Outside of their jobs, employees make important decisions every day. They
vote on community issues. They help teach their children new skills. They
purchase homes and cars and life insurance. But on the job, how many people are
allowed to make important decisions about their work? How many people have input
into how they do their own jobs, lead a team, find out what their customers need
or make decisions about what will work better for their customers?
In its optimum form, Six Sigma is anything but simple or practical. Given its considerable upfront cost and ongoing complexity, it’s best viewed as a results-driven expedition of Homeric scope, one where the final destination is 3.4 defects per million opportunities. It’s not a journey for the faint-hearted. You must be seriously committed to pursuing it for the long term, or you’ll never recoup your sizable upfront investment, let alone enjoy a net return.