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Some organizations are now merging Six Sigma and CMM/CMMI activities
into one process improvement effort. Six Sigma focuses heavily on selecting a limited
number of issues, measuring the problem (e.g., number of defects in a product
line, excessive time to build a product), and then measuring the results (e.g.,
the effectiveness) of the fix. CMM/CMMI focuses on implementing best practices
found in the industry and changing the infrastructure and culture of an organization.
The two can complement each other. However, we feel that Six Sigma is better
performed on only those organizations that have already been rated at a strong
CMM/CMMI Maturity Level 3 or higher. Six Sigma requires a high degree of
sophistication in aligning business objectives with Six Sigma techniques, as well
as a high degree of sophistication in other areas of management (business, quality,
process, and change).
Business Goals and objecti es
Much is made about aligning your process improvement effort to the business goals
that the organization is trying to achieve.


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