Chapter 3. Six SigmaThe Future: Reduced Risks and Improved Returns
The previous chapter showed how Motorola took Six Sigma beyond its origins as a technique for improving quality and reducing costs of poor quality. The experience gained through working with other Six Sigma practitioners such as General Electric allowed Motorola to consider the bigger picture through the use of balanced scorecards. Six Sigma is not just for quality anymore. The Six Sigma model that includes Alignment around scorecards, Mobilized Six Sigma teams, and Accelerated results within a Governance framework serves as a powerful technique for executing strategy. Strategy execution has shifted Six Sigma's focus away from simply reducing defects toward reducing variation around business goal accomplishment.While Six Sigma is currently recognized as a powerful technique, we believe it has even greater future potential. Motorola recently started applying Six Sigma to more important and complex business problems than traditional manufacturing or service improvements. In this chapter, we begin by sharing an innovation that is just starting to pay off at Motorolathe power of our Leadership Supply process. Next, we'll share how we're evolving the next generation of Six Sigma toward shareholder value. Most significantly, we believe Six Sigma provides several important clues for improving trust of Wall Street's financial figuresso important in the postEnron, Global Crossing, and WorldCom era.
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