Project Introduction

Fortune began its engagement with Six Sigma in 1999 and officially launched Six Sigma project improvement initiatives in 2001. The company established the Six Sigma Office (Note 1) and designated Thursday as Six Sigma Day. To cultivate the capabilities of personnel responsible for promoting Six Sigma, a plan was devised to send employees to Black Belt (BB) (Note 2) and Green Belt (GB) (Note 3) training courses offered by General Electric and professional training institutions. To demonstrate its commitment to Six Sigma, the company revised its quality policy from "Caring for Customers, Insisting on Quality" to "Caring for Customers, Insisting on 6σ."

Note：

1. Six Sigma Office: A Six Sigma promotion team appointed by the General Manager, consisting of supervisors and designated personnel from each department, as well as BB assigned by respective divisions.
2. BB：Six Sigma Black Belt
3. GB：Six Sigma Green Belt

Project Implementation

Learning and Training-Oriented：

In the 2001 implementation phase, the focus of the project was on mastering Six Sigma methods and building the confidence of team members to achieve the goal of widespread adoption of Six Sigma within the organization.

Quality and Efficiency-Oriented：

Starting from 2003, the focus of the project shifted from a learning and training-oriented approach to a quality and efficiency-oriented approach. The main reason for this change was that, after the training phase, all employees had gained a certain level of understanding of Six Sigma concepts and methods. Therefore, the main basis for topic selection shifted to quality and efficiency, in line with the VOC requirements from customers and management, with the benefits being verified by the finance and accounting department (Note).

Note: VOC (Voice of Customer) refers to the customer's voice.

Implementation Organization