What is Six Sigma?

First, the source of Six Sigma management

As a breakthrough quality management strategy, Six Sigma (6σ or Six Sigma) was first formed and put into practice in Motorola in the late 1980s. Three years later, the company's six-horse quality strategy achieved unprecedented success: the product failure rate was reduced from 62 10 (about four horses) to 32(5.5 horses), saving more than 2 billion dollars in the process. Subsequently, Ti Yi Company and Lianxin Company (later merged with Honeywell) fully implemented the Six Sigma quality strategy in their respective manufacturing processes. But it is the General Electric Company under the leadership of Jack Welch that really transforms this efficient quality strategy into management philosophy and practice, thus forming corporate culture.

At the beginning of 1996, the company began to list six sigma as the first of its three strategic initiatives (the other two are globalization and service industry), and fully implemented the six sigma process change method in the company. Six Sigma has gradually changed from a quality management method to an efficient business process design, transformation and optimization technology, and has become the most important strategic measure for enterprises pursuing excellent management around the world. These companies quickly applied the management idea of Six Sigma to all aspects of enterprise management, and established a solid management and leadership foundation for the organization to be invincible in the competitive environment of globalization and informationization.

Second, the development of Six Sigma management

Following the pioneers such as Motorola, Ti Yi, Lian Xin/Honeywell and General Electric, almost all the world's top 500 manufacturing enterprises have started to implement the six management strategies. It is worth noting that Japanese companies that have been leading the world in the field of quality also joined the ranks of implementing Six Sigma in the late 1990s, including Sony, Toshiba and Honda. South Korea's Samsung and LG also started their six-horse tour. Another noteworthy phenomenon is that since General Electric Company, all companies have applied the Six Sigma strategy to the optimization of all business processes of the organization, not just the manufacturing process. More and more service enterprises, such as Citibank, the largest in the United States, and Amazon.com, the largest B2C website company in the world, have also successfully adopted the Six Sigma strategy to improve service quality and maintain high customer loyalty. Therefore, Six Sigma is no longer a simple quality management method for manufacturing business processes, but an effective management method and strategy for improving service business processes. Some government agencies have also begun to adopt Six Sigma Methods to improve government services. At present, the average level of American companies has increased from three sigma ten years ago to nearly five sigma, while Japan has surpassed the level of 5.5 sigma. It is no exaggeration to say that the six-level fitness has become the most effective indicator to measure a country's comprehensive strength and competitiveness.

On the Meaning of Six 6sigma Management

I. What is 6sigma

The concept of six horses was first put forward by Motorola. After the implementation of Six Sigma, Motorola has undergone tremendous changes, surpassing Japan at that time in quality. However, in just a few years, Six Sigma has become the investment target of many world-class enterprises. As the biggest secret to reduce costs and improve competitiveness, it is Jack Welch of American General Motors.

Sigma (Chinese translation' Sigma') is a Chinese transliteration of the Greek letter σ, which is statistically used to represent "standard deviation", that is, the degree of data dispersion. 6sigma means "6 times standard deviation".

In terms of quality, 6Sigma means that the defective rate (PPM) per million products is not greater than 3.4, which means that at most 3.4 products per million products are unqualified, that is, the qualified rate is 99.99966%. In the whole enterprise process, 6Sigma means that the defect rate or error rate does not exceed 3.4 parts per million. These defects or errors include the product itself and the processes of procurement, research and development, product production, packaging, inventory, transportation, delivery date, maintenance, system failure, service, market, finance, personnel and force majeure. The long-term sigma value of the process has the following relationship with the defective rate:

Defective rate and qualified rate (%) Hummer value

3.499.999666

23099.9775

620099.384

6680093.323

Take an airline as an example. If the estimated arrival time of a flight is five o'clock in the afternoon, for various reasons, it is seldom possible to arrive on time at five o'clock. If we are allowed to arrive before 5: 30, we will all arrive on time. The flight operates 200 times a year, and obviously the arrival time is a variable. If 55 of them arrive after 5: 30, which is a defective product from the point of view of quality management, then the qualified rate of the airline flight is 72.5%, which is about 2. 1 Hummer. If the punctuality rate of flights reaches six sigma, it means that only 3.4 of every one million flights arrive after 5: 30. If the flight runs every day, it is equivalent to being delayed once in 805. Therefore, the business process of Six Sigma is almost perfect. For manufacturing business processes, six sigma means that there are only 3.4 defective products in every one million processes, and the mean shift is1.5σ. This level is also called the long-term sigma value of the process.

