Implementation and Institutionalization

摘要

In 1997, General Electric reported it broke through the "impossible 15% level" after decades of operating margins around 10%. GE also says Six Sigma delivered more than $300 million to its operating income for the year. After a little more than two years of Six Sigma deployment, GE had almost 4,000 full-time Black Belts (BBs) and Master Black Belts (MBBs) and more than 60,000 Green Belt (GB) project leaders who had completed at least one project. This is what can happen when an organization the size of GE throws its considerable resources and focus into a program. These are the types of numbers "C" level management (CEO, COO and CIO, for example) hopes for when it sets out on any new initiative, not just Six Sigma. These types of numbers will thrust the initiative into the spotlight. However, the numbers are a double-edged sword.