How to implement TQM

1. TOP management awareness that it can lead to improving competitive advantage

2. Undertake analysis of culture ,customer satisfaction levels and quality management
systems
3. Communication of organization fundamental values by top management
4. Develop a TQM implementation plan
5. Align products ot customer needs and requirements
6. Identify and map key process which can deliver customer satisfaction
7. Form teams and a steering committee for implementing it
8. Ensure the team is coordinated by the steering committee
9. Managers should develop programs for mentoring training and mentoring
10. Ensure things are going on well daily for all process
11. Evaluate progression against performance indicators
12. Give feed back to employees on improvement and reward them

What are the different approaches to TQM

1. Just in time
2. Quality circles
3. Statistical process Control
4. Quality function deployment
5. Total productive maintenance
6. Kaisei engineering

JST IN TIME

 It Was initialed developed and implemented by Toyota and developed by Taichi OHNO
 It aim is to eliminate was and increase efficiency
 It ensures goods are received at the point they are required in order to avoid inventory
 Just in Time is a pull system a demand based system where customer order has t be
received first before production commences
  Pul system is the opposite of Push systems when goods are made to order

Application of JIT

Hamburger  The humbugger ingredients are always made

available
 When an order is made the ingredients identified
cooked and the humbugger is made
Book publisher  A soft copy is available but when a customer
makes an order the book is printed and delivered
to customer
Florist  They only go to fresh flowers suppliers only after
receiving a customer order

How to ensure JIT succeeds

 Integrated systems
 good understanding of jit
 Enough resources to support jit
 Good communication

Advantages of JIT

Lower Inventory Costs: JIT minimizes the need for large warehouses and storage space,
leading to significant cost savings.

Reduced Waste: By only ordering materials as needed, JIT eliminates the risk of obsolescence,
spoilage, or damage to excess inventory

Improved Cash Flow: JIT frees up capital that would otherwise be tied up in inventory,
allowing businesses to invest in other areas.
DISADVANTAGES OF JIT

 Holding less stock exposes an organization to risk of stock out

 It can only work with local suppliers
 constant changes in demand Levels may lead to frequent renegotiations of contracts
 it requires quality provision of INFORMATION

STATISTICAL PROCESS CONTROL

 Assessing and controlling quality within a production process

 Spc monitors manufacturing processes with technology that measures and controls
quality. SPC triggers various machines and instruments to provide quality data from
product measurements and process readings. Once collected, the data is evaluated and
monitored to control that process.
 Quality levels are gathered during onetime manufacturing for assessing and monitoring
how the processes comply to quality
 There are known limits beyond which quality should not fall
 If the quality is whim the limits these are no quality problems
 If they go below the limit there are quality problems

. QUALITY CIRCLES (QCS)

 Small groups of 5-8 employees, who do similar work within an organisation, who meet
regularly to categorise, investigate and resolve problems in the Workplace
 People operate on trust and respect understanding and cooperation among staff
 They motivate people because they provide and opportunity for problem solving
cooperation and enhancing sense of belonging

What are the objectives of QC

 Improving quality productive and safety

 Minimising cost of process operations
 promote culture of Collaboration
 promoting leadership skills
 motivating people because of involvement in decision making
  improving quality of employees welfare

Characteristics of QC
 Preparation of all team members
 Decisions are made through consensus
 Ensures there is a comfortable atmosphere where all employees free to participate
 Members have clear instructions on how decisions are made
 There is continuous feedback until a solution is found

Quality function deployment (QFD)

Applied to define customer needs and then translate them into engineering

Specifications and design processes to produce the products or services that

meet those needs

4 implementation stages of QFD

Stage Explanation
Product definition  Understanding customer needs and expectations
 Development of specification
Product development  Design and specifications are converted to components and parts to
be produced
Process development  Key parts of the production process are identified and sequenced

Process quality  Quality control approaches are used in the process in order to
control ensure the product meets customer requirements

House of quality diagram (HOQ)

The House of Quality (HOQ) is a matrix diagram used in Quality Function Deployment (QFD)
to help organizations understand and translate customer needs into product specifications,
ultimately leading to products that better meet customer expectations.

