Six Sigma in Operations Management
The topic will be "Six Sigma" in Operations Management.
1. Students will draft a term paper on an approved research topic related to field of operations management.
2. A list of suggested research topics may be found in the table below.
3. The team must gain approval from the instructor.
4. A table of contents is to be submitted to the instructor on or before the fifth session. The table of contents shall be representative of the final paper, no exceptions.
5. The paper must be written in APA format (https://apastyle.apa.org)
6. The minimum length of the paper is 6 pages. The page count starts with the Introduction and ends with the Conclusion, i.e. the body of the paper.
Table of Contents
One of the main functions of an organization or a business is its operations and how they are structured. Regardless of the structure and organization used in its operation, quality is always the primary goal. Managing quality is an issue that affects both an organization and customers. Organizations are affected by the demand for increasing profits. Customers enjoy the benefit of superior products and increased functionality. Quality management is tasked with all issues related to the supply chain and the customer journey. Producers can also bolster their profit margins by increasing prices by improving quality.
There are various techniques and strategies used in managing quality. Effective tactics ensure continuity in growth because there will always be avenues for improvement. The purpose of continuous improvement is to improve an institution using quantifiable metrics that managers can implement. Six sigma refers to the techniques used in the improvement of quality. This paper extensively discusses its components, operations management functions, and impacts. Quality management in operations is implemented in both processes and products. Total quality management (TQM) is an approach to quality and its improvement in the long run; it facilitates the implementation of sustainability in operations management.
The tools and techniques used to improve processes and outcomes constitute the six sigma concept. The domain is dynamic, and the growing customer-centricity has translated to process managers dealing with more variables. Managers optimize process quality to improve by changing their tactics. Operations management is a business domain associated with continuous improvement to increase efficiency. Limits of efficiency levels are dictated by the costs and resources used in the process. Process managers have to increase efficiencies, but that must be feasible for a business to undertake it.
Implementing six sigma is generally dependent on different factors. Resource availability and strategy used are the components that dictate quality. Understanding customer needs a crucial six sigma principle. Organizations rely on process and quality managers to know the variables that dictate the operations—implementing the tool requires businesses and organizations to reduce waste and increase value in processes. Using a standard methodology in process improvement ensures consistency in the process and outcome(s). Standardization is implemented in system processes using planned and strategic collaboration in quality domains. Consistency is attained by eliminating variations in the process.
The adoption of six sigma requires a plan which is executed strategically. Efficiencies come from the improvements in individual processes, improving the overall outcome quality. The techniques used to implement six sigma in processes are DMAIC and DMADV. The similarity between the two is that they have a similar starting position. DMAIC is reactive as it reacts to the changes and acts against a challenge by removing it. DMADV is proactive because it prevents challenges from happening. DMAIC has definite outcomes, but DMADV is part of the desired outcome and the solution's function.
DMAIC is a five-step process of implementing six sigma in processes. The name abbreviates the five steps; Define, Measure, Analyze, Improve and Control steps (Shankar, 2009). Each of the five steps plays an integral role in the result of the undertaking. It effectively resolves the problems currently available in a process and with no specific known solution. For example, the design step identifies improvement objectives from the perspective of the customer and the process owner. It provides necessary information in the approach and defines the measuring step. Variables derived from the established requirements need to be measured using key performance indicators.
Results from the measurements are analyzed to establish insights into the problem. The insights are then used to help design potential solutions that can be implemented. Implementation of proposed solutions is done in the improvement stage. Next, specific solutions are adopted in line with related business processes. Adopted solutions are then monitored to identify changes, if any, and dictate the way forward. Monitoring and deciding the way forward is done in the final step, which is control. If intended goals are not attained, the process is repeated until the desired outcome is attained.
DMADV follows a relatively similar approach to DMAIC but how and when solutions are adopted differs. DMADV is an abbreviation for Define, Measure, Analyze, Design and Verify. DMADV aims to identify possible risks and flaws and address them prior to the process's start (Selvi & Majumdar, 2014). It can technically be thought of as a tactic using mitigation strategies in risk management. DMADV is a crucial tool in analyzing the feasibility and practicality of a project or undertaking. As such, the use of DMADV is limited to new processes. Remodels of processes in business process improvement can be considered a domain of application. They refine processes to attain the desired outcome.
