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Six Sigma Consultation 

Six Sigma is a business management strategy originally developed by Motorola, USA in 1981. As of 2010, it enjoys widespread application in many sectors of industry, although its application is not without controversy. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization.


Six Sigma originated as a set of practices designed to improve manufacturing processes and eliminate defects, but its application was subsequently extended to other types of business processes as well. In Six Sigma, a defect is defined as any process output that does not meet customer specifications, or that could lead to creating an output that does not meet customer specifications.

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Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-Check-Act Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC and DMADV .
      • DMAIC is used for projects aimed at improving an existing business process.

      • DMADV is used for projects aimed at creating new product or process designs. Within the individual phases of a DMAIC or DMADV project, Six Sigma utilizes many established quality-management tools that are also used outside of Six Sigma.


Define the goals of the improvement activity, and incorporate into a Project Charter. Obtain sponsorship and assemble team.


Measure the existing system. Establish valid and reliable metrics to help monitor progress toward the goal(s) defined at the previous step. Establish current process baseline performance using metric.


Analyze the system to identify ways to eliminate the gap between the current performance of the system or process and the desired goal.


Improve the system. Be creative in finding new ways to do things better, cheaper, or faster by using project management and other planning and management tools to implement the new approach.


Control the new system. Institutionalize the improved system by modifying compensation and incentive systems, policies, procedures, MRP, budgets, operating instructions



Define the goals of the design activity.


Measure customer input to determine what is critical to quality from the customers’ perspective. Use special methods when a completely new

product or service is being designed


Analyze innovative concepts for products and services to create value for the customer by determining performance of similar best-in-class designs.


Design new processes, products and services to deliver customer value by using predictive models, simulation, prototypes, pilot runs, etc.


Verify that new systems perform as expected. Create mechanisms to ensure continued optimal performance.

GEC provides Lean Six Sigma Consulting services for deployment support to organizations. Our Six Sigma Consulting Services follow the DMAIC or the DMADV methodology as appropriate.GEC has successfully developed Six Sigma deployment strategies and training for Product and Process Development, Manufacturing and Business Process Improvement. Our broad experience across many technologies helped us gain insight on how to apply Six Sigma methods to Business Processes. During deployment GEC provides workshops for managers, business analysts, engineers, process and product developers.

Consulting for Lean Six Sigma Deployment support includes the following:

     • Six Sigma Training

     • Lean management training and implementation support

     • Hand holding and support for initial projects

     • support for problem solving

The project selection takes into account amount of effort, risk and possibility of success in a reasonable time frame and impact of results on profits, customer satisfaction and business growth. Most of the projects relate to reducing defects (failure to deliver what the customer wants) or reducing Product or Service Non Compliance or Non conformities (as per specifications or company standards). It is important here to note that the word "customer" relates to internal as well as external customers. A project may relate with improvement of a current process or designing a new process. The two require different roadmaps and approaches. Designing a new process requires a DMADV roadmap which includes Define-Measure-Analyze-Design-Validate steps while improving an existing process requires a DMAIC roadmap (Define-Measure-Analyze-Improve-Control)

Advantages of Six sigma

Based on Data

Ø In Six Sigma, decisions are made based on empirical evidence, not just on           assumptions and anecdotal evidence. This includes determining the need for a     project, determining the cause of the problem being addressed, and deciding     what improvements will be made. In all these cases, data is required for     decision making.

Proven Success

Ø Beginning with Motorola, many large companies have successfully rolled out     Six Sigma initiatives and driven positive change in their organizations. The     results have benefited customers, employees, and shareholders.

Sustainable Solutions

Ø The DMAIC and DMADV processes are specifically designed for sustainable      solutions. In DMAIC, the improvements to a process are confirmed with data,      and an entire phase is devoted to ensuring that the gains are sustained. In      DMADV, which is used for creating new products and processes, a similar      mindset holds.


Ø As the saying goes, "Do you want it fast or do you want it right?" In order to     effectively use the Six Sigma methodology, a substantial amount of time    must be allowed for a project. It does not provide simple fixes, and at times    the people involved can become frustrated with the time required to    systematically follow the improvement model.

Training Requirements

Ø In traditional Six Sigma implementations, employees go through extensive      training to become Six Sigma project leaders (Black Belts and Green Belts)      and sponsors (Champions and Process Owners). For the Black Belt role in      particular, training can take several weeks or more, and occur over a period      of months. This is not feasible in some environments.

Corporate Focus

Ø Although the principles underlying Six Sigma could certainly be made      applicable to small business and organizations, it is primarily an option for      larger corporate organizations. Overwhelmingly, the majority of training and      information available is geared toward that sector. This makes it difficult for      other groups to see any benefit in adopting the methodology.

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