| Six Sigma Training has not been developed with the | | | | may be those incurred due to waste. |
| intention to replace TQM. | | | | TQM is generally an initiative taken up at individual |
| It was developed by some of the most gifted CEO s | | | | operational levels, and may not be within the same |
| with a view to make their business successful to the | | | | processes. Six Sigma training, on the other hand, aims |
| maximum extent possible - with the help of the tools | | | | at improving all operations in a single business process. |
| and techniques of the quality profession. | | | | For such projects, skilled and certified professionals are |
| Then What Is The Difference? | | | | required such as Black Belts and Green Belts. |
| The difference between Six Sigma Training and TQM | | | | There are some team members who may be working |
| is best described in a word - 'management'. TQM | | | | part-time on their regular activities along with these |
| provides broad guidelines for management. TQM is | | | | projects. They aim at achieving the strategic goals and |
| often related to the development and deployment and | | | | objectives and aligning the projects to the |
| maintenance of organizational systems required by | | | | organizational goals. TQM projects do not necessarily |
| various processes. | | | | need any specialists. These activities can be managed |
| Six Sigma is more for the purpose of continuous | | | | by non-dedicated managers along with their regular |
| quality improvements for achieving zero defects. TQM | | | | workloads. |
| helps in improving quality, but cannot take it ahead to | | | | Six Sigma team members work temporarily on such |
| continuous improvement. One major difference is | | | | projects. The TQM goals are set by the quality |
| visible in the approach. | | | | department and are based on the assumption that the |
| TQM is more about conformance to internal | | | | criteria are good for the quality as well as the |
| requirements. Six Sigma focuses on continuous | | | | organization. They are projects motivated by quality |
| improvement and reduction in defects. The Six Sigma | | | | philosophy and undertaken by quality professionals. |
| project is driven by the benefits from the viewpoint of | | | | Six Sigma projects start with a pre-planned project |
| the stakeholders, customers, shareholders and | | | | charter and with an outline of targets, highlighting |
| employees. | | | | prospective financial benefits and savings. Very often, |
| The outcome for both the systems is the same, | | | | organizations have implemented TQM projects without |
| achievement of better quality products. Six Sigma, | | | | any idea of the financial benefits. The focus of TQM is |
| however, has an edge here. It focuses on a reduction | | | | on quality and performing to the standards, whereas |
| in defects and satisfying the specifications of the | | | | Six Sigma focus is on strategic goals - and the metrics |
| customers. Additionally, Six Sigma training also helps | | | | are based on these objectives and goals. |
| reduce operational costs. | | | | There are significant differences between TQM and |
| It achieves this by reduction in cycle time, reduction in | | | | Six Sigma - and though some tools and techniques of |
| defects and cost savings - but not at the cost of the | | | | TQM and Six Sigma are similar, Six Sigma often has a |
| quality and value of the product. Costs that provide no | | | | distinct use for these tools. It seems as if Six Sigma will |
| value to the customers are eliminated. Such costs | | | | be more popular and achieve more that TQM. |