Initially implemented by Motorola and Allied Signal, Six Sigma became part of GE core methodology in 1996. All GE employees are now trained in the strategy, tools, and techniques of the program, as quality becomes everyone's responsibility. Green Belt, Black Belt, Master Black Belt, and Champion define the levels of responsibility within the Six Sigma structure.

The Green Belt program trains all GE employees to think and act according to Six Sigma principles in everything that they do. Clustered around Black Belt projects, Green Belt projects focus on an employee's current position, are small-scale, and are not full-time responsibilities.

Black Belts are project leaders responsible for measuring, analyzing, and improving key business processes that influence customer satisfaction and productivity growth. Black Belts may be tied to a function or a business issue. Through the effective implementation of statistical and quality control tools, Black Belts seek to develop control plans which clarify the processes that have been put in place and methods for determining and rectifying processes that have fallen out of control.

There are two levels of oversight for Black Belts. Master Black Belts are primarily teachers and mentors and are assigned full-time to a team of Black Belts. Champions are senior functional leaders responsible for overall direction of Six Sigma projects and activities. Champions ensure that projects are approved, supported, and are focused on critical business issues.

Dedication to Six Sigma is the crux of the company's continued efforts to become truly customer-focused. GE believes that the resulting simplified processes, quicker response time, and heightened awareness of customer demands for improved quality provide a distinct competitive advantage.

--L.W.

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