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Six Sigma (6σ) is a set of techniques and tools for process improvement.It was introduced by American engineer Bill Smith while working at Motorola in 1986. [1] [2]Six Sigma strategies seek to improve manufacturing quality by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.
[2] The tool has seen use beyond Toyota, and is now used within Kaizen, lean manufacturing, lean construction and Six Sigma. The five whys were initially developed to understand why new product features or manufacturing techniques were needed, and was not developed for root cause analysis. In other companies, it appears in other forms.
Steven J. Spear's work has been acknowledged with five Shingo Prizes and a McKinsey award from Harvard Business Review. His “Decoding the DNA of the Toyota Production System” and “Learning to Lead at Toyota” are part of the vocabulary for high performance organizations.
(Six Sigma's DMAIC method (define, measure, analyze, improve, control) may be viewed as a particular implementation of this.) Quality circle — a group (people oriented) approach to improvement. Taguchi methods — statistical oriented methods including quality robustness, quality loss function, and target specifications. The Toyota Production ...
DMAIC is an abbreviation of the five improvement steps it comprises: Define, measure, analyze, improve and control. All of the DMAIC process steps are required and always proceed in the given order. Define
Quality, cost, delivery (QCD), sometimes expanded to quality, cost, delivery, morale, safety (QCDMS), [1] is a management approach originally developed by the British automotive industry. [2]
The Toyota Way is a set of principles defining the organizational culture of Toyota Motor Corporation. [1] [2] The company formalized the Toyota Way in 2001, after decades of academic research into the Toyota Production System and its implications for lean manufacturing as a methodology that other organizations could adopt. [3]
Historically, although the first successful Design for Six Sigma projects in 1989 and 1991 predate establishment of the DMAIC process improvement process, Design for Six Sigma (DFSS) is accepted in part because Six Sigma organisations found that they could not optimise products past three or four Sigma without fundamentally redesigning the ...