The House of Quality (HOQ) is a matrix diagram used in Quality Function Deployment (QFD)
to translate customer needs into actionable product specifications and technical requirements,
ensuring that the final product meets customer expectations.

How it Works:

1. Identify Customer Requirements: The first step is to gather and document the customer's
needs and wants.

2. Translate to Technical Characteristics: These customer requirements are then translated

into specific technical characteristics that the product must possess.

3. Analyze Interrelationships: The HOQ matrix visually maps the relationships between
customer needs and technical characteristics, highlighting potential trade-offs and priorities.

4. Prioritize and Set Targets: Based on the analysis, priorities are set for the most important
customer requirements and corresponding technical characteristics, and target values are
established.

House of quality enables to answer the following questions

  What product attributes are important to the customer
 How should a product be designed in order to capture the attributes valued by customer
 What are the design targets for the new product

TOTAL PRODUCTIVE MAINTENANCE

 This an approach to maintain and keep it in a perfect productive condition

 The aim is to minimize defects breakdown disruptions and accidents ,or even slowdown
of production
 It maximizes equipment operational efficiency through a maintenance process that is
proactive and pre-emptive
 This enables production to be maximized

What are the objectives of TPM

 Zero breakdowns, zero accidents zero defects

 Involvement of all staff to ensure the equipment is in perfect condition
 Forming cross functional team to to improve maintenances of equipment and reduce
defects

What the foundation of TPM -5s frame work

The 5S principles, Sort, Set in Order, Shine, Standardize, and Sustain, are a system for
organizing and maintaining a workplace, crucial for efficient maintenance planning, leading to
reduced waste, improved safety, and better productivity.

1. Sort (Seiri):Identify and eliminate unnecessary items from the workspace

2. Set in Order (Seiton): Arrange necessary items in a way that is easy to find and use,
ensuring a logical and efficient workspace.

3. Shine (Seiso): Maintain a clean and tidy workspace, including regular cleaning and
inspections.

4. Standardize (Seiketsu): Establish standard procedures and routines for maintaining the
workplace and ensuring consistency. In maintenance, this means developing and
implementing standardized procedures
 5. Sustain (Shitsuke):ensure set standards are applied consistently

8 SUPPORT ACTIVITIES FOR TPM

1. Autonomous Maintenance: This pillar focuses on empowering operators to take ownership

of their equipment's maintenance, including cleaning, inspection, and lubrication, which helps
to prevent deterioration and extend equipment lifespan.

2. Focused Improvement (Kaizen): This pillar involves continuous improvement efforts, often
through small, incremental changes, to enhance equipment performance and efficiency

3. Planned Maintenance: This pillar focuses on scheduling and executing preventive

maintenance activities based on equipment condition and manufacturer recommendations,
minimizing downtime and maximizing equipment availability and , and addressing likely
failure .

4. Quality Maintenance: This pillar aims to ensure that equipment operates reliably and
consistently, producing high-quality products, by addressing root causes of defects and
implementing quality control measures.

5. Education and Training: This pillar emphasizes the importance of providing

comprehensive training to all employees involved in TPM, ensuring they have the necessary
skills and knowledge to perform their tasks effectively.

6. TPM in Administration: This pillar focuses on integrating TPM principles into

administrative processes, such as purchasing, inventory management, and budget planning, to
support the overall TPM program.

7. Early Equipment Management: This pillar focuses on proactive equipment management

during the design and procurement stages, ensuring that equipment is chosen and designed
with TPM principles in mind, leading to better long-term performance and maintenance.

