HIGHER EDUCATION INSTITUTIONS
Six
Sigma (6 σ) means a systematic innovative activity to statistically measure and
analyze the causes of the defects that happen in all parts of management and
then remove those causes. It can be applied to all service industries. To achieve
6 σ means, a process must not produce more that 3.4 defects per million
opportunities. The fundamental objective of the six sigma methodology is the
implementation of a measurement strategy that focuses on process improvement
and variation reduction through the application of 6 σ improvement projects.
This is accomplished through the use of DMAIC (pronounced as De-May-Ick)
process. DMAIC is an acronym of five interconnected phases:
Define: What problem need to be solved?
Measure: What is the capability of the
process?
Analyses: When and where do defects
occur?
Improve: How can process capability be improved
by 6 σ? What are the vital factors?
Control: What control needs to be put in
place to sustain the gain?
The DMAIC
process of 6 σ is advantages to measure problems, stay focused on students
i.e., the customers, verifying the cause with fact, in breaking old system,
undertaking risks, measuring the results and sustaining the change in an educational
institution.
Defining a
problem requires listening to the students problems, because ultimately the
effectiveness of a system in an educational institution depends on satisfying
them. Implementing 6 σ requires positive attitude, and recognizing the opportunity
to accept change in the organization. In the 1980’s, Motorola came up with this
idea to combat threat from its Japanese counterparts. 6 σ is a registered
service mark and trademark of Motorola who had reported US$17 billon in savings
from its implementation as on 2006. Bank of America, Caterpillar, Honeywell
International, General electric, Ford, 3 M are some of the organization that
have adopted 6 σ for business transformation and have succeeded. To name a few
Indian companies who have adopted this techniques are Wipro, Maruti Udyog,
Godrej, Bajaj Auto, and Hero Honda. Identifying the critical areas such as
programmes offered; effectiveness of the academic delivery system; identifying
defects and habitual process; integrating the information system and focusing on
large scale cost reduction; analyzing and suggesting change for the business transformation
and strategic improvement are the key factors. The 6 σ philosophy which has
worked wonders in an industrial environment, needs to be introduced in the
Indian Higher Education Sector, in the wake of disturbing reports about the
quality of graduates says Mr. Shankar a HRD consultant. He laments that in most
of the higher education institution principals and deans are bogged down to
administrative work giving little time to pay attention to academic excellence (The
Hindu, 2006).The researcher in this paper has attempted to analyze the
possibilities of implementing six sigma techniques to meet the global
competition by the Indian higher educational system.
Objectives of using 6 σ:
The objectives
for using 6 σ in various leading organization were as follows:
- 6 σ is one of the strategy and tool which leading organization have started using to achieve accuracy and speed and at the same time reduce cost and increase customer satisfaction and profits.
- 6 σ’s target is to achieve less than 3.4 defects or errors per million opportunities.
- 6 σ’s is deployed strategically to change the culture of the organization by inculcating process control discipline.
The issue is no
longer whether 6 σ’s should be considered or not, but the question is when or
how, since an organization cannot do today’s job with yesterday’s methods and
be in business tomorrow. 6 σ simply means a measure of quality that strives for
perfection. It is disciplined as a data driven approach and methodology of
eliminating defect in any process. It is an organizational philosophy in
establishing the belief in “doing things right, first time and every time”. The
formula for 6 σ is equal to Quality (Q) multiplied by Acceptance (A) =
Effectiveness (E). 6 σ represents standard deviation (a measure of variation) of
a population in statistics. The underlying principle of 6 σ is that if one has
6 standard deviations between the mean and the nearest specification limit then
there will be practically no items that fail to meet the specification.
Organization structure of educational
institution applying 6 σ:
The 6 σ hierarchy
adopts martial arts terminology to describe its structure. Executive Leadership
at the top sets up the vision and empowers others with the freedom and
resources to explore new ideas for breakthrough improvements. Champions are the
key management sponsoring the entire team to stay aligned with the institution
vision and mission; providing resources at appropriate time and negotiating
conflicts. The Head of the institution/Principal – Master Black Belt -- is a
coach and mentor ensuring that the Black Belts are in their right track,
providing advice, sustaining the change, reducing cost and providing student
delight. Master Black belt are expert in-house coachers ensuring deployment of 6
σ across departments and functions. The Head of the department – Black Belt- is
a full time committed person capable of tackling critical change opportunities
inspiring the team by building confidence. Their primary focus is on 6 σ
project execution. The Associate professors/Lectures with green belt are the
team members who incorporate new methods into the day to day activities of the
institution. These green belt employees operate under the guidance of Black
belts to achieve results. The yellow belts are well trained in the 6 σ. The non
teaching staff adorning yellow belt are the facilitators providing free flow of
information and other resources for the smooth functioning of an educational
institution.
Figure showing the structure of educational
institutions based on 6 σ
Problems identified in educational
institutions:
ü
Lack of quality faculty members. Teaching is
considered as the last resort of occupation due to the less remuneration
offered by educational institution – particularly those that are privately
owned.
ü
Suppression of knowledge by senior faculty,
groupism and imbibing politics inside academic institution among faculty
members and students.
ü
Lack of proper infrastructure facilities.
ü
Delay in obtaining financial resources.
ü
Lack of basic and standard safety measures in
laboratories and the campus of the educational institutions.
ü
Delay in delivery of transcripts, scholarships
and other students’ requirement due to
inadequate non teaching staff or lack of necessary information.
