I found James Lucas' article "The Essential Six Sigma" (January 2002, p.27) both dated and inaccurate. Though I applaud him for accurately describing the generic implementation plan and summing up the effects of Six Sigma as success breeds success, he did present the following inaccuracies in the article:1. General Electric's (GE's) Six Sigma system is of little use outside GE. Only a handful of consultants successfully practice this approach because it lacks an adequate infrastructure to succeed outside GE's rigid corporate systems.2. Total quality management (TQM) and Six Sigma are totally separate initiatives. The former failed, and the latter, when properly taught, is succeeding.3. GE used a fragmented approach to Six Sigma training and applies different curricula to different portions of its organization. This inhibits the ability of Master Black Belts (MBB) and Black Belts (BB) to move within GE.
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