Robotic Process Automation
- Lean 6 Sigma Principles
- Business Process Excellence (BPE)
- Business Process Improvement (BPI)
All these values leads to Business Sales, Profit, Revenue, Productivity, Quality improvements, Service enhancements and CAPEX/ OPEX cost reductions for your business.
Our approach to Business Process Improvement delivers business value by strategically building a system that caters for improvement while establishing momentum for process excellence across the enterprise. While often associated exclusively with Six Sigma, Centric leverages DMAIC (Define, Measure, Analyze, Improve, and Control) as the underlying business process improvement methodology. DMAIC is a proven, data-driven methodology. It can be scaled according to the scope and depth of your process improvement program. While each discipline (Lean, Six Sigma, and Rapid Improvement) can stand alone, they can also work well together. Along with DMAIC, we’ll employ the BPI discipline or a combination of disciplines that will work best for you.
Lean is fundamentally about increasing customer value in an organization with proper respect for people and is a philosophy for managing a business. It is more than just a collection of tools, techniques, and projects; Lean thinking should become what you do and not just something else you do.
Lean is a customer-centric methodology that is used to improve processes through the elimination of waste continuously. It maximizes customer value while minimizing waste and non-value-added activities.
“Six Sigma is a quality improvement program that, when all is said and done, improves your customer’s experience, lowers your costs, and builds better leaders. — Jack Welch Six
Sigma (6S) is a set of techniques and tools for process improvement. Engineers Bill Smith & Mikel J Harry introduced it while working at Motorola in 1986. Jack Welch made it central to his business strategy at General Electric in 1995.
It seeks to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization who are experts in these methods.
Each Six Sigma project carried out within an organization follows a defined sequence of steps and has specific value targets. For example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits.
The term Six Sigma (capitalized because it was written that way when registered as a Motorola trademark on December 28, 1993) originated from terminology associated with statistical modelling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage of defect-free products it creates.
A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects (3.4 defective features per million opportunities). Motorola set a goal of “six sigma” for all of its manufacturing operations, and this goal became a by-word for the management and engineering practices used to achieve it.