Six sigma programs are raging through corporations worldwide, with some corporations citing savings in the $US billions resulting from six sigma implementation. Six sigma has both proponents and detractors with some arguing that nothing new is involved and others identifying it as revolutionary. The view espoused herein argues for six sigma as a methodology within the larger framework of total quality management ± a blend of old and new in the sense that the tools of six sigma are often familiar ones, but are applied with an eye that is more strategically focused than historic use of those tools ordinarily indicates.