Total Quality Through Six Sigma

Some argue that many of the tools Six Sigma uses are not new. However, while Six Sigma uses
conventional methods, its application is anything but conventional. Instead it stresses the
importance of searching for a new way of thinking and doing. In fact, Six Sigma defines a clear
road map to achieve Total Quality:

1. Leadership Commitment: Top management not only initiates Six Sigma deployment, it also
plays an active role in the whole deployment cycle. Six Sigma starts by providing senior
leadership with training in the principles and tools it needs to direct the development of a
management infrastructure to support Six Sigma. This involves reducing the levels of
organizational hierarchy and removing procedural barriers to experimentation and change.

2. Customer Focus: Systems are developed for establishing close communications with
external customers (direct customers, end-users, suppliers, regulatory bodies, etc), and with
internal customers (employees). From upstream suppliers to ultimate end-users, Six Sigma
eliminates the opportunities for defects.

3. Strategic Deployment: Six Sigma targets a small number of high-financial leveraged items.
It focuses the companys resources: right support, right people, right project, and right tools,
on identifying and improving performance metrics that relate to bottom-line success.

4. Integrated Infrastructure: The Leadership Team defines and reviews project progress. The
Champion acts as a political leader and removes the barriers for the project team. The Master
Black Belt acts as a technical coach and provides in-depth knowledge of quality tools. The
Black Belt controls the project while the Green Belt supports the Black Belt - together they
form the Six Sigma Project Teams. In addition, the incentive and recognition systems
motivate the project teams to achieve the business goals.

5. Disciplined Framework: Six Sigma projects are Implemented using the Measure, Analyze,
Improve and Control disciplined road map. This MAIC discipline sets up a clear protocol to
facilitate internal communication. In addition, from a business perspective, Six Sigma is also
a framework for continuous business improvement.

6. Education and Training: Six Sigma believes that true commitment is driven by true
understanding. As a fact-based methodology, it intensively utilizes quality and statistical
tools to transform a practical problem to a practical solution. Thus, a top-to-bottom training is
conducted in Six Sigma philosophy and system improvement techniques for all levels.

In conclusion, Six Sigmas approach and deployment makes it distinguishable from other quality
initiatives. The Six Sigma approach involves the use of statistical tools within a structured

johnsamonte128@gmail.com Page 1 of 10
methodology for gaining the knowledge needed to achieve better, faster, and less expensive
products and services than the competition. The repeated, disciplined application of the master
strategy on project after project, where the projects are selected based on key business objectives,
is what drives dollars to the bottom line, resulting in impressive profits. Moreover, fueled by the
bottom line improvement, top management will continuously be committed to this approach, the
work culture will be constantly nurtured, customers will definitely be satisfied, and Total Quality
will ultimately be achieved.

Six Sigma VS. Total Quality Management (TQM)

In some aspects of quality improvement, TQM and Six Sigma share the same philosophy of how
to assist organizations to accomplish Total Quality. They both emphasize the importance of top-
management support and leadership. Both approaches make it clear that continuous quality
improvement is critical to long-term business success. However, why has the popularity of TQM
waned while Six Sigma's popularity continues to grow in the past decade?

T. Pyzdek (Why Six Sigma is Not TQM, 2001) stated that the primary difference is management.
Unlike TQM, Six Sigma was not developed by technicians who only dabbled in management and
therefore produced only broad guidelines for management to follow. The Six Sigma way of
implementation was created by some of America's most gifted CEOs - people like Motorola's
Bob Galvin, Allied Signal's Larry Bossidy, and GE's Jack Welch. These people had a single goal
in mind: making their businesses as successful as possible. Once they were convinced that tools
and techniques of Six Sigma could help them do this, they developed a framework to make it
happen.

The differences between TQM and Six Sigma are summarized in Table 7.1.

Table 7.1: TQM vs. Six Sigma

TQM Six Sigma
A functional specialty within the An infrastructure of dedicated change agents.
organization. Focuses on cross-functional value delivery
streams rather than functional division of
labour.
Focuses on quality. Focuses on strategic goals and applies them to
cost, schedule and other key business metrics.
Motivated by quality idealism. Driven by tangible benefit far a major
stockholder group (customers, shareholders,
and employees).
Loosely monitors progress toward Ensures that the investment produces the
goals. expected return.

