项目管理中的六西格玛是什么？

Six Sigma is a popular methodology used in project management. It is a quality management methodology used to reduce defects and maintain consistency in products.

Six Sigma is mentioned in the PMBOK Guide and included in the PMP Exam Content Outline, so you will see questions on this topic on your exam.

我看到许多PMP考试参考书没有讨论此方法。这是一个重要的概念，您应该知道。

Six Sigma

摩托罗拉（Motorola）于1986年开发了六西格玛（Six Sigma），以消除工艺启动之前可能存在的缺陷的原因。

This methodology was successful; GE adopted it and had excellent results. The fame of the Six Sigma methodology skyrocketed, and many manufacturing industries adopted it.

六西格码是一个以数据为基础的流程，以客户为中心，以结果为导向的产品改进方法。目的是提高质量，以至于只允许每百万次失败3.4次，或者产品的准确性为99.9967％。

这chart below shows the Six Sigma graph.

由Jayen466 Fleshgrinder公共领域,通过伟嘉imedia Commons

图片来源：Jayen466，Fleshgrinder [公共领域]，通过Wikimedia Commons

从这张图,你可以说,六西格玛是six standard deviations on either side of the mean. LSL stands for Lower Specification Limit, and USL stands for Upper Specification Limit. Any measurement outside of these limits is considered a defect. The mean line is the target, and this is the ideal measurement.

Roles in the Six Sigma Organization

You can divide the Six Sigma roles into two segments:

1. 倡议领导
2. 项目领导

这se segments can further be divided into six categories:

1. Six Sigma Executing Leadership or Deployment Leader
2. Six Sigma Champions
3. Six Sigma Master Black Belt (MBB)
4. Six Sigma Black Belt (BB)
5. 六个Sigma绿带(GB)
6. Six Sigma Project Team or Yellow Belt (YB)

Executive Leadership, Champions, and Master Black Belt are a part of initiative leadership. Black Belt, Green Belt, and Yellow Belt are a part of project leadership.

这Champion and Master Black Belt can be part of project leadership and initiative leadership.

Six Sigma Executing Leadership or Deployment Leader

执行领导包括项目赞助商或高层管理人员。他们是建立业务目标，为组织创建六个Sigma愿景的人，并确保每个人都理解它。

这ir active participation is mandatory for an organization to achieve the Six Sigma objectives. They hire Master Black Belts, Black Belts, and other top-level members to help them achieve the organization’s objectives.

Six Sigma Champions

执行领导选择冠军，他们负责实施六西格玛。他们管理主黑带，黑带和绿皮带。冠军与这些专业人员合作，了解问题并提供支持以解决问题。他们管理整个手术基础的六个Sigma环境。

Champions manage projects from a high level. They can distribute the projects in programs or develop a portfolio to manage them efficiently.

Six Sigma Master Black Belt

Champions select master Black Belts. They are responsible for项目选择and human resource training. They train Black Belts and Green Belts.

Master Black Belts develop Six Sigma skills within the organization and ensure the sustainability of quality in the project.

这y roll out Six Sigma methodologies on the project and ensure activity compliance. They mentor the project team and can engage with Deployment Leadership if any issues arise.

Six Sigma Black Belts

黑带在该项目上执行并实施六西格玛，并且是兼职或全职项目团队成员。

这y create the Six Sigma environment and challenge the status quo when there is resistance to implementing Six Sigma. They help utilize project resources, mentor the project team, including Green Belts, and share best practices.

六个Sigma绿带

Green Belts have fewer functions than the Black Belts; they are involved with other project activities besides the Six Sigma activities.

这y are sometimes called the “engine” of Six Sigma projects. They are responsible for daily Six Sigma activities, solving issues, calling for help if needed, and ensuring sustainable results.

Green Belts are responsible for their respective processes and have the authority to complete the work effectively. This is an essential aspect of the organization because Green Belts can build process improvement structures within each process.