8. Safety, Health, and Environment: This pillar emphasizes the importance of incorporating
safety, health, and environmental considerations into all TPM activities, ensuring a safe and
responsible working environment.
What are the Benefits if TPM

 Equipment efficiency and productivity

 Reduced manufacturing costs
 Reduced incidence of accident
 Improved team work and information sharing
 Improved employees confidence to deliver on zero defects targets
 Increased customer satisfaction

What problems are avoided if TPM is introduced?

 Breakdowns
 Slower operating start ups
 Slight stoppages
 Slower change over time
 Defects

Kansei engineering

Kansei engineering, derived from the Japanese word "kansei" meaning "feeling" or
"impression," is a systematic approach to product development that focuses on understanding
and incorporating the emotional and psychological responses of consumers.

Kansei engineering has been applied across various industries, including:

 Automotive (e.g., vehicle design, driving experience)
 Home appliances (e.g., kitchen appliances, washing machines)
 Clothing and fashion (e.g., fabric feel, styling)
 Construction and architecture (e.g., building design, interior spaces

Differentiate TQM AND QA

 Quality assurance is the process of ensuring that products and service meet customer
expectations and specification
 It goal is to ensure products delivered are defect free
 It involves producing right first time
 The defects are prevented from the source

Advantages of QA

 Cost of quality is minimized

 Fewer staff to supervise quality compliance in the process
 Ownership of staff of the quality management process
 Improved quality of products and services

Differentiate TQM and QA

TQM Broader in scope

Leadership in quality management
Integration of quality management systems
Focus on evaluating process to improve quality
Goal is improving process

QA focus on the process to deliver quality

focus on evaluation of quality
narrow in scope
goal is controlling quality process

THE QUALITY GURUS

Philip B Crosby’s quality philosophy

The absolutes of quality management

 1. Quality is defined as conformance to requirements
2. The system for causing quality is prevention, not appraisal
3. The performance standard must be zero defects
4. The measurement of quality is the price of nonconformance

The basic elements of quality improvement

1. Determination
2. Education
3. Implementation

Crosby’s 14-point programme

1. Commitment of management
2. Formulating the quality improvement team
3. Quality measurement
4. Assessing the cost of quality
5. Quality awareness
6. Corrective action
7. Planning for zero defects
8. Training supervisors
9. Zero-defects day
10. Participative goal setting
11. Elimination of error causes
12. Recognition of participants
13. Creation of quality councils
14. Do it again and again

Crosby’s medicine for quality

1. Integrity
2. Systems
3. Communication
 4. Operations improvement
5. Policies

W EDWARDS DEMING’S QUALITY PHILOSOPHY

Deming’s 14 points for quality management

1. Create constancy of purpose for improving products and services.

2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead, minimize total cost by
working with a single supplier.
5. Improve constantly and forever every process for planning, production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals for management.
12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating
or merit system.
13. Institute a vigorous program of education and self-improvement for everyone.
14. Put everybody in the company to work accomplishing the transformation.

DEMING’S 7 FATAL DISEASES FOR MANAGEMENT

1. Lack of Constancy of Purpose: This refers to a lack of a long-term vision and focus on
continuous improvement, leading to a reactive rather than proactive approach.
2. Emphasis on Short-Term Profits: Prioritizing immediate gains over long-term sustainability
and quality can lead to poor decision-making and a decline in overall performance.

3Evaluation by Performance, Merit Rating, or Annual Review of Performance systems

Deming argued that these systems can discourage innovation and collaboration, as employees
focus on meeting short-term targets rather than long-term goals. Because they can be subject to
bias

4. Mobility of Management: Frequent changes in leadership can disrupt processes, create

instability, and hinder the development of a strong organizational culture. And inability to
understand quality problems

5. Running a Company on Visible Figures Alone: Relying solely on data without

understanding the underlying processes and systems can lead to poor decision-making and a lack
of accountability and failure to consider non numerical aspects

6. Excessive Medical Costs: Deming argued that these costs are often a result of poor
management practices and a lack of focus on prevention and quality. incurred by company on
behalf of employees

