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This is an incorrect assumption. For some time, people have prophesized the end of the fossil fuel age.

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FIGURE 2-13.

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This is illustrated in Figure 1-4. This means that, if we have crossed the peak, our supplies of fossil fuels are going to begin to drop rapidly when you think about how reliant we are on fossil fuels, this means that there is going to be a rapid impact on our way of life.

such as control charts, precontrol charts, and run charts are used to maintain the processes. The challenge, however, lies in keeping the Six Sigma initiative alive on a continual basis. One way to keep the Six Sigma initiative alive is to have the organization divide itself into functional territories, with

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The International Energy Agency has stated that energy production is in decline in 33 out of the 48 largest world oil producers. So, probably yes. In the same way that there is Peak Oil, there is also Peak Coal, Peak Gas and Peak Uranium. All of these resources are in finite supply and will not last forever. This means that those who believe that heavy investment in nuclear is the answer might be in for a shock. Nuclear has been touted by many as a means of plugging the energy hole left when fossil fuels run out; however, everyone in the world is facing the same problems if everyone switches to nuclear power, the rate at which uranium is consumed will greatly increase.

managers in each territory working only on improving their own functions. This solution, however, is sometimes detrimental to the organization as a whole. Such an organizational hierarchy can give managers a monopoly for controlling any changes to their departments or functions. This authority can lead to resistance to any outside interference and change, such as quality improvement projects. On the other hand, some organizations have too many rules (or written procedures), and any change in those rules must go through a bureaucratic process, which may take weeks or months. To lower such barriers, incentives to drive dramatic improvement or consequences for resistance must be clearly defined and communicated. Leadership must transform the organization s culture into one that embraces change rather than fights it. A mentor can help project managers find the right resources or address critical roadblocks. The mentor may direct the project manager to an informal leader whose support is critical for the project s success as well as find legitimate ways around constraints and roadblocks. For example, a minor change in the project plan might help bypass a daunting approval requirement.

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Sometimes, a company s leaders adopt the Six Sigma initiative without understanding the potential opportunities that can increase profitability. They basically treat it like another cannonball or another flavor of the month. While these companies have committed significant resources in training people for Black Belt and Green Belt certification, either the projects for the trained personnel to work on have not been identified, or the personnel have not been allowed to work on the projects because of other priorities in the company. At a large automotive original equipment manufacturer, the Six Sigma methodology is treated as a five-step problemsolving methodology, and management does not get involved. At another company, projects are already in progress before

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