonstrated the power of team-base process improvement; while process capability and design of experiments came to forefront in Six Sigma. In this paper, we will be comparing two of these quality methodologies, Six Sigma and Quality Circle. A quality circle is a volunteer group composed of workers (or even students), usually under the leadership of their supervisor, who are trained to identify, analyze and solve workrelated problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of employees. When it is matured, true Quality Circles become self-managing after gaining confidence of the Manager. Quality Circles are an alternative to the dehumanizing concept of the division of labor, where workers or individuals are treated like robots (Brecker Associates, Inc.). They bring back the concept of craftsmanship, which when operated on an individual basis is uneconomic, but when used in group form (as Quality Circles), it can be devastatingly powerful and enables the enrichment of the lives of the workers or students and creates harmony and high performance in the workplace. This practice is generally implemented for improving manufacture processes, improving product design and improving occupational safety (Bruce H. Charnov, 2008). Quality Circles are formal groups. They meet at least once a week on company time and are trained by competent persons (usually designated as facilitators) who may be personnel and industrial relations specialists trained in human factors and the basic skills of problem Bhavin Gandhi | © Morrison University
Page 3
Six Sigma vs. Quality Circle
identification, information gathering and analysis, basic statistics, and solution generation. Quality circles are generally free to select any topic they wish (other than those related to salary and terms and conditions of work, as there are other channels through which these issues are usually considered). Quality circles have the advantage of continuity; the circle remains intact from project to project. Although quality circles are not normally paid a share of the cost benefit of any improvements, they usually get a proportion of the savings made by improvements to the work environment (Bruce H. Charnov, 2008). On the other hand, Six Sigma is a business management strategy, initially implemented by Motorola (Motorola University). It is one of the widespread applications used in many sectors of various industries. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects/errors and variability in manufacturing and business processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets of cost reduction or profit increase (Antony, 2008). Six Sigma projects follow two project methodologies inspired by Deming's Plan-DoCheck-Act Cycle. These methodologies, comprising five phases each, bear the acronyms DMAIC and DMADV. DMAIC is used for projects aimed at improving an existing business process. DMADV is used for projects aimed at creating new product or process designs. Hence,
Bhavin Gandhi | © Morrison University
Page 4
Six Sigma vs. Quality Circle
we can use Six Sigma approach for improving an existing process model as well as for creating a new process. Features that set Six Sigma apart from Quality Circle include (Antony, 2008): 1. A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project. 2. An increased emphasis on strong and passionate management leadership and support. 3. A special infrastructure of "Champions," “Green Belts," "Black Belts," etc. to lead and implement the Six Sigma approach. 4. A clear commitment to make decisions on the basis of verifiable data, rather than assumptions and guesswork. In conclusion, I think that Quality Circle is a faultfinding exercise, while Six Sigma originated as a set of practices designed to improve manufacturing processes and eliminate defects. Six Sigma eliminates defects instead of finding faults after something fails. Without any doubt, Six Sigma is the winner between these two quality improvement methods.
Bhavin Gandhi | © Morrison University
Page 5
Six Sigma vs. Quality Circle
References
1. Antony, J. (2008). Pros and cons of Six Sigma: an academic perspective. Retrieved September 23, 2009, from Improvement and Innovation club: http://www.improvementandinnovation.com/features/articles/pros-and-cons-six-sigmaacademic-perspective 2. Brecker Associates, Inc. (n.d.). Quality-Based Problem-Solving. Retrieved September 22, 2009, from Brecker Associates: http://www.brecker.com/quality.htm 3. Bruce H. Charnov, P. J. (2008). Management. Barrons Educational Series Inc. 4. Motorola University. (n.d.). About Motorola University: The Inventors of Six Sigma.
Retrieved September 23, 2009, from Motorola: http://www.motorola.com/content.jsp?globalObjectId=3079
Bhavin Gandhi | © Morrison University
Page 6
Comparing Two Quality Improvement Methods
Date: 9/23/2009 Bhavin Gandhi Morrison University
Six Sigma vs. Quality Circle
Abstract
This paper explores two quality improvement methods, Six Sigma and Quality Circle. The article highlights various differences between these two quality improvement methods. And at the end, it will conclude by demonstrating that the Six Sigma method of quality improvement was chosen over Quality Circle as preferred method of quality improvement.
