6 시그마 (Six Sigma)

지식 센터

6 시그마 모델은 매우 체계적인 접근방법으로 기업이 완벽에 가까운 제품과 서비스를 개발하고 제공하는데에 집중할 수 있도록 도움을 준다. 6 시그마는 러시아 출신의 미국 품질관리의 개척자인 Joseph Juran의 통계적 작업에 기초하고 있다. 시그마란 단어는 그리스어의 기호로 완벽한 것으로부터 주어진 프로세스가 어느 정도 떨어져 있는지(표준표차)를 측정하는 통계적인 용어이다. 만일 시그마의 숫자가 높으면 완벽에 더 가깝다는 것이다. 1 시그마는 그다지 좋지 않은 것이다. 6 시그마는 백만개 당 단지 3~4개의 결점으로 정의된다. 6시그마는 만일 하나의 프로세스에서 얼마나 많은 결점을 갖고 있는지를 측정할 수 있다면, 그것들을 제거할 수 있는 방법을 체계적으로 알아낼 수 있다는 사고를 배경으로 하고 있다. 따라서 거의 무결점(zero defect) 상태에 이를 수 있다.

6 시그마에 대한 일본의 기원은 "벨트(belts)" 시스템에서 찾아볼 수 있다. 만일 6 시그마에 잘 모르고 있다면 기초 훈련을 받고 그린벨트(green belt)를 얻게 된다. 6 시그마팀을 이끄는 책임을 가진 사람은 블랙벨트(black belt)로 불린다. 마지막으로 블랙벨트를 감독하는 마스터 블랙벨트(Master Black Belts)라 불리우는 특별한 엘리트 집단이 있다.

6 시그마의 5 단계. 프로세스

일반적으로 6 시그마 프로세스는 다음 5단계를 따른다 :

1. 정의. 6 시그마 프로젝트의 첫번째 단계는 문제를 명확히 하고, 몇개월 내에 측정가능한 목표가 달성될 수 있도록 문제의 범위를 좁히는 것이다. 그리고 난 후 그 프로세스를 세부적으로 조사할 팀이 구성되고 개선을 제안하며 그러한 추천사항을 실행한다. 제조 업계에서 프로젝트 관리자와 그 후원자는 일반적으로 결점을 구성하는 것이 무엇인지를 정의하는 것으로부터 시작하여, 그러한 결점의 발생을 줄여주도록 설계된 일련의 목표를 설정한다.
2. 측정. 6 시그마 프로젝트의 두번째 단계는 팀이 자료를 수집하고 높은 수준의 분석을 준비하는 것이다.
3. 분석. 일단 프로세스가 파악되고 문서화되며 지원자료의 질이 충분히 검증되면 6 시그마팀은 분석을 시작할 수 있게된다. 팀의 구성원은 보통 사람들이 필요한 행동을 하지 못하는 방법이나 각각의 단계에서 효과적인 통제를 확신하지 못하는 방법들을 확인하는 것으로부터 시작한다.
4. 개선. 개선을 추천하고 결정하며 실행한다.
5. 통제. 마지막 단계에서 팀은 통제를 한다. 이것들은 기업이 개선을 지속하고 확장할 수 있게 해준다.

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관련 개념: Kaizen[카이젠, 개선기법]  |  Deming Cycle [데밍 사이클]  |  8D 문제 해결  |  Value Chain[가치 사슬]  |  Just-in-time [JIT, 적시생산시스템]  |  Value Stream Mapping [VSM, 가치흐름지도]  |  가치공학  |  Hoshin Kanri - Policy Deployment [정책전개]

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