Differences and Similarities Between Six Sigma and TQM, total quality management.

http://www.adamssixsigma.com/Glossary_of_terms/what_is_six_sigma.htm

If Six Sigma is used only at the project level to eliminate defects, it is an incremental improvement approach with some structure and discipline. This can be very valuable but misses much of the true value of Six Sigma and the major differences between TQM, total quality management and Six Sigma.

The real value of Six Sigma starts to show when it is integrated with the organization's Strategic Plan helping to implement that plan with a focus on the paying customers. In order to achieve the true benefits of Six Sigma, projects will cross organizational boundaries and be focused on business processes this is relatives unusual for most TQM, total quality management efforts. Sustained strategic results can be achieved when this is done.  When applied to a business process the benefits obtained move the organization toward World Class Performance in that business process.

Following are some key areas with a typical TQM, total quality management approach followed by the Six Sigma approach.

Core Business:

  TQM, total quality management

   ·Frequently not part of the Business Strategy.

   ·Quality Council did not include Senior Managers.

   ·No bottom line accountability

   ·Re-stripe the parking lot projects.

  Six Sigma

   ·A strategy from the top of the Business Unit

   ·Champions and Senior Management are the Quality Council

   ·Projects frequently have a profitability hurdle

   ·Projects are carefully selected with managers accountable.

Some helpful links:

http://www.adamssixsigma.com/strategic_planning.htm

http://www.adamssixsigma.com/Newsletters/strategy_vision_values.htm

http://www.adamssixsigma.com/Newsletters/products_services_distribution.htm

Goals:

 TQM, total quality management

   ·Improve everything

   ·Usually not targeted to a process or business

   ·Frequently without focus

   ·No projected performance levels.

 Six Sigma

   ·3.4 defect per million opportunities

   ·Targeted areas

   ·Projects have a defined scope by management.

Some helpful links:

http://www.adamssixsigma.com/six_sigma_training/leadership_skills_development.htm

http://www.adamssixsigma.com/Newsletters/employee_motivation.htm

http://www.adamssixsigma.com/Newsletters/supply_chain_management.htm

Leadership:

 TQM, total quality management

   ·Frequently vocal strong supporters

   ·Most places with active leadership succeeded at some level

   ·Most management treated it as a fad

   ·When supporters left so did TQM, total quality management.

 Six Sigma

   ·Where successful the top management demands implementation

   ·Management takes an active role in all phases of Six Sigma

   ·If management treats like TQM, Six Sigma will have the same    success/failure.

Some helpful links:

http://www.adamssixsigma.com/Newsletters/leadership_skills.htm

http://www.adamssixsigma.com/six_sigma_training/executive_coaching.htm

http://www.adamssixsigma.com/six_sigma_training/management_training.htm

Application:

 TQM, total quality management

   ·Learn the tools

   ·Don't worry about the bottom line

   ·Use as many tools as possible

   ·Many re-stripe the parking lot projects.

 Six Sigma

    ·Black Belts are well trained

   ·Projects are expected to meet objectives

   ·Use only the tools necessary for the projects

   ·Significant improvement expected.

Some helpful links:

http://www.adamssixsigma.com/six_sigma_training/management_and_champions.htm

http://www.adamssixsigma.com/six_sigma_training/six_sigma_black_belt_training.htm

http://www.adamssixsigma.com/six_sigma_training/six_sigma_green_belt_training.htm

Change:

 TQM, total quality management

   ·Within departments

   ·Incremental

   ·Seldom based on customer critical criteria

   ·No time urgency.

 Six Sigma

    ·Best results when focused on customer

    ·Business process focus

   ·Crosses departmental functions

   ·Significant improvement for each project

   ·Time frame part of scope.

Some helpful links:

http://www.adamssixsigma.com/six_sigma_training/six_sigma_methodology.htm

http://www.adamssixsigma.com/Newsletters/customers_results.htm

http://www.adamssixsigma.com/Newsletters/competition.htm

Organization:

 TQM, total quality management

   ·Separate organization

   ·Not accountable to the business unit

   ·Collection of "experts"

   ·A career

   ·Not a respected or strong area of the corporation

   ·Parking place for ended careers.

 Six Sigma

   ·Champion reports within the Business

   ·Black Belts are in the Business Unit

   ·Black Belts are expected to return to line function 

   ·Quality Council of Senior Leaders and Champions.

Some helpful links:

http://www.adamssixsigma.com/strategic_planning.htm

http://www.adamssixsigma.com/Newsletters/design_redesign.htm

http://www.adamssixsigma.com/six_sigma_training/cycle_time.htm

http://www.adamssixsigma.com/six_sigma_training/project_management.htm

Focus:

 TQM, total quality management

   ·Manufacturing

   ·Products

   ·Little on service

   ·Little on logistics

   ·Little on marketing.

 Six Sigma

   ·All business processes

   ·Non-manufacturing are often the largest opportunities.

Some helpful links:

http://www.adamssixsigma.com/Newsletters/products_services_distribution.htm

http://www.adamssixsigma.com/Newsletters/measure_value.htm

http://www.adamssixsigma.com/Newsletters/data_analysis.htm

http://www.adamssixsigma.com/Newsletters/supply_chain_management.htm

Adams Associates
10A Bayou Rd
Lake Jackson, TX 77566 
1- 979-297-5198

cadams@adamssixsigma.com