![]() ![]() ![]() From the suppliers to the assembly line personnel, everyone integrated the methodology into their roles. The second, “Everybody Plays”, sought to bring Six Sigma business improvement processes to all product line components. This included removing workplace production defects, while also improving quality and productivity. The first, “Show Me the Money”, brought focus to cutting costs in specific price-sensitive markets. One key aspect to General Electric’s success was their three specific approaches. Furthermore, any employee seeking a promotion would have to be Six Sigma Green Belt certified. Immediately, senior executives had a motive to encourage their employees to perfect their Six Sigma skill sets and improve their production quality. In conjunction with thorough, routine training for most employees, Welch gained the support of upper level management and executives by linking their bonuses to quality improvement. Additionally, lower certification levels, such as Green Belts, assisted in numerous projects as team members and the workforce. Likewise, the trained employees would then qualify as Black Belts and could manage other Six Sigma projects throughout the company. ![]() ![]() Master Black Belt Six Sigma certified professionals were hired for full-time mentor roles who trained and managed fellow employees. Just as you will see with other companies, mentoring was a major variable for General Electric’s success. However, Welch alone did not implement Six Sigma across the entire corporation. Like other successful Six Sigma companies, such as Motorola, Welch also required employees to complete follow-up training courses to perfect their current skill sets. Additionally, every employee was expected to complete a certified Six Sigma project by 1998. For General Electric, Welch began implementation by requiring nearly every employee to partake in a 2-week, 100 hour Six Sigma training program. Without strict discipline, training, and project management, your company will not reap the magnitude of benefits you might expect. The success of Six Sigma depends almost solely on its implementation into the company. The Implementation of Six Sigma in General Electric (GE) Training Likewise, this degree of defects insured near-perfection in all production processes. Specifically, 3.4 defects for every million products produced. Six Sigma aims at achieving a certain degree of production defects. Like most executives, Welch’s motivation behind implementing the methodology was to improve the quality of the company’s products to be better than their competitors. In 1995, CEO Jack Welch made it his priority to turn General Electrics into a Six Sigma practicing corporation within five years. As a methodology that follows a strictly disciplined approach with aspirations to achieving perfection, it’s no surprise Six Sigma has proven to be successful in corporate restructure, organization, and process improvement. From improving production efficiency, decreasing byproduct waste, and increasing revenue, executives look to Six Sigma to better their business practices. Lean Fundamentals Blended Training and CertificationĬompanies globally choose to implement the Six Sigma business improvement methodology into their businesses for a multitude of reasons.Lean Six Sigma Green Belt Blended Training and Certification.Six Sigma Virtual Instructor-led Training. ![]()
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