Six Sigma Certified Management

Applying Six Sigma methods (DMAOC) to complex and challenging logistics processes can decrease variation and optimize the processes of your Supply Chain.

Speed to market, reducing costs, and accelerating lead times are vital for survival in today’s competitive environment. CMI has integrated Six Sigma in its core management team; Our experienced team of Master Black Belts, Black Belts and Green Belts work in day-to-day operations with a continuous improvement spirit.

We help our valued customers on how to integrate Lean, Six Sigma and Logistics into a cohesive process that will help them eliminate unnecessary “waste” through disciplined efforts to understand and reduce variation, while increasing speed and flow in the supply chain. Lean Six Sigma Logistics provides the vehicle to solidify strategic position, win over customers, and achieve increased profit margins.

Six Sigma Certification

At the heart of Six Sigma is a five-phase model, called the DMAOC model, which includes the following steps:

Define opportunities
Measure performance
Analyze the opportunity
Optimize performance
Control performance

What Is Six Sigma?

Elimination of Variation.
Elimination of Non-Value Added Activities (Waste).

Six Sigma means a measure of quality that strives for near perfection. But the statistical implications of a Six Sigma program go well beyond the qualitative eradication of customer-perceptible defects. It’s a methodology that is well rooted in mathematics and statistics.

The objective of Six Sigma Quality is to reduce process output variation so that on a long term basis, which is the customer’s aggregate experience with our process over time, this will result in no more than 3.4 defect Parts Per Million (PPM) opportunities (or 3.4 Defects Per Million Opportunities – DPMO). For a process with only one specification limit (Upper or Lower), this results in six process standard deviations between the mean of the process and the customer’s specification limit (hence, 6 Sigma). For a process with two specification limits (Upper and Lower), this translates to slightly more than six process standard deviations between the mean and each specification limit such that the total defect rate corresponds to equivalent of six process standard deviations.

Supply Chain Wastes:

The Waste of Inventory
The Waste of Transportation
The Waste of Space and Facilities
The Waste of Time
The Waste of Packaging
The Waste of Administration
The Waste of Knowledge
The Waste of Movement
The Waste of Poor Management
The Waste of Doing Nothing

DMAOC

Define, Measure, Analyze, Optimize, Control.

DMAOC refers to a data-driven quality strategy for improving processes, and is an integral part of the company’s Six Sigma Quality Initiative. DMAOC is an acronym for five interconnected phases; Define, Measure, Analyze, Optimize, Control.

Each step in the cyclical DMAOC Process is required to ensure the best possible results. The process steps:

Define…
the customer, their Critical to Quality (CTQ) issues, and the Core Business Process involved.

Define who customers are, what their requirements are for products and services, and what their expectations are.
Define project boundaries the stop and start of the process
Define the process to be improved by mapping the process flow

Measure…
the performance of the Core Business Process involved.

Develop a data collection plan for the process
Collect data from many sources to determine types of defects and metrics
Compare to customer survey results to determine shortfall

Analyze…
the data collected and process map to determine root causes of defects and opportunities for improvement.

Identify gaps between current performance and goal performance
Prioritize opportunities to improve
Identify sources of variation

Control…
the improvements to keep the process on the new course

Create innovate solutions using technology and discipline
Develop and deploy implementation plan

Optimize…
the target process designing creative solutions to fix and prevent problems.

Prevent reverting back to the “old way”
Require the development, documentation and implementation of an ongoing monitoring plan
Institutionalize the improvements through the modification of systems and structures (staffing, training, incentives)