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The Six Sigma Way

  • The Six Sigma Way
    • Preface
    • A Guide to the Six Sigma Way
    • Acknowledgments
    • PART I
      • An Executive Overview of Six Sigma
      • A Powerful Strategy for Sustained Success
      • Key Concepts of the Six Sigma System 19
      • Why Is Six Sigma Succeeding Where Total Quality "Failed"?
      • Applying Six Sigma to Service and Manufacturing
      • The Six Sigma Roadmap
    • PART II
      • Gearing up and Adapting Six Sigma to Your Organization
      • Is Six Sigma Right for Us Now?
      • How and Where Should We Start Our Efforts?
      • The Politics of Six Sigma: Preparing Leaders to Launch and Guide the Effort
      • Preparing Black Belts and Other Key Roles
      • Training the Organization for Six Sigma
      • The Key to Successful Improvement: Selecting the Right Six Sigma Projects
    • PART III Implementing Six Sigma: The Roadmap and Tools
      • Identifying Core Processes and Key Customers (Roadmap Step I)
      • Defining Customer Requirements (Roadmap Step 2)
      • Measuring Current Performance (Roadmap Step 3)
      • Six Sigma Process Improvement (Roadmap Step 4A)
      • Six Sigma Process Design/Redesign (Roadmap Step 48)
      • Expanding & Integrating the Six Sigma System (Roadmap Step 5)
      • Advanced Six Sigma Tools: An Overview
      • Conclusion: Twelve Keys to Success
    • Appendix
    • Glossary
    • References
    • Endnotes
    • Index


“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point



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