Six Sigma actually contains a specific project methodology when working with projects that will produce a new product as opposed to improving business practices:
DMADV System:
Define design goals that are consistent with customer demands and the enterprise strategy.
Measure and identify characteristics that are Critical To Quality, product capabilities, production process capability, and risks.
Analyze to develop and design alternatives
Design an improved alternative, best suited per analysis in the previous step
Verify the design and hand it over to production

As you can see many of these concepts overlap with the PMBOK standards. Six Sigma does offer a number of quality management tools that may help keep the project running smoothly.

The Six Sigma methodology DMAIC (Define, Measure, Analyze, Improve, Control) offers a structured and disciplined process for solving business problems. Six Sigma uses tools designed to identify root causes for the defects in processes that keep an organization from providing its customers with the consistent quality of products the customers require on time and at the most reasonable cost. The Six Sigma work is normally done through cross-function teams that manage the project.

Where as Project management’s tools and techniques focus on attributes of a project such as development, execution, control and closing. There is an assortment of tools that are used throughout the project to manage the project to completion.

By taking the process control strength of project management and combining it with the troubleshooting strength of Six Sigma, an organization can create a consistent, controlled and predictable process troubleshooting system. The integration can begin with the development of a project life cycle. Implementing the Six Sigma methodology for defining the problem adds statistical knowledge of the problem, reducing the chance of an incorrect assessment of the issue as defined by the customer and scope documents. Using Six Sigma tools will reduce the bias that influences perceptions about a particular problem.

Six Sigma tools used for measurement of the problem – gage R&R, FMEA and control plans – can be useful within project managaement’s validation phase of the life cycle. Adding budgeting, scheduling and resource management from project management – throughout the life cycle, will allow management to make informed decisions to move from phase to phase. The tools of both project management and Six Sigma can be placed in this life cycle to plan, act, do and check for a process improvement project.

Using Six Sigma tools throughout the project life cycle adds a series of troubleshooting tools and methodology to the project management system. Project management contributes tools to monitor and track the progress of the project and also adds controls to the problem.

The Six Sigma seems to be a very efficient way for business's to secure a projects scope. The DMADV also seems like a great way to handle any major decision. Take away the product part and apply to problem solving and it works quite well. It's no surprise that PMs use the tool to help increase organization and scheduling. I think for them to include it, it should be brought up at their scheduled meeting to see what everyones opinion is as far as progress and scope.

Six Sigma uses statistical and numeric methods to reduce the number of defects in output to an insignificant level. It focus on understanding customer's requirement better and eliminating waste and defects. The objectives is to improve the organization's products, services, processes across production marketing and finance. The method integrates knowledge of statistics ,engineering, process and project management. It includes the phases like define, measure, analyze, improve and control .The project manager should include six sigma method to scope, time, cost , quality . It helps to understand clear definition of requirements, better scheduling, risk management, resources management, cost control, careful selection of standards and realistic assessment of capabilities, immovable deadlines. Six Sigma method focus on measurable and quantifiable financial returns where leadership plays a critical role and decision are made on the basis of data and statistics nit on assumptions.

The Six Sigma offers a structured and disciplined process for solving business problems. Six Sigma uses tools designed to identify root causes for the defects in processes that keep an organization from providing its customers with the consistent quality of products the customers requirements on time and at the most reasonable cost. The Six Sigma work is normally done through cross-function teams that manage the project. Yet the methodology does not address the management of the project itself.
Project management’s tools and techniques focus on attributes of a project such as development, execution, control, and closing. There is an assortment of tools that are used throughout the project to manage the project to completion.
By taking the process control strength of project management and combining it with the troubleshooting strength of Six Sigma, an organization can create a consistent, controlled and predictable process troubleshooting system. The integration can begin with the development of a project life cycle. Implementing the Six Sigma methodology for defining the problem adds statistical knowledge of the problem, reducing the chance of an incorrect assessment of the issue as defined by the customer and scope documents. Using Six Sigma tools will reduce the bias that influences perceptions about a particular problem.

The Six Sigma methodology offers a structured and disciplined process for solving business problems and ensuring product/processes are within acceptable margins of error. Six Sigma uses tools designed to identify root causes for the defects in processes that keep an organization from providing its customers with the consistent quality of products the customers requirements on time and at the most reasonable cost. The Six Sigma work is normally done through cross-function teams that manage the project. Yet the methodology does not address the management of the project itself.
Project management’s tools and techniques focus on attributes of a project such as development, execution, control, and closing. There is an assortment of tools that are used throughout the project to manage the project to completion.
By taking the process control strength of project management and combining it with the troubleshooting strength of Six Sigma, an organization can create a consistent, controlled and predictable process troubleshooting system. The integration can begin with the development of a project life cycle. Implementing the Six Sigma methodology for defining the problem adds statistical knowledge of the problem, reducing the chance of an incorrect assessment of the issue as defined by the customer and scope documents. Using Six Sigma tools will reduce the bias that influences perceptions about a particular problem.

