Six Sigma lays emphasis on quantification of each and every aspect of improvement in and organization’s work, whether is it is cost of improvement or is the savings gained out of improvements or reduction in the number of defects. The financial gains arising out of Six Sigma implementations being quite substantial become the driving force in achieving the Six Sigma operational levels in quality controls.

The maxim that it takes money to generate money holds true in world of Six Sigma quality control. It cost a lot of money in the implementation of Six Sigma quality control techniques and methodologies which eventually pays for it self in the form of savings made from reduction in defects. Do not just thing that Six Sigma is going to increase revenue and reduce costs unless you are prepared to invest and put money in providing the proper training to your employees and changing the organizational structure where requires and even adopting new work culture.

No doubt, companies can hire the persons who are already trained in Six Sigma techniques and do not spend to spread the Six Sigma learning in the organization as a whole, may achieve cost saving and increased quality for a short period of time, but the question is as to whether the organization will be able to sustain the cost savings and quality control once the ‘hired’ black belt s leave the company for greener pastures. It must be noted that you may initially hire a trained personnel to kick start your Six Sigma initiative, in the long run you need to get all your employees properly trained so the leaving or coming of a few employees do not in any way effect your Six Sigma program. The work culture in the organization must adopt the Six Sigma culture to really affect the work processes and methods in use at the organization.