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» Products & Services » » Business Operations » Benchmarking and Quality » Quality » Six Sigma » Program Implementation

Combine Six Sigma Participation with Career Incentives to Ensure the System is Internalized and Benefits are Realized

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ID: 3289


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Words: 1,657


Published: Pre-2019


Delivery Format: Online


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
Embed Six Sigma into the criteria of future leadership and establish the
program as part of a succession planning process.
Companies such as General Electric, Motorola and Honeywell look to hire and
promote employees fluent in Six Sigma language and adept at its methodology.
In fact, Six Sigma training is now a prerequisite for advancement within many
companies. In 1998, a year in which GE’s 4,000 Black Belts completed nearly
37,000 quality-improvement projects, the company announced that Six Sigma
knowledge is imperative to executive-level promotions in the company. GE
employees now understand that no one should expect a significant promotion
unless they have been through at least one major Six Sigma project.

Black Belt status is increasingly becoming a marker for those candidates on the
"fast track" for advancement in the company ...

Industries Profiled:
Electronics; Manufacturing


Companies Profiled:
General Electric

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