Numerous quality articles link Jack Welch and GE's success to the implementation of Six Sigma. Some of these same articles quote W. Edwards Deming. For example, in the January 2002 article on Design for Six Sigma (David Treichler and others, "Design for Six Sigma: 15 Lessons Learned," p.33), the authors reference workout and GE's efforts toward worker empowerment. In my opinion, GE represents the management practices Deming preached against, such as the focus on short-term profits and quarterly statements. Deming's 14 points include pride of workmanship, driving out fear and eliminating quotas.I would like to point out some of GE's other "successes":In 1980, the year before Jack Welch took over, GE employed 402,000 people, with 285,000 in the United States. The company had a net profit of 1.5 billion dollars and a revenue of 25 billion dollars. In 2000, GE employed 313,000, with 168,000 in the United States. The company's revenue was 130 billion dollars, with a net profit of 12.7 billion dollars.During Welch's reign, GE's employment picture changed dramatically. Financial services grew fivefold, and GE closed or sold 78 plants in the United States.
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