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Beyond Six Sigma

David Straker

-- Introduction -- Focusing statistics for value -- Deepening strengths --
-- Adding critical skills -- Horses for courses -- References --
-- Printer-friendly one-page --

Introduction

Some companies have looked at Six Sigma and declared it too different, too difficult or too expensive. Others who have been successful with the approach or who are currently in the throes of implementing it now have recognised its weaknesses and are addressing these. Thus, for example Honeywell uses what it calls ‘Six Sigma Plus’ whilst GSK and others uses ‘Lean Sigma’, a blend of Six Sigma with ‘lean’ approaches.

In improvement approaches, we can change a system in three ways. We can do less of something, we can do more, or we can adjust what we already do. The sections below consider potential in these area by suggesting:

• Focusing statistical activity on where specific value can be gained.

• Deepening strengths in project management, processes and strategy.

• Adding critical skills in the area of  people, creativity and systems.

In the end, however, the bottom line for all companies is to find what works them through an active approach of exploration and experimentation.

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