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The Six Sigma Business Scorecard is a great model for establishing a common target in terms of corporate defects per unit (DPU), defects per million opportunities (DPMO) and Sigma. In the absence of such a target, corporate leaders are unable to focus and suffer from ineffective implementation of Six Sigma. The Business Performance Index provides a onenumber measure of corporate performance in terms of Sigma that can be used as a benchmark for driving future improvements. The benefits of the Six Sigma Business Scorecard include the following:

Upon completion, please return this survey in the self-addresses stamped envelope. Thank you for your help in this survey !

a separate sheet. The main points emphasized from the feedback and integrated into the nalized survey were

Added more space for respondents to enter information. Added an additional comments section. Several respondents noted that for large corporations, dif culty might arise in deter-

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mining annual sales and pro ts. Several respondents noted con dentially issues might reduce the sales and waste disposal costs information from being released by respondents. Before mailing, the survey was also reviewed by Mr. James Walters, manager of the Lucas County Solid Waste District. Mr. Walters is one of the top solid waste management leaders in the United States. He spent over 20 years in the automobilemanufacturing industry in the eld of waste management. Mr. Walters suggested several value-added changes to the survey and gave it his approval as a useful and effective tool to collect information.

little solar cell is providing electrical energy which is charging the high-capacity capacitor. When the voltage reaches a certain threshold level, the 1381 triggers the output circuit, which dumps the power in the capacitor through the motor, creating movement. The first step of assembling your Solaroller is illustrated in Figure 15-6. You are going to need to take the axle and thread it through the two holes in the circuit board named rod.

Provides a target for performance improvement Enables a business to drive dramatic improvement Promotes the intellectual participation of all employees Forces changes in an organization on a continual basis

As discussed in the sampling methodology section, an ordered list and a random number generator were used to select companies that would receive a survey. An ordered list of companies in each business group was compiled and a random number generator (Microsoft Excel) was applied to select the required companies for each SIC code business grouping. Each selected company was contacted by phone, fax, or e-mail to determine if they were willing to participate in the survey. This method was used to increase the response rate. Surveys were also sent to the researcher s industrial contacts to increase response rate. The companies willing to participate were asked their contact information and mailed the survey. Companies declining to participate were deleted from the ordered list and the random number generator was rerun to achieve the required sample size for each business group. These companies were contacted by phone, fax, or e-mail and asked if they were willing to participate in the survey. This process was iterated until all 1500 surveys were mailed proportionality to each SIC code group.

Over 4100 businesspersons were contacted via phone, fax, or e-mail to participate in the survey. Most were contacted by phone (75 percent), followed by e-mail (20 percent) and fax (5 percent). Of that total, approximately 35 percent agreed to participate in the survey and 65 percent declined or did not return phone calls or e-mails. A total of 1500 surveys were mailed to companies and 438 were returned properly completed, from 65 of the

99 SIC code groups. Surveys that were missing information, such as company name or number of employees were cross-referenced with a number designated to each survey. Once the company was determined from this survey number, the number of employees was collected from the Harris Registry and corporate information from various Internet sources (www.cnn.money.com). Surveys that were incomplete were discarded (6.8 percent or 30 surveys were discarded). The following is a summary of the gures:

Acts as a catalyst for bringing out the best among employees Generates energy and enthusiasm Reduces cost and improves profits

A total of 4135 businesses were contacted and requested to participate. Only 1500 companies (36.3 percent of those contacted) verbally agreed to partici-

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