Six Sigma was started in Motorola in 1987. In 1986, Bill Smith, a senior engineer and scientist with Motorola’s Communications Division, introduced the concept of Six Sigma in response to the increasing complaints from the field sales force about warranty claims.
He took his idea to the CEO, Bob Galvin, who was struck by Smith’s passion and came to recognize the approach as key to addressing quality concerns. Six Sigma became central to Motorola’s strategy of delivering products that were fit for use by customers.
As a result, in 1988 Motorola became the first company to win the Malcom Baldrige
National Quality Award (Barley, 2002).
Other corporations that have implemented Six Sigma successfully are Allied Signal in financial area in 1994 (now named as HoneyWell), General Electric in services business in 1995 and 3 M in sales and product commercialization.
Started at AlliedSignal (before the company merged with Honeywell in 1999), CEO
Larry Bossidy introduced Six Sigma in 1994 as a business initiative to produce high-level results, improve work processes, expand all employees’ skills and change the corporate culture. With that, the success of Six Sigma program was evidenced by the $2 millionplus in savings and 988 growths in stock price. (American Society for Quality, Feb
2002).
Jack Welch, the CEO of General Electric has chosen Six Sigma Methodology as a business building strategy since 1995. After the implementation of Six Sigma, GE demonstrated the following performance (American Society for Quality, Nov 2001):

Operating margins improving from 13.6% to 18.9%;

Inventory turns moving from 5.8 to 8.5;

Asset efficiency (ratio of plant expenditures to depreciation) moving down toward
1.0; and

Earnings per share doubling over the five years of implementing Six Sigma.
Jack Welch from GE was a believer of quality in the value of quality and in the need for
CEO’s personal commitment to the quality. He also believed the job of leadership is to deliver both the short-term profits and long-term organizational strengths. His strategy to achieve both of these objectives simultaneously is through the pursuit of variation elimination through application of the collection of analytical methods associated with the Six Sigma business improvement process. Jack Welch was the champion to initiate the Six Sigma in GE.

For Motorola, the originator of Six Sigma, the answer to the question "Why Six Sigma?" was simple: survival. Motorola came to Six Sigma because it was being consistently beaten in the competitive marketplace by foreign firms that were able to produce higher quality products at a lower cost . When a Japanese firm took over a Motorola factory that manufactured Quasar television sets in the United States in the 1970s, they promptly set about making drastic changes in the way the factory operated. Under Japanese management, the factory was soon producing TV sets with 1/20 th the number of defects they had produced under Motorola management. They did this using the same workforce, technology, and designs, making it clear that the problem was Motorola's management.
Eventually, even Motorola’s own executives had to admit “our quality stinks,”.
Finally, in the mid 1980s, Motorola decided to take quality seriously. Motorola’s CEO at the time, Bob Galvin, started the company on the quality path known as Six Sigma and became a business icon largely as a result of what he accomplished in quality at
Motorola. Today, Motorola is known worldwide as a quality leader and a profit leader.
After Motorola won the Malcolm Baldrige National Quality Award in 1988 the secret of their success became public knowledge and the Six Sigma revolution was on. Today it's hotter than ever.
It would be a mistake to think that Six Sigma is about quality in the traditional sense.
Quality, defined traditionally as conformance to internal requirements, has little to do with Six Sigma. Six Sigma is about helping the organization make more money. To link this objective of Six Sigma with quality requires a new definition of quality. For Six
Sigma purposes I define quality as the value added by a productive endeavour. Quality comes in two flavors: potential quality and actual quality . Potential quality is the known maximum possible value added per unit of input. Actual quality is the current value added per unit of input. The difference between potential and actual quality is waste . Six
Sigma focuses on improving quality (i.e., reducing waste) by helping organizations produce products and services better, faster and cheaper. In more traditional terms, Six
Sigma focuses on defect prevention, cycle time reduction, and cost savings. Unlike mindless cost-cutting programs which reduce value and quality, Six Sigma identifies and eliminates costs which provide no value to customers: waste costs.
For non-Six Sigma companies, these costs are often extremely high. Companies operating at three or four sigma typically spend between 25 and 40 percent of their revenues fixing problems. This is known as the cost of quality, or more accurately the cost of poor quality. Companies operating at Six Sigma typically spend less than 5 percent of their revenues fixing problems (Figure 1). The dollar cost of this gap can be

