Process Management and The Future of Six Sigma  

Oleh:

Hammer, Michael

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Sloan: Management Review vol. 43 no. 2 (2002), page 26-33.
Topik: six sigma; process management; six sigma

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Perpustakaan Pusat (Semanggi) Nomor Panggil: SS27 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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The quality initiative six sigma is sweeping the United States. Is it good for whatever ails your company ? Consultant Michael Hammer thinks not. He warns that many business leaders, in their quest for operations - performance improvement, fail to distinguish its strengths from its weaknesses. Hammer presents a strategic, holistic approach - business-process management - in which six sigma is only one of many useful initiatives. If a business process, such as billing customers, is fundamentally defective, why use six sigma to improve the performance of it ? Companies that Hammer calls process enterprises (Caterpillar, Johnson & Johnson, Merck, Progressive Casualty Insurance, Bombardier and IBM) have found more success redesigning whole processes. Certainly, six sigma's ability to unearth root causes of problems is outstanding for narrow cost - saving improvements. But it deploys statistical analytic tools to uncover flaws in the execution of an existing process without asking whether the process itself is flawed. Six sigma assumes that the existing design is fundamentally sound - a dangerous assumption.

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