Tqm Vs Six Sigma

Six Sigma considers any data point that is beyond customer specified limit, as defect. The measure is quite proven and on could always assume that there will be 3.4 defects per million opportunities to have a process at Six Sigma levels. Six Sigma has evolved into an organizational approach to operational; excellence by recognizing that it is fundamentally changes an organization’s culture. Second, it has proven successful in all industries despite varying processes and functions. Lastly, it is built on principles such as customer focus, proactive management, measurement of variation, all essential to achieving world-class operational capability. Six Sigma are intensely customer-focused, reliable, and consistent in the delivery of their products

To use TQM, an organization does not necessarily part of the business strategy, there is no bottom line accountability, can improve and uniform the processes, usually not targeted to a process or business, need the management and employees’ involvement. While the Six Sigma approaches need a strategy from top management, related to projects that frequently have a profitability hurdle, use 3.4 defect per million opportunities, targeted areas and management is strictly takes an active role in the

Six Sigma is a logical extension of statistical Process Control (SPC). The concept behind SPC is simple enough but powerful, indeed. Variation is present in every production or operations process and such variation is due either to common causes or special causes. Common causes are endemic and can only be eliminated by improvement in the process itself and its underlying technology and partly exist because of technology. Special causes arise from that are not an inevitable aspect of the process and are either the result of process degradation, operating conditions or environmental factors. These causes can be identified by control measures and eliminated by management action. Improvement in the underlying process technology shifts the source of variation away from common causes and into the special causes category, thus increasing the number of causes that can be brought under managerial control. The breakthrough made by Shewrat was the statistical definition and measurement of variation, where variation between three sigma-limits was deemed to be random and produces by common causes, and variation outside of the three-sigma limits was produces by special causes, indicating a process problem. The ±3σ process limits mean a defect rate 2.7/1000 opportunities, if one ignores lateral shifts in the process, and the capability of the process is thus defined as the range