What is Process Excellence/Six Sigma at all? A method? A religion? Philosophy? Why do we do that?

What can you expect from this Newsletter?

We want to improve our processes/products and gain financial benefit. It is the main aim. Six Sigma supports (classical meaning) business results. It is an excellent method when we do not know how to find a solution. It identifies the root causes and tells us what we have to control. It beams light into an obscured room. It shows the patterns driving processes and tells us where we should be cautious. The underlying statistics/data analysis is not rocket science. Using the right software and keeping some simple rules, our adventure with the numbers is safe. Well-selected explanations and clear guidance leads us through project execution. Practice and rigorous execution deliver the results.

I consider it an exceptional method. A method that everybody can understand. It is well-structured, and each step has its importance. We learn how to phrase a problem, what amount and quality of data we need, and how to build a solution. We understand how to make decisions based on numbers, and we know where are the limits of the conclusions. ?

We may see patterns when we start analysing data. The human brain can identify motives. Several times, we see something, but it is not necessarily there. For example, when we want to find out whether there is a connection between two characteristics, we apply regression. We look at the R-value instead of concluding based on the graph. When it is under 0.9, we may suspect no relationship (or we check the measurement system). It is too good to be true when the value is over 0.98. It is easy to judge, but statistics help us to prove or deny our beliefs. There are clear metrics to tell us whether it is true or not. Our instinct may mislead us.

We must not overestimate Six Sigma or bring it to a mystical cloud. It is neither a religion nor a philosophy. I am not a priest nor a guru. I want to use my experiences to assemble the jigsaw. I selected several substantial topics to present. They are the backbone of the method. The first part is more organisational (How should we choose projects? Or what mistakes can we make?) and high-level. In the second part, you view some significant tools. You will understand why sample size matters or why measurement systems are analysed. In the end, you may read the world better.

I started my journey with Six Sigma in 1997 at GE Lighting. At that time, GE was the most admired, valued and successful company. Six Sigma made the company even more successful. It gave a competitive advantage: it created a communicated company culture, and we spoke the same language. Did everyone understand the method? Certainly not. Neither did I.

I just returned from Japan, freshly earned PhD, and sat on the Green Belt course. It seemed obvious. The mathematics and the tools were super simple comparing what I had done in academics. When I returned to my desk and started my Green Belt project, I realised I knew nothing. However, I was able to complete my project and received the certificate. I am not proud of the result. But the seed started to grow. I understood the mentality of continuous improvement. I completed some more projects of mine and mentored 30+ projects. It deepened my knowledge.

In each role, I used data analysis (statistics) to understand the problem and how to make processes better. I delivered my first Black Belt course for Continental Hungary management in 2012. Since then, I have revisited the course material several times to improve it. I incorporated soft tools and what is the linkage to other functions.

What is my personal goal with this Newsletter? I want to share what I have learned about process improvement, data analysis and some simplifying rules. Altogether, fifteen years of project leadership, sourcing, manufacturing and technical sales experiences helped me to put the method into context. I hope you will enjoy it.

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