7. Excessive Costs of Warranty and liability: These costs are often a result of poor quality and
a lack of focus on prevention, leading to unnecessary expenses and customer dissatisfaction.e.g
increased layer fees

The PDCA (Plan-Do-Check-Act) model

Plan:
  Identify the problem or area for improvement.
 Define the goals and objectives.
 Develop a plan to address the problem, including resources, timeline, and metrics to
measure success.
 Collect data
 Identify root causes of quality problem
 Select the best intervention strategy
 Design a schedule for correcting the problem

Do:

 Implement the plan and collect data.

 Document any changes and observe the process.
 Employees can be trained at this stage on implementation of quality

Check:

 Analyze the data collected to evaluate the effectiveness of the implemented plan.
 Assess whether the goals and objectives were met.
 Conduct quality check to identify and eliminate defects
 Determine an acceptable quality range
 Quality range can be USL OR LSL-upper specification limit and lower specification limit
 A product within the USL and LSL is acceptable
 When quality is below LSL it is defective and corrective action need to be taken
 If quality is above USL it is over specified and needs to be modified

Act:

 Based on the analysis, take action to improve the process.

 Make necessary adjustments to the plan or implement further improvements.
 Repeat the cycle to continuously improvements
 It should be standards and involve all stakeholders

JOSEPH M JURAN’S QUALITY PHILOSOPHY

The Juran quality trilogy

juran defines quality as fitness for use in terms of design, conformance, availability, safety, and
field use. His approach is based customer, top-down management and technical methods.

The Juran Trilogy, a quality management approach developed by Joseph Juran, consists of three
key processes: (VIP focus)

1. Quality Planning, - Quality by Design)

2. Quality Control,- Process Control & Regulatory
3. Quality Improvement. - Lean Six Sigma)

Quality Planning: This stage focuses on defining customer needs and translating them into
product or service requirements, ensuring that the design and development processes are
aligned with those needs.

Quality Control: This involves monitoring and measuring the process to ensure that it meets
the quality standards set in the planning phase, identifying any deviations and taking corrective
actions.

Quality Improvement: This stage focuses on making changes to the process to improve its
performance and eliminate the root causes of defects, leading to continuous improvement and
better outcomes. There are four stages of quality improvement (VIP FOCUS
1. Repair –reactive and fixes what is broken
2. Refinement –proactive and focuses on improvements even if there are quality issues
3. Renovation-focuses on improvements through technological progression and
innovation
4. Reinvention –identifies areas to for starting again on quality improvements

Juran’s four components of product fitness:

1. Quality of Design: A successful company conducts market research and creates satisfied
customers by building their needs into the product design. The quality of design must
also consider the intended functions of the product and the type of conditions in which it
 will perform. Another consideration affecting the quality of the design is cost. How much
will it cost to make the product?
2. Quality of Conformance: Does the manufacturing process adhere to specifications?
Attention to conformance can be a vital tool and decrease the cost of manufacturing as it
reduces the likelihood of these types of catastrophic failures.
3. Availability: In the customer's view, availability and reliability are often synonymous.
For example, if a customer attempts to order a laboratory instrument only to find out that
the product is out-of-stock and will be on backorder for a month, his level of customer
satisfaction goes down. Quality, as it relates to availability, can be a matter of
maintaining inventory and ensuring availability as in the above example, and it can also
be an issue of speedy shipping and have a good distribution infrastructure.
4. Field Service: Field service personnel are, typically, the technicians who deliver, install,
and set up products, providing training to the customer on proper use and maintenance.