Second, what is 6sigma management?

Six Sigma management requires that the defect rate per million opportunities in the whole process (not limited to product quality) is lower than 3.4, which is a very high goal for enterprises.

After nearly 20 years of application and development, Six Sigma has risen from the quality management strategy originally established by Motorola to a set of systematic management strategies and technical means, enabling the company to achieve world-class quality and competitiveness. In fact, understanding 6Sigma does not require deep statistical skills or background. In fact, "What is 6Sigma" can have many answers. If the answer is summarized, it can be said that 6Sigma management is: "Seeking a strategic way to increase customer satisfaction and enterprise economic growth at the same time." Namely:

◆ Process innovation method to improve customer satisfaction and reduce operating cost and cycle;

◆ Management methods to improve the profitability of enterprises by improving the operation quality of core processes of organizations;

◆ Business strategy for enterprises to gain competitiveness and sustainable development ability under the new economic environment.

Here, we define 6Sigma concisely and systematically as:

1, a method to measure the product quality, overall operation process quality and overall competitiveness level of an enterprise;

2. Methods to improve product quality, overall operating process quality and core competitiveness;

3. The management philosophy and methodology to truly achieve outstanding performance and continuous leadership.

The core idea of 6sigma management is not only a quality standard, but also represents a brand-new management idea, that is, enterprises should change the idea of "I always do this and do it well", because although they have done well in the past, they are still far from the goal of 6sigma management.

Third, enterprises and organizations that benefit from 6sigma management.

Motorola first proposed 6sigma management mode in 1986, and implemented it in enterprises. Since adopting 6sigma management, the company's productivity has increased by 65,438+02.3% on average every year, and the losses caused by quality defects have decreased by 84%. As a result, Motorola has achieved great success and become a world-famous multinational company, and won the National Quality Management Award of Baldridge in the United States in 65,438+0998. Since General Electric Company (GE) implemented the Six Sigma management model in 1995, the resulting benefits have increased at an accelerated rate every year: annual cost savings1997.3 billion US dollars,1998.75 billion US dollars,1999150,000 US dollars. The profit rate increased from 13.6% of 1995 to 16.7% of 1998.

Jack Welch, former CEO of General Motors, one of the biggest beneficiary organizations of Six Sigma, once commented: "Six Sigma is the most important, valuable and profitable undertaking in the history of General Electric. Our goal is to become a 6sigma company, which means that the company's products, services and transactions are zero defects. " "Six Sigma is the most powerful and breakthrough management tool, which is suitable for famous companies to increase market share, reduce costs and improve profit bottom line." ..... "The central idea contained in the six horses is whether you can measure how many' defects' there are in a process, and whether you can systematically find ways to eliminate them, as close as possible to' zero defects'. Six Sigma changed the gene of General Electric Company-now, it runs through everything we do, integrates into every product we design, and becomes our business model. "

Six Sigma management has been successfully applied to many world-famous large companies and organizations. Such as Motorola-1987, Texas Instruments-1988, ABB- 1993, Honeywell-1994, General Electric-1995, Kodak-1994. Sony-1997, Citibank-1999, Amazon-1999, Toshiba -200 1, Samsung, LG. Domestic enterprises such as Lenovo Computer, Yantian International, Hainan Airlines, Shanghai COSCO, Shanghai Baoshan Iron and Steel, Midea Air Conditioning, Jiangsu Little Swan, China Mobile, Xianyang Rainbow, etc. ...

On the Necessity of Implementing Six Sigma Management

First, the purpose of implementing 6sigma

In fact, the purpose of any business improvement of enterprise organizations and managers can only be and must be: "profitability and sustained profitability" and "success and sustained success".

With China's entry into WTO and the slowdown of the world economy, the most challenging problem faced by China enterprises and managers is not "how to succeed", but "how to continue to succeed". Six sigma management not only tells us how to succeed, but also helps us to gain the core competitiveness of maintaining sustainable development.

Talent is the core strength for enterprises to adapt to change and competition. Six Sigma not only provides enterprises with necessary management tools and operational skills, but also cultivates leaders' organizational ability, incentive ability, project management technology and mathematical statistics and diagnosis ability. These will help enterprises reduce quality defects and service deviations, maintain lasting benefits and promote rapid breakthroughs in performance.

Second, the inevitability of realization.

◆ What do you mean by quality level?

Before an organization contacts or even considers whether to implement 6Sigma, let's take a look at what the real quality level means.