Bhavin Gandhi | © Morrison University
Page 2
Six Sigma vs. Quality Circle
SIX SIGMA VS. QUALITY CIRCLE Many of today's problem solving and quality improvement tools were first used extensively in World War II in response to the need for tremendous volumes of high quality, lower cost materials. More recently, Quality Circles, TQM, and Kaizen have demonstrated the power of team-base process improvement; while process capability and design of experiments came to forefront in Six Sigma. In this paper, we will be comparing two of these quality methodologies, Six Sigma and Quality Circle. A quality circle is a volunteer group composed of workers (or even students), usually under the leadership of their supervisor, who are trained to identify, analyze and solve workrelated problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of employees. When it is matured, true Quality Circles become self-managing after gaining confidence of the Manager. Quality Circles are an alternative to the dehumanizing concept of the division of labor, where workers or individuals are treated like robots (Brecker Associates, Inc.). They bring back the concept of craftsmanship, which when operated on an individual basis is uneconomic, but when used in group form (as Quality Circles), it can be devastatingly powerful and enables the enrichment of the lives of the workers or students and creates harmony and high performance in the workplace. This practice is generally implemented for improving manufacture processes, improving product design and improving occupational safety (Bruce H. Charnov, 2008). Quality Circles are formal groups. They meet at least once a week on company time and are trained by competent persons (usually designated as facilitators) who may be personnel and industrial relations specialists trained in human factors and the basic skills of problem Bhavin Gandhi | © Morrison University
Page 3
Six Sigma vs. Quality Circle
identification, information gathering and analysis, basic statistics, and solution generation. Quality circles are generally free to select any topic they wish (other than those related to salary and terms and conditions of work, as there are other channels through which these issues are usually considered). Quality circles have the advantage of continuity; the circle remains intact from project to project. Although quality circles are not normally paid a share of the cost benefit of any improvements, they usually get a proportion of the savings made by improvements to the work environment (Bruce H. Charnov, 2008). On the other hand, Six Sigma is a business management strategy, initially implemented by Motorola (Motorola University). It is one of the widespread applications used in many sectors of various industries. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects/errors and variability in manufacturing and business processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets of cost reduction or profit increase (Antony, 2008). Six Sigma projects follow two project methodologies inspired by Deming's Plan-DoCheck-Act Cycle. These methodologies, comprising five phases each, bear the acronyms DMAIC and DMADV. DMAIC is used for projects aimed at improving an existing business process. DMADV is used for projects aimed at creating new product or process designs. Hence,
Bhavin Gandhi | © Morrison University
Page 4
Six Sigma vs. Quality Circle
we can use Six Sigma approach for improving an existing process model as well as for creating a new process. Features that set Six Sigma apart from Quality Circle include (Antony, 2008): 1. A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma project. 2. An increased emphasis on strong and passionate management leadership and support. 3. A special infrastructure of "Champions," “Green Belts," "Black Belts," etc. to lead and implement the Six Sigma approach. 4. A clear commitment to make decisions on the basis of verifiable data, rather than assumptions and guesswork. In conclusion, I think that Quality Circle is a faultfinding exercise, while Six Sigma originated as a set of practices designed to improve manufacturing processes and eliminate defects. Six Sigma eliminates defects instead of finding faults after something fails. Without any doubt, Six Sigma is the winner between these two quality improvement methods.
Bhavin Gandhi | © Morrison University
Page 5
Six Sigma vs. Quality Circle
References
1. Antony, J. (2008). Pros and cons of Six Sigma: an academic perspective. Retrieved September 23, 2009, from Improvement and Innovation club: http://www.improvementandinnovation.com/features/articles/pros-and-cons-six-sigmaacademic-perspective 2. Brecker Associates, Inc. (n.d.). Quality-Based Problem-Solving. Retrieved September 22, 2009, from Brecker Associates: http://www.brecker.com/quality.htm 3. Bruce H. Charnov, P. J. (2008). Management. Barrons Educational Series Inc. 4. Motorola University. (n.d.). About Motorola University: The Inventors of Six Sigma.
Retrieved September 23, 2009, from Motorola: http://www.motorola.com/content.jsp?globalObjectId=3079
Bhavin Gandhi | © Morrison University
Page 6
Related Documents
Six Sigma Vs. Quality Circle
June 2020 14
Lean Vs Six Sigma
December 2019 30
Six Sigma Quality Control. Vietnamese
May 2020 13
Quality Improvement-spc & Six Sigma
October 2019 19
Six Sigma
June 2020 27
Six Sigma
November 2019 12More Documents from ""
Six Sigma Vs. Quality Circle
June 2020 14
I.t. Outsourcing In India And Its Impact
June 2020 13
Broadcom Corporation Vs Texas Instruments, Inc.
May 2020 12