johnsamonte128@gmail.com Page 2 of 10
 People are engaged in routine duties Slack resources are created to change key
(Planning, improvement, and control). business processes and the organization itself.
Emphasizes problem solving. Emphasizes breakthrough rates of
improvement.
Focuses on standard performance, e.g. Focuses on world class performance, e.g., 3.4
ISO 9000. PPM error rate.
Quality is a permanent, full-time job. Six Sigma job is temporary. Six Sigma is a
Career path is in the quality stepping-stone; career path leads elsewhere.
profession.
Provides a vast set of tools and Provides a selected subset of tools and
techniques with no clear framework techniques and a clearly defined framework
for using them effectively. for using them to achieve results (DMAIC).
Goals are developed by quality Goals flow down from customers and senior
department based on quality criteria leadership's strategic objectives. Goals and
and the assumption that what is good metrics are reviewed at the enterprise level to
for quality is good for the assure that local sub-optimization does not
organization. occur.
Developed by technical personnel. Developed by CEOs.
Focuses on long-term results. Six Sigma looks for a mix of short-term and
Expected payoff is not well-defined. long-term results, as dictated by business
demands.

johnsamonte128@gmail.com Page 3 of 10
Comparison of Six Sigma and Total Quality
Management
Both Six Sigma and Total Quality Management are effective tools for quality management but a thin line
of difference does exist between them. Although the methodologies and procedures involved in both the
two appear quite similar but there are certain major differences.

Six-Sigma is a relatively newer concept than Total Quality Management but not exactly its
replacement. The basic difference between Total Quality Management and Six Sigma is that TQM
delivers superior quality manufactured goods whereas six sigma on the other hand results in better
results. Total Quality management refers to continuous effort by employees to ensure high quality
products. The process of Six Sigma incorporates many small changes in the systems to ensure effective
results and better customer satisfaction.

Total Quality Management involves designing and developing new systems and processes and ensures
effective coordination among various departments. New Processes are developed based on various
customer feedbacks and researches.

The main focus of Total quality management is to maintain existing quality standards whereas Six
Sigma primarily focuses on making small necessary changes in the processes and systems to
ensure high quality.

The process of Total quality management does reach to a saturation level after a certain period of time.
After reaching the saturation stage, no further improvements in quality can be made. Six Sigma on the
other hand seldom reaches the saturation stage by initiating a next level quality process.

The process of Total quality management involves improvement in existing policies and procedures to
ensure high quality. Six-Sigma focuses on improving quality by minimizing and eventually
eliminating defects from the system. The process of total Quality management ensures that every
single member associated with the organization is working towards the improvement of existing
processes, systems, services and work culture for long term quality products/services. Six Sigma, on the
other hand focuses on first identifying and eventually removing various defects and obstacles which might
come in the way of organizations success. In a laymans language total quality management emphasizes
on improving the existing policies and making necessary changes in the systems to ensure superior
quality products and services. Organizations practicing Six Sigma are focused on removing errors and
defects to ensure high quality products.

Total Quality management is a less complicated process than Six Sigma. Six-Sigma involves
specially trained individuals whereas total quality management does not require extensive training. The
process of Six Sigma creates special levels for employees who are only eligible to implement the same.
Employees trained for Six Sigma are often certified as Green Belts or Black Belts depending on their
level of proficiency. Six-Sigma requires participation of only certified professionals whereas total quality
management can be referred to a part time activity which does not require any special training. Six-Sigma
can be implemented by dedicated and well trained professionals.

johnsamonte128@gmail.com Page 4 of 10
Six-Sigma is known to deliver better and effective results as compared to total quality
management. The process of Six Sigma is based on customer feedbacks and is more accurate and
result oriented. Customer feedbacks play an important role in Six Sigma. Experts predict that six sigma
will outshine total quality management in due course of time.

