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ay that they could approach this was minimising defects. So they set the challenge of lowering the defects. Motorola soon ran into trouble when they realised that many defects would only happen in the field. Since Six Sigma has been implemented, Motorola have documented $20 billion in savings (Motorola 2011)

Six Sigma in Construction 施工六西格玛
It is important to finally look into how six sigma could possible influence the construction industry. One important article is from (Six Sigma Group 2010) state that to adopt lean six sigma it is important to have a rigorous approach. They believe that there are ten important steps in order to implement six sigma effectively they believe that you must first have process focus. Good processes deliver consistent, quality and timely outputs. They must also really care for the needs of the customer as these are also fundamental to the success. The others include Team based, Rigorous project methodology, Project based, Data driven, Variation and Waste Reduction, Tools and Techniques, Roles and programme infrastructure. Another example is that of Bechtel. They were the first engineering and Construction Company to adopt the six sigma approach. They made huge investments into Six Sigma and they reached break-even point in less than three years. This has in turn added overall savings and this then substantially added to the profit of Bechtel. As they made huge savings due to adopting the approach then they were able to give back to the customers. Some of the examples were a big rail modernization project. They used Six Sigma to minimize costly train delays caused by project work. They now consider it to be the most important change they have ever undertaken. They now say it has become 'the way we work' (Bechtel 2012). (Pheng & Hui 2004) concluded that to have efficient Six Sigma within a constructing organisation it is important to have people in the correct job roles in order to implement them. In the implementation of Six Sigma it is important to have Master Black belts as they act internal coaches. They will devote all there time fully to project and will assist the Champion. As a Champion they take full responsibility of the implementation of Six Sigma. Under the control of the Master Black belt, you have the black belt. This person also devotes all of their time to Six Sigma. But they specialise in execution. The lower levels are Green Belt. These are simply the employees who just take up implementation and incorporate it within their other job responsibilities. They do this with the help of the Black belt. (Belser 2011) also wrote of how it is important before starting to implement lean Six Sigma it is important to use the DMAIC cycle. This is because it is important to define what the actual problem is. This is because you need to be able to define the problem before you are able to think of making changes or even measuring the current output and seeing how much you could improve it by. (Al-Aomar 2012) did research into construction involving an Abu-Dhabi constructing company. He found that they had 27 different types of constructing wastes. These were then categorised into seven different types of wastes. Defects were found to be the most common type of construction waste. Other common types of waste were over processing and delays. Because of this it is then important that they then design appropriate KPI's and make sure that they then measure them so they are efficient and als