In an attempt to maximize quality, many companies have recently implemented the principles of Six Sigma, a quality-assurance strategy. Essentially, Six Sigma means a company tries to make error-free products. The proliferation of this management trend is due in large part to Jack Welch, CEO of GE, a company that reported a $2 billion savings in 1999 due to the implementation of Six Sigma. Motorola and Whirlpool have also adopted a Six Sigma strategy. According to a recent Fortune article, “new consultancies have sprung up just to help companies with their own Six Sigma initiatives, and the hype continues to mount. However, there are mixed opinions on whether or not the Six Sigma hype is warranted.”

Six Sigma Problems

The same Fortune article has highlighted a number of problems companies are having with Six Sigma. For example, when Whirlpool became a Six Sigma company, improved business results were not readily apparent. The company’s stock has declined twelve percent nosedive over the past two years. So how could a corporate initiative geared to tackling quality head-on fail? Like this:

by teaching people a complex mind numbing process

the CEO isn’t able to consistently motivate employees

the company allows the initiative to lose momentum before progress has been made

most importantly, the company is in a business in which errors are difficult to track.

DCG’s View

People closet to the problems have the best solutions. Give them the SIMPLE TOOLS necessary to identify and solve their problems, provide them with a louder voice to be heard and the ability and support necessary to IMPLEMENT change.

As the worker speaks louder the boss must listen with a larger pair of ears. In order for the boss to hear they must know the tools so they can support their employees’ efforts.

A sustainable change process requires an equal commitment to change from all levels of the company.‡

- Jennifer Walsh