In the past half century, the ubiquitous 3σ quality level is no longer accepted by people.

In fact, most enterprises in China operate at the level of 3-3.5 horses, that is to say, there are 10000 to 66800 defects per million opportunities, and the corresponding qualified rate is 93.3%-96%. From the internal efficiency and cost of the enterprise, all defective products either become waste products or need to be reworked or repaired or replaced at the customer site, which are the costs of the enterprise. According to American statistics, the expenses directly related to quality problems of a 3 Sigma Company account for 15%-30% of its sales revenue! On the other hand, a Six Sigma company only needs to spend 1.5% of its annual sales to correct its mistakes. Therefore, improving the company's comprehensive quality level has direct benefits to the company's profitability. Of course, the most important thing is that high-quality and stable business processes are the fundamental elements to improve customer satisfaction.

For an enterprise with three levels of fitness, the following benefits can be obtained by raising one level of fitness:

The profit margin has increased by 20%

Output increase 12%- 18%.

Reduce labor force 12%

Capital investment decreased 10%-30%.

So why pursue six horses? How about living in Sima No.4 or No.5? After all, this is more than 99% "good". According to the statistics of China Post, if the accurate delivery rate of mail processing reaches 99% (3.8 horses), it means that about 9,500 pieces of mail are wrongly delivered or lost every hour, and 6 horses mean that this number will drop to 3.4.

It can be seen that six sigma is not an unrealistic standard. Judging from the market environment, the integration of the world economy has intensified the competition among companies, and a company that stays at 3, 4 and 5 horses cannot compete with a company with 6 horses. The competition between countries is ultimately reflected in the competition of comprehensive strength. Obviously, a country with less than three horses has a lot of waste of resources, angry consumers, products that are not competitive in the international market and so on. In the new world economy, it is difficult to compete with a country with 4, 5 or even 6 horses. Therefore, six sigma management is a process of pursuing world-class quality evaluation, which has attracted great attention from the global quality community in recent years.

What do you mean by doing nothing?

We have to explain this question: "Are six horses really worth doing?" The corresponding question is: "If we don't make six horses, what price will we pay? How different is it from the cost of doing nothing? "

The choice of "doing nothing" may be the right choice for an organization, but the organization needs to compare the cost of doing nothing with the cost of doing something before making this decision.

If any existing competitors or new competitors of the organization reach the six sigma quality level in the industry or market segment of the organization, the days of the organization's profit may be numbered. Six sigma can bring action orders, greatly improve the quality level in the past and fundamentally change the market position of the organization. Once an industry organization successfully implements and adheres to the six sigma business strategy, the way to become and maintain the leading position in the industry is to implement six sigma more wisely than its competitors.

Jack Welch has long realized that human beings are demanding higher and higher quality. He believes that enterprises should spend money on quality improvement while still making money, instead of waiting for difficulties to seek improvement. So in 1996, six suitable horses were popularized, emphasizing "starting with process transformation", which increased GM's annual profit by $750 million and greatly reduced its cost, thus attracting global attention.

The important question is not whether the organization implements it, but when and how to implement the six sigma business strategy.

Benefits of implementing 6sigma management

I. Benefits available to the Organization

In fact, there is no doubt that all of us can realize: "Any management model, no matter how innovative and valuable in theory, is meaningless if it can't bring practical benefits to the enterprise." Six 6sigma management is a management mode to maintain the success of enterprises and maximize their performance, which can bring rapid growth and considerable benefits to enterprises. Generally speaking, the improvement of enterprise performance includes the following parts:

◆ Improvement of investment profit rate;

◆ Improvement of market share;

◆ Improvement of customer satisfaction rate;

◆ Reduce operating costs;

◆ Shorten the turnaround time of products and funds;

◆ Reduce the defective rate;

◆ Accelerated product development;

◆ Changes in corporate culture, etc.

By promoting Six Sigma activities, you can:

◆ Save costs and increase profits;

◆ Improve productivity;

◆ Expand market share;

◆ Retain customers;

◆ Shorten the cycle;

◆ Reduce errors;

◆ Change culture;

◆ Other benefits of developing products and services, etc.

