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participate in the process. People can participate in the process by simply mapping the way they do their work and discovering opportunities for breakthrough. For example, people in the patent office were doing a fine job. However, as they participated in the Six Sigma process, they discovered that the time used to file patents could be reduced significantly. Many quality gurus have already taught us that quality never costs money. However, quality improvement, or directly linking to profitability, may need awakening. I hope that Six Sigma Business Scorecard will awaken lots of people and be able to change them with help from several Bill Smiths. Art Sundry led that awakening at Motorola when he stood up at a management meeting and proclaimed, Our quality stinks! People like Sundry have credentials. He was a successful leader who still desired to improve. He kept looking for opportunities to improve and places to find some tools to help him improve. Improvement in performance is an aggregation of a lot of little details. Different people take different stimuli. At Motorola, we happened to be lucky that we made a point of having an open dialogue in officers meetings. At such meetings the chief must listen instead of talk. People begin to respond when the leadership listens. We do not change over a weekend. Because of the open communication environment, Bill Smith had the courage to present his idea about Six Sigma, and listeners were willing to entertain it. In such an environment, officers know what needs to be done, take risks, and challenge the existing processes. They find a champion, nurture the seeds of success, and multiply that success into many successes. Bill Smith wanted to see me, and he took the risk to do so. I immediately listened to him, and when I could not understand his hypothesis, I asked him to come again the next morning. On Sustaining the Corporate Performance The CEO of a company is like the captain of a team. If a CEO cannot stimulate the team, he or she does not hold high
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promise for the company. Leaders such as Roger Miliken of Miliken & Company and John Pepper, ex-CEO of Proctor and Gamble, bring in 10 to 15 like-minded individuals who have similar beliefs. The leader becomes a zealot and goes about promoting his or her quality religion throughout the company. The demeanor and conduct of the institution where quality has emerged radiate throughout the entire corporation. As quality improves, financial measures improve. By giving attention to all, people recognize that employees contributions are a much-appreciated phenomenon. The CEO must listen and react to employees ideas. Speaking of attention, Motorola developed an excellent education program through Motorola University. The objective was to get employees into the classroom for communicating corporate beliefs, to learn the new processes, and for encouraging team competition, where good ones share success stories for others to follow. Personal visibility is a human need. At Motorola we even invited suppliers to learn about our improvement process. All said they also wanted to be better suppliers. Institutionalizing corporate beliefs, values, and goals throughout the theater of operations is critical to sustaining long-term performance. When the CEO s belief permeates each and every employee, the results will surprise us, as we experienced at Motorola from 1987 to 1992. On Creating a Sense of Urgency to Achieve Superior Financial Results I set my own deadlines for achievement, and my people had to satisfy their objectives. If someone does not understand the objectives, then the leader has to work with the person. Sometimes we make changes in personnel if the objectives and the current employee skill set appear to be divergent. Financial measures take care of themselves. If we map the process and do the work in the most effective way, we end up having good results. Such an approach brings down the cost, is appreciated by the customers, and is reason enough for repeat business and even more business.
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