huge. General Electric estimates that the gap between three or four sigma and Six Sigma was costing them between $8 billion and $12 billion per year.
Figure 1: Cost of Poor Quality versus Sigma Level
Six Sigma is a rigorous, focused and highly effective implementation of proven quality principles and techniques. Incorporating elements from the work of many quality pioneers, Six Sigma aims for virtually error free business performance. Sigma,  , is a letter in the Greek alphabet used by statisticians to measure the variability in any process.
A company's performance is measured by the sigma level of their business processes.
Traditionally companies accepted three or four sigma performance levels as the norm, despite the fact that these processes created between 6,200 and 67,000 problems per million opportunities! The Six Sigma standard of 3.4 problems per million opportunities is a response to the increasing expectations of customers and the increased complexity of modern products and processes.
If you're looking for new techniques, don't bother. Six Sigma's magic isn't in statistical or high-tech razzle-dazzle. Six Sigma relies on tried and true methods that have been around for decades. In fact, Six Sigma discards a great deal of the complexity that characterized
Total Quality Management (TQM). By one expert's count, there were over 400 TQM tools and techniques. Six Sigma takes a handful of proven methods and trains a small cadre of in-house technical leaders, known as Six Sigma Black Belts, to a high level of proficiency in the application of these techniques. To be sure, some of the methods used by Black Belts are highly advanced, including the use of up-to-date computer technology.
But the tools are applied within a simple performance improvement model known as
DMAIC, or Define-Measure-Analyze-Improve-Control. DMAIC can be described as follows:
D Define the goals of the improvement activity. At the top level the goals will be the strategic objectives of the organization, such as a higher ROI or market share. At the

operations level, a goal might be to increase the throughput of a production department. At the project level goals might be to reduce the defect level and increase throughput. Apply data mining methods to identify potential improvement opportunities.
M Measure the existing system. Establish valid and reliable metrics to help monitor progress towards the goal(s) defined at the previous step. Begin by determining the current baseline. Use exploratory and descriptive data analysis to help you understand the data.
A Analyze the system to identify ways to eliminate the gap between the current performance of the system or process and the desired goal. Apply statistical tools to guide the analysis.
I Improve the system. Be creative in finding new ways to do things better, cheaper, or faster. Use project management and other planning and management tools to implement the new approach. Use statistical methods to validate the improvement.
C Control the new system. Institutionalize the improved system by modifying compensation and incentive systems, policies, procedures, MRP, budgets, operating instructions and other management systems. You may wish to utilize systems such as
ISO 9000 to assure that documentation is correct.
Infrastructure
A very powerful feature of Six Sigma is the creation of an infrastructure to ensure that performance improvement activities have the necessary resources. In this author's opinion, failure to provide this infrastructure is the #1 reason why 80% of all TQM implementations failed in the past. Six Sigma makes improvement and change the fulltime job of a small but critical percentage of the organization's personnel. These full time change agents are the catalyst that institutionalizes change. Figure 2 illustrates the required human resource commitment required by Six Sigma.
Leadership
Six Sigma involves changing major business value streams that cut across organizational barriers. It is the means by which the organization's strategic goals are to be achieved.
This effort cannot be led by anyone other than the CEO, who is responsible for the performance of the organization as a whole. Six Sigma must be implemented from the top-down.

Figure 2: Six Sigma Infrastructure
Champions and Sponsors
Six Sigma champions are high-level individuals who understand Six Sigma and are committed to its success. In larger organizations Six Sigma will be led by a full time, high level champion, such as an Executive Vice-President. In all organizations, champions also include informal leaders who use Six Sigma in their day-to-day work and communicate the Six Sigma message at every opportunity. Sponsors are owners of processes and systems who help initiate and coordinate Six Sigma improvement activities in their areas of responsibilities.
Master Black Belt
This is the highest level of technical and organizational proficiency. Master Black Belts provide technical leadership of the Six Sigma program. Thus, they must know everything the Black Belts know, as well as understand the mathematical theory on which the statistical methods are based. Master Black Belts must be able to assist Black Belts in applying the methods correctly in unusual situations. Whenever possible, statistical training should be conducted only by Master Black Belts. Otherwise the familiar
“propagation of error” phenomenon will occur, i.e., Black Belts pass on errors to green belts, who pass on greater errors to team members. If it becomes necessary for Black

