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BUILDING THE SIX SIGMA INFRASTRUCTURE
Table 1.1. How sta¡ functions are changing. From Hutton, D.W. (1994). The Change Agent’s Handbook: A Survival Guide for Quality Improvement Champions. Page 220. Copyright # 1994 by David W. Hutton. Reprinted with permission. FROM
TO
Role
CustomerLfor information, evidence, and reports from others
SupplierLof information, expertise, and other services
Strategy
ControlLby imposition of policies and procedures, and by audit and inspection
SupportLby gearing e¡orts to the needs of others Self-control by client
Goal
DepartmentalLachievement of departmental objectives
Collective achievement of the organization’s objectives
Style of working with others
Competitive, adversarial
Integrating, collaborative
Focus of attention
Some aspects of outcomes; for example, product quality, ¢nancial results
The relationship between the entire underlying process and the achievement of all the desired outcomes
Some pieces of the process; for example, adherence to policy and procedure Image
Regulator, inspector, policeman
Educator, helper, guide
IMPLEMENTING SIX SIGMA After nearly two decades of experience with Six Sigma and TQM, there is now a solid body of scientific research regarding the experience of thousands of companies implementing major programs such as Six Sigma. Researchers