ü
Insufficient library books or updated journals.
ü
Failure to adhere to syllabus or relevance of
syllabus and lack of scope to exhibit originality through research.
ü
Communication problems within the institution
between the institution office and the various departments.
ü
Lack of opportunities for enhancement of
academic knowledge for faculty members.
ü
Improper maintenance procedure.
ü
Lack of follow up.
ü
Lack of industry connectivity.
Measurement of faculty:
Faculty members
are very sensitive to their performance evaluation measures. They bribe the students’
to give the best feed back or the feedback is obtained from favorite students.
They also have “who are students to assess us” attitude. Implementing
qualitative and quantitative measurements are not possible in assessing the
subject knowledge abilities of teachers. Jack Welsh model of “differentiation”
illustrated in his book “Winning” may be implemented. The top 10 may be
rewarded by giving them important designation in the academic institution. The
mediocre 70 may be provided avenues for improvement and the lower 10 may be shown
the exit. The educational institution creates knowledge and intellectual
capital where there can be no place for the under performers. An educational
institution after identifying the problems and measuring it must strictly
implement the improvement measures to become world class institution.
Important Components for implementation:
The educational
institution needs to have the following inbuilt important components:
- The educational institution should be driven by enterprising top management and dynamic leadership as the head of institution.
- Focusing on the students’ satisfaction to achieve world class competition by providing efficient coordination, communication, cooperation and commitment.
- Six sigma uses variety of work techniques like TQM, statistical process control, and business process engineering. The academic / administration members should be clearly explained about the cause and effect relationship in this process. High caliber commitment is required for improved performance. Providing for structured and standard problems solving tools and methods for obtaining results that is expected. In short, new ways of thinking, communication and operating should be prevalent in the entire organization
- An educational institution is data driven; students’ data, faculty data, resources data and knowledge data.
Institution must
be process based in a way to build competitive advantage in delivering value to
students. 6 σ helps in positioning the process in designing the curriculum,
measuring performance, improving efficiency and customer satisfaction or even
running the institution. To effect creative change, 6 σ provides tools that are
dynamic, responsive and proactive. Launching new ideas and methods are risky
but 6 σ helps to manage setbacks. Faculty members are constant learners,
training them and involving them in the process of 6 σ is not very difficult.
The training may be imparted in phased manner over a period of three months so
that the human resources engaged in implementation can understand, implement
and improvise. This system implementation allows collecting and recording data
accurately and consistently. Implementation of 6 σ provides invaluable
experience for career development for the teaching and non teaching staff.
Working on
6 σ improves the
ability of the person and makes a difference in the delivery of services. It
enlightens the people involved in the process to focus on problems and
addressing the problems. The management can apply VOC (Voice of Customer i.e.,
student and other stakeholders) method to collect view points on various
process and problems through structured questionnaire, assess and prioritize
the same for rectification.
Challenges while implementation:
The biggest
challenge that can be envisaged is “strong resistance”, presuming more work,
shifting priorities, demanding time to organize meeting, failure to work in a
team and reluctance to constant change. 6 σ disrupts and confuses in its
initial stages of implementation thus hampering its implementation and killing
the initiative of the organization. It is very important to highlight benefits
to the leaders, setting clear goals patiently resolving conflicts, emphasizing
the benefits and encouraging open dynamic participation from everyone. The
management must be prepared to take risk, exercise judgment, make tough calls,
coordinate the activities, tracking progress, avoiding / minimizing the impact
on ongoing operation, setting meaningful and manageable goals and exert
influence. It requires “total involvement” of every member of the educational
institution to contribute to the overall success.
Power of 6 σ in educational institutions:
The objective is
to provide utmost satisfaction to the student in their learning process. This
can be applied to avoid wastage of intellectual, physical and financial
resources, by providing better process by the happier and productive academic
and administrative staff. The 6 σ in educational institution ensures:
Ø
Higher satisfaction to the student in terms of
acquiring knowledge, opportunity to innovate, explore, experiment and
experience the joy of their creations.
Ø
Improved admission and transaction facilities
like obtaining diplomas, scholarships, bonafides, notification of selection of
course, travel concessions forms by reducing the processing time.
Ø
Efficient emergency mechanism in the
laboratories and the campus.
Ø
Better planning of available financial resources
Ø
Optimizing material and consumable management in
labs.
Ø
Recruiting and retaining quality faculty and
trained office staff who can deliver professional service.
Finally, the 6 σ
methodologies can change the face of modern educational institution and their
academic /administrative delivery system.
Conclusion:
The 6 sigma is
well tested tool of quality in renowned industries in India and
abroad. Its success lies in providing an environment encouraging problem solving,
excellence and continuous improvement. It requires restructuring of the
organization based on a culture of positive thinking. Sufficient resources,
enough time and reviewing the progress are the key to the success. Training all
the participants and offering rewards and incentives helps to achieve
benchmarked targets. Finally its success lies in developing free flow of
communication. Its implementation is a tough task but if applied with caution
will turnaround the “ailing” higher education system in India .
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References
- Laxma Reddy Gaddam, Sreedhar Amancha, (2005),”Six sigma and distance Education”, Paper presented in ICDE International conference, November 19-23
- PetPande, Larry Holpp, (2006), “What is six sigma”, Tata McGraw, New Dellhi
- The Hindu,
- www.wikipaedia.com
(c) Padma Shankar, Review of Professional Management”, Volume
7, Issue 2, July –December, 2009. (ISS -1972-8686),
