In this environment, goals, expectations, and performance must be advanced exponentially; yearly improvements of 5% to 10% are no longer competitive. Overall customer experiences and perceptions have to be thought of in a multiplier context- the product of multiple ¡§moment of truth¡¨. These moments occur in various products life cycle phases ¡V phases that have different effects and values.

Old business models no longer work because globalizations and instant access to information, products and services have change the way customers conduct business. The competitive environment leaves no room for error. We must delight our costumers and relentlessly look for new ways to exceed their expectations. That is why in 1981 Motorola launched an initiative calling for a 5-years, ten times improvement in quality. In 1987 Motorola created its six sigma Quality initiative, with the goal of no more than 3.4 defective parts per million (ppm) across the company.

Six Sigma relies on tried and true methods that have been around for decades. In fact, Six Sigma discards a great deal of the complexity that characterized Total Quality Management (TQM).

It is a great system for improving a company that is already a world leader. Each organization should tailor its Six Sigma program, with the help of specialists, to meet its particular needs. Some organizations may wish to include other topics such as lean thinking. However, the training materials should not be simply a collection of defunct programs.

Project Champions take their company's vision, missions, goals, and metrics and translate them into individual unit tasks. Additionally, Champions must remove any roadblocks to the program's success.

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