It’s really gone from a quality program to a productivity program to a customer satisfaction program to changing the fundamental DNA of the company.
In his 1999 letter to shareholders, Jack Welch proudly explained the program’s impact on the company.
During the initial 2 years, he noted, GE had invested some $500 million in training its work force. It had also dedicated some of its best talent, literally thousands of employees, full time to Six Sigma projects.
Nearly every professional worker at GE had become a Green Belt, with 3 weeks of training and one Six ...