Six Sigma is one of the most successful management frameworks that evolves from a focus on a process management improvement using statistical tools to a comprehensive framework for managing a business (Arthur, 2009). This framework has now become a synonym for improving quality, reducing cost, improving customer loyalty and achieving bottom line results (Henry, 2009). The Six Sigma of today speaks the language of management: bottom-line results. It institutionalizes a thorough, restricted, fact-based way to transfer additional money to the bottom line through process improvement and process design projects chosen by the top leadership and led by high potentials trained as Black Belts or Master Black Belts in Six Sigma that aim to produce near-perfect processes, products, and services all associated to delivering what the customer wants (Steve, 2009).
In successful implementations, the majority of Six Sigma projects are selected for measurable bottom-line or customer impact that is completed within two to six months. The projects deliver through the application of a well-defined set of statistical tools and process improvement techniques by well-trained people in an organization that has made it clear that Six Sigma is a career accelerator.
It has been observed that companies view Six Sigma in two ways: as a set of influential tools for improving processes and products and as an approach for improving both the process- and people-related aspects of business performance. Six Sigma is used as a hands-on approach to developing leadership and change management skills. The companies that achieve the greatest benefits from Six Sigma leverage the linkages between people, processes, customer, and culture.
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