he most out of General Electric employees. Workers were asked to establish near impossible goals and give 110% to achieve them; and, those employees that reach their goals would be nicely rewarded. But, even if they fell short, they still would exceed their normal standards. As long as managers did not reprimand employees that didn’t reach there goals, Stretch would definitely boost productivity.Leadership Secret 22- Make Quality a Top PriorityNow, that Jack Welch had set his Stretch and Work-Out concepts into motion, productivity was at an all-time high. It was now time to shift the focus of the company to quality in GE products. Only products of the highest quality would provide customer satisfaction and create customer loyalty. Welch’s quality initiative was soon followed by the implementation of the Six Sigma Quality Concept.Leadership Secret 23- Make Quality the Job of every EmployeeThe Six Sigma Quality initiative was a program used to drastically reduce the number of defects in the production process. It was pioneered by Motorola and proved to be very effective. Jack Welch hoped to implement the process in five years, half the time it took Motorola to reach its goals. He figured, with the help of Stretch and the Work-out program, his employees could take the Motorola example and run with it. Six Sigma involved using statistical information to reduce defects in the product and the production process by 10,000 times. At its implementation, GE had 35,000 defects per 1,000,000 items (3.5 sigma). The goal was to reduce that number to 3.5 defects per 1,000,000. Leadership Secret 24- Make Sure Everyone Understands How Six Sigma WorksSix Sigma has to become a way of life for a company. It involves measuring every process, analyzing each of them, and improving upon them. There are four different players in the Six Sigma process, Champions, Master Black Belts, Black Belts, and Green Belts. Champions are top manag...
