Six Sigma is a set of management tools and techniques designed to improve business by reducing the possibility of errors. It is a data-driven method that uses statistical methods to eliminate defects. It was introduced by American engineer Bill Smith when he was working at Motorola in 1986. Jack Welch made it the core of GE’s business strategy in 1995.

                               Six Sigma tools are defined as problem solving tools used to support Six Sigma and other process improvement efforts. Although the tools themselves are not unique, they are applied and integrated as part of the system. Some statistical and graphical tools commonly used in improvement projects are:

DMAIC: Defining, measuring, analyzing, improving and controlling the process is a data-driven quality strategy for improving the process. It is part of the "Six Sigma" plan, but can also be implemented as part of an independent quality improvement program or other process improvement plan (such as Lean).

5S: The "Five S" is a way to make the workplace tidy, tidy, safe and well organized to help reduce waste and increase productivity. It aims to help establish a high-quality work environment physically and psychologically. The 5S concept is suitable for any work field suitable for visual control and lean production.

Seven types of waste: Lean core principles-reduce and eliminate waste-seven types of waste are over-produced and exceed demand; waiting for the next process, workers, materials or equipment; unnecessary material transportation; due to poor tool and product design Over-processing of parts; inventory exceeding the absolute minimum; unnecessary movement of employees during work; and production of defective parts.

Value Stream Mapping: Value stream mapping: Value stream mapping is a pencil and paper tool used in two stages.First, follow the production path of the product from beginning to end, and visually represent each process in the material and information flow. Second, draw a state diagram of the future value stream diagram.

Process: Process is the process of completing tasks step by step along the value stream. Therefore, the product is controlled by the customer from design to release, from order to delivery, and then to delivery of raw materials to finished products. There is no pause, scrap or return.

Visual workplace: A visual workplace is defined by devices that are designed to visually share information about the operations of the organization, so that man-machine performance is safer, more accurate, more repeatable and more reliable.

Voice of the customer: Quality function deployment (QFD) starts from exploring and discovering customer needs. Common sources include sales and technical travel reports, warranty claims, user support forums or hotlines, and social media.Six Sigma team leaders also use project management tools .

                          Global companies choose to implement Six Sigma business improvement methods in their businesses for many reasons. In terms of improving production efficiency, reducing waste of by-products and increasing revenue, executives all expect Six Sigma to improve their business practices. As a method that follows strict discipline and desires to achieve perfection, it is not surprising that Six Sigma has proven to be successful in corporate restructuring, organization and process improvement. In 1995, CEO Jack Welch (Jack Welch) prioritized the transformation of General Electric into a "Six Sigma" company within five years. Like most executives, Welch’s motivation for implementing this method is to improve the quality of the company’s products and make it better than competitors. Six Sigma aims to achieve a certain degree of production defects. Specifically, for every one million products produced, there are 3.4 defects. Again, this degree of defect ensures perfection in all production processes.

Implement training

                 The success of Six Sigma depends almost entirely on its implementation in the company. Without strict discipline, training and project management, your company will not be able to obtain the huge benefits expected. For General Electric, Welch required almost all employees to participate in a 2-week, 100-hour 6 sigma training course when Welch began its implementation. In addition, every employee is expected to complete a certified Six Sigma project by 1998. Like other successful Six Sigma companies such as Motorola, Welch also requires employees to complete follow-up training courses to improve their current skills.

Mentor,

      However, only the Welch family did not implement "Six Sigma" throughout the company. As you will see in other companies, guidance is a major factor in GE's success. Employed Master Black Black Belt Sigma certified professionals to take the role of full-time mentor, they train and manage colleagues. Similarly, trained employees will also be eligible to become black belts and can manage other Six Sigma projects throughout the company. In addition, lower certification levels (such as Green Belt) have also participated in many projects as team members and employees.

Management

         Combined with regular routine training for most employees, Welch has obtained the support of senior management and executives by linking its bonuses with quality improvement.Immediately, executives have an incentive to encourage their employees to perfect their 6 sigma skills and improve production quality. In addition, any employee seeking promotion must obtain 6 Sigma Green Belt certification.

Specific method

             A key aspect of GE's success is their three specific methods. The first is "Show Me the Money", which focuses on reducing costs in price-sensitive specific markets. This includes eliminating production defects in the workplace while also improving quality and productivity. The second is "everyone is playing", and strive to introduce the business improvement process of Six Sigma into all product line components. From the supplier to the assembly line personnel, everyone has integrated the methodology into their role. Finally, "specific technology" ranks projects by aligning them with the company's specific business goals. This is done by using Six Sigma tools, such as process mapping.

Result

       By innovating their corporate culture, improving product quality and reducing production costs, General Electric has benefited greatly from the Six Sigma approach. By 1997, General Electric had received nearly 700 million U.S. dollars in corporate income, and by 2000 it had exceeded 2.5 billion U.S. dollars. Improved product reliability and increased production efficiency have led to improved customer relationships, which has resulted in more revenue.