Ops for Law
Law Practice Operations
Six Sigma
Six Sigma in Legal Work
The technical orientation of Six Sigma toward statistical analysis and the reduction of variation has to be extended somewhat more than other disciplines to apply to knowledge work. But the project management methodologies of Six Sigma as an application of the scientific method to improve systems applies to any process improvement task, and especially those in larger organizations. Six Sigma also has produced a supply of persons trained in process improvement generally, and the legal industry draws from this supply and these training methods.
Six Sigma seems to be especially relevant to legal departments in large organizations who have adopted Six Sigma as a process improvement method generally.
History of Six Sigma
In 1986, Bill Smith, an engineer at Motorola Corporation, introduced the Six Sigma concept. Grounded in statistical notions of variation, the core idea is to improve process and product quality by identifying and eliminating the root causes of defects. Doing so will shrink process and product variation such that processes consistently operate on target and yield outputs that are virtually defect-free. In the mid-90’s, Jack Welch, General Electric CEO, made Six Sigma a core tenant of his company’s strategy. From there the concept has spread to other organizations and industries.
Key Concepts
Belt System
(Yellow, Green, Black, Master Black): Six Sigma belt colors indicate roles and responsibilities in a Six Sigma implementation. Yellow Belts have been exposed to the general principles of the Six Sigma approach and typically may have participated in, but not lead, a Six Sigma project. Green Belts have been trained in the basics of Six Sigma tools and techniques and are responsible for implementing one or more projects in their area or department. Black Belts lead projects themselves and coach Green Belts in their project work. Master Black Belts have deep knowledge of Six Sigma methodologies, provide training to others, lead critical projects, and mentor Black and Green Belts.
Champion
Within an organization, the Six Sigma Champion oversees and promotes Six Sigma efforts. This individual facilitates the project selection process, assists in assigning Black Belts to specific projects, reviews project progress and helps to remove barriers to project success.
DMAIC – Define, Measure, Analyze, Improve and Control
The Six Sigma improvement model, DMAIC, provides a structured, team-oriented, data-driven process to follow and a set of tools from which to select. The process helps assure that solutions address true root causes and have a lasting impact. This DMAIC model has its roots in the Plan-Do-Check-Act (PDCA) improvement model, which was developed by W. Edwards Deming and formed a core element of the Total Quality Management movement of the 1980s.
DPMO
Defects per million opportunities: A process that has achieved Six Sigma quality operates so consistently and reliably that it yields fewer than 3.4 defects per one million opportunities (DPMO). A defect is any failure of a product or process to meet a customer requirement. Not all processes must or will achieve a Six Sigma level of performance. Some processes would be so costly to deliver at a Six Sigma level that customers would not be willing to buy the product at that level of performance.
Guiding Principles of Six Sigma
There are three guiding principles of a Six Sigma approach. First, it starts with the customer. Organizations should define and measure value as the customer sees it. Second, Six Sigma is data-driven. Every step – from selecting which improvements to pursue to determining the impact of various implemented changes – is driven by data. Third, a Six Sigma program is about creating an organizational mindset of continuous improvement. Improvement is part of everyone’s job and ongoing.
Resources
Brassard, M., Finn, L., Ginn, D., and Ritter, D. Six Sigma Memory Jogger II: A Pocket Guide (Methuen, MA: Goal/QPC, 2002).
Neuhaus, K. and Guarraia, P. “Want More from Lean Six Sigma?” Harvard Management Update, December 2007.