Review of Brue’s “Six Sigma for Managers”

In Six Sigma for Managers, Greg Brue aims to give an overview of the Six Sigma process that when applied to projects can bring about greater quality, customer satisfaction, revenue, impact on employees, growth, and competitive advantages.  The most important elements of his overview include an explanation of the Six Sigma methodology, necessary business metrics, and roles and responsibilities of those involved.

Six Sigma has a statistical basis of measurement.  It is based on the idea that defects, being a measurable characteristic of the process not within acceptable customer limits, should be kept to a maximum of 3.4 per one million opportunities.  Its philosophy is to make the process as perfect as possible.  This high quality standard can be achieved through the application of the Six Sigma methodology of DMAIC.  It stands for define, measure, analyze, improve, and control.  The define stage is characterized by developing an understanding of the project scope and sequence while identifying big chronic issues and mapping processes.  The measure stage is characterized by gauging the repeatability, reproducibility, accuracy, and stability of processes.  The analyze stage is characterized by developing hypotheses about causes and analyzing processes and data.  The improve stage is characterized by confirming key variables and quantifying the effects of those variables on critical to quality outcomes.  The control stage is characterized by efforts to sustain the gain.  Seeing as how this methodology has a statistical basis, business metrics are needed to evaluate processes.

A business metric, a unit of measurement that provides a way to objectively quantify a process, is any measurement that helps management understand its operations.  Brue offers several basic steps in setting business metrics.  The first is to start with your customers.  Customers should determine the important critical to quality expectations.  The second is to establish key and consistent metrics.  These measurements should be the ones most important to an understanding of the project’s processes.  The third is to establish baselines in order to understand the current state of processes so as to have an idea of what improvements or mistakes are being made.  The fourth is to benchmark processes.  This allows management to compare their own processes with others who are operating comparable processes.  The fifth is to set goals.  Brue says that more ambitious goals can help to sustain a Six Sigma initiative.  After describing the methodology of Six Sigma and how to go about forming business metrics, Brue presents some information on the roles and responsibilities of those involved in a Six Sigma initiative.

The success of Six Sigma relies on the people who are responsible for implementing it.  The key players include executive leaders, champions, master black belts, black belts, and green belts.  Executive leaders must commit to Six Sigma and promote it throughout the organization.  Champions must fight for the cause of the black belts and remove barriers.  Master black belts must serve as a mentor, trainer, and guide to black belts.  Black belts must work full time on projects rooting out variation through the Six Sigma methodology.  Green belts must assist black belts on a part time basis.  The black belt positions must be trained well in Six Sigma processes, methodology, and statistical tools and techniques.

Six Sigma is more than just a quality improvement program.  It involves changing the entire organizational culture.  Management must be committed to Six Sigma.  The planning for a Six Sigma initiative must give careful consideration to communication and education, identification of projects, infrastructure, and choosing a qualified implementation partner.  With the right human resources, statistical tools, and upper management support, a Six Sigma initiative can improve quality, customer satisfaction, revenue, impact on employees, growth, and competitive advantages.