DMADV starts by defining the risks that are anticipated in a new process. Quantities that dictate the process are identified alongside the performance indicators. Established quantities are then measured using appropriate and efficient strategies. Results are how prototypes and outcomes will be or function. Efficiency is derived from comparing the observations made to the expectations from the requirements of a new process. Finally, the comparisons are made in the analysis stage. The first three stages are the ones that are similar to DMAIC, with a different perspective.
With the inefficiencies determined, the information is used to tailor a solution. DMADV integrates the solution in the design during the design instead of an existing process. The design stage is associated with the processes in research and development. All processes in process and product design are evaluated as designs before implementation. Verification is the last stage in DMADV. Validating that the established requirements of a new process meet expected standards is done. Upon successfully passing validity and feasibility checks for the proposed solution, a new process is approved.
Operations management is based on two core components, data, and methods. Methods are crucial in defining and designing processes while data is used in analytics. The methodical approach in both six sigma implementation techniques translates to the value of planning and analytics (Drohomeretski et al., 2014). The existence of analytics requires a predecessor in the form of data. The need for data drives measurements in implementing a quality improvement(s).
Operations management is a dynamic domain that requires to be constantly reviewed and updated where necessary. The six sigma tool extends the process efficiency and improves overall output quality to help boost profit margins by leveraging quality. The total quality management concept using six sigma has had its benefits and challenges. Benefits come from implementing processes that are sustainable in the long term. Challenges arise from the possibility of resource misuse, especially when process improvement starts at optimal levels. Six sigma is inefficient in such a case. New processes may negatively impact productivity or functionality when resources surpass the value created.
Most benefits are directly derived from the necessity of six sigma. Six sigma improves the overall quality of processes by minimizing the wastage of resources. One inefficiency established via business process management (BPM) is that process variables significantly impact process quality. Improving processes, therefore, requires the use of quality management to reduce waste. Quality improvement also increases the value of a product because the outcome will be superior when compared to alternatives.
TQM via six sigma reduces operational costs and increases revenue (Rosemann, de Bruin & Power, 2007). Wastes are significant contributors to inflated material budgets. Reducing waste directly translates to saving costs as the process raw materials are used more efficiently. Superior processes, existing or new, translate to a direct increase in appeal and value. It can be used to justify price increments. Changes in these three domains are the foundation of increasing profit margins and revenue. Increasing the quality of processes boosts employee motivation and time management.
Highly motivated workers are more productive than those with low motivation levels. Human resources are just as necessary as operations management and should be managed efficiently. It is easier for employees to manage their time well and better balance life and work. Better processes mean that outcomes will be superior and, therefore, a competitive advantage for customer loyalty. Current markets indicate a gap between the quality demands of customers.
There is a growing influence of customers in the production process due to substitute products. Businesses and organizations constantly compete with each other to win customers and use six sigma to improve customer loyalty. New customers are likely to stay when they are satisfied with how a company does things. Their loyalty is purely driven by the quality of the product and consistency. Consistency in product quality is defined as a function of sustainable quality derived from implementing six sigma.
Using data and a plan is a key to success for six sigma implementation. However, this is a significant challenge in some domains because of a shortage of information. Data is used in analytics to derive market variables and the optimal operations parameters. Quality management cannot be effectively adopted in some domains because data is insufficient. The inadequacy of data, or lack thereof, translates to inaccuracies in predictions. More data needs to be collected to counter this problem. The confines and definitions of data collection may contradict the established information management laws in the digital space. Such regulations may limit six sigma in the analysis stage. Information security is also a significant concern in cases where illegal collection or use of data can happen.
When optimization has reached its limit, the law of diminishing returns comes into effect. Beyond a given point, six sigma becomes an expensive endeavor with little to no returns. Some domains can experience resistance to change. Six sigma can be a big step and may ask for more from employees. Such cases are counterproductive when they lower employee motivation, negatively impacting productivity. Quality managers need to know the comprehensive principles and skills of six sigma before applying the tool. Six sigma has rules and applicability parameters that must be adhered to for its successful use.
