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Introduction: How Will The Organization Need To Assign Work To The Various Robots And What Orchestration Logic Will Be Required To Support This Simultaneously?
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This study aims to develop a documented comparison of Six Sigma and DMAIC with their alternate approaches. The alternative methods of Six Sigma and DMAIC have been chosen related to quality improvement and its implementation. The chosen approaches for this comparison include "Total quality management" and “Kaizen" approaches. Hence, the major purpose of this study is to compare and document the Six Sigma and DMAIC with the chosen alternate approaches. In this regard, the entire comparison will be developed based on the goals and objectives of the approaches as well as the quality measures criteria of the entire comparison process. Along with that the proper aspects and steps of the implementation methodology for the future problem-solving will be adequately discussed here. Finally, the entire study is going to be presented including the evaluation of the summary and the research findings properly.
Comparison of Six Sigma, DMAIC and other alternative approaches
Comparison with the Kaizen model
This study has focused on the documentation of a comparison of Six Sigma and DMAIC with the alternative approaches of TQM and Kaizen (Qayyum et al. 2021). It has been noted that the Six Sigma method was first coined by engineers at Motorola in the mid-1980s. This model or method has been developed as a pattern to enhance manufacturing procedures. The phrase "sigma" is a measure of how far from perfect a system or producer can get by Six Sigma standards; companies should reduce manufacturing defects to less than 3.4 per 1 million units. The Six Sigma steps are the basic process to bring improvement that is referred to by the DMAIC model too. These two models are reasonably direct and specific (Ahmed, 2019).
The major aspect of the Kaizen model assists organizations to accommodate their business approaches. Apart from that, the major aim of this project is to think about the broader future of the business. However, the key aim of this model is to develop productivity and reduce the rates for the organization that follows this particular model in their business. According to Janji?, Bogi?evi? and Krsti?, (2019), the major aim and goal of the Kaizen model signify smart work and reducer the pressure of hard work. On the other hand, the six sigma model offers a clear vision to the organization that has enabled this system in their business. It aims for proper perfection along with zero defects in business. Kaizen successfully performs for the continuous development of an organization while on the other hand; the key measurable criteria of six sigma have been to develop strategies that can assist in the development of the organization.
Multiple effective steps need to be followed properly while implementing both Kaizen and six sigma in their business system. In the case of implementing the Kaizen model in business, organizations need to have effective yet skilled management officials so that they can reduce the effectiveness of risks that are related to the model. On the contrary, while implementing the six sigma model in business, defying the issue and putting proper control of the system will be the effective step that needs to be there while implementing Six Sigma in the business. As per the statement of Alexander, Antony and Rodgers (2019), enabling the business models in the system demands some specific steps that can assure a successful implementation of the business models. In this aspect, six sigma demands more concentration compared to Kaizen while getting implemented in an organization.
Decision-making has been the most effective problem-solving tool that Kaizen demands while getting implemented within any particular organization. As an example, the supermarket giant Tesco has developed effective business decisions regarding the possible pros and cons of the Kaizen implementation and successfully managed to get it properly in business. On the other hand, the Sis Sigma model demands a route cause analysis that will assure the future development of the organizations. All these effective factors need to be applied and kept in mind positively so that they can generate proper competitive advantages for the business and at the same time, lead the organization to achieve success quickly.
Comparison with the TQM approach
Six Sigma and DMAIC include similar approaches and focus on the quality measurement of the organisation. This model follows parameters such as define, analyse, improve, measure and control to develop quality in the business process. This model involves decreasing variation to achieve optimal quality control in the business process. This includes approaches to finding and eliminating causes of errors and defects to decrease operations cost, and cycle times and develops the productivity of the organisation (Ahmed, 2019). TQM is another quality control approach that focuses on developing process standards and internal guidelines in the business process to decrease errors.
Six Sigma and DMAIC are quality control approaches and include different types of metrics such as quality measurement and criteria. This tool involves measuring the defect rate and focuses on developing the manufacturing process of the organisation. This includes the identification of process cycle time and decreases additional time through developing a strategy. In addition, this tool also includes measurement of lead-time, process capability, rolled throughput yield, material control, X-bar, Cpk, process measurement and utilisation. TQM includes the measurement of integration of economic parameters with suppliers, customer performance and measurement of internal processes (Daniyan et al.2022). This also considers employee empowerment, product design, supplier quality, process management and continuous development of the organisation.
