Abstract: The six sigma method is a project-driven management approach to improve the organization-s products, services, and processes by continually reducing defects in the organization. Understanding the key features, obstacles, and shortcomings of the six sigma method allows organizations to better support their strategic directions, and increasing needs for coaching, mentoring, and training. It also provides opportunities to better implement six sigma projects. The purpose of this paper is the survey of six sigma process and its impact on the organizational productivity. So I have studied key concepts , problem solving process of six sigmaas well as the survey of important fields such as: DMAIC, six sigma and productivity applied programme, and other advantages of six sigma. In the end of this paper, present research conclusions. (direct and positive relation between six sigma and productivity)
Abstract: This is an application research presenting the
improvement of production quality using the six sigma solutions and
the analyses of benefit-cost ratio. The case of interest is the
production of tile-concrete. Such production has faced with the
problem of high nonconforming products from an inappropriate
surface coating and had low process capability based on the strength
property of tile. Surface coating and tile strength are the most critical
to quality of this product. The improvements followed five stages of
six sigma solutions. After the improvement, the production yield was
improved to 80% as target required and the defective products from
coating process was remarkably reduced from 29.40% to 4.09%. The
process capability based on the strength quality was increased from
0.87 to 1.08 as customer oriented. The improvement was able to save
the materials loss for 3.24 millions baht or 0.11 million dollars. The
benefits from the improvement were analyzed from (1) the reduction
of the numbers of non conforming tile using its factory price for
surface coating improvement and (2) the materials saved from the
increment of process capability. The benefit-cost ratio of overall
improvement was high as 7.03. It was non valuable investment in
define, measure, analyses and the initial of improve stages after that
it kept increasing. This was due to there were no benefits in define,
measure, and analyze stages of six sigma since these three stages
mainly determine the cause of problem and its effects rather than
improve the process. The benefit-cost ratio starts existing in the
improve stage and go on. Within each stage, the individual benefitcost
ratio was much higher than the accumulative one as there was an
accumulation of cost since the first stage of six sigma. The
consideration of the benefit-cost ratio during the improvement
project helps make decisions for cost saving of similar activities
during the improvement and for new project. In conclusion, the
determination of benefit-cost ratio behavior through out six sigma
implementation period provides the useful data for managing quality
improvement for the optimal effectiveness. This is the additional
outcome from the regular proceeding of six sigma.
Abstract: The purpose of this study is to identify the critical success factors (CSFs) for the effective implementation of Six Sigma in non-formal service Sectors.
Based on the survey of literature, the critical success factors (CSFs) for Six Sigma have been identified and are assessed for their importance in Non-formal service sector using Delphi Technique. These selected CSFs were put forth to the panel of expert to cluster them and prepare cognitive map to establish their relationship.
All the critical success factors examined and obtained from the review of literature have been assessed for their importance with respect to their contribution to Six Sigma effectiveness in non formal service sector.
The study is limited to the non-formal service sectors involved in the organization of religious festival only. However, the similar exercise can be conducted for broader sample of other non-formal service sectors like temple/ashram management, religious tours management etc.
The research suggests an approach to identify CSFs of Six Sigma for Non-formal service sector. All the CSFs of the formal service sector will not be applicable to Non-formal services, hence opinion of experts was sought to add or delete the CSFs. In the first round of Delphi, the panel of experts has suggested, two new CSFs-“competitive benchmarking (F19) and resident’s involvement (F28)”, which were added for assessment in the next round of Delphi. One of the CSFs-“fulltime six sigma personnel (F15)” has been omitted in proposed clusters of CSFs for non-formal organization, as it is practically impossible to deploy full time trained Six Sigma recruits.