By Keki Bhote
''Six Sigma all started as a progressive caliber software at Motorola, won repute as a robust driving force of rate reductions at GE, and has spawned a whole of courses and experts, many peddling a watered-down model of the unique Motorola Six Sigma method. Now, Keki Bhote, one of many founders of Six Sigma, faucets into the pains and rewards of this leap forward technique - yet strikes it past mere caliber to target overall company excellence in 12 key components. From shopper loyalty to management to provide chain administration, ''The final Six Sigma'' offers the recommendations and metrics had to degree luck, and provides self-assessment audits to aid readers make sure that they're getting it correct. Case reports illustrate how Six Sigma has been effectively applied in every one key area''
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Extra info for The Ultimate Six Sigma: Beyond Quality Excellence
Anderson of Whirlpool, Brian McGuire of Harley Davidson, and Vice President Christian Gianni of Fisher and Paykel in New Zealand. I owe special thanks to Ratan Tata, Chairman of Tata Industries, India’s largest corporation, for introducing the spirit and substance of my Ultimate Six Sigma in several of his divisions, especially at the Tata Engineering and Locomotive Co. (TELCO), which has the distinction of manufacturing India’s popular car—the Indica—with 100 percent India fabricated parts. Under the brilliant leadership of Vice President Nath and Ramesh Parkhi, TELCO became an Ultimate Six Sigma benchmark in India.
This oil equipment company was among the first companies to win the Malcolm Baldrige National Quality Award. It became a quality role model. Two years later, as the cost of its quality obsession soared, it filed for Chapter 11 bankruptcy. ) ❖ United Parcel Service (UPS): Fast Delivery Results in Loss of Market Share. UPS linked its quality efforts to fast delivery. Detailed time-andmotion studies became its definition of quality. UPS knew exactly how long it took for customers to answer their doorbells.
At most, it extends training and quality auditing for its suppliers. It does not address partnership with suppliers and does not extend real help to them. , distributors and dealers). It does so by: ❖ Advocating and strengthening outsourcing—not just at the piecepart level but at the black-box level, including design ❖ Strengthening true partnership with suppliers, not just in name, but in fact ❖ Creating a viable infrastructure for supply chain management ❖ Rendering active, concrete help to suppliers in return for continual quality, cost, and cycle-time improvement ❖ Using the principle of cost as a ceiling for a customer company and profits as a floor for a supplier company The case study of a benchmark company in the area of supply chain management is Toyota.