Six Sigma Model For Performance Improvement

Introduction

In the strategic planning of the company must be a critical dimension of time, such as crisis management, which is a time in which a decisive factor for the success of crisis management, the time must be aligned with the strategic planning, crisis management, and the decision must be rendered in a timely fashion until we achieve competitive advantage on competitors; otherwise, the failure in decision making in timely manner that the company failure will occur. The quality management strategy to redefine the concept of total quality under the competition and the speed and global changes.

The strategic quality management focuses on to know the reasons of poor quality in the organization and confining processes that support the implementation

Also it deals with the universal and fundamental concepts which define the methods to create “breakthroughs in current performance.” The Six Sigma Model for Performance Improvement, is Improving Process Effectiveness, we will focus on setting a foundation, presenting key terms, and making critical distinctions between similar, but different, contemporary methods to improve performance. This chapter will focus on leadership’s role in creating a strategy that enables the organization to continue to improve year after year.

In Chapter (7) talking about Strategic Planning and Deployment: Moving from Good to Great

This chapter describes the process which an organization must create a “vision” and aligned strategic plan to be the market “quality” leader. The strategic planning is explaining how the organization can lead performance to excellence. Also it addresses some important issues like how to align strategic goals with the organization’s vision and mission.

In Chapter (8) talking about Business Process Management: Creating an Adaptable

Theory of Knowledge: Information is not knowledge, it should developed by stating a theory.

4. Psychology: It helps to understand the people, and the interactions between people and the system.

3) Deming’s 14 Points for Management . . . Page 218 The System of Profound Knowledge generates an interrelated set of 14 points for leadership in the Western world. These 14 Points provide roadmap " guidelines", for thinking shifts which is required for organizational success and they form a high interactive for management system; can 't study any point separately.

Point 1:

Make stability of the purpose to improve the product and service, to become competitive, and provides the jobs.

Point 2:

Reliance on new philosophy, western management should follow the challenge because of our new economic age in which we live in, and guide leadership to change.

Point 3:

Stop reliance on inspection for achieving the quality.

There is hierarchy of views to follow predictable, by low cost: - Defect detection, defect prevention, and continuous improvement.

Point 4:

Minimize total cost by ending the exercise of awarding business on the basis of price tag, but go for one supplier for long term relationship of trust and