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Successful implementation of Six Sigma combines expectations for dramatic improvement with recognition and reward. At Motorola, teams achieving extraordinary improvement and cost reductions shared the savings based on formulas designed to ensure corporate profitability. At General Electric, senior-level executives are expected to perpetuate the Six Sigma philosophy and methodology. For Six Sigma to be effective, the organizational structure must be revised to inspire, stretch goals, encourage innovation, plan dramatic improvement, and achieve significant savings. The leadership and management must ensure savings through effective planning and superior execution. Incentives, such as sharing in any savings realized and personal growth opportunities, must be linked with commitment to corporate strategies, measurement using a Six Sigma Business Scorecard like system, and profitability improvement. The revised organizational structure requires the business to identify opportunities for improvement, develop a sound corporate strategy, and train the necessary human resources, including management. The organization must have a Chief Growth Officer (CGO) to drive growth initiatives, a Scorecard Manager to monitor performance, and Project Managers to realize project benefits. While devising compensation plans for employees to reward them for improvement, there are several things to keep in mind. Most important, the improvement must be real without any manipulation of numbers or opportunities. The improvement and savings must be visible and measurable without any uncertainty. If any doubts about improvement and savings exist, compensation must wait for the next cycle when the real improvement and benefits are realized.

Mahoning County developed a project similar to the University of Toledo s ECDML, Waste Minimization Research Project. The Industrial Waste Minimization Project (IWMP), a joint project between Youngstown State University (Ohio) and Mahoning County (Ohio) conducted no-cost solid waste assessments for Mahoning County businesses from 1995 until 1998. The IWMP operated with similar goals to the ECDML. The IWMP conducted on-site audits to estimate annual waste stream weights and compositions of each business surveyed. Environmentally friendly solutions were then developed to reduce, reuse, or recycle components of the waste stream. In From 1995 until 1998 the IWMP conducted 46 industrial solid waste audits. The data the IWMP collected included

SIC code Service provided or product manufactured Number of employees Volume and weight of the following materials recycled Paper Plastics Styrofoam Cardboard Glass Wood Ferrous metals Nonferrous metals Other materials Additional comments or notes

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A bene t of this data source is its level of detail. A drawback is the dif culty associated with collecting data, as in the ECDML assessments, in particular the high cost and time of each assessment. An assumption from this data is that it is accurate and properly collected. This is also a potential source of error. Contacting and verifying information with the Youngtown State University IWMP manager minimized this potential source of error.

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Many states in the United States have created agencies to monitor and reduce waste generation in their jurisdiction (Arkansas, Indiana, Missouri, New Hampshire, and Ohio). For example, Ohio has created 64 solid waste district throughout the state to monitor and reduce solid waste generation. Several of these solid waste districts conducted industrial surveys to estimate the waste tonnage generated and recycling levels of businesses in their district. The waste tonnage and recycling level reporting are often required by state and federal environmental organizations and aid in measuring progress of waste reduction goals. To begin data collection from the government agencies, a letter was sent to each of ce requesting information on industrial surveys they have conducted. Upon receiving responses from many of the districts, follow-up phone calls were made to each responding District. The purposes of the phone calls were to clarify the information desired for the research and provide delivery instructions. Table 14.2 lists the solid waste districts that responded to the letter and the information each district provided. The bene ts of this data source are its abundance (784 businesses surveyed) and the low cost for data collection. Many of the solid waste district directors also pointed out other valuable information sources. One drawback of this data collection method is con dentiality protection of the businesses by the districts. Few districts gave the company names and contact information of the companies they surveyed, making follow-up

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