Abstract

When Motorola deployed its initial Six Sigma system in 1987 there was none of the infrastructure and focused training associated with modern Six Sigma practices. Six Sigma use expanded when Allied Signal and General Electric deployed Six Sigma with the intent of improving financial performance rather than quality. At the same time, the lean tools of the Toyota Production System method gained popularity among traditional manufacturing companies. Six Sigma and lean systems tended to be viewed as separate improvement methods, but today many organizations have begun to integrate them along with project management and business process reengineering. There are currently four major Six Sigma and lean deployment models. The decision as to which model provides the right mixture of skills for a particular organization can be achieved with the integration of each model's body of knowledge.