al 和 General Electric公司推广。6σ不同于先前的质量改善方法。

PART2
第二部分
COMPONENTS OF SIX SIGMA AND DIFFERENCES FROM PREVIOUS APPROACHES TO QUALITY MANAGEMENT
6σ的要素及与以前的品质管理的差异

Companies that have a two to three sigma level of performance experience business problems. They don’t make as much money as they should for their shareholders. Shareholders get mad and begin to take their money elsewhere. Management wants to increase profitability. They fear for their jobs and want to improve the "bottom line." Often, they think too much in the short term and begin to lay off employees. In the short term, the bottom line looks improved. Of course, the emphasis here is on the short term. With less people in the organization, there is more work for thos

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e who remain.
2σ-3σ水平的企业存在业务问题。这样的企业没有挣到足够的钱让股东们分享。股东们发疯了，将他们的投资转向别处。管理人士想增加盈利，他们害怕失去工作，想改善“底线”。通常，他们看中短期效益，他们解雇员工。从短期看，底线得到改善。当然，这里强调的是短期效益。公司职员减少了，留下来的人将有更多的工作。
What management forgets by "downsizing" is that if they run a business that is neither effective nor efficient, things will only get worse with less people expected to work harder. Ultimately, businesses that operate by focusing on short-term profitability will result in long-term unprofitability.
通过“裁员”进行管理的管理人士忽略了这一点：如果他们经营一个没有活力和没有效率的公司，公司里很少有人希望努力工作，情况会变得更糟。最终，着眼于短期利益的公司，从长期利益来看，是不盈利的。
In many companies, management believes that downsizing is a way to improve profitability. Since the 1980s, there have been attempts to change that approach. During the 1980s, some management improved profitability through downsizing. For example, the early 1980s showed an interest in Japanese manufacturing techniques. Some U.S. manufacturers mimicked these techniques. The early 1980s were marked by efforts like Statistical Process Control or Just in Time Manufacturing. While well intentioned, many of these efforts were ill fated from the beginning

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