Six Sigma at General Electric was truly transformational. Everyone was part of it; from Jack Welch who took very personal ownership of the initiative to the shop floor employee who played an integral part in “finding a better way every day.” It was not just a manufacturing program; it was a company initiative that targeted a sharper customer/stakeholder focus through improved execution of key business processes. It touched every function – it had to; because changing the leadership DNA of the company was one of the goals.
Founding R&G was a natural follow-up since the methodologies and techniques that we developed are universally applicable. At GE we discovered how to turn a “technical” toolkit into a leadership development program that can deliver surprising results in a cross-functional, cross-business environment of more than 300,000 people.
There are a number of critical factors at play in creating the necessary conditions for Business Process Excellence to flourish. Scale is not one of them. Any leader can re-invigorate their business with new ideas and improved process execution. Our experience and expertise can provide the roadmap and support to make that a reality.