BPIR Categories
9.4.5 Develop functional/process competencies5.5.3 Improve process/product performance
14.3.3 Implement an org-wide continuous improvemnt program
8.2.2 Create an environment for empowerment/innovation
In 1995, General Electric Company (GEC) decided to undertake Six Sigma as a corporate initiative. Every employee in GEC received a full ten days of training. Employees were divided into five levels: champions (business leader), quality leaders (responsible for strategy, training, mentoring, deployment, and results), experts of improvement team across the business (responsible for mentoring teachers), teachers (leaders) and team members. The champions were senior managers who defined the projects...
5.5.3 Improve process/product performance
14.3.3 Implement an org-wide continuous improvemnt program
8.2.2 Create an environment for empowerment/innovation
5.5.3 Improve process/product performance
14.3.3 Implement an org-wide continuous improvemnt program
8.2.2 Create an environment for empowerment/innovation