Preface

Writing a book about six sigma at first seemed like an easy and fun task. After all, I have been closely involved with the implementation of six sigma in a large company, back when six sigma was popularized by Motorola’s success winning the first Malcolm Baldrige National Quality Award in 1988. My background in industrial engineering and measurement seemed like the perfect basis from which to elaborate on six sigma for project managers. I also was aware of several companies participating in what seemed to be a six sigma revival. My curiosity was piqued when I heard martial arts terminology applied in the context of six sigma, but some casual research left me with the impression that this was an isolated, esoteric approach that didn’t really affect the foundations of six sigma.

Needless to say, when I started doing some research, I was in for quite a surprise about what had transpired in the six sigma arena. Writing a book about six sigma primarily for project managers clearly raised a dichotomy. My initial impression was that what I would have described as traditional project management is not employed in a comparable form in most of the six sigma efforts I found documented. The perennial debate over whether subject matter knowledge and experience are of greater importance than project management knowledge and skill is evidenced by a mix of both sets of qualifications in practice. In many forms of six sigma, a black belt is an absolute prerequisite for being a six sigma project manager. Of course, the implication is that a book on “Project Management for Black Belts” may be easier to focus than one where the audience does not have a reasonable expectation of being asked to manage a six sigma-related project without significant exposure to the principles of the six sigma method and the typical “internship” prerequisite for earning the black belt designation.

As I continued to research, I found that there are nearly as many versions of six sigma as there are practitioners. Six sigma is really a tool, so it truly can be applied in many variations; its effectiveness is determined far more by the skill of the user than by the tool itself.

The audience for this book is project managers, who probably have come to need to know more about six sigma because the organization they are working for is considering or is in the process of implementing six sigma. Perhaps these project managers are looking for a job and are considering employers who have implemented or are considering implementing six sigma.

Six sigma in its myriad variations is a collection of some really good ideas and tools that many organizations have used to significantly improve the quality of their products and services. Others, however, have failed miserably and ended up doing damage to themselves and their customers. As project managers, we understand the risks associated with change and with potentially dangerous tools. It’s like using fire: we can warm our house or burn it down.

I have outlined two main variants of six sigma in this book in addition to discussing six sigma as a measure and as a goal. I have also included a chapter discussing the application of six sigma principles to project management. I hope you find this helpful.

Steve Neuendorf
March 2004