These are the people who built our business into what it is today. These same employees have made millions of dollars in sales margins or in savings for GE over the years, yet they're being replaced by a new breed of employee that has great breadth of knowledge but little depth. There's an expression that pretty much describes Six Sigma's infiltration at GE: If your only tool is a hammer, every problem starts to look like a nail. I could often do this very rapidly so that we would enjoy the benefits of the changes immediately. And it's not GE's best interest they have at heart, but their own careers. There are a lot talented people at GE who are the best in the business in terms of customer satisfaction or employee relations, marketing or sales or operations management. However, the Black Belts lack what the middle managers had: experience and success. She told me I should've turned these into Six Sigma projects.
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