If you think about Six Sigma as another quality program, then it deserves as much intensity as all the other initiatives that can go on in a big company. [But] to the degree that you see Six Sigma as a culture changer—something that will profoundly affect the organization—then by definition, it takes the passion and obsession of the CEO to make it happen. We saw Six Sigma—and by the way we call it Raytheon Six Sigma—as a way to profoundly change our culture, and therefore it started with me and ends with me. I include language on it at almost every meeting that I have, to the extent that people’s lips almost move

in synch with mine on this subject.