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Though the term 'Six Sigma Methodology' often appears entangled in the network of management concepts and thoughts and it becomes difficult to distinguish it from rest of the constituents, moving to the very basic fact makes the situation much clearer.
'Six Sigma Approach' is concerned with 'transformation' of processes that take place at any organization, thereby making it a useful path to be followed. By integrating the six sigma quality system in your organizational ways of working, you can be assured of minimizing the errors to a sufficiently 'tolerable limit'. This in turn is made possible by spotting the right set of six sigma metrics and bringing them in the interested group's operations. A 6 sigma scorecard is an apt way to bring together the indicators.
A logical tackling of the issue together with a comprehensive understanding of the processes make up for the successful implementation of 6 Sigma concept. This thought came up after a number of similar ideas like TQM, zero defects and quality control were the 'talk of the industrial town'.
On the whole, the prospective areas where these lean six sigma metrics can be put to use knows no limits.
However, despite the substantial elevation brought by six sigma rule in the quality ladder, it is often rejected by critics as 'six sigma fad' owing to the highly statistical content of this '3.4 defects per million opportunities route'.
This is the actual scorecard with 6 Sigma Metrics Performance Indicators and performance indicators. The performance indicators include: 6 sigma metrics, financial perspective, cost of poor quality (copq), activity based costing (abc), customer perspective, customer satisfaction, on time delivery, employee perspective, total trained in six sigma, number of projects completed, lessons learned, sigma perspective, sigma level, rolled throughput yield (rty), defects per million opportunities (dpmo), first time yield (fty), process perspective, cycle time, lead time, mean time to repair (mttr), capacity, rework hours .
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