这y work at the project execution level, are responsible for Six Sigma results, and share best practices and lessons learned.

Project Team

Project Teams or Yellow Belts include project managers and team members. They are responsible for executing project activities. These people work with Green Belts or Black Belts to achieve the Six Sigma objectives.

这些人是支持绿色或黑带在开发过程图并进行数据捕获以进行进一步分析的主题专家。

这y don’t have to be Six Sigma certified but should be aware of Six Sigma functions.

Stakeholders in Six Sigma Projects

这following are the main利益相关者in any Six Sigma project:

• 顾客
• 员工
• Supplier
• 终端用户

Six Sigma Methodologies

您可以使用两个Sigma子方法来实现六个Sigma目标：

• DMAIC
• DMADV

DMAIC可以帮助您逐步改善现有过程。

DMDAV可以帮助您开发新的过程或产品。当您需要超过增量改进时，您也可以将此方法与现有过程一起使用。

什么是DMAIC？

You can use this methodology alone or along with Six Sigma initiatives.

这是一种结构化问题解决方法，每个阶段都取决于上一个阶段的成功完成。

DMAICstands for: Define, Measure, Analyze, Improve, and Control.

定义

Here, you define the customer and their problems, expectations, and requirements. You define the process with the help of a process map, identify the areas of improvement, define the Critical-to-Quality (CTQ) characteristics, set goals, define the project boundaries, and make sure that the required resources are available whenever they are needed.

措施

在这里，您可以衡量结果并确定过程的性能。

You draft a plan to collect reliable data from the process and determine the defects. This data should help you understand performance.

You may use customer surveys to find the defects, areas of improvement, or any feature requirements. In this phase, the baseline performance is established. It helps you understand the process so you can then take further steps to improve it.

一个nalyze

Here, you analyze the data collected in the measure phase and identify the issues that can affect your project or its outcome. You find the gap between the baseline and the current performance. If there is a variation, you find the sources and take corrective action.

You also look for any opportunities and use them to improve your project.

Your main focus is to isolate the causes behind the Critical-to-Quality characteristics (CTQ). You also quantify the economic benefits of solving the problems.

Improve

Once you get to the root cause of the problem, you find a permanent solution and implement it to improve the process.

Here, you study the primary cause of the error and find ways to contain it. You develop and implement your new plan and a new method so that defects are stopped permanently. You measure the results after the implementation.

Control

该阶段控制稳定性能的过程，并防止该过程从恢复到“旧方式”。这是持久结果的重要阶段。您监视该过程，确保实施并遵循所有批准的更改。

What is DMADV?

DMADVhelps you develop new processes or is used when the improvement through DMAIC is not up to the client’s expectations.

DMADVstands for Define, Measure, Analyze, Design, and Validate.

DMA is similar in both methodologies; however, the last two letters, “DV,” stand for design and validate.

In the design phase, you create the process or product that fulfills all Critical-to-Quality requirements. In the validate process, you check if all CTQs are as expected and that the final product is meeting or exceeding the customer’s expectations.

这Difference Between DMAIC and DMADV

Both Six Sigma methodologies aim to eliminate defects and improve the process; however, there is a difference between how and when you use them.

一个few differences are as follows:

• DMAIC用于现有过程，而DMADV则用于新过程。
• DMAICrepresents correction, and DMADV represents prevention.
• 在DMAIC中，六个Sigma专注于几个CTQ，而在DMADV中，六个Sigma专注于所有可能的CTQ。
• DMAIC通常是较短的持续时间，而DMADV则需要更长的时间。

六西格码中使用的工具

这se Six Sigma tools areseven basic quality tools：

1. Tally Sheet
2. Flow Chart
3. Histograms
4. Cause and Effect Diagram
5. 帕累托图
6. Scatter Diagram
7. 控制图

Tally Sheet

这tally sheetis also known as the check sheet or checklist.

理货单,你记录数据标记it in real-time. You go to the location and observe the process and record it on a sheet. In most cases, you have to tick or cross it off.

