AMS deploys solutions based on customized industry and experiential best practice.  Our team of executive level consultants will work with your organization to craft the best implementation of any service, solution suite and correlating best practice.  This holistic approach to creating business solutions will render high value ROI, continuity and embedded value.

 

There are many definitions of Six Sigma from the philosophical to the technical to the holistic to the cultural to the business or application results.

 

AMS has crafted customized Six Sigma solutions for organizations and Government agencies around the world with one belief in mind; Six Sigma is not a "one size fits all" solution. 

 

Six Sigma has changed and evolved since it’s official beginnings in the early 80’s. You could also argue that the foundations and beginnings go back even further, past the quality gurus of Deming, Juran and Feigenbaum to, surprisingly, Henry Ford.

 

To most experienced Six Sigma Black Belts or Master Black Belts the technology of Six Sigma is easy—the devil is in the doing. The structural, cultural and holistic changes that imbed and magnify that, result in the self-sustaining long-term fashion that changes the way people approach and solve problems and even communicate.

 

Frankly, you can spend a month training in the tools and methodology but if the “trainee” lacks opposing thumbs, the success will be superficial and probably doomed to extinction. They just don’t get it. The organizations that have used Six Sigma to the greatest success have treated Six Sigma not as a bolt on, a patch, or even a revision to the system but as a competitive way of life for the organization.

 

To stay competitive, you must change. It is also true of Six Sigma. Six Sigma is, at its heart, a continuous improvement tool that itself is subject to evolution. It adapts to every stimuli and every change in the environment. Six Sigma, in many ways utilizes a governing set of principles (like evolution's survival of the fittest). But evolutionary change does not work in revolutionary situations so the evolution must quickly adapt to the revolutionary change. Therein lies the kernel reason for the change of the well-known Six Sigma model of DMAIC (Define, Measure, Analyze, Improve, Control) to the DMADV model (Define, Measure, Analyze, Develop (or Design), Verify). The DMAIC model was no longer viable in the long-term development process especially for software development hence the DMADV model triumphed.

 

Six Sigma is the overall application of constantly developing and adapting a tool set to constantly changing processes in a constantly changing organization and culture in a constantly changing environment. In time, each application and adaptation must be unique. The organization must absorb it and define it in terms and methods it can use and champion to maximize Six Sigma’s value to the organization’s betterment.

 

AMS consultants were early practitioners of Six Sigma from the mid-80’s and having led the change in companies they have seen the adoption from the top down. They have also seen the adoption by and change in senior management. There are many articles written by practitioners that have not lived the experience—they don’t understand the adaptability and don’t see the effect on a culture or on a management group that has believed from the top (management) down. The result is a cookbook approach, which is acceptable in training the basics to an individual or organization but lacks vitality for an organizational implementation.