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7) Knowledge Management and Six Sigma Exploring the authority of Two Powerful Disciplines, Paige Leavitt1) Six Sigma should not be viewed as a quality program that is commissioned to reduce defects but as a methodology that helps companies better meet the needs of their business. KM shares this goal.2) Voice of the node in the DFSS serve well is also a potential area for a collaboration of ideas. In Design For Six Sigma, acquaintance of the client-centric requirements is a primaeval input to the design care for, said ODell. And if you could use knowledge care tools to better understand what the customer is saying to sales people and helping people, that information comes back to the folks who can make a contrariety in the design process.3) APQCs Lessons Learned The problems, issues, and opportunities in organizations are not just about reducing defects they are about responding to new opportunities, using the voice of the customer knowledge, said ODell. With two Six Sigm a and KM, Im telling you that youre going to get more of what you want - if you begin to open the intercourse to a different way of thinking about solving somewhat of these problems over the long term. Because both Six Sigma and KM have wondrous power, they also have some issues that they need help with.Professionals in both arenas can learn from each other. Six Sigma can learn from KM how to recognize knowledge, as well as processes. Joseph Hofer-Alfeis from Siemens said, Six Sigma is orient to the quality of products and processes. If you think of a knowledge-intensive business, Six Sigma for knowledge quality -- 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 insurancesales agent or supervisor), while otherswork to support the process(e.g., an information technology expertwho provides support to theinsurance claimsprocess).Unique project teamsare put togeth er foreach of the projects, and disbanded after these projects arecompleted, handing off resulting improvement-actions to processownerspeople who routinely operate the processes.5) Although each project has different objectives and specific toolsemployed, overall these projects borrow a standardized, structuredfive-phase project management approach known as DMAIC forDefine, Measure, Analyze, Improve 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).