Generally, Six Sigma has been far more successful than TQM was. There are several reasons
for this, principal among them being the strong focus on projects that positively impact business
financial performance. When quality improvement projects result in real savings, expanded
sales opportunities, or documented improvements in customer satisfaction, upper management
pays attention. Then business leaders are more likely to be fully involved, to commit the
resources needed to train personnel, and to make Six Sigma positions full-time, using these
positions as stepping stones to higher positions of responsibility in the organization. The level
of technical training in Six Sigma is generally deeper and more extensive than in the typical
TQM programmes of the 1980s. And, because the training is project-oriented, it is much more
likely that the techniques will actually be used.
Generally, Six Sigma has been far more successful than TQM was. There are several reasons
for this, principal among them being the strong focus on projects that positively impact business
financial performance. When quality improvement projects result in real savings, expanded
sales opportunities, or documented improvements in customer satisfaction, upper management
pays attention. Then business leaders are more likely to be fully involved, to commit the
resources needed to train personnel, and to make Six Sigma positions full-time, using these
positions as stepping stones to higher positions of responsibility in the organization. The level
of technical training in Six Sigma is generally deeper and more extensive than in the typical
TQM programmes of the 1980s. And, because the training is project-oriented, it is much more
likely that the techniques will actually be used.
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