The Six Sigma Revolution
Author: George Eckes
Applying this revolutionary management strategy to drive positive change in an organizationCurrently
exploding onto the American business scene, the Six Sigma methodology fuels improved effectiveness
and efficiency in an organization; according to General Electric's Jack Welch, it's the "most important
initiative [they] have ever undertaken." Written by the consultant to GE Capital who helped implement Six
Sigma at GE and GE's General Manager of e-Commerce, Making Six Sigma Last offers businesses the
tools they need to make Six Sigma work for them--and cultivate long-lasting, positive results. Successful
Six Sigma occurs when the technical and cultural components of change balance in an organization; this
timely, comprehensive book is devoted to the cultural component of implementing Six Sigma, explaining
how to manage it to maintain that balance. The authors address how to create the need for Six Sigma;
diagnose the four types of resistance to Six Sigma and how to overcome them; manage the systems and
structures; and lead a Six Sigma initiative. This book applies the Six Sigma approach to business
operations across the organization--unlike other titles that focus on product development. Plus, it provides
strategies, tactics, and tools to improve profitability by centering on the relationship between product
defects and product yields, reliability, costs, cycle time, and schedule.George Eckes (Superior, CO) is
the founder and principal consultant for Eckes & Associates. His clients include GE Capital, Pfizer,
Westin, Honeywell, and Volvo. Eckes has published numerous papers on the topic of performance
improvement and is the author of The Six Sigma Revolution: How General Electric and Others Turned
Process into Profits (0-471-38822-X) (Wiley).
The Six Sigma Revolution chronicles the pragmatic
journey through a new management approach that is helping drive improved
productivity and profits.
Six Sigma is a quantitative approach that fuels improved effectiveness
and efficiency in an organization. This approach was first created in
the 1980s by Motorola. Then, in the 1990s, companies like AlliedSignal
and General Electric contributed to making Six Sigma the most popular
quality improvement methodology in history.
This book is different than any other on the market. Rather than tout
how important Six Sigma is, The Six Sigma Revolution addresses
those executives and implementers interested in creating and sustaining
a Six Sigma initiative in their organization.
This book begins with a discussion of the quality movement in the
twentieth century, describing the limitations with previous efforts, and
how Six Sigma came to be the management approach of choice for those
interested in making their organizations world class.
What makes Six Sigma different, in part, is its focus on the involvement
of management at all levels of an organization. This book addresses the
elements management must institute to create an infrastructure for Six
Sigma to work.
The second major component of Six Sigma addresses the tactics that drive
improved effectiveness and efficiency in an organization. This method
uses a simple but detailed approach to improve the performance of
The journey through the tactical aspects of Six Sigma begins with how to
charter teams so they are working on processes that directly impact the
strategic business objectives of the organization. Later chapters
address how to calculate sigma at the process level, how to create
specific, measurable problem statements that the project team will then
attempt to improve, as well as how to utilize the analysis and
improvement tools that will assist teams in their efforts to improve
sigma performance. The final tactical chapter describes how a team
transfers an improved process so that improvement will be sustained over
Another aspect of this book that you will not see elsewhere is the
recognition of managing cultural change in the Six Sigma initiative. Six
Sigma initiatives involve a cultural transformation toward managing with
facts and data. For some organizations, this transformation will be a
dramatic change from current management methods. It is probable that
there will be resistance. This book addresses four major types of
resistance, indicating how to diagnose the type of resistance and then
providing strategies to overcome resistance.
The later chapters provide both executives and implementers with methods
on how to sustain Six Sigma initiatives. The reader will learn how to
create and manage Business Quality Councils where management has
continuing responsibilities for the success of Six Sigma within their
organization. We discuss how to change the systems and structures of an
organization so that Six Sigma is successful.
Finally, the last chapter addresses 10 ways in which Six Sigma
initiatives fail. Each failure is discussed to illustrate how to
overcome failure to create a Six Sigma success story.
Copyright © 2001 by George Eckes
"Eckes has turned this cutting edge management approach into easy-to-understand language..."