Anne M. Mulcahy, chair and CEO of Xerox, was proud to announce that after Xerox deployed the Six Sigma project the comany can now claim a $6 million return in 2003 on a $14 million investment in lean Six Sigma. It expects an even bigger payoff for the years to come.
Xerox began its Six Sigma strategy in 2000. It integrated Six Sigma and lean manufacturing tools and processes into a comprehensive strategy called Xerox Lean Six Sigma.
While on its way to achieving Six Sigma, Xerox followed a disciplined, data driven method of reducing waste and variation in processes. As a result, it was able to consistently deliver products and services at the quality levels, speeds and prices customers value, thereby improving business results.
The company began an aggressive training program and by the end of 2003, Xerox had 25 full-time deployment managers, more than 300 Black Belt candidates and 900 people in Green Belt training. By the end of 2004, Xerox expected to have 1% of its employee population working as Black Belts, integrating lean Six Sigma tools into daily operations and into the services and solutions Xerox offers to its customers.
Realizing the high value of Six Sigma on the organization, Xerox is now working on over 250 projects and 2,300 managers have been trained with lean Six Sigma.
