3.4 DPMO for most processes is impossible. And therein lies its power. Not only does it establish a scoreboard and thus some friendly competition between teams, but it also establishes a big stretch target. You're asking people to aim for performance levels far beyond what they consider possible. With the challenge to keep up with their peers and the challenge of a big goal, people are constantly thinking and talking about how they can move the needles on the customer and business dials.
Big goals can transform organizations.
Even if you don't achieve it, you'll improve processes far beyond what you would have been able to achieve without those goals. Six Sigma companies understand customer specifications. They establish process and dial owners and set stretch goals for improving those measures. They continuously monitor outcome and leading indicator performance and report performance in open forums. And, it is easy for them to openly share performance breakthroughs across businesses and geographies.