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7) Knowledge Management and Six Sigma Exploring the Potential of deuce Powerful Disciplines, Paige Leavitt1) Six Sigma should not be viewed as a feel program that is commissioned to reduce defects but as a methodological analysis that helps companies relegate meet the needs of their business. KM shares this goal.2) Voice of the customer in the DFSS process is in any case a potential area for a quislingism of ideas. In Design For Six Sigma, knowledge of the customer-centric requirements is a key gossip to the design process, express ODell. And if you could intention knowledge management tools to better understand what the customer is saying to sales people and service people, that training comes back to the folks who displace make a difference in the design process.3) APQCs Lessons Learned The problems, issues, and opportunities in organizations are not about simplification defects they are about responding to new opportunities, using the voice of the customer knowledge, sa id ODell. With both Six Sigma and KM, Im telling you that youre difference to get more of what you want - if you begin to open the conversation to a different way of thinking about solving some of these problems everyplace the long term. Because both Six Sigma and KM have tremendous power, they also have some issues that they need help with.Professionals in both arenas can learn from all(prenominal) other. Six Sigma can learn from KM how to get by knowledge, as well as processes. Joseph Hofer-Alfeis from Siemens said, Six Sigma is oriented to the attribute of products and processes. If you think of a knowledge-intensive business, Six Sigma for knowledge woodland -- the quality of the proficiency, the quality of knowledge flows, and the quality of description knowledge -- should also be a ... ...nage the targeted process (e.g., an policysales agent or supervisor), while otherswork to support the process(e.g., an schooling technology expertwho provides support to theinsurance claimsprocess).Unique project teamsare put together foreach of the projects, and disbanded after these projects arecompleted, handing off resulting improvement-actions to processownerspeople who routinely puzzle out the processes.5) Although each project has different objectives and specific toolsemployed, overall these projects follow a standardized, structuredfive-phase project management approach known as DMAIC forDefine, Measure, Analyze, emend and Control phases (Schroederet al., 2008).6) Project leaders are trained in the use of practices forcollecting, combining, and synthesizing the knowledge of teammembers for use in process improvements (Hoerl, 2001).