The Six Sigma Revolution: How General Electric and Others Turned Process into Profits

Citation

(2002), "The Six Sigma Revolution: How General Electric and Others Turned Process into Profits", Measuring Business Excellence, Vol. 6 No. 3. https://doi.org/10.1108/mbe.2002.26706cae.007

The Six Sigma Revolution: How General Electric and Others Turned Process into Profits

G. EckesWiley2001ISBN: 047138822X$29.95

Provides muscle and blood to internalize process management and process improvement at an organizational level. Starts with steps to initiate Six Sigma at the strategic level, including the creation of strategic business objectives, the creation of processes and process owners, and the determination of the measurements data to be collected and analysis required. Shows that, at the tactical level, a project team will follow the define, measure, analyze, improve and control (DMAIC) cycle to manage the improvement. Argues that, for quality to survive as a profession, quality professionals need to enlarge their vision of general business issues and use quality techniques to serve their business purposes.