Six Sigma management method philosophy focuses on better understanding of the customers requirements, improving business systems throughout the organizations and enhancing the organization’s financial performance. It is used to improve the products, services and processes across various disciplines such as productions, product development, marketing, finance. It is achieved through understanding the underlying processes and reducing or eliminating defects and wastes. Project manager can include Six sigma into the project they are working on by generally accepted methodology which includes phases such as define, measure, analyze, improve, control. Firstly, by defining objectives and scope of the project. Relevant information about the process and customers are collected. Secondly, the data on the current situation and process metrices are collected. Thirdly, the collected data is analyzed to find the root causes of the problem. Then next it includes, improve phase which gives solution to the problems that are developed and implemented. Lastly, is the control phase, in this the implemented solutions are evaluated, and mechanisms are implemented to hold the gains which may include standardizations.

Project managers cannot simply integrate aspects of Six Sigma into their projects because the organization that they are working for may not be familiar with the methodology. If Six Sigma isn't adopted as part of the organization's culture, then it's nearly impossible to just integrate it into your project, even though it's a great approach to improving quality in a business. The way to implement Six Sigma in your work is to change the culture of the organization slowly by persuading the company to adopt it. Changing the minds of your co-workers and especially the people above you is the best way to allow yourself to use Six Sigma in your work. You may know what you are doing but the organization may have it's own traditional way to upholding standards of quality. The organization must be familiar and, ultimately, approve of the Six Sigma data-drive approach so that they will understand what you are doing in terms of the logistics in your projects. For example, they need to know about the 15 tollgates which serve as key points in your project life cycle where certain things are expected to happen. Maybe you can apply certain Six Sigma concepts into your thinking and that can influence your progress but implementing the basic features into your project is something that must be learned and adopted by the entire business, not just you. This makes life much easier.

Six sigma is very popular as it reduces waste by minimizing variations in processes. In a bell curve distribution, 6 sigma ultimately means 3.4 defects for every one million opportunities, or in other words 99.99966% success.  Similarly, another method of streamlining is Lean, which is avoidance of any process that does not add value to the product. In some companies, a mixture of lean and six sigma, lean six sigma, is utilized. In the medical device/drug industry six sigma started to be used in the early 21st century. In general, the hope is that six sigma will help to build a quality culture when introduced into the company. In the medical device industry field, a possible area of application is dealing with CAPA (Corrective and Preventive Actions). This is a good area where six sigma could be first brought in as a tool to identify any quality issues.  Sometimes the focus on innovation in the medical device industry reduces the focus on other areas of improving profitability and six sigma is a good tool when introduced in such a situation.  

First, it's important to see if Six Sigma methodology is a good fit for your project. What is the objective of this project? Is it to introduce new technology? Is it going to result in changing a job more than 50%?

Medical Device Design for Six Sigma: A Road Map for Safety and Effectiveness presents the complete body of knowledge for Design for Six Sigma (DFSS), as outlined by American Society for Quality, and details how to integrate appropriate design methodologies up front in the design process. DFSS helps companies shorten lead times, cut development and manufacturing costs, lower total life-cycle cost, and improve the quality of the medical devices.

By taking the process control strength of project management and combining it with the troubleshooting strength of Six Sigma, an organization can create a consistent, controlled and predictable process troubleshooting system. The integration can begin with the development of a project life cycle. Implementing the Six Sigma methodology for defining the problem adds statistical knowledge of the problem, reducing the chance of an incorrect assessment of the issue as defined by the customer and scope documents. Using Six Sigma tools will reduce the bias that influences perceptions about a particular problem.

Throughout an organization, Six Sigma is a business practice that attempts to enhance procedures, decrease waste and errors, and boost customer satisfaction. Six Sigma offers a technique to reduce errors and optimize value in any company process, from production to management, and is driven by data and statistical analysis. I discovered that Six Sigma was particularly useful for operations-related projects. Part of the procedures used in operations could be enhanced by modern technology or repetitive processes that could be consolidated somewhere else, giving the current staff more room to perform advanced tasks. Here are some other factors to take into account while applying Six Sigma, in addition to this operational focus: to get rid of waste, including waste of time, materials, and other resources.