What is it about?
Six-sigma quality method uses rigorous data gathering and statistical analysis to pinpoint sources of error and ways of eliminating them. It is a high performance data driven approach to analyze root causes of business problems and solve them. It ties business outputs to market-place requirements. From a process standpoint six-sigma is a systematic approach to reduce the defects, which affect what is critical to the customer.

Six-sigma uses a lot of (statistical) tools known from Statistical Process Control (SPC) and the MTQ-process.
Six-sigma, however, is different in the following aspects:
• more data and bottom line driven;
• more process integrated;
• catches mistakes before they happen;
• better link to the BU-strategy;
• leadership commitment;
• proven track record.

There are five phases in the six-sigma approach:
1) Define
2) Measure
3) Analyze
4) Improve
5) Control

The six-sigma approach does not necessarily mean that the process needs to achieve a “six-sigma” capability, which means that the process has six standard deviations between the process mean and either specification limit. The process variation at a six-sigma level is reduced in such a way that no more than 3.4 parts per million fall outside the specification limits.
In many cases a substantial improvement can already be achieved at lower sigma levels.

Why should you use it?
Six-sigma is more data and bottom line driven than other quality improvement approaches and more process integrated. With the proven track record higher targets are set. Consequently, a lower defects level and improved quality is the result.
Basically six-sigma catches mistakes before they happen and in this manner avoid rework. Furthermore, it secures that in future these incidents are not repeated.
When should you use it?
Six-sigma projects are to be chosen as a result of customer feedback and potential cost savings. Evidently, improvements are prioritized that have the largest customer impact.
Doing so, six-sigma pursues quality only if it adds value for the customer and Akzo Nobel.

What does it yield?
At the bottom line six-sigma gives improved results (cost savings). Significant quality improvements allow businesses to be more profitable.
The positive shift in process capability results in improvement of profitability.

Why T&E?
T&E has been involved in the initial assessment and first six-sigma pilots at AkzoNobel. In this manner utilizing the training obtained T&E can facilitate the introduction of six-sigma and to tailor it to specific business needs. Furthermore our personnel involved in six-sigma can lead, coach and consult with six-sigma projects.

What does T&E need?
The T&E consultants will need a few sessions with the organization to introduce the six-sigma method. Subsequently, they can help to identify six-sigma projects based on discussions with pertinent personnel. 
T&E can supply project leaders trained in this approach, who can execute projects in close co-operation with your own personnel.