TQM vs. Six Sigma

Introduction In competitive markets, the ability of a company to improve efficiency through product or process improvements has the advantage of increasing market share and increasing profits. The need to improve efficiency has brought quality control research as an essential discipline for successful businesses. "Comprehensive quality control" is a method that includes important principles outlining ways to improve quality. Six Sigma is another way to improve efficiency and quality.

Six Sigma: Many people say TQM has evolved into Six Sigma. The intention of Six Sigma is a business process without errors. Six Sigma is a data driven approach that focuses on reducing variability to eliminate defects within the process. Like BPR, Six Sigma does not need to question the current way of working. However, Six Sigma uses the "adjustment and maintenance" five-step approach to identify the root cause and does not completely redesign the process like BPR. Lean: Lean is also based on the idea of ​​eliminating waste. Lean organizations can eliminate additional management and bring everyone closer to the process. In addition, lean has analytical instructions, each step is fully evaluated. We keep only the value added step. Lean is similar to BPR, but it can achieve results very quickly. They are very different, but lean does not start from the beginning like BPR.

Six Sigma and Lean have been applied by various organizations. Important tasks related to TQM, Six Sigma, and Lean are documented, but there are still a number of issues related to the applicability of these concepts in different organizations and situations. Therefore, the purpose of this white paper is to explain the similarities and differences between concepts, including the evaluation and criticism of each concept. The focus of the change leader is in the organization and his or her action establishes a follower's commitment to the organization's goal, but the focus of the servant leader is in the followers and the organization's goals are inferior. The extent to which a leader can shift its leader focus from organization to follower is an important factor in classifying a leader as a transition leader or employee leader.