Juran’s three steps to progress (VIP FOCUS)

Quality Planning Steps:

1. Improvement to be done urgently and consistently

2. Management should develop training programs to build employees capacity in the area of
quality management
3. Commitment to quality should be done on all levels and leadership should set direction on
quality improvements

Juran’s ten steps to quality VIP FOCUS

1. Build awareness of need and opportunity for improvement

  Survey the employees / personnel, find why errors / mistakes / deviations are made

 After a week, select the top ten reasons

 Decide how to make sure those mistake-causing steps aren't repeated

 Keep track of the number of mistakes being made, make sure they are decreasing

2. Set goals for improvement

 Establish specific goals to be reached

 Establish plans for reaching the goals

 Assign clear responsibility for meeting the goals

 Base the rewards on results achieved

3. Organize to reach the goals

 Establish quality councils

 Identify problems

 Select projects

 Appoint teams

 Designate facilitators

4. Provide training
 Investment in education and training will fetch rewards

5. Carry out projects to solve problems

 Large, break-through improvements through interdepartmental or even cross-
functional teams

 Tackle the chronic problems for break-through improvements

 Vital few problems create the breakthroughs

6. Report progress
 Progress expected and the actual progress achieved

 Act to improve the operational status to reduce variance

  Information on progress provides confidence on quality improvement projects

7. Give recognition
 Morale booster

8. Communicate results
 Lesson learnt

 Awareness of the approach taken, possibility to learn and improve further

 Improvement outlook for people in other areas, to emulate success

9. Keep score
 Track progress

 Report achievements, short-falls

10. Maintain momentum by making annual improvement part of the regular processes
 People oriented

 Team-work

Techniques for quality improvement which can be applied in operations management

 These can be used for diagnosing quality problems

 They are also called predominant or 7 QC tools or the magnificent 7

They are categorized as statistical control processes or other process

They are as follows

1. Flow charts
2. Process control charts
3. Pareto analysis
4. Scatter diagrams
5. Check sheets
6. Histograms
7. Cause and effect
Nb : flow charts and cause and effect analysis are not statistical process

Flow charts
 A flowchart is a diagram that shows the steps of a process or system. Flowcharts
are used to document, plan, and communicate processes
 They give the employees a good understanding of how the process will be
implementer
 It will also show different interconnections across function areas

The following can be included in a flow chart

1. Inputs
2. Output
3. Actions to be taken
4. People to be involved
5. Decisions to be made
6. Time required for each process
7. Process measurements

How flowcharts are used

1. To understand a process

2. To analyses a process with a goal of improving it

3. To identify bottlenecks

4. To ensure efficient collaboration from the employees by communicating to then

on how the process will be implemented

5. To document a process

6. To clarify a process when a project is being implemented

7. To show where a process can be improved

How to create a flowchart

1. Define the process

2. Define the boundaries of the process where does it start and where does it end

3. Brain storm on the activities to be put in the process –use sticky notes

4. Put all the activities in a sequence

5. Draw arrows to illustrate the process

7. Review the process with stakeholders to ensure all activities are captured or accurately
illustrated

Pareto analysis

Pareto analysis is a decision making tool premised on the idea that 80% of a project's benefit
can be achieved by doing 20% of the work—or, conversely, 80% of problems can be traced to
20% of the causes

Application of Pareto in process

80% of quality problems are caused by 20% of process activities

80% customer satisfaction is due to 20% products and services offered

80% of profit earned is from 20% of products and services

80% of sales are generated by 20% of sales force

80% of operation problems are caused by 20% of 20% of defects in the system or operations

Histograms

 A histogram is a graph that shows the frequency of numerical data using rectangles. The
height of a rectangle is the vertical axis. It represents the distribution frequency of a
variable such as the amount or how often that variable appears. The width of the
rectangle is the horizontal axis.
 An illustration of the frequency of quality problems in the form of a graph
  The incidence of every hour is are recorded

Process control charts

 A graph that is applied to analyse the changes in a process over time

 A process flow chart, also known as a flowchart, is a visual representation of the steps
involved in a process, using shapes and lines to illustrate the sequence of actions and
decision points.

