Two programs
"Six-Sigma of Japanese Version
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she orogram for@JPeople OutJ:
Many Japanese companies still maintain a comparatively high level of their technology and the potentiality in their human resources. A company with its top management
that maintains clear policies and challenging objectives can generate profit, by
trusting its employeesD
The ideal approach to " Six Sigma of Japanese Version" is to create an organization
which is capable to identify issues to be solved and carry out them by integrating "knowledge " from both management and employees
" People Out ", as demonstrated by Mr.Jack Weltch at General Electric,in implementing the Six Sigma, denies@both of `merican@typed identical organization,JlO-typeJand Japanese typed identical organization,JlP-typeJDaecause, he knew the limitation of the conventional way of instructing that is typical to JlO|type organizationJ,and the official stance and harmony that is emphasized in JlP-typeorganizationJ.
" People Out",on the other hand, romotes an orgnization,Jl-TtypeJthat value@semployees' initiative and their knowledge @for solving problems without@being told, by maintaining a concept that people are the most valuable assets of the company.
In Japan, however, it is extremely difficult to leave Jl|1 type organizations behind, because it used to be a source of strength of the Japanese companies. so successfully implement Six Sigma of Japanese Version, it will be absolutely necessary to come up with a system that will enable a company to become competitive in the comprehensive organizational strength, while understanding the essence of traditio-nal corporate cultures.
The Six sigma of Japanese Version values the program for "People Out",because the changes in cultural and human appects at many Japanese@companies are indispensable to accomplish the foregoing transformation.

she orogram for Work Out:
The next issue involves the strength that an "l-T Type Organization"needs to possess for solving problems. In other words, the organization must have a concrete "weapon" that can integrate "knowledge" and can clearly identify issues to be tackled for speedy and effective solutions. These are the essence of "Work Out."
Regarding the Work-Out program, the Six Sigma originated in the U.S.A.consists of five steps for problem solving under cl`hb (c for cefinition, l for leasure, ` for `nalysis, h for hmprovement,and b for bontrol). These steps are to indntify the issues, to grasp the problems quantitatively, to analyze and improve them, and to maintain and control achievements. Effective quality|controling methods, statistical techniques and other instruments are provided for respective steps.@shis program is considered a compulsory@one for "Black-Belter "training.
In promoting@ a project that has many difficult items to be overcome,Japanese companies often ave troubles with the discrepancy in value systems and problem-awareness among project members, as well as the conflict of interest and instruction routes. A well|prepared " WorkOut"@program must be offered to solve the foregoing problem. In this regard, the Six Sigma of Japanese@Version embodies and systematizes "Six-Sigma Tools" - "lT Type Problem-Solving Technology",@based on "Information-Hanndling Technology as a Semi-Exact Science" and " W TypeFlow of rolving Accumulated Problems."
"l|T Type Problem-Solving Technology", by replacing "DMAIC",includ-es the following seven steps@or scenes to solve each problem in orderbefore proceeding to the next step or scene:
1. Round for identifying problems
2. Round for grasping the current situation
3. Round for studying concrete measures
4. Round for identifying issues
5. Round for selecting optimum measures
6. Round for countermeasuring risks
7. Round for making plans for implementation

lT Type Problem|Solving Technology attaches much importance to sharing the same concept about problems between management and projectmembers toward a Six-Sigma project@as an essential management issue,and to accurately conceptualizing the issues for realizing the Six-sigma project, and to establishing an effective organization for solving the issue speedily without fail."lT type Problem-solving Technology" values these three steps, and provides concrete Six-Sigma tools.