Change is hard to deal with and must be managed carefully. Management should support change for six sigma implementation success. Deviating from that spells trouble for the process as workers may not be prepared or motivated to align with system changes (Kumar, Antony & Tiwari, 2011). Quality managers are expected to define requirements to ensure no ambiguities comprehensively. There is a chance of experiencing scope creep should a quality manager wrongly define it. All activities involved in implementing quality should be defined accurately. Variations can cause problems in reference. They should be denied well so that others can understand the strategy used to attain the outcomes. Above all, six sigma only works when structured well within the data confines and analytics.
Business processes are always avenues of continuous improvement to increase margins and quality. The tools and techniques used in the process may differ, but the fundamental principles remain primarily similar. Six sigma is a methodology for process improvement that seeks to resolve quality issues based on data. Measurements and analytics make for a more significant part of any approach used. The first step in all methods requires a clear definition of problems and problem points in quality. Refinement of processes to improve them happens in the final two stages. The perspective and time of adoption of quality dictate the approach used. DMAIC is suitable for the iterative development of an existing process, while DMADV is efficient for designing new processes. Overall, advancements in technology have allowed for six sigma to be automated for superior process management.
Drohomeretski, E., Gouvea da Costa, S. E., Pinheiro de Lima, E., & Garbuio, P. A. D. R. (2014). Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy. International Journal of Production Research, 52(3), 804-824.
Kumar, M., Antony, J., & Tiwari, M. K. (2011). Six Sigma implementation framework for SMEs–a roadmap to manage and sustain the change. International Journal of Production Research, 49(18), 5449-5467.
Rosemann, M., de Bruin, T., & Power, B. (2007). BPM maturity. In Business process management (pp. 322-338). Routledge.
Selvi, K., & Majumdar, R. (2014). Six sigma-overview of DMAIC and DMADV. International Journal of Innovative Science and Modern Engineering, 2(5), 16-19.
Shankar, R. (2009). Process improvement using six sigma: a DMAIC guide. Quality Press.
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Six Sigma katika Usimamizi wa Uendeshaji Mada itakuwa "Six Sigma" katika Usimamizi wa Uendeshaji. 1. Uwe na mtazamo wa kweli Wanafunzi watatunga karatasi ya muhula juu ya mada ya utafiti iliyokubaliwa inayohusiana na uwanja wa usimamizi wa shughuli. 2. Uwezekano wa kupata Orodha ya mada zilizopendekezwa za utafiti zinaweza kupatikana katika jedwali hapa chini. 3. Uwe na mtazamo wa kweli Timu hiyo lazima ipate idhini ya mwalimu. 4. Uwe na uhakika Jedwali la maudhui linapaswa kuwasilishwa kwa mwalimu kwenye au kabla ya kikao cha tano. Jedwali la maudhui lazima liwe la uwakilishi wa karatasi ya mwisho, bila ubaguzi. 