Belts and Green Belts to provide training, they should do only so under the guidance of
Master Black Belts. For example, Black Belts may be asked to provide assistance to the
Master during class discussions and exercises. Because of the nature of the Master’s duties, communications and teaching skills are as important as technical competence.
Black Belt
Candidates for Black Belt status are technically oriented individuals held in high regard by their peers. They should be actively involved in the process of organizational change and development. Candidates may come from a wide range of disciplines and need not be formally trained statisticians or engineers. However, because they are expected to master a wide variety of technical tools in a relatively short period of time, Black Belt candidates will probably possess a background including college-level mathematics and the basic tool of quantitative analysis. Coursework in statistical methods may be considered a strong plus or even a prerequisite. As part of their training, Black Belts receive 160 hours of classroom instruction, plus one-on-one project coaching from Master Black Belts or consultants.
Successful candidates will be comfortable with computers. At a minimum, they should understand one or more operating systems, spreadsheets, database managers, presentation programs, and word processors. As part of their training they will be required to become proficient in the use of one or more advanced statistical analysis software packages. Six
Sigma Black Belts work to extract actionable knowledge from an organization’s information warehouse. To ensure access to the needed information, Six Sigma activities should be closely integrated with the information systems (IS) of the organization.
Obviously, the skills and training of Six Sigma Black Belts must be enabled by an investment in software and hardware. It makes no sense to hamstring these experts by saving a few dollars on computers or software.
Green Belt
Green Belts are Six Sigma project leaders capable of forming and facilitating Six Sigma teams and managing Six Sigma projects from concept to completion. Green Belt training consists of five days of classroom training and is conducted in conjunction with Six
Sigma projects. Training covers project management, quality management tools, quality control tools, problem solving, and descriptive data analysis. Six Sigma champions should attend Green Belt training. Usually, Six Sigma Black Belts help Green Belts define their projects prior to the training, attend training with their Green Belts, and assist them with their projects after the training.

Staffing Levels and Expected Returns
As stated earlier in this article, the number of full time personnel devoted to Six Sigma is not large. Mature Six Sigma programs, such as those of Motorola, General Electric,
Johnson & Johnson, AlliedSignal, and others average about one-percent of their workforce as Black Belts. There is usually about one Master Black Belts for every ten
Black Belts, or about 1 Master Black Belt per 1,000 employees. A Black Belt will typically complete 5 to 7 projects per year. Project teams are led by Green Belts, who, unlike Black Belts and Master Black Belts, are not employed full time in the Six Sigma program. Black Belts are highly prized employees and are often recruited for key management positions elsewhere in the company. After Six Sigma has been in place for three or more years, the number of former Black Belts tends to be about the same as the number of active Black Belts.
Estimated savings per project varies from organization to organization. Reported results average about US$150,000 to US$243,000. Note that these are not the huge megaprojects pursued by Re-engineering. Yet, by completing 5 to 7 projects per year per Black
Belt, the company will add in excess of US$1 million per year per Black Belt to its bottom line. For a company with 1,000 employees the numbers would look something like this:
Master Black Belts: 1
Black Belts: 10
Projects: = 50 to 70 (5 to 7 per Black Belt)
Estimated saving: US$9 million to US$14.6 million (US$14,580 per employee)
Do the math for your organization and see what Six Sigma could do for you. Because Six
Sigma savings impact only non-value added costs, they flow directly to your company's bottom line.
Implementation of Six Sigma
After over two decades of experience with quality improvement, there is now a solid body of scientific research regarding the experience of thousands of companies implementing major programs such as Six Sigma. Researchers have found that successful deployment of Six Sigma involves focusing on a small number of high-leverage items.
The steps required to successfully implement Six Sigma are well-documented.
1. Successful performance improvement must begin with senior leadership. Start by providing senior leadership with training in the principles and tools they need to prepare their organization for success. Using their newly acquired knowledge, senior leaders direct the development of a management infrastructure to support
Six Sigma. Simultaneously, steps are taken to "soft-wire" the organization and to

