Page 27 - Six Sigma Demystified

8 Six SigMa DemystifieD

Differences Between Six Sigma and Total Quality

Management (TQM)

There are four key differences between a Six Sigma deployment and TQM- style
implementations (Keller, 2001):

• Project focus and duration. Six Sigma deployment revolves around Six
Sigma projects. Projects are defined that will concentrate on one or more
key areas: cost, schedule, and quality. (Note that other possible consider-
ations, such as safety or product development, could be restated in terms
of cost, schedule, and/or quality, as will be described later in this book.)
Projects may be developed by senior leaders for deployment at the busi-
ness level or developed with process owners at an operational level. In all
cases, projects are linked directly to the strategic goals of the organization
and approved for deployment by high- ranking sponsors.
The project sponsor, as a leader in the organization, works with the
project leader (usually a black belt) to define the scope, objective(s), and
deliverables of the project. The sponsor ensures that resources are avail-
able for the project members and that person builds support for the proj-
ect at upper levels of management as needed. All this is documented in a
project charter, which serves as a contract between the sponsor and the
project team.
The scope of a project is typically set for completion in a three- to
four- month time frame. Management sets criteria for minimal annualized
return on projects, such as $100,000. The structure of the project and its
charter keep the project focused. The project has a planned conclusion

date with known deliverables. And it has buy- in from top management.
These requirements, together with the Six Sigma tools and techniques,
build project success.
• Organizational support and infrastructure. As shown in the next section, a
proper Six Sigma deployment provides an infrastructure for success. The
deployment is led by the executive staff, who use Six Sigma projects to
further their strategic goals and objectives. The program is actively cham-
pioned by middle- and upper- level leaders, who sponsor specific projects
in their functional areas to meet the challenges laid down by their divi-
sional leaders (in terms of the strategic goals). Black belts are trained as
full- time project leaders in the area of statistical analysis, whereas process