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许多公司，管理人士认为裁员是提高利益的一种方法。自20世纪八十年代以来，人们做了很多尝试来改变这种做法。20世纪八十年代，部分公司通过裁员盈利。例如，20世纪八十年代初期，日本制造业盈利。一些美国制造业仿效日本制造业。20世纪八十年代初期，统计技术和准时制生产取得成效。尽管许多出发点是好的，但从一开始就注定要失败。
Management attempted to use these efforts in the same way they used downsizing. That is, they attempted to use them as cost savings measures. The workforce saw these efforts for what they were, attempts to get mo

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re work out of less workers. This was particularly the case when these quality efforts were combined with downsizing. In addition, management only attempted to implement these initiatives as programs.What this meant was that the focus was almost exclusively on the tactics of improvement at the worker level with virtually no work done by management itself. For a company to truly become effective and efficient, it was necessary for a quality initiative to have a focus on changing how executives managed their business.
管理人士企图用跟缩少规模相同的方法来节约成本。作业人员从他们的过去看到了他们的努力，企图从裁员中找到更多的工作。这是品质管理方法同缩少规模相结合的特例。另外，管理人士，企图程序般地实施目标。这意味着：着重点几乎在改善员工作业效果的方法上，表面看似管理本身什么也没有做。一个公司要真正变成有成效和有效率，从品质出发，强调改变管理层人士如何经营他们的企业的方法，是必要的。
Six Sigma was started in the mid-1980s. Here was a quality initiative that had a significant role for management in its implementation. Started at Motorola but popularized in the 1990s by AlliedSignal and General Electric, Six Sigma was different than previous approaches to quality improvement.
6σ始于20世纪八十年代中期，其动机是提高质量，在实施过程中，充当十分重要的管理角色。它最初见于Motorola公司，但在1990年后由AlliedSignal 和 General Electric公司推广。6σ不同于先前的质量改善方法。
With other quality approaches, management played little if any role other than approval of bringing in external consultants to train the workforce. With Six Sigma, the work begins with management. First, executives create the Process Management system. Before work is done that affects the average worker, management has already spent several months working on i

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