Improve Efficiency and Productivity by Earning an MBA in Six Sigma Online Increase your value in the workplace by completing your Master of Business Administration in Six Sigma Quality at Southern New Hampshire University. Six Sigma is one of the most widely used quality management approaches in the business world, utilized to gain production and operational efficiencies as well as customer service improvements. An MBA in Six Sigma can give you the skills that businesses and supply chains competing in a global economy increasingly seek in their employees. SNHU's MBA program is one of the most affordable MBAs in the nation and can be completed in just over a year.
The MBA in Six Sigma courses will teach you how to effectively implement the define-measure-analyze-improve-control (DMAIC) approach to identify the root cause of process inefficiencies, eliminate them and develop process improvements. The MBA in Six Sigma will also help you prepare for the Six Sigma Green Belt and Six Sigma Black Belt certification exams. See Yourself Succeed in Six Sigma The MBA in Six Sigma online courses are taught by seasoned business professionals with extensive experience in Six Sigma applications. Through business case study analysis and computer technology, you'll learn quality management approaches and how to use statistical tools and effective quality improvement techniques. As part of your MBA in Six Sigma Quality studies, you'll learn how to use the DMAIC approach to quality management.
Your study of this approach to quality management and process improvements will help you develop skills in:. Determining the cause of process problems and issues. Using statistical tools to measure and analyze deviations from effective processes. Taking corrective steps to eliminate issues and improve processes. Controlling process deviations to ensure an efficient process and quality outcomes As a private, nonprofit university, SNHU has one mission - to help you see yourself succeed. The benefits of earning your MBA in Six Sigma online at SNHU include:.
Affordability. Take advantage of some of the most affordable tuition rates in the nation. SNHU is proud to hold its tuition rates at 2012 levels. Efficiency. Complete your master's program in as few as 15 months, with two courses per 10-week term. Convenience and flexibility.
Attend class when it's convenient for you - online education means 24/7 access and moving at your own pace. We understand there are reasons to take more or fewer classes during any given 10-week term.
Accreditation. Programs are accredited by multiple governing agencies, including the New England Association of Schools and Colleges and the Accreditation Council for Business Schools and Programs. Expert instruction. Learn from instructors with relevant, real-world experience.
Academic heritage. Southern New Hampshire University was established in 1932 and has been offering an MBA program for more than 40 years, graduating thousands of successful business professionals. Easy application. No GMAT or GRE required for admission.
Student support. Count on the ongoing support of dedicated academic and career advisors specialized in your area of study.
Networking. Seek tips and career opportunities from a nationwide network that includes thousands of successful alumni. Career Outlook Business professionals with an MBA in Six Sigma have a number of career opportunities open to them in a wide range of industries, from manufacturing and engineering to operations and executive positions. SNHU's Six Sigma master's program enables you to develop a range of skills - strong analytical abilities, problem solving and an understanding of statistical tools, flexibility and interpersonal traits - and prepares you to play a key role in establishing process improvements in a variety of areas, including:.
Quality assurance. Systems and process engineering logistics.
Supply chain management. Operations management procurement Salaries for those with an MBA in Six Sigma are considerable, especially for those with Six Sigma Black Belt certification. According to the U.S. Bureau of Labor Statistics, industrial production managers, for example, earned a median annual wage of $97,140 in 2016, with those in the chemical manufacturing industry earning median wages above $100,000.
Curriculum The MBA in Six Sigma online program includes nine core MBA business courses and three Six Sigma courses. In the Six Sigma courses, you'll use Minitab and SPSS statistical design and analysis software.
A free trial version of Minitab can be downloaded from the Internet. The QSO 510 text comes with the student edition of SPSS. The same disk can be used in the QSO 530: Applied Statistics for Managers class. SNHU MBA students can also pursue a graduate certificate beyond the standard degree program, which allows you to list another significant credential on your resume with minimal additional coursework (typically at a reduced credit load, depending on the electives selected). This course includes the study of concepts, tools, and practices of project management. The course adopts a managerial process approach to Project Management, which consists of initiating, planning, executing, controlling and closing the project. Major topics will include project scope, project time, project cost, project quality, project risk, project resources, project communications and how to be an effective project manager.
Cases are utilized to integrate the learning in the course and provide decision- making experience for the student. Total Credits: 36.
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Interest in Six Sigma is growing rapidly within the professional project management community, and the most common question coming from that group is something like “How does Six Sigma relate to the Project Management Body of Knowledge (PMBoK)?” Six Sigma and PMBoK do have connections, similarities and distinctions. Before diving into specifics, a little background doesn’t hurt.
