Elements Of The EFQM Model

1 million units. Figure 7 below shows this figure in the form of a bell curve. This figure is obviously very impressive and very desirable for a mass manufacturing organisation. There are instances where Six Sigma can hinder an organisation however, so a cautious approach to its methods should be used (Goh, 2010). An over reliance or blind faith in Six Sigma methods could lead to problems in the long term.

Figure 7 Six Sigma bell curve

4.1 Six Sigma Variants

Various Six Sigma guises have developed recently, including Lean Six Sigma (LSS) & Design for Six Sigma (DFSS). LSS focuses on the eight wastes that companies attempt to avoid. Jaguar Land Rover (JLR) try to eradicate these wastes through various techniques. The eight wastes are;

The enablers in the EFQM model can be directly linked to three of the five criteria of Six Sigma. The results section in the EFQM model can also be linked to Six Sigma in that both are used to continually improve excellence within an organisation.
Further similarities exist in that both methods encourage employees to engage with them. Within the EFQM model, one of the fundamental concepts of excellence states that an organisation can “succeed through the talent of people”, while in the Six Sigma method employees work up a ranking system of belts as they complete training, eventually being able to train others in Six Sigma techniques. The Six Sigma champion would be someone in a position of high authority who believes that quality should be at the forefront of the organisation (Hoerl, 2001). A master black belt (MBB) would have experience of dealing with 10-15 high impact black belt projects. A black belt has a thorough understanding of Six Sigma techniques after undergoing the relevant training. Green belts can get involved with projects with help from black belts and yellow belts have a basic understanding about quality. Figure 10 below shows the training path to

The eight wastes are expressed in the acronym USWIMTOO. This is displayed on stations on the track along with the 5S (Sort, Set, Shine, Standardise and Sustain).
Sort- Keeping stations clutter free. Remove articles not needed to complete the process.
Set- An orderly station with home positions for tools and parts.
Shine- Keeping the station clean and tidy as part of the daily ritual.
Standardise- Monitor and keep on top of the first three steps.
Sustain- Maintain the station as if it were new.

Figure 11 below shows the pocket card displayed on every station within JLR to remind everyone of ways to improve the organisation. The idea is that seeing something every day positively reinforces its