Six Sigma Basic Textbook (Green Belt Reading Material)

Author: (USA) Juran Institute
Publisher:
Publish Date: 2008-12-08
Features: Preface by Academician of the Chinese Academy of Engineering, Academician of International Academy of Quality, Chief Researcher of Shanghai Quality Management Science Research Institute, Liu Yuan. Americans are fond of continuous innovation, and 6SIGMA is a product of "innovation" built upon the foundation of Total Quality Management (TQM) in the United States. Juran and Feigenbaum proposed the concept of TQM in the 1960s. They argued that to produce products with reasonable costs and high quality to meet market demands, attention to the activities of individual departments alone was insufficient; instead, planning quality activities across all functional departments was necessary. TQM theory by Deming, Juran, and Feigenbaum was widely accepted in Japan. Japanese companies implemented TQM methods for total quality control. Statistical techniques, particularly the "Seven Basic Tools" (Cause-and-Effect Diagram, Flowchart, Histogram, Checksheet, Scatter Diagram, Pareto Chart, and Control Chart), were commonly used for quality improvement and control.
In the 1980s, with the rapid advancement of economic globalization and ever-changing customer demands, Americans evolved TQM (Total Quality Control) into TQM (Total Quality Management). The success stories of many world-class enterprises demonstrated that TQM is a management strategy that grants core competitiveness. The concept of quality also evolved from a narrow focus on compliance to one centered on "customer satisfaction." TQM not only improved the quality of products and services but also had a profound impact on corporate culture and the strategic level, enabling businesses to gain sustainable competitive capabilities. However, as times evolve and technology advances, the original standard of evaluating quality based on percentages could no longer fully reflect quality requirements. Quality management needed a new philosophy and a more compelling approach to quality improvement, which led to the emergence of 6SIGMA.
The original meaning of 6SIGMA was based on the common normal distribution in statistics. It accounts for a 1.5σ shift, meaning the probability of falling outside 6SIGMA is only 3.4 parts per million (3.4ppm). In a million opportunities for error, only 3.4 mistakes are likely to occur. Essentially, it emphasizes doing things right the first time, establishing a mindset of success from the outset. Initially, 6SIGMA was primarily focused on manufacturing, where data collection, distribution analysis, and normal distribution-based defect analysis were used. Over time, it expanded to all processes, including those in the service industry. Although 6SIGMA is a relatively new theory, many of its methods were originally existing but were given new meaning and put into practice. 6SIGMA focuses on identifying potential and hidden problems, not reacting to issues after they arise. Instead, it seeks to proactively address potential problems before they occur, eliminating the chance of them happening.
For a company to implement 6SIGMA, the first step is to persuade leadership. Only with leadership support can 6SIGMA be successful. Leadership training does not require them to master 6SIGMA theory and methods but rather to understand the benefits 6SIGMA can bring to the company and the necessity of implementing it. While statistical methods are highly emphasized in 6SIGMA, they are not the entirety of it. The goal of 6SIGMA is to solve problems, not to obtain final statistical data. Regardless of the method used, the key is to combine it with practicality. Additionally, during the problem-solving process, simplicity should be prioritized. If a problem can be resolved with a simple solution, there is no need to complicate it.
Since 1998, the Shanghai Quality Management Science Research Institute has been studying, tracking, and researching 6SIGMA theory and applications. Through years of exploration and practice, it has gradually developed a 6SIGMA training curriculum that aligns with 6SIGMA management requirements while suitably fitting the realities of domestic enterprises. Through consulting and guidance for over ten companies, it has gained valuable experience. To further promote 6SIGMA management, the organization has compiled and translated this "6SIGMA Bible," hoping to strengthen and spread 6SIGMA research and practice while exploring new paths for 6SIGMA management tailored to China's context.
The purpose of this book is to conduct foundational 6SIGMA training, divided into a teacher's guide and student materials. It focuses on the five steps of the 6SIGMA improvement process from the Juran Institute in the United States, introducing the basic analytical and measurement tools commonly used in 6SIGMA improvement teams, including teaching notes, exercises, and learning cases. Training based on this book applies rigorous, systematic methods to help 6SIGMA improvement teams address major performance issues. It is suitable for all types of businesses, all functions, and all levels, providing a continuous training approach that allows learners to gradually develop an understanding of breakthrough improvements and learn problem-solving steps and tools. As the organization's breakthrough improvement plan progresses, learners can apply the improvement process to new projects.
This book can serve as a reference and training material for corporate leaders, quality professionals, and other managers, as well as a textbook for relevant majors in higher education institutions.