Many of the inefficiencies and potential for errors and omissions could exist in any service organization (public or private) but appear to exist in greater frequency in government. Within the government sector further complexity to processes is added due to inconsistent leadership motivation, strict union rules and regulations, job security concerns, and a prevalence of undocumented processes. Other characteristics unique to the public sector that pose additional challenges include skepticism about government, legislative controls, competing special interests, the election cycle, and term the limits. In wake of these challenges the best-known methodology to streamline processes while eliminating the probability of errors is the “Six Sigma Methodology”.
Six Sigma is used by top 10% of the business leaders in all fields. It is the way of the future and companies in all service sectors are increasingly adopting its standards. It is noteworthy that companies deploying Six Sigma earn extra point when evaluated for ISO certification. Six Sigma is a comprehensive and flexible data driven system for achieving, sustaining and maximizing organization’s success. Six Sigma is uniquely driven by close understanding of stakeholders’ needs, disciplined use of facts, data, and statistical analysis, and diligent attention to managing, improving, and reinventing business processes.
The goal is to produce systems and processes that are as close to perfection as possible. Utilizing Six-Sigma tools one can identify and quantify problems and then translate those problems into a mathematical equation with a solution. Most organizations with average quality level of Three Sigma (99.73% accuracy) are losing about 25% or more of their revenues due to costs of poor quality. As the conformance level increases, the revenues that would have gone into waste become available for other uses in the organization. A comparison between Three Sigma and Six Sigma Performance is presented in the following table.