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This is an approach to quality improvement based on the statistical work of Joseph Juran, one of two American pioneers of qualit

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问题     This is an approach to quality improvement based on the statistical work of Joseph Juran, one of two American pioneers of quality management in Japan. Sigma is a Greek letter used in mathematics to denote standard deviation, a statistical measure of the extent to which a series of numbers or readings deviates from its mean. One Sigma indicates a wide scattering of the readings. If the mean is the required quality standard of a particular process or product, then One Sigma quality is not very good. The higher the number, the closer the readings come to total perfection. At the Six Sigma level, there are only 3.4 defects per million.
    This may sound complicated, but in practice it has proved a popular way for managers to put quality management into effect. One of its great advantages is that it avoids the idea of aiming for "zero defects", or total perfection—a frighteningly inaccessible goal for most. It presents a system for improving quality gradually. Companies or operational groups move step-by-step up the Sigma ladder, the ultimate goal being to reach the Six Sigma state—still just short of perfection. Reasonably unsophisticated computer programs do the necessary calculations when fed with data on the goals(the specifications of the perfect product or process)and the organization’s actual achievements.
    Six Sigma sounds like some sort of secret coven. Its advocates insist that it is no such thing. But it has certain attributes of the exclusive society. Anyone in an organization who goes on a basic training course for a Six Sigma program is called a Green Belt. Anyone who is given the full-time job of leading a team that is embarking on a Six Sigma exercise is given further training and is called a Black Belt. Beyond this there are a special few who are trained even more, and they are called Master Black Belts. Their role is to champion the exercise throughout the organization and to watch over the Black Belts and ensure that they are consistently improving the quality of their team’s output.
    Pioneered in the United States by Motorola in the 1980s, Six Sigma became hugely popular in the 1990s after Jack Welch adopted it at General Electric.
    To achieve Six Sigma quality at GE, a process must produce no more than 3.4 defects per million "opportunities". An opportunity is defined as "a chance for non-conformance, or not meeting the required specifications". The company says: "Six Sigma has changed the DNA of GE. It is now the way we work—in everything we do and in every product we design".
By saying "Six Sigma has changed the DNA. of GE", the company most probably means Six Sigma
选项 A、has earned huge popularity for GE.
B、has enabled GE to improve its quality.
C、has transformed the operation mode of GE.
D、has reformed the structure and organization of GE.
答案C
解析 语义理解题。最后一段最后的引用部分提到“六西格玛彻底改变了通用电气。六西格玛是我们现在的工作方式，我们做的每件事情，设计的每个产品，都是以六西格玛为准则的”。由此可以推知C项“改变了GE的运行方式”最符合题意，operation对应work，mode对应way。A、B两项都是外在结果，与DNA的属性不符；D项改革了GE的结构和组织形式只是外在形式的改变，不是最佳答案。
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