Second, the reasons for supporting income

Why can 6Sigma management bring such obvious benefits to the organization? Why does 6Sigma management show a strong development momentum and become an important means for enterprises to gain competitiveness in the new economic environment? To sum up, there are three reasons:

First, pay attention to the bottom line results. The bottom line refers to the net income or profit of an enterprise over a period of time. In six sigma management, it is achieved by improving customer satisfaction and process performance. It is the core part of the six-horse management method to implement six-horse projects in the core business process and achieve the expected goals. The goal of the six horse-fit projects is to increase the bottom line results, and all six horse-fit projects must achieve the bottom line results, and obtaining the bottom line results is the most concerned about the top managers of enterprises, so they will participate more.

Second, Six Sigma management integrates all elements related to business process improvement, such as technical methods and human factors. For the previous quality improvement methods, although some elements are emphasized, they are not systematically integrated like six sigma management. And these elements are very important for the production of benefits.

Third, link the improved tools and methods with the special improvement process. Combine the training and authorization of human resources with professional process improvement methods, and connect management responsibilities and teamwork with professional process improvement methods, so that professional process improvement becomes an indispensable part of enterprise business activities.

Third, the growth trend of organizational income.

According to the investigation of McKinsey & Company, if a 3sigma enterprise can improve its core business processes by organizing existing resources, it can get the following benefits every year: the profit rate will increase by 20%; Capacity increase12-18%; The number of employees decreased12%; The capital investment is reduced by 10-30%. Enterprises don't need large capital investment before upgrading to 4.8sigma, but they need to increase investment when they reach 4.8sigma. But at this time, the competitiveness of products has been greatly improved, and the market share is extremely high, which will bring enterprises profits far greater than those invested at this time. The great success of GE, Motorola, DuPont, Ford, American Express, Lian Xin, Lenovo and other companies in implementing 6sigma management is the best proof.

About China Enterprises and Six Sigma Management

First, the status quo faced by domestic enterprises

After nearly 20 years of reform and opening up, especially the gradual improvement of market economy, Chinese enterprises began to practice various management ideas and methods, including many successful and effective examples. However, due to macro policies, systems and interpersonal relationships, enterprises in China have not made great achievements and breakthroughs in management, especially in enterprise operation. Internal management is still in an artistic stage to a great extent. Although some advanced quality methods and processes are also applied locally, quality inspection is still the main content of quality management in manufacturing industry. However, the enterprises in the whole service industry are completely in the stage of relying on experience, personnel attitude or information system to ensure service quality, and there is no scientific and systematic method to ensure service and product quality.

China enterprises urgently need to form a corporate culture that pursues excellent management and realizes perfect processes.

Not to mention the description of the present situation of our domestic enterprises. The following table summarizes the management characteristics of most "similar" enterprises and advanced enterprises, which may provide us with something.

Two or six sigma management and enterprises in China.

With the introduction of foreign capital, Liusima has been planted in China, a civilized place. In the joint ventures of world-class companies such as General Electric, Motorola, Lian Xin and Kodak in China, six smart horses have become a part of their corporate culture. For example, Seagate Technology Company, which is engaged in software production, has used six suitable horse models in China for more than three years and received rave reviews. It is generally believed that the Six Sigma model will help China to participate in international market competition, thus gaining more market share and reducing manufacturing costs. However, because Six Sigma is one of the successful competitive advantages of enterprises, enterprises are unwilling to publicize or exchange experience and specific implementation details in this respect, which makes Six Sigma always shrouded in a mysterious veil in China.

In this case, the only choice for domestic enterprises is to catch up and carry out the study and implementation of six suitable horses as soon as possible, so as to be invincible and grow stronger in the new round of competition.

At present, China enterprises have a low awareness of Six Sigma. Only a few managers and academic circles know about this or study it deeply. There are only a handful of companies in the industry that can provide limited and meaningful training, and even fewer companies can provide full-course training and implementation consultation for Six Sigma. This is mainly because the biggest difference between Six Sigma consulting service and general consulting service is that consultants must have practical implementation experience, at least above the black belt master. However, consulting companies that rely on MBA to provide services can't meet the requirements. In addition to multinational companies, there are few domestic enterprises that really implement the six sigma management strategy in an all-round way. It can be predicted that for a long time, the lack of knowledge and skills will be the biggest obstacle for China enterprises to implement the Six Sigma management strategy.

In addition to the reasons of enterprise tradition, management system and market, the implementation of Six Sigma Strategy in China is also facing a very big challenge, that is, insufficient preparation of talents and knowledge. Therefore, experts say that whether China enterprises can successfully implement the Six Sigma management strategy depends on whether the top decision-making level of the organization persists.

