Maintaining optimum performance and synergy within and around an organization or a team is the ultimate goal of well founded or emerging corporations, hence pushing organizations, teams and project managers to seek and implement strategies based on measurement and metrics.

The youth groups and Kidz worked round the clock to power up performance in the field of innovation, inventions, project and proposal writing.

AB Major and Maxima tightened loose ends to bridge the already widened gap between them and Saldana and atleast to increase competitive advantage.

The legal experts battled the case backlog  by burning midnight oil to meet the deadline for ruling and delivering justice to the strained litigants.

The schools worked on their visions, missions and core values. Every school head engaged the stakeholders to develop school development plan to meet the emerging needs in Okuro and Mu empire.

Through the wise counsel of CEO Saldana, Benevolence LTD top management adopted a methodology for process improvement and statistical concept that sought to define the variation inherent in any process called Six Sigma.

The overarching premise of Six Sigma is that variation in a process leads to opportunities for error, opportunities for error then leads to risks for product defects. Product defects whether in a tangible process or a service lead to poor customer satisfaction.

By working to reduce variation and opportunities for error, the six Sigma method ultimately reduces process costs and increase customer satisfaction.

Historically many businesses leaders made decisions based on intuitions or experience.

Saldana took cognizant of the fact that Six Sigma doesn't remove the need for experienced leadership and doesn't negate the importance of intuition in any process.

Six Sigma, works alongside other skills, experience and knowledge to provide a mathematical and statistical foundation for decision making.

Unlike AB Major who could overrule a project based on experience and his team easily gave concession, Benevolence LTD team would use statistics to prove assertions based on experience to be true.  Intuition might guide a project Manager Panther to believe a certain change could improve output. Six Sigma tools helped organizations to validate those assumptions.

Maxima's operations were not based on measurement and analysis. Decision making process in his dealing with AB Major was as follows: Someone flouted in the idea in the organization as a good idea or takes interest in someone else's idea. Based on past experience or knowledge, decisions makers, majorly Maxima and Archbishop Major believe the idea would be successful. The idea implemented; sometimes in beta mode so that expenses are minimized. The success of the Idea is weighed after implementation; problems addressed after they impact production or processes in some way in the present or the future.

Beta testing is the act of implementing a new idea, system or product with a select group of people or processes in as controlled environment as possible. After beta testers identify potential problems and those problems are corrected, the idea, system or product can be rolled out to the entire population of customers, employees or processes.

The purpose of beta testing is to reduce the risk and costs inherent in launching an unproven product or system to widespread audience.

To overcome disadvantages associated with beta: organization might experience unintended consequences from changes, spend money on ideas that don't end up working out as planned and impact customers perceptions through trial and error periods rife with opportunities for error. In many cases organizations that don't rely on data make improvement without first understanding the time gain or loss associated with changes more. Some improvements may appear to work on the surface without actually impacting customers satisfaction or profit in a positive way.

Six Sigma principles let's organizations to identify problems, validate assumptions, brainstorm solutions and plan for implementation to avoid unintended consequences by applying tools such as statistical analysis and process mapping to problems and solutions for teams to visualize and predict outcomes with high-level of accuracy to enable leadership to make decisions with less financial risk.

Saldana underscored the fact that Six Sigma doesn't offer crystal ball as such problem would still arise to a team even with expert use Six Sigma tools, the reason why six Sigma provides control methods: Once teams implemented Changes, they could control processes for a fraction of the cost of traditional quality methods by continuing the use of Six Sigma tools and statistics.

Benevolence LTD impacted their Six Sigma level by integrating core principles for the six Sigma methodology into leadership styles, process management and improvement endeavors.

The first principle is customer focused improvement where the management look at the Voice of the Customer (VoC) and ways of establishing what the customers really want from a product or process.

By combining that knowledge with measurements, statistics and process improvement methods, organizations increase customers satisfaction, ultimately bolstering profits, customer reflection and loyalty.

Good understanding of the customer and their desire not only lets business customize product offerings and services but also lets organization to offer additional features customers want and are willing to pay for, prioritize product development to meet current needs, develop new ideas based on customers feedback, understand changing trends in the market, identifying areas of concern, prioritizing work on challenges based on how customers perceive various problems or issues, testing solutions before investing time and money in them.

In looking at the voice of customers (VoC) , value stream is carried out. Value stream is the sequence of all items, events and people required to produce an end result or product. For example, the value stream for serving sumptuous fish dish in a restaurant would include a number of activities from the field where bait for catching fish is collected, repairing fishing rods,boat repairs & riding, catching fish, transporting fish, selling fish, transporting fish, taking fish to kitchen , sharpening the knife,repairing fish, cutting fish , drying fish, drying fish, buying flying oil, buying charcoal,setting fire, flying, buying tomatoes and onions, cutting spices and cooking fish and finally serving fish to a customer.

The above processes combined into a pictorial representation of exactly how these elements become the served fish delicacy form the value stream map. The purpose of determining a value stream for a process is that areas of concern, waste and improvements can be identified.

The second principle is continuous process improvement. The organization identifies and prioritizes area of opportunity on continuous basis. Once one area is improved upon, the organization moves onto improving another area. If a process is improved from 4 Sigma to 4.4 Sigma, the organization considers ways to move the Sigma level up further. The goal is to mover ever closer to the perfect level of 99. 999966 accuracy for all processes within an organization while maintaining other goals and requirements such as financial stability as quickly as possible.

The third principle is variation. One way if continuously improving a process is to reduce the variation in the process since every process contains inherent variations for example: In eatery there are three waiters, two cooks and messengers with no scripted role specializations. WiFi, internet, listening to music, distracted attention and conflict of interest leading to role duplicity are some of the factors leading to variation. By providing them with scripted roles the variations can be reduced to some degree. The variation is reduced but it's still present through further training of employees to  reduce it further to ensure consistency and constancy in production.

The fourth principle is removing waste items, actions or people that are unnecessary to the outcome of a process— reduce processing time, opportunities and overall costs.

While waste is major concern in the six Sigma methodology, the concept of waste comes from a methodology known as Lean Process Management.

The fifth principle is equipping people. Implementation of improved process is a temporary measure unless organizations equip the employees working with processes to monitor and maintain improvements.

In most organizations, process improvement includes a two-pronged approach : A process improvement team comprised of project management, methodology experts and subject matter experts define plan and implement and improvement ; and the team then equips the employees who work direct with the process daily to control and manage the process in its improved state.

The last principle of Six Sigma is controlling the process. The Six Sigma improvements address processes that are out of control. The out of control processes meet specific statistical requirements. The goal of improvement is to bring a process back within a state of statistical control. Then, after improvements are implemented, measurements, statistics and other six too are used to ensure the process remains in control. Part of any continuous improvement process is ensuring such control are put in place and that the employees who are hand-on with the process on a regular basis known to use the controls.

The use of Six Sigma is recommended when fearing the unknown, when the problem is widespread and not defined, when solving complex problems and finally, when costs are closely tied to processes.