Only perfection pays

A former US Navy officer working on nuclear powered submarines, David Silverstein has spearheaded many successful Six Sigma initiatives. He tells Sudipta Dev how he helps organisations around the world achieve breakthrough performance

From charting nuclear powered submarines to steering corporate houses in achieving breakthrough performance—David Silverstein takes great pride in the unusual detour in his career path. The former US Navy officer today helps organisations all over the world achieve zero defect, or nearly zero defects, by deployment of Six Sigma methodologies. Headquartered in Colorado, Silverstein’s Break-through Management Group (BMG) is one of the world’s leading Six Sigma consulting and training companies.

An MBA from George Washington University, Silver-stein served the US Navy for seven long years. After retiring from the Navy he joined Seagate Technology, one of the world’s largest producers of disk drives. He was responsible for implementing Seagate’s Six Sigma initiative in the Asia Pacific region. Based in Singapore, he led a very aggressive implementation, which was recognised as a new benchmark in Six Sigma deployment. Since then Silverstein has spearheaded many successful Six Sigma initiatives worldwide.

It was in the year 1999 that BMG was set up. “Our company is the fastest growing Six Sigma consultancy in the world,” says Silverstein with evident pride. He adds, “We have 70 active clients across the world—from a very high volume manufacturing company which manufactures millions of coke cans everyday to an organisation which produces one nuclear submarine in two years.” The healthcare and financial services sectors have been the major focus.

The company began expanding globally about two years back and has presence in Taiwan, Shanghai, South Africa, Mexico, Thailand, Turkey. It has just set up its India operations. “I have been receiving so many queries from India in the last two years, that it became necessary to start operations here. It was not economic to provide services from the US and the rates there are also too high for the Indian market,” states Silverstein, reminding that the country is very ready for Six Sigma—the education level is high, the economy is strong and the corporate world is forward thinking.

IT companies in the country are a major target for BMG, but presently Silverstein is exploring all markets. Pointing out that IT plays a very critical role in Six Sigma deployment, Silverstein informs that 40 percent of his company’s revenues come from their software. “Very often the solution to a problem is technology solution,” he asserts.

BMG is the first company in India which will provide the Six Sigma experience, apart from in-house sessions and public programmes. From the CEO to the worker on the shop floor everybody is involved in the process. For the uninitiated, Six Sigma deployment involves training the team as Champions, Black Belts and Green Belts. The Champions are senior executives and managers who are accountable for the results of the Six Sigma projects. The Master Black Belts have proved themselves to be effective problem-solvers, the me-ntors who ensure the success of the project. Black Belts are senior and middle level managers who lead teams to successful project completion. The Green Belts are mid managers who support the Black Belts but are not full-time on the job. “Somebody in Motorola many years go decided to use martial art terminologies for Six Sigma and that has remained,” informs Silverstein. Black Belt training involves 23 days spread over four months—one week in the classroom and three weeks in application time. Most of the training involves working on real projects. “The Black Belts should have good people skills, they are the peer to peer leaders. While technical background is not necessary it is always better,” he says.

The first series of public programmes in India (for the Champions) will begin from February, while the four-week session for Black Belts will commence in March, and the Green Belts will begin training in June this year.

Change always brings with it resistance. Silverstein acknowledges that when an organisation tries to introduce Six Sigma, the common resistance comes from the mid-level managers who have the toughest job. Six Sigma, he points out, is different from TQM (Total Quality Mana-gement), because it is driven for financial results.

Silverstein wants to grow the technology business in his company faster than training and consultancy as there are less limitations. He aims at focusing 75 percent of the business into technology initiatives. BMG has its own project tracking software and suite of e-learning products. Ask him about the vision for his company, and he answers honestly, “To make money”.

For someone who loves travelling, Silverstein’s business gives him the opportunity aplenty. And when not jetsetting around the world, he only wants to be with his three children. “I get so little time with them, they are my only hobby,” says the man with a smile.