5. Uwe na mtazamo mzuri. Maandishi ya karatasi lazima yawe katika muundo wa APA (https: www.apastyle.apa.org). Urefu wa chini wa karatasi ni kurasa sita. Hesabu ya kurasa huanza na Utangulizi na kumalizika na Mkataa, yaani. mwili wa karatasi. Mfano wa kazi ya shirika ni jinsi kazi zake zinavyoundwa. Bila kujali muundo na shirika kutumika katika operesheni yake, ubora ni daima lengo la msingi. Usimamizi wa ubora ni suala ambalo huathiri wote shirika na wateja. Mashirika huathiriwa na mahitaji ya kuongeza faida. Wateja hufurahia manufaa ya bidhaa bora na utendaji ulioongezeka. Usimamizi wa ubora una jukumu la masuala yote yanayohusiana na mlolongo wa usambazaji na safari ya mteja. Watengenezaji wanaweza pia kuimarisha faida zao kwa kuongeza bei kwa kuboresha ubora. Kuna mbinu mbalimbali na mikakati kutumika katika usimamizi wa ubora. Mbinu zenye matokeo huandaa mwendelezo wa ukuzi kwa sababu sikuzote kutakuwa na njia za kuboresha. Kusudi la uboreshaji wa kuendelea ni kuboresha taasisi kwa kutumia metrics quantifiable kwamba wasimamizi wanaweza kutekeleza. Six Sigma inahusu mbinu zinazotumiwa katika kuboresha ubora. Karatasi hii kwa kina inazungumzia vipengele vyake, kazi za usimamizi wa shughuli, na athari. Usimamizi wa ubora katika shughuli ni kutekelezwa katika taratibu na bidhaa. Usimamizi wa ubora wa jumla (TQM) ni mbinu ya ubora na uboreshaji wake kwa muda mrefu; inawezesha utekelezaji wa uendelevu katika usimamizi wa shughuli. Vifaa na mbinu kutumika kuboresha michakato na matokeo ni muundo sita sigma dhana. uwanja ni nguvu, na kuongezeka mteja-centricity imetafsiriwa kwa mchakato wasimamizi kushughulika na vigezo zaidi. Wasimamizi kuboresha ubora wa mchakato wa kuboresha kwa kubadilisha mbinu zao. Usimamizi wa shughuli ni uwanja wa biashara kuhusishwa na uboreshaji wa kuendelea kuongeza ufanisi. Mipaka ya viwango vya ufanisi ni dictated na gharama na rasilimali kutumika katika mchakato. Wasimamizi wa mchakato wanapaswa kuongeza ufanisi, lakini hiyo lazima iwezekanavyo kwa biashara kuifanya. Utekelezaji wa sigma sita kwa ujumla unategemea mambo tofauti. Upatikanaji wa rasilimali na mkakati kutumika ni vipengele kwamba kuamua ubora. Kuelewa mteja inahitaji muhimu sita sigma kanuni. Mashirika hutegemea mchakato na wasimamizi wa ubora kujua vigezo ambavyo huamuru shughuli - kutekeleza chombo inahitaji biashara na mashirika kupunguza taka na kuongeza thamani katika michakato. Kutumia mbinu ya kawaida katika kuboresha mchakato inahakikisha uthabiti katika mchakato na matokeo (s). Standardization ni kutekelezwa katika michakato ya mfumo kutumia mpango na ushirikiano wa kimkakati katika maeneo ya ubora. Utaratibu hupatikana kwa kuondoa tofauti katika mchakato. Kupitisha sigma sita inahitaji mpango ambao ni kutekelezwa kimkakati. Ufanisi hutoka kwa maboresho katika michakato ya mtu binafsi, kuboresha ubora wa matokeo ya jumla. Mbinu za kuanzisha Six Sigma ni DMAIC na DMADV. Kufanana kati ya hizo mbili ni kwamba zina nafasi sawa ya kuanza. DMAA ni reactive kama inavyotenda kwa mabadiliko na vitendo dhidi ya changamoto kwa kuiondoa. DMAA ni proactive kwa sababu inazuia changamoto kutokea. DMAA ina matokeo ya uhakika, lakini DMAA ni sehemu ya matokeo yaliyotakiwa na kazi ya suluhisho. DMAIC ni mchakato wa hatua tano wa kutekeleza sigma sita katika michakato. "Jina la ""Mfano"" ni kifupi cha hatua tano: ""Kufafanua, Kupima, Uchambuzi, Kuboresha na Udhibiti"" (Shankar, 2009)." Kila moja ya hatua tano ina jukumu muhimu katika matokeo ya mradi. Ni ufanisi kutatua matatizo sasa inapatikana katika mchakato na bila maalum inayojulikana ufumbuzi. Kwa mfano, hatua ya kubuni hutambua malengo ya uboreshaji kutoka kwa mtazamo wa mteja