Six Sigma vs. Total Quality Management

Six Sigma is a relatively new concept as compared to Total Quality Management (TQM).
However, when it was conceptualized, it was not intended to be a replacement for TQM.
Both Six Sigma and TQM have many similarities and are compatible in varied business
environments, including manufacturing and service industries. While TQM has helped
many companies in improving the quality of manufactured goods or services
rendered, Six Sigma has the potential of delivering even sharper results.
Total Quality Management
Total Quality Management is often associated with the development, deployment, and
maintenance of organizational systems that are required for various business processes.
It is based on a strategic approach that focuses on maintaining existing quality standards
as well as making incremental quality improvements. It can also be described as a
cultural initiative as the focus is on establishing a culture of collaboration among various
functional departments within an organization for improving overall quality.
Comparison To Six Sigma
In comparison, Six Sigma is more than just a process improvement program as it is based
on concepts that focus on continuous quality improvements for achieving near perfection
by restricting the number of possible defects to less than 3.4 defects per million. It is
complementary to Statistical Process Control (SPC), which uses statistical methods for
monitoring and controlling business processes. Although both SPC and TQM help in
improving quality, they often reach a stage after which no further quality improvements
can be made. Six Sigma, on the other hand, is different as it focuses on taking quality
improvement processes to the next level.
The basic difference between Six Sigma and TQM is the approach. While TQM views
quality as conformance to internal requirements, Six Sigma focuses on improving quality
by reducing the number of defects. The end result may be the same in both the concepts
(i.e. producing better quality products). Six Sigma helps organizations in reducing
operational costs by focusing on defect reduction, cycle time reduction, and cost savings.
It is different from conventional cost cutting measures that may reduce value and quality.
It focuses on identifying and eliminating costs that provide no value to customers such as
costs incurred due to waste.
TQM initiatives focus on improving individual operations within unrelated business
processes whereas Six Sigma program focus on improving all the operations within a
single business process. Six Sigma projects require the skills of professionals that are
certified as black belts whereas TQM initiatives are usually a part-time activity that can
be managed by non-dedicated managers.
Applications Where Six Sigma Is Better
Six Sigma initiatives are based on a preplanned project charter that outlines the scale of a
project, financial targets, anticipated benefits and milestones. In comparison,
organizations that have implemented TQM, work without fully knowing what the financial

johnsamonte128@gmail.com Page 5 of 10
gains might be. Six Sigma is based on DMAIC (Define-Measure-Analyze-Improve-Control)
that helps in making precise measurements, identifying exact problems, and providing
solutions that can be measured.
Conclusion
Six sigma is also different from TQM in that it is fact based and data driven, result
oriented, providing quantifiable and measurable bottom-line results, linked to strategy
and related to customer requirements. It is applicable to all common business processes
such as administration, sales, marketing and R & D. Although many tools and techniques
used in Six Sigma may appear similar to TQM, they are often distinct as in Six Sigma, the
focus is on the strategic and systematic application of the tools on targeted projects at the
appropriate time. It is predicted that Six Sigma will outlast TQM as it has the potential of
achieving more than TQM.
The Differences Between TQM & Six Sigma
Both TQM, total quality management, and Six Sigma are time tested tools to
enhance quality of products as well as services. While there are numerous
similarities, the subtleties within these systems are different. Traditionally, these
systems have been utilized by large corporations. However, small businesses can
successfully apply most of the key lessons.

Six Sigma and TQM Basics

Six Sigma and TQM are both quality-improvement systems and attempt to reduce
defective products or poor service in an organization, while improving customer
satisfaction. Both approaches first and foremost attempt to identify the fundamental
sources of defects and provide lasting cures that will permanently enhance quality.
If delivery trucks often arrive late at customers' stores, for example, both systems
look far beyond the trucks, warehouses and loading docks. Six Sigma and TQM
analyze large portions of the business, identifying problems that might not appear
connected at first sight and review the culture that might be leading to quality
issues. The scope as well applications of these systems, however, differ upon closer
inspection.

Focus and Scope

One difference between the two systems lies in their areas of focus. While TQM
concentrates on individual departments and more specific quantitative goals, TQM's
ultimate focus is customer satisfaction. The path that takes the business toward
that final goal is secondary. TQM must be redefined when the predetermined goals
are accomplished. Six Sigma, however, aims at continuous improvements and is
self-propelled. Six sigma, when correctly applied, will continue to yield benefits after
the original goals have been realized as it instills a culture that forever aims to
improve performance.

Application

johnsamonte128@gmail.com Page 6 of 10
Six Sigma projects are managed by "black belts" who have gone through formal
training and have a proven track record in quality gains. These individuals work full
time on Six Sigma in their departments but return to their previous jobs after a few
years. TQM is run by the quality control department and professionals who
specialize on quality improvements, usually, for their entire career. Six Sigma aims
to spread the ownership of quality improvement to the entire organization while
those who run TQM are more experienced in the quality field. Six Sigma is often
driven by a focus on cutting costs and tends to work best if it has specific financial
goals. TQM, however, pursues objectives that are harder to boil down to a single
figure, such as customer satisfaction and long-term strategic excellence.

