The philosophy, she added, involves project-focused methodology that results in significant financial gains. “It is essentially a team approach that combines technical leaders with advanced statistical knowledge and subject matter experts. Although the approach is rooted in manufacturing, it has seen more applications in transactional areas like recruiting.”

The basic approach, said Magno, is to understand the current performance level. To improve existing processes, the DMAIC roadmap is applied to define, measure, analyze, improve and control. For redesigning a process, the technique is define, measure, analyze, design and verify. She then defined the various roles, before discussing concepts and sharing possible applications.

Statistical metrics are used to describe the quality of a process in a state of near perfection with only 3.4 defects per million opportunities (DPMO). To emphasize the benefits of working towards Six Sigma, Magno presented two examples: “For every opening out of 10,000 total that are not filled in a year,” posited Magno, “at 93 percent (three sigma), there are 58 openings a month; at 99 percent (four sigma), there are 19 a month; at 99.9997 percent (six sigma), there are merely three every 100 years.”

Likewise, out of total unwanted turnover among 30,000 employees, three sigma involves 40 workers per week, four sigma six employees per week, but six sigma only one employee every 10 years. “Naturally, there are employees that you may want to manage out so the desirability of the above is open to debate.”

Magno also touted the value of using tools like a process map so that the process can be broken down for further analysis. “This enables companies to address process issues. Understanding the process leads to understanding the problem. Once this is achieved, companies can improve efficiencies, while identifying wasted steps and inputs that can affect each output.”

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