Recommended Classes: UOP BUS 210 , UOP BUS 475 , UOP MGT 421 Six Sigma sounds like the name of a secret elite fraternity club. In truth, Six Sigma is a business management strategy used by organizations to strive for near perfection in any process by eliminating defects. Developed by Motorola in 1986 and used as the central business strategy of General Electric in 1995, Six Sigma’s business management strategy originated in response to complaints regarding the poor quality of products. When Motorola investigated their manufacturing processes for solutions, data analysis revealed that an increase in quality actually leads to decreases in costs of production. This fundamental aspect of Six Sigma contrasted with the prevailing view at the time that, for an organization to increase quality, costs would need to be increased as well. Six Sigma, therefore, seeks to improve the quality of business process outputs in order to reduce total costs and increase profits. These improvements are achieved through the identification and elimination of the causes of defects or errors in manufacturing and business processes, minimizing variability. To qualify as Six Sigma, a process must not result in more than 3.4 defects per million opportunities (DPMO), where a defect is defined as anything outside of customer specifications. The nuts and bolts of the Six Sigma business strategy is a disciplined, data-driven methodology. Six Sigma Projects are applied to many different processing areas for potential improvement, such as plant cost drivers, material utilization, efficiency issues, and much more. The basis and methodology of Six Sigma is rooted in mathematics and statistics, striving for no more than six standard deviations between the mean and nearest specification limit identified thro