Experts also warned that the implementation of six sigma management must prevent being regarded as another quality certification. The implementation of six sigma management should focus on the breakthrough improvement of process capability, product quality or customer loyalty. Any attempt to implement six sigma management as a brand, publicity or certification means wasting resources and will not achieve any substantive management changes. Many failed examples have proved this point.

About how to implement 6sigma management

At present, there is no unified standard for the implementation of 6sigma management in the industry. Generally speaking, we can refer to Motorola's successful "seven-step method". The contents of "Seven Steps" are as follows:

1, find out the problems that need to be improved. When the target is locked, call relevant employees to become the main force of improvement, and select the leader as the person in charge of improvement, and then make a timetable to follow up.

2. Study the current production system, collect the data of the current production mode, and sort it out.

3. IdentifyPossiblecauses, gather experienced employees, and use brainstorming, control chart and fishbone chart to find out the causes of every possible problem.

4. Plan and formulate a plan solution, reuse experienced employees and technical talents, find out various solutions through various inspection methods, and implement them immediately after the method design is completed.

5. Evaluateeffects Through data collection and analysis, check whether the solution is effective and what effect has been achieved.

6. When the method is proved to be effective, the standardized and effective solution will be formulated as a work specification, which all employees must abide by.

7. Review the effectiveness and make new plans. When the above problems are solved, summarize their effectiveness and make plans to solve other problems.

Lessons learned from the implementation of Six 6sigma

Now, the upsurge of learning and publicizing the "Six Suitable Horses" is rising among foreign-funded enterprises or some large and medium-sized state-owned enterprises in China. More and more enterprises begin to pay attention to Six Sigma, while some enterprises are in a wait-and-see state. In any case, it is conducive to improving the quality and competitiveness of enterprises. However, it should be noted that the top leaders of enterprises must have a certain understanding and necessary ideological preparation for the six horses before deciding to implement them. Because any improvement activities will not be smooth sailing, especially the Six Sigma has the characteristics of top-down, whether the senior leaders have the determination to thoroughly implement the Six Sigma is very important for success. What are the lessons of success or failure in the enterprises that have implemented Six Sigma?

1, lack of incentive mechanism

Enterprises need high cost to cultivate qualified black belts, and if they make full use of their knowledge and talents, they can bring considerable benefits to enterprises. Especially in the current situation of our country, there is a shortage of six qualified talents, so the human resources department of the enterprise should plan their development prospects reasonably and formulate a reasonable incentive mechanism for them. If enterprises cultivate a lot of black belts, but they don't get enough attention or reuse, so that there is no hope, brain drain will become a serious problem.

2. Insufficient evaluation and authorization.

The implementation of six suitable horses is not a slogan or a movement, but a practical effect. It is not enough to train personnel and choose projects. In the process of project implementation, BB and GB will encounter many problems. For example, lack of time, lack of capital investment, lack of cooperation from other departments, lack of guidance on tools and methods, lack of full support from competent leaders, and inability to implement improvement measures due to the resistance of process users. Therefore, sufficient authorization, supervision and guidance are needed. Otherwise, it is inevitable that there will be anticlimactic or even nothing. There are many lessons from this experience. The evaluation should be done by the champion. There are no unsuccessful BB and GB, only unsuccessful champions.

Step 3 push and pull

According to modern scientific management methods, it is required to decompose the overall business objectives of the company into various departments, and then to everyone, that is, management by objectives, as the basis for performance appraisal and promotion. On the other hand, if everyone and each department's performance indicators meet the requirements, the company's overall business objectives can be completed. In order to achieve these goals, scientific and innovative methods are often needed to rationalize the process, improve efficiency and reduce costs. Only by pulling the implementation of Six Sigma with this demand can we turn passive implementation into active behavior. Otherwise, the traditional method of promoting an activity or sport by relying on the past can only be superficial.

4. Financial support

The development of the six horse-fitness activities needs the strong support of the financial department. Whether in the process of project selection or in the process of project completion, it is necessary to objectively evaluate the economic effect of the project from the financial aspect. There are two misunderstandings in benefit evaluation: too harsh or too loose.

The harm caused by too harsh evaluation is that the improvement effect has not been reflected and recognized, which has hit the enthusiasm of BB and GB for improvement activities, making them feel no sense of accomplishment and lose the motivation for continuous improvement. The result of being too loose is to exaggerate the effect of Six Sigma unilaterally and lose its authenticity. In addition, the timeliness of financial evaluation is also crucial. If the economic effect is not confirmed at the initial stage of project selection, it may be found that the projects that BB and GB strive to improve have almost no economic effect, wasting manpower, material resources and financial resources.

