Project Management "Six Sigma" is the name of the movement to improve the process. The name "Six Sigma" means, "Let's make defective products out of Six Sigma (6 sigma, meaning 6 times the standard deviation)." In other words, "Let's make the occurrence of defective products as zero as possible." It seems that it comes from the place called "."
Six Sigma is also ISO , ISO 13053.
The author is a company that promotes Six Sigma company-wide, and has experience in actually advancing the DMAIC process.
Six Sigma is a form in which improvement activities are carried out with a top-down project system.
Just as small group activities, also called QC circle activities, include activities such as waste removal other than Q (quality), Six Sigma also includes themes other than quality. Also known as "Lean Six Sigma".
Six Sigma is a set of methods used for improvement and the methodology of the promotion system for improvement activities. DMAIC and DMADV are used as the improvement procedure. As a promotion system, we have a system in which a person dedicated to improvement called a black belt plays a central role.
As a feature of Six Sigma, introduction procedures, education system, improvement of the status of the person in charge, such as "a consultant enters", "a black belt selected from within the company takes over the role of a consultant", etc. are also considered. There is a point.
Six Sigma also has something similar to QC stories, called DMAIC or DMADV.
The QC story says "QC (Quality Control)", so it has a name that gives the impression of the manufacturing industry. Also, Six Sigma is a name that has an impression related to statistics because it is in the range of 6 times the sigma (standard deviation). However, both are fairly general procedures for problem solving and problem solving. Not only about the quality of manufacturing companies, but also the content that can be used by any department. It is also useful for companies other than the manufacturing industry.
DMAIC is a problem-solving procedure .
The main difference is that DMAIC's DMA is "definition / measurement / analysis", but in the problem-solving QC story, it is "theme selection / current status grasp / factor analysis".
DMAIC is more of a work flow, and QC stories are a logical flow.
Either "Measurement-> Analysis" or "Understanding the current situation-> Factor analysis" can be explained in this order, but when actually proceeding, "Measurement <---> Analysis" and "Understanding the current situation <---> Factor analysis" will be repeated many times in parallel. Therefore, the author understands that the difference between DMAIC and QC story is the difference in the order of explanation, not the actual difference.
From the standpoint of understanding the content, I think the QC story, which is a logical flow, is easier to understand.
The main difference is that the DMAD of DMADV is "definition, measurement, analysis, design", but in the task achievement type QC story, it is "clarification of tasks, planning of measures, pursuit of success scenarios". ..
As I wrote in the procedure for accomplishing the task , DMADV has a structure that makes it easy to decide the policy based on the analysis. Task-achieving QC stories are easy to use if you have decided what to do to accomplish the task from the beginning.
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