Six- Sigma Management

Suparman
 Sejarah
• The TQM concept was developed by a number
of American management consultants,
including W. Edwards Deming, Joeseph Juran,
and A.V. Feigenbaum.
• Originally, these consultants won few converts
in the United States. However, managers in
Japan embraced their ideas enthusiastically
and even named their premier annual prize for
manufacturing excellence after Deming.
 Sejarah
• The Six Sigma management strategy originated in 1986
from Motorola’s drive towards reducing defects by
minimizing variation in processes.
• The main difference between TQM and Six Sigma (a
newer concept) is the approach.
– At its core, Total Quality Management (TQM) is a
management approach to long-term success through
customer satisfaction.
– In a TQM effort, all members of an organization participate
in improving processes, products, services and the culture in
which they work.
 Six Sigma
• Six Sigma is a business management strategy,
originally developed by Motorola in 1986.
• Six Sigma became well known after Jack Welch made
it a central focus of his business strategy at General
Electric in 1995, and today it is widely used in many
sectors of industry.
• Six Sigma seeks to improve the quality of process
outputs by identifying and removing the causes of
defects (errors) and minimizing variability in
manufacturing and business processes
 Pengertian
• The term "six sigma process" comes from the
notion that if one has six standard deviations
between the process mean and the nearest
specification limit, as shown in the graph,
practically no items will fail to meet
specifications.
• This is based on the calculation method
employed in process capability studies.
 Pengertian
A philosophy that underlies efforts to improve business
performance and customer satisfaction

1. The term “Sigma” is a measurement of how far a given

process deviates from perfection – a measure of number
of “defects”. “Six Sigma” implies near zero defects.

2. “A quality improvement methodology that applies

statistics to measure and reduce variation in processes.”

3. A management system that is “comprehensive and

flexible for achieving, sustaining, and maximizing
business success.”
 Conceptual Framework

• Critical to Quality (CTQ): Attributes most important to the customer

• Defect: Failing to deliver what the customer wants

• Process Capability: What your process can deliver

• Stable Operations: Ensuring consistent, predictable processes to

improve what the customer perceives

The Quality Colloquium

Introduction to Track IC:
Six Sigma as a Healthcare Quality Initiative
 Measurement: Variance is the Enemy
Mean

Mean

Time Intervals Time Intervals

W I D E Variation Slim Variation

Ex: MRI TAT Project Target

Target
Customer Customer
Upper Limit Upper Limit
DEFECTS ZERO
DEFECTS

Time (Min.). Time (Min.).

The Quality Colloquium

Introduction to Track IC:
Six Sigma as a Healthcare Quality Initiative
 Measurement: Six Sigma as a Quality Goal
Defects Per
σ Million
Opportunities
The higher the sigma, the
3 fewer the defects. 1 697,672.15
2 308,770.21
3 66,810.63
A increase from 3 to 6 Sigma
4 6,209.70
represents a 20,000 fold
5 232.67
improvement in quality.
6 3.40

99% “Good” (3.8 Sigma) 99.99966% “Good” (6 Sigma)

No electricity for 7 hours per month No electricity for 1 hour every 34 years
5,000 incorrect operations per week 1.7 incorrect operations per week
20,000 wrong prescriptions per year 68 wrong prescriptions per year

The Quality Colloquium

Introduction to Track IC:
Six Sigma as a Healthcare Quality Initiative
• The term Six Sigma originated from terminology associated with
manufacturing, specifically terms associated with statistical
modeling of manufacturing processes.
• The maturity of a manufacturing process can be described by a
sigma rating indicating its yield, or the percentage of defect-free
products it creates.
• A six sigma process is one in which 99.99966% of the products
manufactured are statistically expected to be free of defects (3.4
defects per million). Motorola set a goal of "six sigma" for all of
its manufacturing operations, and this goal became a by word
for the management and engineering practices used to achieve
it.
 Six Sigma identifies several key roles for its successful
implementation
• Executive Leadership includes the CEO and other members of
top management. They are responsible for setting up a vision
for Six Sigma implementation.
• Champions take responsibility for Six Sigma implementation
across the organization in an integrated manner.
• Master Black Belts, identified by champions, act as in-house
coaches on Six Sigma. They devote 100% of their time to Six
Sigma.
• Black Belts operate under Master Black Belts to apply Six Sigma
methodology to specific projects.
• Green Belts are the employees who take up Six Sigma
implementation along with their other job responsibilities,