Description
Differences & Similarities Between Six Sigma and TQM
Differences and Similarities between Six Sigma and TQM, total quality management
A question we frequently get asked is the difference between Six Sigma and TQM, total quality management. The tools are basically the same, depending upon the level of TQM, total quality management, sophistication. For a definition of Six Sigma: If Six Sigma is used at the project level to eliminate defects, it is an incremental improvement approach with some structure and discipline. This can be very valuable but misses much of the true value of Six Sigma & the major differences between TQM & Six Sigma.
The real value of Six Sigma starts to show when it is integrated with the organization's Strategic Plan helping to implement that plan with a focus on the paying customers. In order to achieve the true benefits of Six Sigma, projects will cross organizational boundaries and be focused on business processes this is relatives unusual for most TQM, total quality management efforts. Sustained strategic results can be achieved when this is done. When applied to a business process the benefits obtained move the organization toward World Class Performance in that business process. Following are few key areas with a typical TQM, approach followed by the Six Sigma approach.
KEY AREAS
TQM
SIS SIGMA
Core Business
Frequently not part of the Business Strategy. Quality Council did not include Senior Managers. No bottom line accountability Re-stripe the parking lot projects
A strategy from the top of the Business Unit Champions and Senior Management are the Quality Council Projects frequently have a profitability hurdle Projects are carefully selected with managers accountable.
Goals
Improve everything Usually not targeted to a process or business Frequently without focus No projected performance levels.
3.4 defect per million opportunities Targeted areas Projects have a defined scope by management.
KEY AREAS
TQM
SIS SIGMA
Leadership Frequently vocal strong supporters Most places with active leadership succeeded at some level Most management treated it as a fad When supporters left so did TQM, total quality management.
Where successful the top management demands implementation Management takes an active role in all phases of Six Sigma If management treats like TQM, Six Sigma will have the same success/failure.
Application Learn the tools Don't worry about the bottom line Use as many tools as possible Many re-stripe the parking lot projects.
Black Belts are well trained Projects are expected to meet objectives Use only the tools necessary for the projects Significant improvement expected.
KEY AREAS
TQM
SIS SIGMA
Change
Within departments Incremental Seldom based on customer critical criteria No time urgency.
Best results when focused on customer Business process focus Crosses departmental functions Significant improvement for each project Time frame part of scope. Champion reports within the Business Black Belts are in the Business Unit Black Belts are expected to return to line function Quality Council of Senior Leaders and Champions. Some helpful links:
Organizatio Separate organization n Not accountable to the business unit Collection of "experts" A career Not a respected or strong area of the corporation Parking place for ended careers.
KEY AREAS
TQM
SIS SIGMA
Focus
Manufacturing Products Little on service Little on logistics Little on marketing.
All business processes Non-manufacturing are often the largest opportunities
doc_567054865.ppt
Differences & Similarities Between Six Sigma and TQM
Differences and Similarities between Six Sigma and TQM, total quality management
A question we frequently get asked is the difference between Six Sigma and TQM, total quality management. The tools are basically the same, depending upon the level of TQM, total quality management, sophistication. For a definition of Six Sigma: If Six Sigma is used at the project level to eliminate defects, it is an incremental improvement approach with some structure and discipline. This can be very valuable but misses much of the true value of Six Sigma & the major differences between TQM & Six Sigma.
The real value of Six Sigma starts to show when it is integrated with the organization's Strategic Plan helping to implement that plan with a focus on the paying customers. In order to achieve the true benefits of Six Sigma, projects will cross organizational boundaries and be focused on business processes this is relatives unusual for most TQM, total quality management efforts. Sustained strategic results can be achieved when this is done. When applied to a business process the benefits obtained move the organization toward World Class Performance in that business process. Following are few key areas with a typical TQM, approach followed by the Six Sigma approach.
KEY AREAS
TQM
SIS SIGMA
Core Business
Frequently not part of the Business Strategy. Quality Council did not include Senior Managers. No bottom line accountability Re-stripe the parking lot projects
A strategy from the top of the Business Unit Champions and Senior Management are the Quality Council Projects frequently have a profitability hurdle Projects are carefully selected with managers accountable.
Goals
Improve everything Usually not targeted to a process or business Frequently without focus No projected performance levels.
3.4 defect per million opportunities Targeted areas Projects have a defined scope by management.
KEY AREAS
TQM
SIS SIGMA
Leadership Frequently vocal strong supporters Most places with active leadership succeeded at some level Most management treated it as a fad When supporters left so did TQM, total quality management.
Where successful the top management demands implementation Management takes an active role in all phases of Six Sigma If management treats like TQM, Six Sigma will have the same success/failure.
Application Learn the tools Don't worry about the bottom line Use as many tools as possible Many re-stripe the parking lot projects.
Black Belts are well trained Projects are expected to meet objectives Use only the tools necessary for the projects Significant improvement expected.
KEY AREAS
TQM
SIS SIGMA
Change
Within departments Incremental Seldom based on customer critical criteria No time urgency.
Best results when focused on customer Business process focus Crosses departmental functions Significant improvement for each project Time frame part of scope. Champion reports within the Business Black Belts are in the Business Unit Black Belts are expected to return to line function Quality Council of Senior Leaders and Champions. Some helpful links:
Organizatio Separate organization n Not accountable to the business unit Collection of "experts" A career Not a respected or strong area of the corporation Parking place for ended careers.
KEY AREAS
TQM
SIS SIGMA
Focus
Manufacturing Products Little on service Little on logistics Little on marketing.
All business processes Non-manufacturing are often the largest opportunities
doc_567054865.ppt