How could you sharpen your competitive edge?
What if you committed to the improvement of every business process or procedure every time it’s used? And you backed that commitment with the necessary investment?
That’s quite a lofty goal—one that Marco Fiorini, the operations manager at the Cincinnati Sports Club (CSC), in Cincinnati, OH, has been pursuing since June of 2015, when he was promoted to his current position. While there are no shortcuts to institutional excellence, Fiorini has found an accurate and proven road map in the famed Six Sigma system.
Developed by Motorola, Inc., in 1986, Six Sigma is a quality management platform whose philosophy is based on these three basic conclusions:
- Continuous efforts to achieve stable and predictable process results (e.g., by reducing process variation) are of vital importance to business success.
- Manufacturing and business processes have characteristics that can be defined, measured, analyzed, improved, and controlled.
- Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.
Six Sigma became a Fortune 500 staple once it was adopted by GE chairman Jack Welsh in the mid-1990s. In 1998 alone, the company attributed more than $350 million in savings to the system, later upping that number to $1 billion
All of which begs the question: Can Six Sigma be applied successfully in a small business setting, such as CSC? Or, in other IHRSA clubs? Fiorini and other experts say yes.