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Modele ciągłego doskonalenia w Sześć Sigma

Wolniak R.

Problemy Jakości

2005

R. 37, nr 5

15--20

The author compares six improvement models: Deming, Juran, DMAIC, DCOV, DMADV and DMEDI. His conclusion from the analysis is that the traditional models (Deming and Juran) are universal and can be applied in any situation. However, their general nature makes it worthwhile to also use the more developed models as used in Six Sigma. Those can be divided into two groups: models used for designing new products or processes (e. g. DMADV) and those used for improvement of existing products or processes (e. g. DMAIC).

Sześć sigma - niezbędne elementy doskonalenia procesów i budowy przewagi na rynku

Kaźmierczak M.

Problemy Jakości

2002

R. 34, nr 7

30-34

The six sigma means, that in one million of operations realized during the manufacturing of a product, the indicator of inconformities will be max 3-4 pieces. This methodology forms a part of TQM, although is more to quality of products oriented and not so strongly to the human factor. The model of performance, applied here, bases on DMAIC determination: define, measure, analyse, improve and control, what is to the Deming Circle P-D-C-A related. The committment and real support of top executives, starting from the main director or president to "bottom or down", is needed obviously. The introduction of 6 sigma methodology causes the corporative culture changes. The organizational and political factor must be used, because the lower level of personal should understand the performance and goals assumed, participating honestly in the realization of objectives. It has 2 aspects: customer orientation, including supplier orientation as well, and traning of people, with internal communication, teamwork and so on. The consideration of CTQ and CTC factors (critical to quality and critical to cost) has appropriate influence on analyzed processes. The project management, selection and its cntena, are in the performance applied too.