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摩托罗拉于1987年开始实行六西格玛管理法,10年间省去开支150亿美元;美国通用电气通过六西格玛管理,1999年的直接利益是节省开支20亿美元;索尼、东芝、科达、西门子、诺基亚……20％以上的财富500强已通过六西格玛创造出难以估量的价值。 随着中国加入WTO,中国企业与国际接轨,成为“世界工厂”。面对波涛汹涌的国际化竞争,如何提高质量成为塑造国际竞争力的重要因素。六西格玛管理像一只“看不见的手”决定着企业的命运与兴衰。品质、创新、品牌,价格……如何将六西格玛成功引入华夏大地,并将其有效地本土化应用,成为国内企业皮对全球化竞争时面临的重要课题。
Motorola introduced the Six Sigma approach in 1987, saving $ 15 billion over a 10-year period. General Electric, through Six Sigma administration, saved $ 2 billion in direct expenses in 1999; Sony, Toshiba, Kodak, Siemens, Nokia ... More than 20% of Fortune 500 companies have created incalculable value through Six Sigma. With China's accession to the WTO, Chinese enterprises have become “world factories” in line with international standards. In the face of choppy international competition, how to improve quality has become an important factor shaping the international competitiveness. Six Sigma management like an “invisible hand” determines the fate and rise and fall of an enterprise. Quality, innovation, brand, price ... How to successfully introduce Six Sigma into the vast land of China and effectively localize it has become an important issue faced by domestic enterprises in their competition for globalization.