Lesson for the Small Business

Small businesses can use principles from these two systems, understanding that
cost-cutting and increased customer satisfaction can go hand in hand. If cost-
cutting also effectively targets the root causes of customer complaints and defects,
the job will be done right the first time with as little waste as possible. Furthermore,
every employee, even the delivery person working for you during her summer
break, must focus on the end result: the quality of the final product and customer
experience above all else. Doing exactly what you're told is good. Questioning
whether the job can be done better and communicating ideas to co-workers is
better.

Eight dimensions of product quality management can be used at a strategic level to

analyze quality characteristics. The concept was defined by David Garvin. Some of the dimensions
are mutually reinforcing, whereas others are notimprovement in one may be at the expense of
others. Understanding the trade-offs desired by customers among these dimensions can help build a
competitive advantage. Garvin's eight dimensions can be summarized as follows: [1]

1. Performance: Performance refers to a product's primary operating characteristics. This

dimension of quality involves measurable attributes; brands can usually be ranked
objectively on individual aspects of performance.

2. Features: Features are additional characteristics that enhance the appeal of the product or
service to the user.

3. Reliability: Reliability is the likelihood that a product will not fail within a specific time period.
This is a key element for users who need the product to work without fail.

johnsamonte128@gmail.com Page 7 of 10
 4. Conformance: Conformance is the precision with which the product or service meets the
specified standards.

5. Durability: Durability measures the length of a products life. When the product can be
repaired, estimating durability is more complicated. The item will be used until it is no longer
economical to operate it. This happens when the repair rate and the associated costs
increase significantly.

6. Serviceability: Serviceability is the speed with which the product can be put into service
when it breaks down, as well as the competence and the behavior of the serviceperson.

7. Aesthetics: Aesthetics is the subjective dimension indicating the kind of response a user
has to a product. It represents the individuals personal preference.

8. Perceived Quality: Perceived Quality is the quality attributed to a good or service based on
indirect measures.

8 Dimensions of Quality

The definition of quality is often a hotly debated topic. While it may seem intuitive, when we get
right down to it, quality is a difficult concept to define with any precision.
The most fundamental definition of a quality product is one that meets the expectations of the
customer. However, even this definition is too high level to be considered adequate.

In order to develop a more complete definition of quality, we must consider some of the key
dimensions of a quality product or service.

Dimension 1: Performance

johnsamonte128@gmail.com Page 8 of 10
Does the product or service do what it is supposed to do, within its defined tolerances?

Performance is often a source of contention between customers and suppliers, particularly when
deliverables are not adequately defined within specifications.

The performance of a product often influences profitability or reputation of the end-user. As

such, many contracts or specifications include damages related to inadequate performance.

Dimension 2: Features
Does the product or services possess all of the features specified, or required for its intended
purpose?

While this dimension may seem obvious, performance specifications rarely define the features
required in a product. Thus, its important that suppliers designing product or services from
performance specifications are familiar with its intended uses, and maintain close relationships
with the end-users.

Dimension 3: Reliability
Will the product consistently perform within specifications?

Reliability may be closely related to performance. For instance, a product specification may
define parameters for up-time, or acceptable failure rates.

Reliability is a major contributor to brand or company image, and is considered a fundamental

dimension of quality by most end-users.

Dimension 4: Conformance
Does the product or service conform to the specification?

If its developed based on a performance specification, does it perform as specified? If its

developed based on a design specification, does it possess all of the features defined?

Dimension 5: Durability
How long will the product perform or last, and under what conditions?

Durability is closely related to warranty. Requirements for product durability are often included
within procurement contracts and specifications.

For instance, fighter aircraft procured to operate from aircraft carriers include design criteria
intended to improve their durability in the demanding naval environment.

Dimension 6: Serviceability
Is the product relatively easy to maintain and repair?

johnsamonte128@gmail.com Page 9 of 10
As end users become more focused on Total Cost of Ownership than simple procurement costs,
serviceability (as well as reliability) is becoming an increasingly important dimension of quality
and criteria for product selection.

Dimension 7: Aesthetics
The way a product looks is important to end-users. The aesthetic properties of a product
contribute to a companys or brands identity. Faults or defects in a product that diminish its
aesthetic properties, even those that do not reduce or alter other dimensions of quality, are often
cause for rejection.

Dimension 8: Perception
Perception is reality. The product or service may possess adequate or even superior dimensions
of quality, but still fall victim to negative customer or public perceptions.

As an example, a high quality product may get the reputation for being low quality based on poor
service by installation or field technicians. If the product is not installed or maintained properly,
and fails as a result, the failure is often associated with the products quality rather than the
quality of the service it receives.

johnsamonte128@gmail.com Page 10 of 10