The range of processes and issues for which we are typically invited by our clients has taught us that it is impractical to use any one methodology for addressing all kinds of projects.

SigMax-e believes that while there are some accepted methodologies for typical situations such as Process Improvement or Process / Product Design, today’s business environment throws much more diverse and hitherto unseen situations at management. To attempt to solve these problems with a small set of tools, templates or methodologies is like a plumber insisting on carrying only 3 or 4 tools in his box.

SigMax-e’s approach is more akin to extracting the essentials of widely accepted and proven methodologies and using these pretty much like Lego blocks. A good example is the Define step in Six Sigma’s Process Improvement and Design methodologies. Few would argue that any project can hope to be successful without first defining the scope, the charter, forming a multi-functional team, agreeing on the methodology to be followed and the timelines.

Thus, the Define step is a common and key ‘block’ or module we use in any situation. Other blocks may be drawn from other six sigma methodologies or from TQM, JIT or even from practices followed by other leading project management specialists / consulting organizations.


Process Management

Another example is the use of a Hypothesis in a project. While six sigma purists will resist any attempt to hypothesize a solution – or even a diagnosis – ahead of measuring process outputs, inputs, etc and analyzing them systematically to find ‘root causes’, some leading professionals insist on coming up with a few hypotheses early in the project as a means of compressing the total timelines and devoting more attention to fine tuning and implementing the chosen hypothesis. What we share with the reader below is a few commonly used methodologies: