A simple definition of Six Sigma would be that it is a quality management system with three main objectives (i.e., reducing costs, improving quality and achieving highly efficient business processes) wherein the defect rate never exceeds 3.4 per million opportunities that might exist for such defects to occur. So, how exactly does Six Sigma manage to achieve such seemingly loftier goals and objectives? 

Six Sigma may have turned out to be one of the greatest success stories of our time, but even so, businesses need to address caution obviously because there can never be a system that’s completely failsafe or risk free. 

Most of us would like to work in clean and tidy workplaces. Often the productivity of employees will be affected by how the workplace is arranged. A cluttered, untidy place will put off employees and there will be large amount of waste in such cases. 

There are different activities undertaken in call centers; planning, call routing, after-call operations, research operations on unresolved calls, reporting and staff scheduling.  The most important function is the handling of calls, inbound as well as outbound. This function is repeated a number of times throughout the day and needs lots of improvement. 

In the current business scenario, organizations strive towards exceeding the customer's expectations and achieving a competitive edge over rivals. This comes as an outcome of the long term planning, an achievable vision towards the goal and continuous improvement in the processes. 

Lean Six Sigma is a very systematic and comprehensive approach towards solving real-life problems. Lean is popular for the accuracy in analysis, logic backed by data, easy improvement metrics and quantifiable benefits and cost savings. 

The need for training in Lean Six Sigma arises when organizations decide that they want to go the Lean way. Training includes understanding the various methodologies, problem areas, operational flaws and an understanding of the metrics.  

Lean Six Sigma is a philosophy that aims at the improvement in value provision to the customer, improvement in process flows and elimination of waste. Lean deals with waste by shortening the time gap between the order and the shipment. The organization is based on six steps for continuous improvement. These steps are value, value stream, flow, pull, perfection and replication. 

Selecting the right improvement projects and developing a project pipeline is necessary to the success of the Six Sigma initiative. Projects that are too large can be unmanageable. Such an initiative stands a chance of failing. 

The success of the Six Sigma project is not based on how good or bad the Green Belts and Black Belts have worked; it is highly dependent on the strong base of project sponsorship and project charter. Often Six Sigma is thought of as a quick fix solution for problems of the organization. However, the success of Six Sigma is dependent on its long term implementation.