Six Sigma is a statistical term used to measure the number of defects that processes create. The term implies high-quality performance because a process performing at a Six Sigma level allows only 3. The higher the sigma level the better the quality of the product or service and the fewer the defects. Organizations with a Six Sigma quality have an advantage over others who perform at three, four or even five sigma levels.
Different sigma levels of quality would lead to the following number of defects. Three Sigma quality — This level of performance produces a defect-free product Four Sigma quality — This level of performance yields a defect-free product As the quality control of an enterprise progresses, it traverses lower sigma levels that have less accuracy.
Six Sigma, however, is not just a measuring stick for performance, nor is it a technique for improving performance: Six Sigma as we know it addresses corporate culture and seeks to change it into an environment that is at every point optimized for quality. Six Sigma, therefore, is an attempt to unify all employees of a corporation into a unified team that works together to produce high quality goods and services.
One of the major differences between 3 Sigma vs. Walter Shewhart considered Three Sigma as the demarcation point that divides the ordinary from the extraordinary; the predictable from the unpredictable. Most companies would consider a Three Sigma performance as unacceptable. To determine the number of opportunities a process contains, one should think of the number of opportunities in which a defect may occur. For example, if you are measuring emergency department ED stat turnaround times from order to completion, a defect would be any result not reported within the specified turnaround time.
Opportunities for defects delays can occur in the three phases of laboratory testing preanalytical, analytical, and postanalytical phases. An example of DPMO and process sigma sigma level measurement is given on the following page.
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