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This is an approach to quality improvement based on the statistical work of Joseph Juran, one of two American pioneers of quality management, Sigma is a Greek letter used in mathematics to denote standard deviation (标准差), a statistical measure of the extent to which a series of numbers or readings deviates from its average. One Sigma indicates a wide scattering(分散) of the readings. If the average is the required quality standard of a particular process or product, then One Sigma quality is not very good. The higher the number, the closer the readings come to total perfection. At the Six Sigma level, there are only 3.4 defects(缺陷) per million.
This may sound complicated, but in practice it has proved a popular way for managers to put quality management into effect. One of its great advantages is that it avoids the idea of aiming for “zero defects”, or total perfection--a frighteningly inaccessible goal for most. It presents a system for improving quality gradually.Companies or operational groups move step-by-step up the Sigma ladder, the ultimate goal being to reach the Six Sigma state--still just short of perfection. Reasonably unsophisticated computer programs do the necessary calculations when fed with data on the goals (the specifications of the perfect product or process) and the organization's actual achievements.
Six Sigma sounds like some sort of secret coven(集会). Its advocates insist that it is no such thing. But it has certain symbols of the exclusive society. Anyone in an organization who goes on a basic training course for a Six Sigma program is called a Green Belt. Anyone who is given the full-time job of leading a team that is starting on a Six Sigma exercise is given further training and is called a Black Belt. Beyond this there are a special few who are trained even more, and they are called Master Black Belts. Their role is to champion the exercise throughout the organization and to watch over the Black Belts and ensure that they are consistently improving the quality of their team's output.
Pioneered in the United States by Motorola in the 1980s, Six Sigma became hugely popular in the 1990s after Jack Welch adopted it at General Electric. To achieve Six Sigma quality at GE, a process must produce no more than 3.4 defects per million “opportunities”. An opportunity is defined as “a chance for non-conformance or not meeting the required specifications”. The company says: “Six Sigma has changed the DNA of GE, It is now the way we work--in everything we do and in every product we design’.
1.It can be inferred from Paragraph 1 that .
A. Joseph Juran came up with Six Sigma based on his statistical work
B. Six Sigma is an approach to improving quality to total perfection
C.mathematicians and statistical experts master Six Sigma best
D. Six Sigma quality is relatively better than Four Sigma quality
2.We can learn from the first two paragraphs that Six Sigma .
A. pursues not total perfection but a gradual process of quality enhancement
B. indicates the quality of the product or process is closest to total perfection
C.is more a mathematical and statistical measure than a managerial method
D. is not only a mean approach but also a complex and inaccessible goal
3. People regard Six Sigma as a kind of secret coven in that it .
A. is a secret and mysterious organization
B. does not grant membership to outsiders
C. has some features of a secret society
D. has a rigid but orderly training system
4. By saying “Six Sigma has changed the DNA of GE”, the company most probably means Six Sigma
.
A. has transformed the operation mode of GE
B. has enabled GE to improve its quality
C. has earned huge popularity for GE
D. has reformed the structure and organization of GE
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