But my company is too small for Six Sigma

Six Sigma began in large organizations to improve quality of complex manufacturing processes. After a number of years of success in such firms as GE and Motorola, those firms began to apply DMAIC improvement efforts to service and support processes. Now non manufacturing firms small and large are employing Six Sigma methodology across their organizations. Because Six Sigma was developed by large companies with resources to devote to major research and improvement efforts, managers of non Six Sigma firms often view Six Sigma as tools that can only be applied by big companies. This is not true, but, is an understandable misconception. Six Sigma is highly scalable. Its methods are as useful for a single person designing their career search as they are for improving complex processes in large organizations. Six Sigma process improvement tools are valid no matter how many people are involved in a business process. Smaller firms have a number of advantages in their Six Sigma deployments. Management is closer to its key processes so involvement and visible support of senior leaders is easier to develop and maintain. Smaller firms do have fewer resources, money and time of its employees, than do larger firms. But, I feel this disadvantage is overblown. For example, large firms often devote a great deal of time an money to train many people in Six Sigma methodology. This is often to make sure there are no knowledge gaps in the process areas to be improved and ensure buy in by process owners in adjacent processes. This is unnecessary in the smaller organization where communication and cooperation across functional units is easier. Any business can be viewed as a collection of processes. Six Sigma tools can be employed regardless of the number of steps to accomplish the output or number of people involved..