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The IRR is a capital budgeting metric used by rms to decide whether they should make investments. It is an indicator of the ef ciency of an investment, as opposed to NPV, which indicates value or magnitude. The IRR is the annualized effective compounded return rate that can be earned on the invested capital; that is, the yield on the investment. A project is a good investment proposition if its IRR is greater than the rate of return that could be earned by alternate investments (investing in other projects, buying bonds, even putting the money in a bank account). Thus, the IRR should be compared with any alternate costs of capital including an appropriate risk premium. Mathematically the IRR is de ned as any discount rate that results in a net present value of zero for a series of cash ows. In general, if the IRR is greater than the project s cost of capital, or hurdle rate, the project will add value for the company. The IRR is determined by calculating the interest rate (r) when NPV equals zero or the equation and solving for r NPV =

am grateful to my family (Archana, Krishna, and Avanti) for allowing me to write this book at odd hours, and to many friends and colleagues for listening to my unsolicited and painful ideas. My sincere thanks to Frank Brletich and Caryn Penru for their review, recommendations for, and edit of the manuscript. Thanks to Rajiv Varshney for jazzing up the figures and Rajeev Jain, Jim McNulty, Barb Schultz, and Terry Luczak for their thoughtful discussions. The book would not have passed beyond the thought process without knowing Ken McCombs, Senior Editor at McGraw-Hill. Ken has been phenomenal in believing in the Six Sigma Business Scorecard concept and in helping patiently during the development of this book. The staff at McGraw-Hill has done a wonderful job of making Six Sigma Business Scorecard a reality. I am thankful to Bob Galvin, Chairman Emeritus, Motorola, Inc., for sharing his views with readers of this book, and Bill Wiggenhorn, Chief Learning Officer, Cigna, for reviewing the manuscript and preparing the Foreword. Bob Galvin was the first CEO to launch Six Sigma at Motorola, and Bill Wiggenhorn was the catalyst for institutionalizing Six Sigma at Motorola. I am honored to receive encouragement from these two great leaders.

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t t = 0 (1 + r )

$65,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 15.0% 28.2% $30,761

Most spreadsheet programs typically have the ability to automatically calculate IRR and NPV from a series of cash ows. Table 8.8 is an example applying these nancial evaluation concepts. Returning to the baler example discussed previously, recalling an initial cost of $65,000 and $20,000 in annual savings and assuming a baler life span of 10 years and an organization minimum attractive rate of return (MARR) of 15 percent. The MARR is the minimum return on a project that a manager is willing to accept before starting a project, given its risk and the opportunity cost of forgoing other projects. The MARR is calculated by the management working with the nance department and typically ranges between 3 to 15 percent for most organizations. Table 8.8 shows the cash ows, IRR, and NPV. As shown in the last two rows, the IRR is 28.2 percent and the NPV is nearly $31,000 at an MARR of 15 percent. The fact that the IRR is greater than the 15 percent MARR and the NPV is positive indicates that the project is a good nancial decision. Waste minimization alternatives should also be evaluated based on sustainability and the cultural t within the organization. Sustainability is de ned as an organization s investment in a system of living, projected to be viable on an ongoing basis that provides quality of life for all individuals of sentient species and preserves natural ecosystems. Sustainability in its simplest form describes a characteristic of a process or state that can be maintained at a certain level inde nitely. The term, in its environmental usage, refers

nose from the head. With a sharp scalpel, you can cut through the plastic backing of the felt, and using hot water, you can scrape all the glue and gunk off. You should now be left with a nice clean piece of glassware. Now, remember that the device works on the principle of temperature difference. You will remember from experiments earlier in the book, that black surfaces absorb solar radiation, while shiny or reflective light surfaces reflect solar energy. A black car feels hotter than the silver one

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