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Brecker Six Sigma Improvement Methodology

Printed From: One Stop Testing
Category: Quality Assurance @ OneStopTesting
Forum Name: Quality Methodologies / Streams @ OneStopTesting
Forum Discription: Any Good Testing Engineer must know about All the Quality Certifications & Methodologies like ISO, IEEE, CMM, PCCM, CMMMi, XP, Agile and many more.
URL: http://forum.onestoptesting.com/forum_posts.asp?TID=3157
Printed Date: 29Jun2024 at 9:10am


Topic: Brecker Six Sigma Improvement Methodology
Posted By: tanushree
Subject: Brecker Six Sigma Improvement Methodology
Date Posted: 23Oct2007 at 7:05am

The four-phase Brecker Six Sigma Improvement Methodology incorporates elements of Value Analysis (VA), Quality Function Deployment (QFD), and QS9000 (ISO900-2000 is now similar) into the Six Sigma Improvement System to provide better results with less effort and cost.

Brecker Six Sigma Improvement Methodology

Implementation can be undertaken at 3 levels

  • Process (Phase 3)
  • Product Line / Plant (Phases 2-3)
  • Business (Phases 1-3).
Organizations can pilot this methodology at the product line / plant level (Phases 2-3) before committing to company wide implementation and training. Traditional Six Sigma training addresses Phase 3.

Phase 1: Key problem areas are identified and quantified.

Senior personnel analyze customer, financial, operational, and quality data to identify improvement opportunities and quantify possible improvements. An Activity-Based Costing approach is frequently taken. Improvement goals are aligned with strategic business objectives. This is akin to DMAIC at the business level with the Critical to Quality (CTQ) and Critical to Business (CTB) parameters being passed down from Phase 1 to Phase 3 (similar to QFD or Hoshin planning).

Phase 2: Potential product / process improvement solutions are quantified.

Product line / plant teams use value analysis style workshops to develop and evaluate specific product / service and process improvements needed to meet quality, productivity, and cost objectives. Lean thinking, Six Sigma, and other quality and productivity concepts are considered.

Phase 3: Multi-functional teams improve key processes.

Multi-functional teams analyze products and processes in depth and develop detailed implementation plans for improvements. Lean thinking, Six Sigma, Kaizen, and other quality and productivity tools are used as appropriate.

Phase 4: Improvements are implemented and monitored.

Strong management support is essential in making significant and lasting improvements. Decision-making needs to be crisp. Follow-up needs to be relentless. Improvement goals and the implementation schedule must be met to achieve the projected returns.


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