na mmiliki wa mchakato. Ni hutoa habari muhimu katika mbinu na hufafanua hatua ya kupima. Vitu vinavyobadilika vinavyotokana na mahitaji yaliyowekwa vinahitaji kupimwa kwa kutumia viashiria muhimu vya utendaji. Matokeo kutoka vipimo ni kuchambuliwa kuanzisha ufahamu katika tatizo. Maoni hayo hutumiwa kusaidia kubuni suluhisho zinazoweza kutekelezwa. Utekelezaji wa suluhisho zilizopendekezwa hufanywa katika hatua ya uboreshaji. Kisha, suluhisho maalum ni kupitishwa kwa mujibu wa taratibu zinazohusiana biashara. Suluhisho zilizopitishwa kisha hufuatwa ili kutambua mabadiliko, ikiwa yapo, na kuamua njia ya kuendelea. Ufuatiliaji na kuamua njia ya mbele ni kufanyika katika hatua ya mwisho, ambayo ni udhibiti. Ikiwa malengo yaliyokusudiwa hayafikiki, mchakato huo hurudiwa hadi matokeo yanayotakiwa yatakapopatikana. DMAA na DMAA zinafanana na DMAA na DMAA, lakini ni tofauti na jinsi ya kuunda na kuunda. DMAV ni kifupi cha define, measure, analyze, design na verify. DMAV inakusudia kutambua hatari na kasoro zinazowezekana na kuzitatua kabla ya kuanza mchakato (Selvi & Majumdar, 2014). Ni inaweza kiufundi kufikiri kama mbinu kwa kutumia mikakati ya kupunguza katika usimamizi wa hatari. DMAA ni chombo muhimu katika kuchambua uwezekano na vitendo vya mradi au mradi. Kwa hivyo, matumizi ya DMADV ni mdogo kwa michakato mpya. Remodels ya taratibu katika kuboresha mchakato wa biashara inaweza kuchukuliwa uwanja wa maombi. Wao husafisha taratibu ili kufikia matokeo yanayotakiwa. DMAA inaanza na kuamua hatari zinazotarajiwa katika mchakato mpya. Kiasi ambacho huamuru mchakato hutambuliwa pamoja na viashiria vya utendaji. Kiasi kilichoanzishwa kisha hupimwa kwa kutumia mikakati inayofaa na yenye ufanisi. Matokeo ni jinsi prototypes na matokeo itakuwa au kazi. Ufanisi hutokana na kulinganisha uchunguzi uliofanywa na matarajio kutoka kwa mahitaji ya mchakato mpya. Hatimaye, kulinganisha ni kufanywa katika hatua ya uchambuzi. Hatua tatu za kwanza ni zile ambazo zinafanana na DMAIC, na mtazamo tofauti. Baada ya kutofaulu kuamuliwa, habari hutumiwa kurekebisha suluhisho. DMAA inashiriki ufumbuzi katika muundo wakati wa muundo badala ya mchakato uliopo. Hatua ya kubuni ni kuhusishwa na michakato katika utafiti na maendeleo. Mchakato wote katika mchakato na bidhaa kubuni ni tathmini kama miundo kabla ya utekelezaji. Uhakiki ni hatua ya mwisho katika DMADV. Kudhibitisha kwamba mahitaji ya kuanzishwa ya mchakato mpya kukutana na viwango vya kutarajiwa ni kufanyika. Baada ya kufanikiwa kupitisha uhalali na uwezekano wa ukaguzi kwa ajili ya ufumbuzi uliopendekezwa, mchakato mpya ni kupitishwa. Usimamizi wa shughuli unategemea vipengele viwili vya msingi, data, na mbinu. Mbinu ni muhimu katika kufafanua na kubuni michakato wakati data ni kutumika katika uchambuzi. Mfano wa 6 Sigma ni muhimu kwa ajili ya kuunda na kuendesha shughuli za biashara (Drohomertsky et al. 2014). Uwepo wa uchambuzi inahitaji mtangulizi katika fomu ya data. Uhitaji wa data huendesha vipimo katika kutekeleza uboreshaji wa ubora. Usimamizi wa shughuli ni uwanja wa nguvu ambayo inahitaji kuwa daima kukaguliwa na updated ambapo ni muhimu. Six Sigma inaongeza ufanisi wa mchakato na kuboresha ubora wa jumla wa pato kusaidia kuongeza faida kwa kutumia ubora. jumla ya ubora wa usimamizi dhana kutumia sita sigma imekuwa na faida zake na changamoto. Faida hutoka katika kutekeleza michakato ambayo ni