Six Sigma for Business Excellence

Front Cover
McGraw Hill Professional, Sep 5, 2005 - Business & Economics - 240 pages
1 Review

The Six Sigma process excellence program, based on Johnson & Johnson's unique approach

Six Sigma for Business Excellence shows managers at all levels of Six Sigma proficiency how to create a process excellence program that addresses both company goals and day-to-day operations. Using Johnson & Johnson's Process Excellence Program as a model, Johnson & Johnson's director of quality, Penelope Przekop, walks readers through the real world of implementing a Six Sigma program. Examples and insights from Johnson & Johnson as well as other Six Sigma companies detail:

  • How to apply Six Sigma principles and techniques immediately with little supervision from senior managers or black belts
  • How to resolve communication issues between management and the Six Sigma team
  • Ways to become a Six Sigma champion without assistance from senior management or black belts
  • Methods and tools that managers at all levels can incorporate into their departments, improving quality and performance from the inside out

What people are saying - Write a review

We haven't found any reviews in the usual places.


A Managers Perspective
A Black Belts View
Manager Meets Black Belt

Other editions - View all

Common terms and phrases

Popular passages

Page 8 - Customers' orders must be serviced promptly and accurately. Our suppliers and distributors must have an opportunity to make a fair profit. We are responsible to our employees, the men and women who work with us throughout the world. Everyone must be considered as an individual. We must respect their dignity and recognize their merit. They must have a sense of security in their jobs. Compensation must be fair and adequate and working conditions clean, orderly and safe.
Page 58 - Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust. 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job. 7. Institute leadership. The aim of leadership should be to help people and machines and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.
Page 8 - We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services.
Page 57 - Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
Page 57 - Supervision of management is in need of an overhaul, as well as supervision of production workers. 8. Drive out fear, so that everyone may work effectively for the company. 9. Break down barriers between departments. People in research, design, sales, and production must work as a team...
Page 177 - A leader is best When people barely know he exists. Not so good when people obey and acclaim him, Worse when they despise him.
Page 57 - Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective.
Page 79 - You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.
Page 37 - Even if you're on the right track you'll get run over if you just sit there.
Page 8 - We are responsible to the communities in which we live and work and to the world community as well. We must be good citizens— support good works and charities and bear our fair share of taxes. We must encourage civic improvements and better health and education. We must maintain in good order the property we are privileged to use, protecting the environment and natural resources.

About the author (2005)

Penelope Przekop is director of Global Quality Management for the Benefit-Risk Management organization within the Johnson & Johnson Pharmaceuticals Group. She is a popular guest speaker for groups including the International Quality and Productivity Center and the Center for Pharmaceutical Training.

Bibliographic information