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　　The extraordinary breakthrough management program--heralded by

GE, Motorola, and AlliedSignal--that is sweeping corporate America

with its unprecedented ability to achieve superior financial

results.

Six Sigma is the most powerful breakthrough management tool ever

devised, promising increased market share, cost reducti***, and

dramatic improvements in bottom-line profitability for companies of

any size. The darling of Wall Street, it has become the mantra of

Fortune 500 boardrooms around the world because it works.

What is Six Sigma? It is first and foremost a business process

that enables companies to increase profits dramatically by

streamlining operati***, improving quality, and eliminating defects

or mistakes in everything a company does, from filling out purchase

orders to manufacturing airplane engines. While traditional quality

programs have focused on detecting and correcting defects, Six

Sigma encompasses something broader: It provides specific methods

to re-create the process itself so that defects are never produced

in the first place.

Most companies operate at a three- to four-sigma level, where the

cost of defects is roughly 20 to 30 percent of revenues. By

approaching Six Sigma--fewer than one defect per 3.4 million

opportunities--the cost of quality drops to less than 1 percent of

sales.

This is because the highest quality also results in the lowest

costs. When GE 　　reduced its costs from 20 percent to less than 10

percent, it saved a billion dollars in just two years--money that

goes directly to the bottom line. This is the reason Wall Street

and corporati*** as diverse as Sony, Ford, Nokia, Texas

Instruments, Canon, Hitachi, Lockheed Martin, American Express,

Toshiba, DuPont, and Polaroid have embarked on corporate-wide Six

Sigma programs.

Six Sigma should be of paramount importance to every

forward-thinking executive and manager determined to make their

company world-class in their industry.

Preface: The Six Sigma Phenomenon

　1. Why Six Sigma?

　2. The Yellow Brick Road

　3. Being Better Is Cheaper

One Company's Experience:General Electric 2000

　4. Benchmarking: Discovering Who Is Really Best

　5. Changing What Companies Measure: A Six Sigma Credo

　6. Unmasking the Hidden Factory

One Companys's Expreience:Polaroid Flashes Back

　7. The Breakthrough Strategy

　8. Measuring Performance on the Sigma Scale

One Companys's Experience:How General Electric Unsed Six Sigma to

Desing a Multimillion-Dollar Product

　9. Implementation and Deployment

　10. The Six Sigma Players:Champi***, Master Black Belt Black

Belts, and Green

　11. Six Sigma Black Belts

One Companys's Experience:Alliedsignal's Jorney to six sigma

　12. Six Sigma and the Service Industry

　　Mikel Harry is the founder and chief executive officer of the

Six Sigma Academy, Inc. He was one of the original architects of

Six Sigma while working at Motorola in the 1980s. He later served

as corporate vice president at Asea, Brown, Boveri, Ltd. He

received his B.S. and M.A. in technology at Ball State University,

and a Ph.D. at Arizona State University.

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