our to six months. They are taught a series of tools and concepts (that we will cover in later emails) to help them use their skills to improve sigma performance to achieve greater effectiveness and efficiency.
确认对企业目标影响最大的，功效最差的过程，组建“工程队”。那是工人们加入的地方。他们组建5-7人的小组，负责对功效最差的过程进行改善。这些小组存在时间为4-6月。有人教他们改善工具和术语，帮助他们应用技巧改善σ性能，达到更好得效果和效率。
PART3
第三部分
The History of Six Sigma
6σ的历史
Motorola is where Six Sigma began. A highly skilled, confident,and trained engineer who knew statistics, Mikel Harry began to study the variations in the various processes within Motorola. He soon began to see that too much variation in any process resulted in poor customer satisfaction and ineffectiveness in meeting the customer requirements. While the concept of variation can be expressed statistically, it doesn’t have to be complicated.
摩托罗拉是6σ诞生地。Mikel Harry，一个技术熟练的，充满自信的，受过良好教育的，知道统计技术的工程师，开始研究摩托罗拉各个工艺过程中的变化。很快，他发现生产过程中太多变化导致顾客满意度低，工作效率低难以满足顾客的要求。若这些变化用统计技术表示，就不难理解。
"Customers feel variation, not averages." Mikel Harry recognized the importance of measuring variations in the various processes of Motorola. However, unlike other quality efforts that spent most time on measurement, Harry and others at Motorola acted on what processes produc

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ed the most variation. They applied a complete set of tools to reduce and control the variation in the poorly performing processes and greatly improved the effectiveness and efficiency of those processes.
“顾客看到变化，看不到一般”。Mikel Harry认识到测定摩托罗拉工艺过程变化的重要性。但是，不像其他得质量方法，大部分时间花在测量上，Harry和同时测定什么过程产生变化。他们应用一整套工具减少和控制效果差的过程，大大改善了这些过程的效果和效率。
Less than two years after the initial application of Six Sigma,General Electric had generated over $320 million in cost savings. By 1998, it had generated three quarters of a billion dollars in cost savings and anticipated over a billion dollars of cost savings by 1999.
6σ启用1年多后，通用电气

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