endelevu kwa muda mrefu. Changamoto hutokea kutokana na uwezekano wa matumizi mabaya ya rasilimali, hasa wakati uboreshaji wa mchakato huanza katika viwango bora. Six sigma ni isiyo na ufanisi katika kesi kama hiyo. Utaratibu mpya inaweza athari hasi uzalishaji au utendaji wakati rasilimali kuzidi thamani iliyoundwa. Faida nyingi zinatokana moja kwa moja na uhitaji wa sigma sita. Six sigma inaboresha ubora wa jumla wa michakato kwa kupunguza kupoteza rasilimali. Utaratibu wa usimamizi wa mchakato wa biashara (BPM) ni mfumo wa usimamizi wa mchakato ambao una athari kubwa kwa ubora wa mchakato. Kuboresha michakato, kwa hiyo, inahitaji matumizi ya usimamizi wa ubora ili kupunguza taka. Uboreshaji wa ubora pia huongeza thamani ya bidhaa kwa sababu matokeo yatakuwa bora ikilinganishwa na mbadala. TQM (Six Sigma) inaongeza faida ya biashara na kuongeza gharama za uendeshaji (Rosemann, de Bruin & Power, 2007). Taka ni wachangiaji muhimu kwa bajeti za vifaa inflated. Kupunguza taka moja kwa moja hutafsiriwa kwa kuokoa gharama kama mchakato malighafi ni kutumika kwa ufanisi zaidi. Utaratibu bora, uliopo au mpya, hutafsiriwa kwa ongezeko la moja kwa moja la rufaa na thamani. Inaweza kutumiwa kuhalalisha ongezeko la bei. Mabadiliko katika nyanja hizi tatu ni msingi wa kuongeza faida na mapato. Kuongeza ubora wa michakato huongeza motisha ya wafanyikazi na usimamizi wa wakati. Wafanyakazi wenye kichocheo cha juu ni wenye matokeo zaidi kuliko wale walio na viwango vya chini vya kichocheo. Rasilimali za binadamu ni muhimu kama usimamizi wa shughuli na inapaswa kusimamiwa kwa ufanisi. Ni rahisi kwa wafanyakazi kusimamia wakati wao vizuri na kusawazisha maisha na kazi. Utaratibu bora inamaanisha kwamba matokeo itakuwa bora na, kwa hiyo, faida ya ushindani kwa uaminifu wa wateja. Masoko ya sasa yanaonyesha pengo kati ya mahitaji ya ubora wa wateja. Kuna ushawishi unaoongezeka wa wateja katika mchakato wa uzalishaji kutokana na bidhaa za badala. Kampuni na mashirika daima kushindana na kila mmoja kushinda wateja na kutumia sigma sita ili kuboresha uaminifu wa wateja. Wateja wapya huendelea kuwa wateja wa kampuni wakati wanaridhika na jinsi kampuni inavyofanya kazi. Uaminifu wao unategemea tu ubora wa bidhaa na uthabiti. Utaratibu katika ubora wa bidhaa ni kufafanuliwa kama kazi ya ubora endelevu inayotokana na kutekeleza sita sigma. Kutumia data na mpango ni ufunguo wa mafanikio kwa ajili ya utekelezaji sita sigma. Hata hivyo, hii ni changamoto kubwa katika baadhi ya nyanja kwa sababu ya upungufu wa habari. Takwimu hutumiwa katika uchambuzi kupata vigezo vya soko na vigezo bora vya shughuli. Usimamizi wa ubora hauwezi kupitishwa kwa ufanisi katika baadhi ya nyanja kwa sababu data haitoshi. Ukosefu wa data, au ukosefu wake, hufanywa kuwa usahihi katika utabiri. Takwimu zaidi zinahitaji kukusanywa ili kukabiliana na tatizo hili. Mipaka na ufafanuzi wa ukusanyaji wa data inaweza kupingana na sheria zilizowekwa za usimamizi wa habari katika nafasi ya dijiti. Kanuni hizo zinaweza kupunguza sigma sita katika hatua ya uchambuzi. Usalama wa habari pia ni wasiwasi mkubwa katika kesi ambapo ukusanyaji haramu au matumizi ya data inaweza kutokea. Wakati optimization imefikia kikomo chake, sheria ya kupungua kwa mapato huanza kutumika. Zaidi ya hatua fulani, sigma sita inakuwa jitihada ya gharama kubwa na kurudi kidogo au hakuna. Baadhi ya maeneo yanaweza kupata