den

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tifying and measuring the processes of their organization.
用其他品质管理方法，管理人士除了邀请外面的顾问来培训员工，收效甚微。用6σ，开始就对工作进行管理。首先，执行人员创建过程管理系统。在影响一般员工之前，管理人士已经花了好几个月识别和测定各个管理过程。
A process is defined as the series of steps and activities that take inputs provided by suppliers, add value and provide outputs for their customers. Six Sigma as a management philosophy instructs management to begin identifying the 20 or 30 most important processes in their business. Next management measures the current sigma performance of each of these processes.Many, if not all, of the processes will be operating at two to three sigma performance. Some processes may even be lower than two sigma. Once management has identified their processes and personally been involved in measurement of their current performance, they then identify the lowest performing processes that have the most direct impact on the company’s business objectives.
过程被定义为一系列的步骤和行为：供应商提供输入，附加价值，向顾客提供输出。6σ，作为一个管理理论，指导管理人士开始确认企业内部20或30个重要的过程。接着，管理人士测量每个过程当前σ功效。大多数过程（如果不是所有的），将在2-3σ运作。有些过程甚至比2σ低。管理人士确认各个过程，亲自参与测量当前功效，他们就可以识别直接影响企业目标的功效最差的过程。
Business objectives are the five to seven most important goals a company establishes each year. Sometimes they are financially stated (like profits) but there are others like customer satisfaction or employee satisfaction.
一个公司每年建立5-7个企业目标。有时，企业目标是盈利为目标，但也有其他的企业目标如顾客满意度或职工满意度。
Once the processes having the worst performance with the greatest impact to the business objectives are identified, proj

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ect teams are formed. That’s where the individual worker comes in. They will become part of a five to seven person team that will have the responsibility of improving the performance of the worst performing processes. These teams usually exist for f

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