barcode dll for vb net THE BREAKTHROUGH APPROACH TO SIX SIGMA in Software

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THE BREAKTHROUGH APPROACH TO SIX SIGMA
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The new approach to Six Sigma, called the Breakthrough approach and developed by Mikel Harry and Richard Schroeder (2000), captured the Motorola methods and packaged them in the Define, Measure, Analyze, Improve, and Control (DMAIC) methodology. The Breakthrough approach consists of management involvement, organizational structure to facilitate the improvement, customer focus, opportunity analysis, extensive training, and reward and recognition for successful problem solving. Its benefits include the standardization of the methods, global adaptation of the methodology, and commercialization of Six Sigma. In any case, whether Six Sigma is implemented through the traditional approach, the Breakthrough approach, or various derivatives, its primary driving factor is the commitment of the company s leader, the CEO. The successful implementation of Six Sigma at Motorola was led by Bob Galvin, and Larry Bossidy. These leaders communicated an enthusiastic vision, a personal desire to achieve results, an expectation of an aggressive rate of improvement, direct involvement in communicating results to stakeholders, and recognition of those who supported the vision. The most fundamental aspect of the vision is superior customer satisfaction that, if achieved, leads to
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CHAPTER TWO
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higher profitability. The passionate implementation of the Six Sigma methodology is the means, customer satisfaction is the end, and superior profitability is the financial outcome. Businesses that successfully implement Six Sigma see significant improvement in profitability. The current Six Sigma approach consists of two implementation levels the corporate level and the project level. Corporatelevel implementation requires leadership to take initiative and middle management to assist in developing a business case for adapting the Six Sigma methodology. They develop the business case by analyzing business performance and identifying factors that adversely affect profitability in other words, identifying areas where waste of capacity, facilities, funds, and human resources occurs. During this phase, leaders and managers revisit the purpose of the business. They collect supporting data to assess how well the purpose of the corporation is being achieved based on customer feedback, market share, and earnings. The critical aspects of the corporate-level preparation for the Six Sigma methodology include establishing key business performance measurements, ensuring organizational effectiveness, readying the organization for Six Sigma, and establishing goals for improvement. These goals and opportunities are then aligned with other business initiatives and filtered into projects. The project-level implementation relies on the DMAIC methodology to capitalize on opportunities for improvement. Extensive training is conducted for champions and sponsors, Black Belt and Green Belt candidates, and employees. The training for champions and sponsors includes an understanding of the need for Six Sigma, Six Sigma s benefits, the rollout plan, the working of Six Sigma projects, the roles and responsibility of all employees (including executives), and an overview of the DMAIC methodology (described below). The Black Belt and Green Belt training programs include various tools and techniques to apply the DMAIC methodology.
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DEFINE
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The first step to define is to clearly describe the problem and its impact on customer satisfaction, stakeholders, employees, and profitability. During this phase, the following are defined:
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SIX SIGMA AN OVERVIEW
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Customer critical requirements Project goals and objectives Team roles and responsibilities Project scope and resources Process map and supplier, Input, Process, Output, and Customer (SIPOC) Process performance baseline
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In understanding the customer requirements, one can learn from Noritaki Kano s quality approach. Kano s approach sorts the customer requirements into three categories: assumed, specified, and expected requirements. An assumed requirement is one that s taken as a given. Someone who is buying a car, for example, never checks to be sure that the car will include four wheels. When an implicit requirement is not met, customers are extremely dissatisfied. Assumed requirements, then, are dissatisfiers, where ignorance is the best outcome and loss of the customer is the worst outcome. The specified requirements are a customer s explicitly communicated requirements. To meet the requirements is to satisfy the customer. But if an organization has not done anything beyond what customers have specifically asked for, customers will be very open to try competitive products or services. The expected requirements include requirements beyond what the customer explicitly communicates. These are the customers real, unstated expectations of what they would love to receive from suppliers. For a supplier to fulfill these expectations, the supplier must really understand the customers needs for products or services. The supplier must also anticipate the customers future needs, thus demonstrating a desire for ongoing relationships with customers, i.e., showing superior customer service. Once the requirements are understood, they flow down to the operation level, where project goals and objectives are set. Some of the techniques used in the define phase include the following:
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