upinzani wa mabadiliko. Six Sigma inaweza kuwa hatua kubwa na inaweza kuuliza zaidi kutoka kwa wafanyakazi. Kesi kama hizo ni kinyume wakati wao chini ya wafanyakazi motisha, athari hasi uzalishaji. Wasimamizi wa ubora wanahitaji kujua kanuni kamili na ujuzi wa sigma sita kabla ya kutumia chombo. Six sigma ina sheria na vigezo vya matumizi ambayo lazima yafuatwe kwa matumizi yake ya mafanikio. Mabadiliko ni magumu kushughulika nayo na lazima yasimamiwe kwa uangalifu. Usimamizi unapaswa kuunga mkono mabadiliko kwa ajili ya mafanikio ya utekelezaji wa sigma sita. "Kutoka kwa hatua hii kunaweza kusababisha matatizo kwa mchakato kama wafanyakazi hawawezi kuwa tayari au kuhamasishwa ""kujipatanisha na mabadiliko ya mfumo"" (Kumar, Antony na Tiwari, 2011)." Wasimamizi wa ubora wanatarajiwa kufafanua mahitaji ili kuhakikisha hakuna ambiguities kwa kina. Kuna nafasi ya uzoefu scope creep lazima meneja ubora makosa kufafanua yake. Shughuli zote zinazohusika katika kutekeleza ubora zinapaswa kufafanuliwa kwa usahihi. Tofauti zinaweza kusababisha matatizo katika rejea. Lazima zikataliwe vizuri ili wengine waweze kuelewa mkakati uliotumiwa kufikia matokeo. Six Sigma ni mfumo wa ujasusi unaoweza kuendeshwa vizuri na data na uchambuzi. Utaratibu wa biashara daima ni njia za uboreshaji wa kuendelea ili kuongeza pembe na ubora. Vifaa na mbinu zinazotumiwa katika mchakato huo zinaweza kutofautiana, lakini kanuni za msingi hubaki sawa. Six Sigma ni mbinu ya kuboresha mchakato ambayo inatafuta kutatua masuala ya ubora kulingana na data. Vipimo na uchambuzi hufanya kwa sehemu muhimu zaidi ya mbinu yoyote kutumika. Hatua ya kwanza katika mbinu zote inahitaji ufafanuzi wazi wa matatizo na pointi tatizo katika ubora. Utaratibu wa kuboresha michakato hufanyika katika hatua mbili za mwisho. Mtazamo na wakati wa kupitishwa kwa ubora huamuru mbinu inayotumiwa. DMAIC ni bora kwa ajili ya maendeleo ya iterative ya mchakato wa sasa, wakati DMAV ni bora kwa ajili ya kubuni mchakato mpya. Kwa ujumla, maendeleo katika teknolojia imeruhusu sita sigma kuwa automatiska kwa ajili ya usimamizi wa mchakato bora. Drohomeretski, E., Gouvea da Costa, S. E., Pinheiro de Lima, E., & Garbuio, P. A. D. R. (2014). Lean Six Sigma: Mfano wa Mfano wa Mfano wa Mfano International Journal of Production Research, 52 (3) 804-824 (Jarida la Kimataifa la Utafiti wa Uzalishaji, 52 (3) 804-824). Kumar, M., Antony, J., na Tiwari, M. K. (2011). Mfumo wa utekelezaji wa Sigma sita kwa ajili ya SMEs <unk> ramani ya barabara ya kusimamia na kudumisha mabadiliko. International Journal of Production Research, 49 (18), 549-5467, ilitumwa na: Rosemann, M., de Bruin, T., na Power, B. (2007) na BPM (Benefits of Maturity) Katika usimamizi wa mchakato wa biashara (pp. 323-338 K.W.K. Routledge. Selvi, K., na Majumdar, R. (2014). Six Sigma Overview ya DMAIC na DMADV International Journal of Innovative Science and Modern Engineering, 2 (5) 16-19 (Jarida la Kimataifa la Sayansi ya Ubunifu na Uhandisi wa Kisasa, 2 (5) 16-19). Shankar, R. (2009). Kuongeza ubora wa mchakato kwa kutumia sigma sita: mwongozo wa DMAIC Uchapishaji wa ubora. Je, ni kazi ngumu kufanya? Weka Waandishi wa Maandishi Wenye Uwezo Mkali! Tuna wataalamu wa mada tayari 24 7 kushughulikia kazi yako maalum na kuwahudumia kwa wakati, tayari kutoa. Waandishi wetu wana digrii za juu, na wanajua hasa nini inahitajika ili kupata kiwango bora iwezekanavyo.