Six Sigma Drives Emotion Out of Decision Making

One of the initial goals of Six Sigma implementation is to identify the priorities and values of your clients and customers.  Consequently, Six Sigma serves to take out much of the guess work in your decision making because you know exactly how to create a hierarchy of values and goals.   The primary criticism given regarding Six Sigma is that it is often quite rigid and impersonal.  This was especially evident as dissenters from Jack Welch’s GE came to criticise his efforts.  In that case, however, the numbers simply defied their criticism.  After two years of implementation Six Sigma saved GE $700 million for a $400 million investment.  But the high cost of implementation has caused many executives who regard their emotion and instincts as integral aspects of the business model feeling as though Six Sigma is little more than a technocratic way for consultants to generate income.  Supporters contend, however, that the perception that emotional decision making is advantageous is simply naive. domain-B Reports:

This view is reflected by Glenn Abercrombie, an Australian who has become a Six Sigma leader and global financial services giant, AXA.  “By eliminating all the emotive statements people tend to attach to problems, you can create a statistical solution and turn that into a practical reality.