5. Formalism or just using some tools of Six Sigma.

Now the bosses of many enterprises have realized the importance of reform, and also heard that the Six Sigma Method has been well played and applied in GE Company, and it is successful. It can help enterprises achieve breakthrough results, so they regard Six Sigma as another quality movement and follow suit. However, due to the lack of necessary understanding of the concept and promotion method of Six Sigma, Six Sigma activities have become the work of quality departments, and Six Sigma tools have been used to improve local problems. As a result, I found that the effect was far from as good as I thought, so I felt that Six Sigma was not suitable for my company, and I was trying to find another way.

6. Barriers or man-made conflicts between departments.

As we all know, the implementation of Six Sigma is not limited to the quality department, but a top-down enterprise-wide activity. Any change will not be smooth sailing, because it will often touch personal interests, such as the decrease of work comfort, the increase of workload and difficulty, and so on. Moreover, the change will gradually break down the barriers between departments, and more horizontal alliances will make the process more reasonable. However, some man-made obstacles and conflicts will occur from time to time, so it is more important to raise the awareness of personnel and emphasize the purpose of reform.

7. Open source and throttling coexist.

Another misunderstanding of the Six Events of Sigma is that it only pays attention to "cutting expenditure" and ignores "opening up sources". As we all know, Six Sigma should improve the quality of products or services. Influenced by traditional quality management ideas, people usually think that improving quality will inevitably increase costs. In order to find a balance between quality and cost, there is no need to pursue 6SIGMA, and 3SIGMA may be just right. This view is now very backward and uncompetitive. In fact, with the deterioration of products or services, the quality cost COPQ will be greatly reduced, because the non-value-added parts such as waste products, rework and inspection are reduced. To say the least, even if there is some capital investment, if it can bring more benefits, far exceeding the initial investment, why should we insist on "reducing expenditure"?

8. Necessary investment

Six Sigma is a scientific and rigorous method, which uses a lot of statistical tools while improving methodology. It is unlikely to be "self-taught", so you need the help of a professional consulting company at the beginning of the activity. This is an investment project with high rate of return. The key issue is how to choose a professional consulting organization.

Key Driving Factors of Implementing Six Sigma Management

Whether Six Sigma is a great success or a disastrous failure depends on how it is realized through enterprise architecture. Creating a successful Six Sigma framework is a continuous process, and its goal is to instill quality awareness into the daily work style of every employee. Due to the different cultural and strategic objectives of organizations, the structure of each organization is also very different. The architecture created by each organization is unique. However, every successful architectural creation process has its own factors.

These * * * same factors include the key drivers and key achievements for the successful implementation of Six Sigma. If the key drivers are solved and the key problems are recognized, then the six sigma management will be successfully implemented. These key drivers are listed as follows in descending order of importance:

◆ The leader of the supervisor;

◆ Pay attention to customers;

◆ Strategic objectives;

◆ Project selection;

◆ Training and implementation;

◆ resources;

◆ Selection of black belt personnel;

◆ Measurement indicators and feedback;

◆ culture;

◆ communication;

◆ Plan;

◆ Results.

On the Relationship between Six Sigma Management and Other Management Methods, Systems and Concepts

With the increasingly cruel competition, organizations are facing greater pressure to reduce costs and increase production while improving quality and customer satisfaction. With less and less available resources, this becomes a more difficult challenge. Faced with these challenges, if an organization can implement the Six Sigma wisely, it can help the organization learn and surpass.

A question we often hear from senior executives is: "How do six smart horses match other organizational innovations?" We believe that Six Sigma should not be regarded as just another innovation, but should be combined with other plans or higher-level innovations as part of the overall business strategy. Six Sigma should not replace other innovations, but provide a tactical methodology to determine the best method in a specific situation and process.

People are often concerned about:

◆ The relationship between Six Suitable Horses and Total Quality Management (TQM);

◆ The relationship between six fitness horses and lean manufacturing/lean thinking;

◆ Relationship between Six Sigma and BPR, ERP and MRP (2)

◆ Relationship between Six Sigma and ISO9000

◆ The relationship between Six Sigma and the current quality management system of enterprises.

The relationship between six sigma and total quality management;

I recommend reading the following article for the explanation of this topic.

Six themes of suitable horse management

-Talk about the relationship with total quality management.

Six 6Sigma Management of Modern Comprehensive Quality Based on Economic Principles