Business Process Management
Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service.
The statistical representation of Six Sigma describes quantitatively how a process is performing. To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. A Six Sigma defect is defined as anything outside of customer specifications. A Six Sigma opportunity is then the total quantity of chances for a defect. Process sigma can easily be calculated using a Six Sigma calculator.
The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC . Here at “JusMack” we follow the Six Sigma DMAIC process (define, measure, analyze, improve, control) it is an improvement system for existing processes falling below specification and looking for incremental improvement.
Lean means creating more value for customers with fewer resources. The core idea is to maximize customer value while minimising waste.
A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.
At “JusMack” we combine the two above concepts as used at many global companies including – Ford and BAA
Business Process Management Lean Six Sigma success. In fact, they are of critical importance to any process improvement or redesign effort.
A company’s level of maturity in the area of process management strongly correlates to its effectiveness in the marketplace. Aligning the organization around the core processes that fulfill customer needs and drive business results, while using Lean to attack variation and waste, is a powerful combination. And, in other cases, good process management skills can help turn a company whose operations suffer from episodic, wrenching disruptive changes to one that moves in a planned, orderly manner.
Please contact JusMack for further information