Flow Chart

一个流程图is a diagram comprised of boxes connected with lines. This diagram shows you the workflow, process procedure, or algorithm. It helps you visualize the process flow and find issues or bottlenecks.

流程图是一个有用的通信工具，可以帮助您研究过程改进或记录过程。

Histogram

一个histogramis similar to a bar chart and displays the graphical distribution of numerical data. It is primarily used to show frequency distribution.

它可以帮助您发现是否发生了从一个时期到另一个时期发生的过程变化。直方图是快速表达数据的出色通信工具。

Cause and Effect Diagram

该图也称为Ishikawa或鱼骨图。

这因果图帮助您找到问题的可能原因。它可以帮助您在过程中找到瓶颈，例如为什么特定过程不起作用。

帕累托图

一个帕累托图is a bar chart. The longest bar is on the left side, and the shortest is on the right side. The height of the bar decreases from left to right, and the chart displays the frequency of various errors.

您可以在帕累托图的帮助下专注于最常见的问题。

Scatter Diagram

您在一个中使用两个变量Scatter Diagram：one is the dependent variable, and the other is the independent variable.

This diagram helps you determine the relationship between the two variables. You can predict the behavior of the other variable after determining the correlation between the two.

控制图

控制图are used in quality management. These charts let you know if a process is stable.

This graph has the mean, lower control limit, upper control limit, lower specification limit, and upper specification limit.

这client sets specification limits, and any measurement outside of these limits are considered a defect.

一个dvantages of Six Sigma

Six Sigma helps organizations immensely; a few benefits of this methodology include:

1. It is customer-driven.
2. 它涵盖了整个生产过程，而不仅仅是结果。
3. It is a proactive process and helps you improve the process even before you discover your first defect.
4. 它可以提高质量，消除缺陷并减少浪费，从而导致更加满意的客户，这意味着更多的利润和品牌知名度。
5. 这re is a low variation in deliverables.

Six Sigma helps organizations save money by avoiding rework, scrap, return cost, and after-sale support.

六西格玛的缺点

这re are no inherent disadvantages of this methodology; sometimes, it may not produce the desired result, or a delay may occur. A few examples of these situations are:

1. Six Sigma works well for the production process, but it does not work for research (资源).
2. Sometimes, it may create rigid boundaries that could delay the process.
3. 一个pplying it to a small-sized company might be costly.
4. 一个ccording to some experts, 3.4 defects per million is too low, which may lead to putting more focus on areas with low yield.
5. If top management is not supportive, Six Sigma will not give the desired result.

这是对六西格玛的简要介绍，我相信您现在对这种方法有了更好的了解。

Before I conclude this blog post, let’s discuss the differences between Six Sigma and the PMP certification.

Six Sigma Vs PMP

Six Sigma and the PMP certification do not compete with each other. Both certifications serve different purposes, though at some points they interact with each other.

这Six Sigma methodology mainly applies to the manufacturing and financial industries. The PMP methodology applies to all aspects of projects, regardless of industry.

Six Sigma focuses on eliminating defects and reducing waste, and it increases the quality of the product or the process. PMP concentrates on completing the project successfully.

这Six Sigma methodology is forced from top management down to operations, and active involvement from management is mandatory for its successful implementation. With PMP, it is usually individual decisions.

If you are undecided between these two certifications, I recommend you go for both. They complement each other and can make you more efficient and employable.

Conclusion

实施六个Sigma方法涉及费用，尤其是在培训和应用过程中的更改方面。但是，如果实施，它可以为组织带来富有成果的结果，例如盈利能力和品牌认可。六个Sigma方法必须由高层管理人员实施和监视。他们积极参与和支持使其成功。

If you are interested in learning Six Sigma, you can join the Six Sigma courses offered by GreyCampus.

• Six Sigma Yellow Belt
• Six Sigma Green Belt
• Six Sigma Black Belt