The PMBoK is a well-established standard (promulgated by the Project Management Institute) that is widely used by professional project managers in many industries around the world, and is the basis for certification as a project management professional (PMP). The PMBoK consists of nine knowledge areas organized into five “process groups” as illustrated in Figure 2, lower in the article. As specific connections are explored, it is useful to identify and comment on several different perspectives from which this topic can be considered.
What Is Meant by “a Project”? This is not asked in the rhetorical or definitional sense. It is asked to point out an important distinction between a project that is being executed to develop a new product or process (or to enhance something existing) versus a Six Sigma project that may be concurrently executing in parallel with, and potentially intersecting with, the “product project.” The following diagram illustrates this distinction.
Figure 1: What Is a Project? It is possible that several Six Sigma projects may be executing at the same time as a “product project” and may deliver results that impact or are used by that project. A DFSS (Design for Six Sigma) project could be chartered to better understand the requirements of a certain customer segment, with the intent to deliver that knowledge to the product project team at the appropriate time. Similarly, a process improvement DMAIC project might be initiated if it were recognized that testing capability was insufficient to deliver the required level of quality within the required time frame. Both Six Sigma projects could have results that impact other product project teams as well, and so are not merely tasks within the product project, but have a life of their own.
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PMBoK as a Guide to Execution of Six Sigma Projects At a conceptual level, many of the “management best practices” advocated by PMBoK and Six Sigma have a great deal in common (e.g., identify and communicate with stakeholders; have a sound plan; conduct regular reviews; and manage schedule, cost and resources). In the Six Sigma project world, most practitioners would likely argue that these types of activities are the province of the project sponsor/Champion and the team leader, typically a Green Belt or Black Belt. It is generally accepted as best to keep Six Sigma projects time limited (typically four months or so) and to execute them with small teams.
Thus, it can be argued that appropriate management controls for projects of this nature may be primarily in the nature of individual results goals for sponsors/Champions and Belts. Six Sigma practitioners may resist additional oversight from a project office or other manifestations of professional project management. In contrast, an argument can be made that professional project management finds its best application in larger, more complex “product projects.” In these situations, more formal and resource-intensive oversight by a mechanism such as a project office is appropriate. With large projects, individual results goals may not provide adequate control to ensure desired outcomes and accountability. In the balance of this discussion, “professional project management” is used to denote a larger, more complex project.
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It is not intended to suggest it does not apply to smaller efforts, or that all of the generalizations associated with larger projects will apply in smaller efforts. In short, where it is well established that professional project management adds value to larger projects, it is not clear that the same is true for typically smaller Six Sigma projects. When Six Sigma projects truly follow the Six Sigma roadmap and faithfully conduct tollgate reviews, the additional overhead associated with project office controls and reviews may not be justified. Six Sigma as an Aid to Professional Project Management Application of professional project management is not synonymous with application of Six Sigma. Both disciplines do share many common goals and intent. Vastu malayalam pdf reader. Both seek to reduce failures, prevent defects, control costs and schedules, and manage risk.
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Generally speaking, professional project management attempts to achieve these goals by encouraging sound practices on a project-by-project basis, often through the mechanism of a project office that promulgates policy, provides templates and advice, promotes appropriate use of tools such as critical path method, and perhaps performs periodic project reviews. Six Sigma is more typically oriented toward solution of problems at root cause and prevention of their recurrence, as opposed to attempting to control potential causes of failure on a project-by-project basis. Six Sigma’s set of tools are more broadly applicable, than those commonly applied within the discipline of professional project management. Recognizing that project management is itself a process, Six Sigma is potentially applicable to its improvement. Both sets of practices bring value and are best applied in conjunction with one another. Figure 2: Production Management Process Groups and Knowledge Areas (Source: Project Management Institute) Six Sigma and PMBoK Process by Process PMBoK Initiating Process – This PMBoK process group relates most directly to “Define” in Six Sigma.
This first phase or process includes preparation of a project charter and assignment of a project manager. PMBoK Planning Process – The Six Sigma thought process and toolset have many intersections with this process group. The PMBoK areas most closely related and the most prevalent Six Sigma connections to each may be summarized as follows:. Project Plan Development, Scope Planning, Scope Definition – “Requirements failures” are one of the most common problems encountered in project planning. Six Sigma’s DFSS brings a rich toolset to address these issues, including Kano classification, needs/context distinction, KJ analysis, and other language processing tools that help to reveal latent and unstated requirements – sound planning begins with a clear understanding of the voice of the customer.