cultivate an environment for innovation and creativity. This involves reducing levels of organizational hierarchy, removing procedural barriers to experimentation and change, and a variety of other changes designed to make it easier to try new things without fear of reprisal.
2. Systems are developed for establishing close communication with customers, employees, and suppliers. This includes developing rigorous methods of obtaining and evaluating customer, employee and supplier input. Base line studies are conducted to determine the starting point and to identify cultural, policy, and procedural obstacles to success.
3.
Training needs are rigorously assessed. Remedial skills education is provided to assure that adequate levels of literacy and numeracy are possessed by all employees. Top-to-bottom training is conducted in systems improvement tools, techniques, and philosophies.
4.
A framework for continuous process improvement is developed, along with a system of indicators for monitoring progress and success. Six Sigma metrics focus on the organization's strategic goals, drivers, and key business processes.
5.
Business processes to be improved are chosen by management, and by people with intimate process knowledge at all levels of the organization. Six Sigma projects are conducted to improve business performance linked to measurable financial results. This requires knowledge of the organization's constraints.
6.
Six Sigma projects are conducted by individual employees and teams led by
Green Belts and assisted by Black Belts.
Although the approach is simple, it is by no means easy. But the results justify the effort expended. Research has shown that firms that successfully implement Six Sigma perform better in virtually every business category, including return on sales, return on investment, employment growth, and share price increase. When will you be ready to join the Six Sigma revolution?
The traditional quality model of process capability differed from Six Sigma in two fundamental respects:
1.
It was applied only to manufacturing processes, while Six Sigma is applied to all important business processes.
2.
It stipulated that a "capable" process was one that had a process standard deviation of no more than one-sixth of the total allowable spread, where Six

Sigma requires the process standard deviation be no more than one-twelfth of the total allowable spread.
These differences are far more profound than one might realize. By addressing all business processes, Six Sigma not only treats manufacturing as part of a larger system, it removes the narrow, inward focus of the traditional approach. Customers care about more than just how well a product is manufactured. Price, service, financing terms, style, availability, frequency of updates and enhancements, technical support, and a host of other items are also important. Also, Six Sigma benefits others besides customers. When operations become more cost-effective and the product design cycle shortens, owners or investors benefit too. When employees become more productive their pay can be increased. Six Sigma’s broad scope means that it provides benefits to all stakeholders in the organization.
The second point also has implications that are not obvious. Six Sigma is, basically, a process quality goal, where sigma is a statistical measure of variability in a process. As such it falls into the category of a process capability technique. The traditional quality paradigm defined a process as capable if the process natural spread, plus and minus Three
Sigma, was less than the engineering tolerance. Under the assumption of normality, this
Three Sigma quality level translates to a process yield of 99.73%. A later refinement considered the process location as well as its spread and tightened the minimum acceptance criterion so that the process mean was at least four sigma from the nearest engineering requirement. Six Sigma requires that processes operate such that the nearest engineering requirement is at least Six Sigma from the process mean.
Six Sigma also applies to attribute data, such as counts of things gone wrong. This is accomplished by converting the Six Sigma requirement to equivalent conformance levels, as illustrated in Figure 3.3.
One of Motorola’s most significant contributions was to change the discussion of quality from one where quality levels were measured in percent (parts-per-hundred), to a discussion of parts-per-million or even parts-per-billion. Motorola correctly pointed out that modern technology was so complex that old ideas about "acceptable quality levels" could no longer be tolerated. Modern business requires near perfect quality levels.

Figure 3.3. Sigma levels and equivalent conformance rates.
One puzzling aspect of the "official" Six Sigma literature is that it states that a process operating at Six Sigma will produce 3.4 parts-per-million (PPM) non-conformances.
However, if a special normal distribution table is consulted (very few go out to Six
Sigma) one finds that the expected non-conformances are 0.002 PPM (2 parts-per-billion, or PPB). The difference occurs because Motorola presumes that the process mean can drift 1.5 sigma in either direction. The area of a normal distribution beyond 4.5 sigma from the mean is indeed 3.4 PPM.
Since control charts will easily detect any process shift of this magnitude in a single sample, the 3.4 PPM represents a very conservative upper bound on the non-conformance rate. See Appendix Table 18.
In contrast to Six Sigma quality, the old Three Sigma quality standard of 99.73% translates to 2,700 PPM failures , even if we assume zero drift. For processes with a series of steps, the overall yield is the product of the yields of the different steps. For example, if we had a simple two step process where step #1 had a yield of 80% and step #2 had a yield of 90%, then the overall yield would be 0.8 x 0.9 = 0.72 = 72%. Note that the overall yield from processes involving a series of steps is always less than the yield of the step with the lowest yield. If Three Sigma quality levels (99.97% yield) are obtained from every step in a ten step process, the quality level at the end of the process will contain
26,674 defects per million! Considering that the complexity of modern processes is

usually far greater than ten steps, it is easy to see that Six Sigma quality isn’t optional; it’s required if the organization is to remain viable .
The requirement of extremely high quality is not limited to multiple-stage manufacturing processes. Consider what Three Sigma quality would mean if applied to other processes:
 Virtually no modern computer would function.


