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Ensuring continual commitment to the Six Sigma initiative and the Six Sigma Business Scorecard requires setting appropriate expectations within the entire community that a business touches. All customers, stakeholders, employees, and suppliers must understand the company s commitment to the Six Sigma initiative. Businesses must routinely communicate a consistent message to all players, including employees, suppliers, customers, and stakeholders. They may want to regularly report on the status of institutionalization of Six Sigma, success of projects, resultant savings, and alignment with business initiatives. An important aspect of the communication is to ensure that both the leadership and the stakeholders do not focus on the numerical goals of Six Sigma instead of on the institutionalization of the methodology. The institutionalization must include a common understanding of Six Sigma, the leadership s vision, companywide project selection, and personnel growth. In the case of Motorola, the expectation, communicated by the leadership, was that the company had a 5-year plan to implement Six Sigma. As a result, the general perception was that the company would achieve a defect rate of 3.4 parts per million throughout the corporation. This, however, was an impossible task due to changing customer requirements and new products. Even experts predicted that, based on a statistical analysis, achieving a defect rate of 3.4 parts per million was impossible. However, Motorola s plan focused on institutionalizing the Six Sigma methodology throughout the corporation and across the supply chain. This goal was mainly accomplished as planned; however, the journey to achieve a defect rate of 3.4 parts per million continued beyond 1992.

In the mid-1700s, the world economies underwent a major shift from an agricultural base to an industrial base, as societies became larger and more organized. The Industrial Revolution was a period in the late 18th and early 19th centuries when major changes in agriculture, manufacturing, and transportation had a profound effect on socioeconomic and cultural conditions around the world. It started with the mechanization of the textile industries, the development of iron-making techniques, and the increased use of re ned coal. Trade expansion was enabled by the introduction of canals, improved roads, and railways. The introduction of steam power (fuelled primarily by coal) and powered machinery (mainly in textile manufacturing) underpinned the dramatic increases in production capacity. The development of all-metal machine tools in the rst two decades of the 19th century facilitated the manufacture of more production machines for manufacturing in other industries. The effects spread throughout Western Europe and North America during the 19th century, eventually affecting most of the world. The shift to an industrial base had major impacts on the types and amounts of waste being generated, and introduced a new set of concerns. Speci cally, solid waste management shifted toward a cleanliness and public health movement to eradicate diseases. Following is a brief timeline of the major events related to solid waste management during this time frame: 1690 The rst paper recycling mill in the United States using recycled bers (including waste paper and old rags) is established at the Rittenhouse Mill near Philadelphia. 1757 Benjamin Franklin institutes the rst municipal street-cleaning service in the United States, in Philadelphia; at the same time, American households begin digging refuse pits instead of throwing garbage out of windows and doors.

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