Boosting Quality to New Standards Through the Six Sigma Black Belts

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Table of Contents

Introduction
Boosting quality to new standards through the Six Sigma Black Belts
Conclusion
Reference

Introduction

In the manufacturing as well as business processes, the need to minimize or even avoid constant errors

as well as defects is significant towards enhancing efficiency, and striving for perfecting the product or service for better customer satisfaction, thus maximizing profits. Customers have high expectations of the quality of products as well as services. It is because of this that companies have adopted Six Sigma.

Boosting quality to new standards through the Six Sigma Black Belts

The implication of this initiative is a strategy applied in business management with the aims, objectives as well as goals to overcome defects as well as errors. In the organization, a target of individuals forms a special infrastructure known as “Black Belts”, having special skills in this regard. They follow some special steps in a bid to achieve a set of financial targets mainly oriented to reducing production costs and at the same time increasing production profits (Burrill, 1999).

A defect in the term of Six Sigma is an abnormality likely to dissatisfy the customer. Six Sigma is an original formulation of Bill Smith working for the Motorola Company (Burrill, 1999). Emphasis is put on achievements of results that are stable as well as predictable. Likewise, the processes that are involved in the manufacturing industry, as well as the business setting, should have measurable characteristics which are likewise controllable, improvable, and subject to analysis. For the success of Six Sigma, much commitment in the workplace is expected of the employees, more specifically the top-level executive officers (Burrill, 1999).

Six Sigma is more potential than any other initiative of quality management. Returns from Six Sigma are measurable as well as quantifiable. The leadership, as well as the support from the management, are administered with strength as well as passion. The initiative brings about champions known as “Master Black Belts”, who help to mold “Black Belts”, who in turn performs the roles of implementation of the approaches of Six Sigma. The decisions made with the initiative of Six Sigma, are based on some data that can be verified but not just queued or assumed. There are laid down levels of defects for processes to qualify for Six Sigma; which stands at 3.4 DPMO (Burrill, 1999).

Black Belts from the academies of Six Sigma have been proved to be potential resources to companies for saving billions of dollars for the companies. The methodologies involved in the initiative are in categories; one being through the steps of definition, measurement, analysis, improvement, and finally, control. The other procedure follows definition measurement, analysis, design, and lastly verification. Through Six Sigma the functions of the management are made more professional. Most organizations, however, operate at the Three Sigma initiative that holds to a number of defects at 66 000 in every million. This carries a lot of waste due to defects and errors as compared to Six Sigma (Burrill, 1999).

To implement Six Sigma, high-level training is required giving the ranks of Master Black Belt, Black Belts, and Green Belts, who act as the team members. The Master Black Belts are answerable to the Champions, who are further answerable to the executive (the organization’s top management as well as the CEO). Below the Green, Belts are the Yellow Belts (Burrill, 1999).

Conclusion

The design, as well as the quality of products, are continuously being improved through this initiative where Black Belts implement the practices of Six Sigma on behalf of the company they work for. Most of the processes in the business environment, professional activities, and factory processes have adopted the practices of Six Sigma to attain efficiency. The qualification of a Black Belt in the Six Sigma initiative goes through a workshop where written assignments are offered by instructors for a period of four weeks. After this, some oral as well as written examinations are executed, perform a cost-saving project, and perform more projects with measurable results (Burrill, 1999).

Reference

Burrill L., (1999), Achieving Quality Through Continual Improvement, Willey. ISBN-13:978-0471092209,312-528.

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Boosting Quality to New Standards Through the Six Sigma Black Belts

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