മറ്റുതീരുമാനങ്ങള്: • വീട്ടുവാടക അടക്കം മുഴുവന് അലവന്സുകളും കമ്മീഷന് ശുപാര്ശചെയ്ത അതേ നിരക്കില് നല്കും. Selection grade fixation software. • സ്പെഷ്യല് അലവന്സ് റിസ്ക് അലവന്സ് എന്നിവയില് ശുപാര്ശയില് നിന്ന് 10 ശതമാനം വാര്ഷിക വര്ദ്ധന. വിശദാംശങ്ങള് ധനവകുപ്പ് തീരുമാനിക്കും. • പെന്ഷന്കാരുടെ മെഡിക്കല് ഇന്ഷുറന്സ് പദ്ധതിക്ക് അംഗീകാരം. • പുതുക്കിയ ശമ്പളത്തോടൊപ്പം 2015 ജനവരി ഒന്നുമുതലുള്ള 3% ഉം 2015 ജൂലായ് മുതലുള്ള 6% ഉം ക്ഷാമബത്തയും.
Project Time and Cost Management – Six Sigma tools also help to prevent “expectations failures” caused by poor estimates and inadequate exploration of prioritization and feature selection issues. Six Sigma brings tools such as analytical hierarchy process, conjoint analysis and concept selection scorecards that promote fact-based conversations between the project team and the customer. Proper use of this set of Six Sigma tools will reduce the occurrence of political decisions about schedules and budgets that commit project teams to run the proverbial “three-minute mile.” (The world record stands at about 3:40.).
Quality Management – Six Sigma’s emphasis on predicting and managing “capability” together with tools such as defect containment scorecards promotes understanding and managing the economic consequences of escaped defects. Six Sigma tools such as combinatorial methods and Markov chains can be applied to improvement of testing processes. Risk Management – Six Sigma tools such as Monte Carlo simulation (if not already being used) can find application within the context of professional project management. PMBoK Execution Process – Six Sigma can complement product project execution primarily in the areas of risk management and in optimization through application of tools such as design of experiments, which can be used to find “what’s best” solutions. PMBoK Controlling Process – Six Sigma complements Controlling in two primary ways. First, as it solves problems at root cause, it tends to prevent problems from reoccurring. Second, in the final step of the DMAIC improvement process (Control), controls and responses to special cause variation are institutionalized so that reaction to control issues is both rapid and sound.
Conclusion: Six Sigma a Complement In the end, it is clear that Six Sigma complements and extends professional project management, but does not replace it. Both disciplines make important contributions to successful business outcomes.
What is 'Six Sigma' Six Sigma is a quality-control program developed in 1986 by Motorola that emphasizes cycle-time improvement and the reduction of manufacturing defects to a level of no more than 3.4 per million. As of 2016, Six Sigma has evolved into a more general business-management philosophy focused on meeting requirements, improving customer retention, and improving and sustaining business products and services. Six Sigma is applicable to all industries, and a number of, including Motorola itself, offer Six Sigma training; special certifications include yellow belt, green belt and black belt. BREAKING DOWN 'Six Sigma' Six Sigma represents an ideology that focuses on statistical improvements to a business process. Six Sigma advocates for qualitative measurements of success over qualitative markers. Therefore, practitioners of Six Sigma are those business people who use statistics, and to achieve improved business functionality. Six Sigma has evolved to define numerous ideas within business and is sometimes confusing.
First, it's a statistical benchmark. Any business process that produces less than 3.4 defects per 1 million chances is considered efficient; defects are considered anything that's produced outside of consumer satisfaction. Second, it's a training program and certification that teaches the core principles of Six Sigma. Practitioners can achieve Six Sigma belt levels, ranging from white belt to black belt. Finally, it's a philosophy that promotes the idea that all business processes can be measured and optimized.
The Five Steps of Six Sigma True believers and practitioners in the Six Sigma method follow an approach called DMAIC: define, measure, analyze, improve and control. It is a statistically driven methodology that users learn through or companies implement as a mental framework for business process improvement. The ideology behind DMAIC is that a business can solve any seemingly unsolvable problem. First, a team of people, led by a Six Sigma champion, defines a faulty process on which to focus, decided through an analysis of company goals and requirements. This definition outlines the problem, goals and for the project. Second, the team measures the initial performance of the process.
These statistical measures make up a list of potential inputs that may be causing the problem and help the team understand the process's benchmark performance. Third, the team analyzes the process by isolating each input, or potential reason for failure, and testing it as the root of the problem. Through analysis, the team identifies the reason for process error. From there, the team works to improve system performance. Finally, the team adds controls to the process to ensure that it doesn't regress and become ineffective once again.