When launching General Electric's quality effort in 1995, Jack Welch, the then chairman and legendary champion for the cause of Six Sigma, strongly encouraged his chief employees to become "passionate lunatics" about Six Sigma. Welch's adoption of Six Sigma, and General Electric's ensuing success, greatly contributed to Six Sigma's recognition as a powerful method for business improvement in organizations. So, what is Six Sigma and why do so many successful organizations attribute their success to it? This course largely deals with answering these questions. The course traces Six Sigma's roots in traditional quality concepts, but also shows that it is not just about quality; it is also a metric, a philosophy, a balanced scorecard, and a quality management system. This course demonstrates how to estimate Sigma level and how Six Sigma methodologies are strategically applied to a broad array of manufacturing and service organizations. The course also explores Six Sigma business goals and the mission critical role of Champions for achieving these goals.
Members of top management, vice-presidents, directors, divisional managers and senior functional managers selected to work directly as champions or potential champions. Champions include those people who own the processes to be improved, make resources available, evaluate financial cost justifications, and supervise the individuals selected as Black Belts and Green Belts.