ISO 13053-1:2011 プロセス改善における定量的手法—シックスシグマ—パート1：DMAIC手法 | ページ 2

Foreword

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ISO 13053-1 was prepared by Technical Committee ISO/TC 69, Applications of statistical methods, Subcommittee SC 7, Application of statistical and related techniques for the implementation of Six Sigma.

ISO 13053 consists of the following parts, under the general title Quantitative methods in process improvement — Six Sigma:

• Part 1: DMAIC methodology
• Part 2: Tools and techniques

Introduction

The purpose of Six Sigma ¹⁾ is to bring about improved business and quality performance and to deliver improved profit by addressing serious business issues that may have existed for a long time. The driving force behind the approach is for organizations to be competitive and to eliminate errors and waste. A number of Six Sigma projects are about the reduction of losses. Some organizations require their staff to engage with Six Sigma and demand that their suppliers do as well. The approach is project based and focuses on strategic business aims.

There is little that is new within Six Sigma from the point of view of the tools and techniques utilized. The method uses statistical tools, among others, and therefore deals with uncertain events in order to provide decisions that are based on uncertainty. Consequently, it is considered to be good practice that a Six Sigma general program is synchronized with risk management plans and defect prevention activities.

A difference, from what may have gone before with quality initiatives, is every project, before it can begin, must have a sound business case. Six Sigma speaks the language of business (value measurement throughout the project), and its philosophy is to improve customer satisfaction by the elimination and prevention of defects and, as a result, to increase business profitability.

Another difference is the infrastructure. The creation of roles, and the responsibilities that go with them, gives the method an infrastructure that is robust. The demand that all projects require a proper business case, the common manner by which all projects become vetted, the clearly defined methodology (DMAIC) that all projects follow, provides further elements of the infrastructure.

The scope of this part of ISO 13053 limits the document to only cover the improvement of existing processes. It does not go into the realm of Design for Six Sigma (DFSS) or the re-engineering of a process where the DMAIC methodology is not fully suitable, nor does it cover the issue of certification. There will also be situations where any further work on an existing process is not possible, either technically, or in a financially justifiable sense. Other standards dealing with these circumstances are yet to be developed, but when they have been published, ISO 13053 together with those future documents will form a cohesive set of standards ranging from improving existing processes to the development of new ones to deliver Six Sigma levels of performance, and beyond.

1 Scope

This part of ISO 13053 describes a methodology for the business improvement methodology known as Six Sigma. The methodology typically comprises five phases: define, measure, analyse, improve and control (DMAIC).

This part of ISO 13053 recommends the preferred or best practice for each of the phases of the DMAIC methodology used during the execution of a Six Sigma project. It also recommends how Six Sigma projects should be managed and describes the roles, expertise and training of the personnel involved in such projects. It is applicable to organizations using manufacturing processes as well as service and transactional processes.

2 Normative references

The following referenced documents are indispensable for the application of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.

Bibliography