In its most simple sense, Six Sigma is a highly disciplined approach to decision making that helps people focus on improving processes to make them as near perfect as possible.

The term "Six Sigma" relates to the number of mathematical defects in a process. Six Sigma practitioners focus on systematically eliminating the defects so they can get as close to "zero defects" as possible.

Six Sigma is not only a problem solving methodology, but a comprehensive Performance Improvement System and has become a metaphor for Business and Process Excellence today.

 
Generally speaking, companies use Six Sigma to reduce variation in products and processes - but the net effect of any Six Sigma project is what people are really looking for: fewer defects, shorter cycle times, increased capacity and throughput, lower costs, higher revenues and reduced capital expenditures.

When Six Sigma is deployed systematically and pervasively - with the right support and leadership force - it helps in reducing the Cost of Poor Quality (COPQ) to produce large amounts of cash for shorter-term profitability or for longer-term investments.

Six Sigma also helps organizations to perform better on customer expectations to help achieve high level of customer satisfaction.

Organizations deploying Six Sigma, over a longer term, see the culture of the organization getting transformed to a more systematic problem solving approach and more importantly, people making data driven decisions.

Six Sigma has completed over 20 years as a preferred performance improvement initiative. In fact, it is the longest running performance improvement initiative in the world. If you have not adopted Six Sigma yet, what are you waiting for!

 
Most people are familiar with the methodological expression of Six Sigma, DMAIC - Define, Measure, Analyze, Improve and Control. Some companies add an 'R' for "Recognize" in front of Define and an 'R' for "Realize" after Control. You first have to 'Recognize' the problem before defining it and, after implementing a solution you have to control it over time to ‘Realize’ its financial benefits.



While Six Sigma follows the DMAIC methodology at the project level, it follows a well established deployment methodology at the business level. Companies like GE and DuPont have paved the way for making Six Sigma deployable through large networks of Champions, Black Belts, Green Belts, Yellow Belts and Process Owners.

 
For many years, BMGI has helped clients address their largest business challenges. Whether the goal is to reduce costs, achieve long-term growth, improve overall business performance or maximize revenues, BMGI has been there to help its clients build results.

Working closely with clients every step of the way, our Six Sigma consultants and expert trainers follow a four-step business improvement process that begins with goal setting and planning, follows through to program development and deployment, and ends with goal realization and handover for internal management.

Our business improvement process can be defined as shown below. This process is designed to deliver tangible results in the shortest possible timeframe as well as to “in-source” capability within the organization to be able to take over, drive and expand the initiative independently, without BMGI support.

 
Through years of experience in assisting client organizations derive benefit from their excellence initiatives, BMGI has been able to define a framework for deployment that ensures the highest rate of success.

One size fits all! Or does it? That is why BMGI customizes it’s framework to suit individual organizations’ vision and objectives from the Six Sigma initiative, their current state of readiness and lastly, their culture. Through various interventions as shown below, BMGI is able to work with client organizations and make the deployment deliver:

• Building a shared vision of the Six Sigma journey. This is achieved through executive awareness sessions, one-on-one meetings with the senior management team and planning sessions
• Building the necessary infrastructure in terms of policies and procedures required for long term sustenance of the Six Sigma initiative.
• Establishing the framework for identification and prioritization of the right projects that are aligned with the organization’s business goals and strategy
• Executing these projects either through internal resources of the organization or through Master Consultants from BMGI. Where required, BMGI would create the requisite capability within the organization on Six Sigma tools and the DMAIC methodology
• Strong project and program management to ensure the initiative is progressing as planned

While building and executing this roadmap, BMGI’s ability to integrate herself with the client organization at an operating level has helped in managing the resistance to change and keep the momentum of the initiative going.

 
At BMGI, we understand that learning happens best when the participants can relate to the subject being taught. To provide the best learning experience, BMGI has customized its training material for the ITeS, IT, financial services, process and discrete manufacturing industry verticals.

Our training materials are designed based on whole-brain approach and on lines of the Adult Learning Model of LEKDACH. This ensures that the concepts are better understood and retained by the participants.
 
Some organizations would like to see results from application of Six Sigma in their own business environment before they embark on the Six Sigma deployment journey. To facilitate this, BMGI has a unique offering, where BMGI’s experienced Master Black Belts play the roles of a Black Belt and lead initial projects with support from the process experts at the client. Though this is not a highly recommended model, which is adopted to test waters, if well supported, it is a good way to get the buy in of the cynics within the organization.