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A: The answer is straight-forward and imple:  When the entire organization fully comprehends that the “boss” is totally behind the LEAN Six Sigma program, then results can be indeed spectacular.  GE’s Jack Welch is the classic example of this point.  Bank of America is another example. The bank's CEO, Ken Lewis, has reported that their payment error rate went down 22 percent and simultaneously their payment speed increased tenfold; they managed to reduce the deposit error rate by 83 percent and increased customer delight to about 52 percent from a reference of 41 percent. All of those improvements were major factors towards the addition of 2.5 million+ customers during that period.

However, one should not be misled in believing that a CEO’s support in driving the LEAN Six Sigma by itself would yield desirable results. No, it will not.  Therefore, there is a fundamental need for the organization to develop and then implement the right strategic plan that would be able to link properly the HOW with the WHAT. Without it, the various unlinked projects will be hunting for hard savings.

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