It aids the six sigma team to look at and find out the probable causes of the problem at hand, recognize the root cause and get rid of it. FMEA (Failure Modes and Effects Analysis): This is a six sigma tool which deals with Murphy's Law which says that whatever can go wrong will go wrong. This tool takes into deliberation all the possible breakdowns that can take place and find answers for these troubles.

Pareto Analysis: The Pareto graph is a six sigma Black Belts best friend. It is the most effectual method to examine and attribute data as also to find a fast win solution to the difficulty at hand. According to this principle eighty percent of the output in a business organization comes from twenty percent of the inputs (Six Sigma Tools Explained, 2011).

Six Sigma has been put into practice by thousands of company's world wide. Early famous corporations which have benefited from a continued implementation of Six Sigma include:

Motorola

GE

Xerox

Toyota

Kawasaki

Johnson & Johnson

American Express (What is Six Sigma, 2010).

Motorola figured out about quality the hard way. It learned by being time and again being beaten in the competitive marketplace. Motorola is known around the world as a quality leader. In order to achieve its quality and total customer satisfaction objectives, Motorola focuses on a number of key operational proposals. At the top of the list is Six Sigma Quality, a statistical gauge of difference from a preferred result. In actual terms, Six Sigma converts into a target of no more than 3.4 defects per million products, including customer services. On the manufacturing end, this necessitates vigorous means that contain sensible difference in component parts while offering time after time uniform final products. Motorola staff document the defects found in every role of the business, and statistical technologies are...

Dropping the entire cycle time which is the time from when a Motorola customer places an order until it is delivered, is an additional fundamental part of the company's quality initiatives. In the instance of new products, Motorola's cycle-time decrease is even more determined; the clock starts the instant the product is conceived. This calls for an assessment of the entire system, including design, manufacturing, marketing, and administration (Six Sigma at Motorola, 2008).
Motorola management exhibits its quality leadership in an assortment of ways, including top-level meetings to evaluate quality programs with consequences passed on throughout the organization. All levels of the corporation are involved. Non-executive staff contributes directly through Motorola's Participative Management Program (PMP). Made up of workers who work in the same area or are assigned to accomplish a specific goal, PMP teams meet frequently to review progress toward meeting quality goals, to discover new initiatives, and to work on issues. In order to compensate high-quality work, savings that come from team suggestions are shared. Motorola knows what heights of quality its products must attain to get ahead of its competitors. Motorola has calculated the products of some one hundred and twenty five companies against its own standards, verifying that a lot of Motorola products rank as best in their class (Six Sigma at Motorola, 2008).