Uses of process control charts

 To identify quality process so that quality can be controlled

 To help to determine outcome from a process
 Determine the degree of stability in a process
 Evaluating unusual patterns and probale cause of variation
 Making decision on where to focus quality control

There are 6 steps to drawing a process control chart

1. Determine quality characteristic of the data to be collected

2. Determine tim frame for collecting data
3. Collection of data using quality sheets
4. Ploting of the data
5. Analyzing the chart
6. Investigating variances

Cause and effect diagrams

 Cause and effect diagram, also known as an Ishikawa or “fishbone” diagram, is a graphic
tool used to explore and display the possible causes of a certain effect.
 Represents the elements of a quality problem and inter-relationships
 Represents the elements of a quality problem and inter-relationships

Steps in creating a cause and effect diagram’s

 1. Write down quality problems
2. Identify possible causes of the problems
3. Break down the identified causes to more detailed causes

Check sheets

It is used to obtained data on quality problems

Quality problems are listed with possible causes

After the sheet has been filled the number of defects and their causes are used to develop a
Pareto or histogram

Scatter diagrams

 A graph showing the relationship between 2 variables

 A scatter plot uses dots to represent values for two different numeric variables.
 The variables can be dependent or independent
 The independent variable is not influenced by anything unlike the dependent
variable
 The scatter diagram is populated by dots

Statistically control chart SPC

 SPC is the application of statistics in the management of quality problems

 SPC is collected regarding quality
 The data is recorded before being ploted
 The chart is reviewed to see if the quality is within the limits acceptable lower and upper

Common SPC tools applied in quality management

 Pareto analysis
 Histograms
 Process control charts
 Check sheets
  Scatter diagrams

The Taguchi loss function

 The Taguchi Loss Function is a statistical tool used to quantify the economic loss
incurred by a product or process as it deviates from its target or optimal performance. It
is based on the premise that even small variations in quality can lead to increased costs
and reduced customer satisfaction
 It shows how an increase in variation within specification limits leads to an
exponential increase in customer dissatisfaction.

It is based on the following principles

 Nominal approach is better-a predetermined quality target, midway between upper and
lower specification limits
 The smaller the better in some instances-quality targets should be zero or closer to zero
 The larger the better in other instances-target higher quality targets

Calculation of taguchi loss formula is based on the following

 Constant
 Quality characteristic
 Target value

Poka yoke

 Also known as ‘mistake proofing’

 The goal is to get rid of product/service defects through the identification,
 prevention and correction of human errors as and when they occur

Types of poka yoke

The contact method-identifies defects by examining shape color or other physical attribute
The constant number method-fixed value method alerts the operator if a certain number of
movements or motion has not been made

The sequence method-or motion step method specified process or activities are undertaken
before moving to the next stage in order to ensure the mistakes are not take to the next stage

The six sigma

 Six Sigma is a data-driven methodology for process improvement that aims to

minimize defects and variation, ultimately leading to increased quality and efficiency,
with the goal of achieving near-perfect processes
 A quality management approach applied in businesses to achieve improvements in
products, services or processes by identifying and eliminating defects
 The goal is to eliminate variation and deliver near perfection to keep customers
satisfied

What are the 6 concepts of 6 sigma?

 Critical quality i.e delivery of quality is critical to our customers
 Defects if they are in a product they don’t meet customer expectations
 Variation –deviation from what the customer expects
 Stable operations consistency and predictability of operations so that customer is able
to know what to expect always
 Design of 6 sigma –discipline of designing products and services to meet customer
expectations

What are the 6 sigma principles?

Small is better-target zero defects
Larger is better-all products should pass 100% quality test
 Nominal is the best –middle ground just enough time to deliver products and services
time should not be too little in that mistakes can be made or too much that productivity
may be loss

DMAIC methodology of six sigma

 DMAIC is a data-driven, structured methodology used within Six Sigma to improve
processes by systematically addressing problems and optimizing outcomes through five
phases: Define, Measure, Analyze, Improve, and Control

DMAIC for process improvement

Define: Clearly identify the problem o be solved or objectives to be achieved such as, project
goals, and customer requirements.

