应用六西格玛对小公司管理团队的支持和支持比大公司更容易，小公司管理团队通常更接近个人的基础。把小公司团队拉到一起做一个简短的会议可以在几分钟内完成，而不是大公司的日子。因为较小的公司更敏捷，所以通常更容易达成管理团队协议，标准方法可以帮助实现结果。尽管政治总是存在的，但在一个较小的公司里，要想达成协议并支持实施六西格玛质量，需要的可能就更少了。教育和培训虽然在第1页上的成本有些标准，但批量购买总是会产生折扣。这是我认为教育和培训对小公司来说更难的主要原因。时间就是金钱——离开办公室的时间对于小公司和大公司来说都是亏损的。但投资回报是企业潜在储蓄的一个函数。对于像通用电气或摩托罗拉这样的庞然大物来说，标准化的流程可以产生巨大的节省——在实施六西格玛之前就有了巨大的潜力。对于规模较小的公司而言，其储蓄潜力可能并不那么大。投资回报可能没有那么快，也没有那么重要。你比任何人都更了解自己的业务和流程。潜在的储蓄有多大?
澳洲昆士兰论文代写:管理团队协议
Application of Six Sigma to Small Companies Management Team Buy-In and Support Easier Compared to large companies, small company management teams are typically closer on a personal basis. Pulling the small company team together for a short meeting can be done in minutes, as opposed to days for a large company. Because smaller companies are more agile, it is typically easier to achieve management team agreement that a standard methodology can help achieve results. Although politics are always present, less may be required in a smaller company to come to agreement and buy-in for implementing Six Sigma Quality.Education and Training Harder Although the costs presented on page 1 are somewhat standard, buying in bulk always produces a discount. This is the main reason I believe education and training is harder (costlier) for smaller companies. Time is money -- time away from the office is lost revenue and production for both small and large companies alike. But the return on investment is a function of the potential savings of the business. For a behemoth like GE or Motorola, standardized processes can yield enormous savings -- a large potential exists prior to implementing Six Sigma. For a smaller companies, the savings potential may not be as great. The return on investment may not be as quick or as significant. You know your business and processes better than anyone else. How great are the potential savings?
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