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Difference Between Quality Improvement Methods
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SIX SIGMA VS. QUALITY CIRCLE
Comparing Two Quality Improvement Methods
Date: 9/23/2009 Bhavin Gandhi
Morrison University
BhavinGandhi|©MorrisonUniversity
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Abstract
This paper explores two quality improvement methods, Six Sigma and Quality Circle. The article
highlights various differences between these two quality improvement methods. And at the end, it
will conclude by demonstrating that the Six Sigma method of quality improvement was chosen
over Quality Circle as preferred method of quality improvement.
BhavinGandhi|©MorrisonUniversity
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SIXSIGMAVS.QUALITYCIRCLE
Many of today's problem solving and quality improvement tools were first used
extensively in World War II in response to the need for tremendous volumes of high quality,
lower cost materials. More recently, Quality Circles, TQM, and Kaizen have demonstrated the
power of team-base process improvement; while process capability and design of experiments
came to forefront in Six Sigma. In this paper, we will be comparing two of these quality
methodologies, Six Sigma and Quality Circle.
A quality circle is a volunteer group composed of workers (or even students), usually
under the leadership of their supervisor, who are trained to identify, analyze and solve work-
related problems and present their solutions to management in order to improve the performance
of the organization, and motivate and enrich the work of employees. When it is matured, true
Quality Circles become self-managing after gaining confidence of the Manager. Quality Circles
are an alternative to the dehumanizing concept of the division of labor, where workers or
individuals are treated like robots (Brecker Associates, Inc.). They bring back the concept of
craftsmanship, which when operated on an individual basis is uneconomic, but when used in
group form (as Quality Circles), it can be devastatingly powerful and enables the enrichment of
the lives of the workers or students and creates harmony and high performance in the workplace.
This practice is generally implemented for improving manufacture processes, improving product
design and improving occupational safety (Bruce H. Charnov, 2008).
Quality Circles are formal groups. They meet at least once a week on company time and
are trained by competent persons (usually designated as facilitators) who may be personnel and
industrial relations specialists trained in human factors and the basic skills of problem
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identification, information gathering and analysis, basic statistics, and solution generation.
Quality circles are generally free to select any topic they wish (other than those related to salary
and terms and conditions of work, as there are other channels through which these issues are
usually considered). Quality circles have the advantage of continuity; the circle remains intact
from project to project. Although quality circles are not normally paid a share of the cost benefit
of any improvements, they usually get a proportion of the savings made by improvements to the
work environment (Bruce H. Charnov, 2008).
On the other hand, Six Sigma is a business management strategy, initially implemented
by Motorola (Motorola University). It is one of the widespread applications used in many sectors
of various industries.
Six Sigma seeks to improve the quality of process outputs by identifying and removing
the causes of defects/errors and variability in manufacturing and business processes. It uses a set
of quality management methods, including statistical methods, and creates a special
infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are
experts in these methods. Each Six Sigma project carried out within an organization follows a
defined sequence of steps and has quantified financial targets of cost reduction or profit increase
(Antony, 2008).
Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-
Check-Act Cycle. These methodologies, comprising five phases each, bear the acronyms
DMAIC and DMADV. DMAIC is used for projects aimed at improving an existing business
process. DMADV is used for projects aimed at creating new product or process designs. Hence,
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we can use Six Sigma approach for improving an existing process model as well as for creating a
new process.
Features that set Six Sigma apart from Quality Circle include (Antony, 2008):
1. A clear focus on achieving measurable and quantifiable financial returns from any Six
Sigma project.
2. An increased emphasis on strong and passionate management leadership and support.
3. A special infrastructure of "Champions," “Green Belts," "Black Belts," etc. to lead and
implement the Six Sigma approach.
4. A clear commitment to make decisions on the basis of verifiable data, rather than
assumptions and guesswork.
In conclusion, I think that Quality Circle is a faultfinding exercise, while Six Sigma
originated as a set of practices designed to improve manufacturing processes and eliminate
defects. Six Sigma eliminates defects instead of finding faults after something fails. Without any
doubt, Six Sigma is the winner between these two quality improvement methods.
BhavinGandhi|©MorrisonUniversity
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References
1. Antony, J. (2008). Pros and cons of Six Sigma: an academic perspective. Retrieved
September 23, 2009, from Improvement and Innovation club:
http://www.improvementandinnovation.com/features/articles/pros-and-cons-six-sigma-
academic-perspective
2. Brecker Associates, Inc. (n.d.). Quality-Based Problem-Solving. Retrieved September 22,
2009, from Brecker Associates: http://www.brecker.com/quality.htm
3. Bruce H. Charnov, P. J. (2008). Management. Barrons Educational Series Inc.
4. Motorola University. (n.d.). About Motorola University: The Inventors of Six Sigma.
Retrieved September 23, 2009, from Motorola:
http://www.motorola.com/content.jsp?globalObjectId=3079