Measure: measure the extent of the problem i.e Collect and analyze data to understand the
current process performance.

Analyze: Identify the root causes of the problem, its extent and potential solutions.

Improve: Implement solutions to address the root causes and improve process performance.
The aim is to address current and future pro

Control: Establish procedures to maintain the improvements and prevent future problems

DMADV

 Applied in the process of creating a new product/service/process-

  Six Sigma framework used for designing new products, services, or processes rather
than improving existing ones.

DMADV is particularly useful when:

 Developing new products or services.

 Creating new processes.
 Addressing problems with existing processes or products.

DMAIC

 Define: Clearly identify the project's goals, and objectives which make it possible to
need customer needs, and strategy

 Measure: Establish measurable parameters and collect data related to define

quality ,

 Analyze: Analyze the collected data to identify root causes and develop potential
solutions. Aim is to identify the best option to satisfy the customer

 Design: Develop and refine the design of the new product, service, or process based
on the analysis. This should minimize errors, meet customer needs and deliver
competitive advantage

 Verify: Test and validate the design to ensure it meets the defined requirements and
customer needs without errors

Implementing Six Sigma in the organization

This requires involvement at different levels of an organization

At each levels there will be sharing of responsibilities
Level of
implementation Roles and responsibilities
The leadership team  Determine goals and objectives
 Explain the benefits of six sigma
 Design schedule of implementation
 Provide support of resources
 Provide supervision

Sponsor  A senior person in the organization hierarchy

 Has good understanding of six sigma
 Solves problems which may arise during
implementation
 initiate maintain and oversee six sigma project
Implementation  Oversees implementation
leader  Staff supervision
 Training and development
 Conflict management
 Motivation
 Problem solving
Coach  This is an expert consultant
 Guidance and Mentorship:
 Determine schedules and procedure
 Determine project outcomes
 Change agent
 Managed conflicts and resistance to change
 Continuous Improvement:
Team leader  Team oversight
 Link between team members and sponsor
  Shares information to team members through a
formal communication channel
Team member  Member of the team
 Have different roles/duties
 Collaborates with other

Process owner The person responsible for six sigma after implementation is
complete
Black belt  Somebody highly skilled and experienced in six sigma
methodology
 Has completed internal training on sox sigma
 Has worked in variety of project
 Can be a team leader for six sigma projects
Master black belt  Member of main stream six sigma projects
 Handles procedural and technical matters
Green belt  Works directly with team leader
 Can be a team leader or team member
 Can take a key role in team
 Is not as experienced as the black belt

Possible changes of six sigma

1. Resistance to Change:
2. Lack of Leadership Support
3. Lack of Project Management Skills:
4. Data Quality Issues
5. inadequate employee Training:

Benefits of six sigma

Enhanced quality
 1. Data-driven decision-making
2. Increased customer satisfaction,
3. Cost reduction,
4. Competitive advantage
5. A culture of continuous improvement.

What is the difference between coaching and mentoring in leadership?

Coaching
 Focus: Performance improvement and skill development in a specific area.
 Role of Coach: Provides guidance, feedback, and support to help the team achieve
specific goals and improve performance.
 It is short term in nature

 Approach: Structured and goal-oriented, with the coach guiding the team
towards desired outcomes.

Example: A coach might help a team develop a new project management

process or improve their communication skills.

Mentoring

 Focus: Holistic development, knowledge transfer, and long-term career growth.

Duration: Longer-term, often spanning several months or even years.

 Role of Mentor: Provides guidance, support, and encouragement to help the mentee
develop their skills and advance their career.

Approach: More informal and relationship-based, with the mentor sharing their
experience and insights to support the mentee's growth.
Example: A mentor might guide a new team member through their first few projects,
helping them understand the company culture and build relationships.