10,800,000 healthcare claims would be mishandled each year.
18,900 US Savings bonds would be lost every month.


54,000 checks would be lost each night by a single large bank.
4,050 invoices would be sent out incorrectly each month by a modest-sized telecommunications company.


540,000 erroneous call details would be recorded each day from a regional telecommunications company.
270,000,000 (270 million) erroneous credit card transactions would be recorded each year in the United States.
With numbers like these, it’s easy to see that the modern world demands extremely high levels of error free performance . Six Sigma arose in response to this realization.

By Paul Keller, author of Six Sigma Deployment: A guide for implementing
Six Sigma in your organization .
As Six Sigma becomes more mainstream in Fortune 500 companies, many small to mid-sized companies are asking if a Six Sigma deployment is right for them.
Six Sigma offers many small and medium sized companies the same benefits as larger companies: an improved bottom line. Most companies today operate at a
Sigma Level between three sigma and four sigma, where the cost of quality is 15 to 25% of revenue. (See graph below). As the company moves to Six Sigma
Quality Levels, their Cost of
Quality decreases to a level of one to two percent.
These dramatic cost savings come as their quality costs move from
“Failure Costs”
(such as warranty repair, customer complaints, etc.) to “Prevention Costs” (things like reliability analysis in design, or customer surveys to reveal requirements). The road from five Sigma to Six Sigma is the most difficult journey, with emphasis on designing processes and products with Six Sigma defect levels in mind from the start.
The three Sigma organization's wasted Failure Cost dollars go directly to the Six
Sigma organization's bottom line, to be re-invested in value-added activities that boost sales. So while the three Sigma organization is forever in “catch up” or
“fire-fighting” mode, the Six Sigma organization is able to fully utilize its resources . This infusion of capital helps the sales side of the equation, so Cost of
Quality as a percent of revenue drops that much quicker.
The deployment strategies are basically the same. At the Executive level, the Six
Sigma program is planned and deployed, large-scale business analysis is performed, and Black Belt projects are selected to meet the critical needs of the business. Larger scale projects are broken down to Black Belt projects that can be completed in reasonable time with agreed upon benefits to cost, quality and/or schedule. Black Belt projects are also proposed at the process level by those familiar with process problems or inefficiencies, then approved by sponsors at a higher level.

Deployment is scaled based on the number of employees. A good rule of thumb is that the mature Six Sigma organization will develop about 1% of their work force as full-time Black Belts, although it's not uncommon to start with about
0.5%. Company culture, organizational structure and facility location may also influence the scale of the deployment.
A critical challenge for any organization in deploying Six Sigma is resource allocation: Our people already feel overworked . In many smaller organizations, this is complicated because employees "wear several hats," usually because each function can't be cost-justified as a full-time position. Furthermore, many of these functions include tasks that are critical to the daily operations, not just the longer-term survival of the firm. Managers may question how they can afford to
"lose" key people to the Black Belt role.
The key to resource allocation is the realization that the Six Sigma program will very quickly pay for itself. When you consider the huge amount of waste in a three sigma organization (25% of revenue), you understand that there are tremendous opportunities for these organizations. You can even argue that many of these opportunities exist simply because of your resource constraints: people know the problem exists, have a good understanding of potential solutions, yet lack the time to investigate and deploy the best solution. Only by diverting, or adding, resources to the system can we reduce the waste and improve profitability.
The median Six Sigma project for companies at the three to four Sigma level benefits the company $150-$250k (over the course of a year) and lasts three to five months. Interestingly enough, these savings hold as true for $50M manufacturing firms as for $100B service firms, since they are by design. That is, projects are scoped to conclude within this time frame, then prioritized based on various factors, usually with preference given to monetary return. Given that 25% of the revenue is available for projects selection, there are an ample number of projects given the limited amount of Black Belts, even in the relatively small
$50M business. Bear in mind that as full-time resources, Black Belts can generally work several projects at a time after their initial training period.
Although there are "start-up" costs to the deployment, including training, leadership alignment and customer focus, a properly designed and deployed Six
Sigma program should provide ample cost benefits rather quickly, even for smaller companies.