Six Sigma and DMAIC consider five different factors while completing quality measurements and quality control such as define, analyse, improve, measure and control. This follows two processes such s recognising and realising the above-mentioned five factors. This tool includes quality planning, quality assurance, quality control and quality development throughout completing overall measurements of those above-mentioned factors (Kaouthar, 2020). TQM considers six factors such s customer focus, planning process, process improvement, process management and total participation of the organisation to develop the overall quality of the business process. The problem-solving activity of six sigma and DMAIC considers a flow chart process. This flow chart process includes understanding the practical problems, identification of the statistical problems, finding out statistical solutions, developing practical solutions and control plans and measuring of advantages of financial success.
Different types of tools are included in the TQM processes such as graphs analysis, Pareto charts, check sheets, histograms, cause-effect diagrams, control charts and scatter diagrams (Singh et al. 2020). Six Sigma and DMAIC involves in the business sector to continue different types of measurement and development activities. This considers a list of activities such as developing efficiency, ranking of business and segmented activities, benchmarking through developing efficiency and development of customer satisfaction. TQM involves different business sectors such as manufacturing, banking, medicine and finance sectors to develop the quality of the organization. This tool also involves education, scientific research, service industries and government sectors to control and develop the overall quality of the organisation.
Conclusion
It can be concluded that this study is all about the development of a comparison and contrast of DMAIC and Six Sigma models with their alternative approaches. The chosen approaches for this study that are deemed to be similar to the Sig Sigma and DMAIC include "Total quality management" and "Kaizen". This study has discussed the proper use of Six Sigma which is generally used to improve manufacturing processes. Furthermore, this study has depicted the use of “six sigma” that may involve the gathering and leveraging of data to eradicate all identified defects as well as refuse in manufacturing. In this regard, the major aspect of the Kaizen model has been implemented to assist organizations to accommodate their business approaches. Apart from that, this study has focused on the use of the TQM model in a broader aspect of the future of the business.
References
- Ahmed, S. (2019). Integrating DMAIC approach of Lean Six Sigma and theory of constraints toward quality improvement in healthcare. Reviews on environmental health, 34(4), 427-434. Retrieved on: 26/04/2023. From: https://doi.org/10.1515/reveh-2019-0003
- Alexander, P., Antony, J. & Rodgers, B. (2019). Lean Six Sigma for small- and medium-sized manufacturing enterprises: a systematic review. International Journal of Quality & Reliability Management, 36(3), pp.378–397. doi:https://doi.org/10.1108/ijqrm-03-2018-0074.
- Daniyan, I., Adeodu, A., Mpofu, K., Maladzhi, R., & Katumba, M. G. K. K. (2022). Application of lean Six Sigma methodology using DMAIC approach for the improvement of bogie assembly process in the railcar industry. Heliyon, 8(3), e09043. Retrieved on: 26/04/2023. From: https://doi.org/10.1016/j.heliyon.2022.e09043
- Janji?, V., Bogi?evi?, J. & Krsti?, B. (2019). Kaizen as a global business philosophy for continuous improvement of business performance. Ekonomika, 65(2), pp.13–25. doi:https://doi.org/10.5937/ekonomika1902013j.
- Kaouthar, L. (2020). TQM and Six Sigma: A Literature Review of Similarities, Dissimilarities and Criticisms. Journal of Management and Economic Studies, 2(4), 198-226. Retrieved on: 26/04/2023. From: https://www.jomaes.org/index.php/jomaes/article/download/58/54
- Qayyum, S., Ullah, F., Al-Turjman, F., & Mojtahedi, M. (2021). Managing smart cities through six sigma DMADICV method: A review-based conceptual framework. Sustainable Cities and Society, 72, 103022. DOI: https://doi.org/10.1016/j.scs.2021.103022
- Singh, M., Rathi, R., Khanduja, D., Phull, G. S., & Kaswan, M. S. (2020). Six Sigma methodology and implementation in Indian context: a review-based study. Advances in Intelligent Manufacturing: Select Proceedings of ICFMMP 2019, 1-16. Retrieved on: 26/04/2023. From: https://link.springer.com/chapter/10.1007/978-981-15-4565-8_1