By Terence T. Burton
This is a familiar question that is often addressed by organizations. In fact, it's the wrong question. These concepts are nothing more than tools in your management toolbox. You don't fix a watch with a hammer, and you get the same results when you deploy Six Sigma, Lean, and Kaizen incorrectly. The fact is, a business problem is a business problem, and it needs to be fixed.
Understanding the application of these tools to various improvement opportunities is the key to success. Figure 1 provides a perspective on how to integrate Six Sigma, Lean, and Kaizen into a total business improvement strategy.
People spend months drilling the Six Sigma process and statistical tools into their heads until they look at every situation as a Six Sigma problem. Why not? It was a very successful and rewarding experience for these individuals. But it's also easy to make mountains out of molehills. You don't want the organization running around performing DOEs on the internal mail system or the quality of cafeteria food. On the other extreme, some high anxiety managers tend to look at very complex process variation or larger scale strategic problems as a Kaizen Blitz that can be fixed by tomorrow. They're looking for instantaneous improvements in more complex areas such as variance reduction, customer returns, or forecast accuracy. For these situations, one question to reflect upon is "How long did it take us to get into this situation?"
The most important driver of breakthrough improvement is leadership, creativity, and innovation . Executives must lead and mentor their people in the right directions and assure that their actions are linked to strategic performance. They need to deploy limited resources to the highest impact areas and not try to solve every problem in the company. To accomplish this, they need to understand Six

Sigma, Lean, Kaizen, and other improvement methodologies, and how to integrate these tools into an overall business improvement strategy.
Refer to the framework in Figure 1: "Integration of Six Sigma, Lean and Kaizen."
Every strategic improvement initiative requires the following infrastructure shell:
Leadership, Creativity, and Innovation
This element aligns strategy and deployment, mentors the organization through the right execution path, and drives cultural change. When the leadership team understands Six Sigma, Lean, and Kaizen they can provide clearer focus on what needs to be done to improve profitability and competitiveness.
Teaming and Employee Involvement
This element provides the connection between concept and reality. People understand the need to change, they are equipped with the right tools, and they are empowered to take action.
Closed-Loop Performance
This element pegs accountability and process ownership. Real time performance measurement also allows people to better understand the cause-and-effect relationship between their actions and the improvement goals.
Some improvement opportunities are fruit on the ground or low hanging fruit, and can be harvested through several quick-strike Kaizen Blitz efforts. These are the obvious localized no-brainers that we trip over everyday. The solution is not rocket science. It is simplicity, action, and common sense.
As you move from left to right in Figure 1, the scope and complexity of the improvement opportunity increases, but so do the potential benefits. Lean
Manufacturing typically focuses on speed, elimination of waste, standardization, and flexibility/ responsiveness . Most Lean efforts begin on the production floor, however, the philosophy and tools are equally applicable in "soft process" areas such as new product development, distribution/ logistics, supply chain management, accounting/ finance, and customer service.
On the right side of Figure 1 is Six Sigma . These are the highest impact opportunities because we are deep core drilling into the hidden Cost Of Poor
Quality (COPQ) . Making a dent in these areas often results in cost reductions of
2%-7% of annual revenues for successful organizations. Six Sigma is a datadriven methodology that strives for perfection in the organization's entire value chain. Six Sigma examines variation and root causes of current performance, with a focus not only on the production floor, but on all key business processes.
With Six Sigma, the entire organization is placed under the microscope. The methodology and statistical tools provide structure, discipline, and a logical progression for achieving breakthrough improvements.

For more than a decade, publications such as Fortune, Business Week, and hundreds of books have stressed the human side of change , infrastructure, customer focus, boundary less and learning organizations, innovation and out-ofbox thinking, and cultural transformation . Executives continue to send their employees off to Six Sigma, Lean, or Kaizen boot camps to learn the tools, but they are often disappointed with the lack of results. Executives who develop a working knowledge of Six Sigma, Lean, and Kaizen are much better prepared to build the right infrastructure and lead their organizations to both financial and human success.
About The Author
Terence T. Burton is President of The Center for Excellence in Operations, Inc.
in
Bedford, New Hampshire. Mr. Burton can be contacted by email at burton@ceobreakthrough.com
or by telephone at (603) 471-0300.