As Six Sigma is a quality management tool many professionals have a staunch opinion that Six Sigma is a reactionary tool thereby limiting its effectiveness. Thinking about this begs the question is it proactive or reactionary? To get to the bottom of this we have to think about what the terms mean for business. Reactive
Supply Chain is a big part of any operational strategy and yet it is arguably the most mismanaged area within companies. I was contacted by Michael Koplov of Software Advice and he shared with me a very good and balanced article on supply chain management. The article provides realistic solutions to the most common supply
Six Sigma speaks frequently of eliminating non- value activities and in the last post, I talked about how you can define value in your organization. For this post I want to continue the value discussion and talk about how you define a non-value activity and what the most common types are. Simply put non-value activities
In Six Sigma and change methodology there is a lot of emphasis on creating and sustaining value. This seems straight forward until you try to implement value and then you find yourself asking “What is value”? It seems like such a simple question, but different organizations define value in different way. For LSS and SS
Many companies chasing Lean or Six Sigma are often looking for instant savings and a way to automate a process; but there is a deeper meaning to the methodology. The best use of this methodology is to reduce waste and eliminate non value added processes. That begs the question, how do you define value?
Value Stream Mapping (VSM) is a useful tool for every business and you don’t have to be focused on lean to reap the benefits. VSM puts your process on paper and helps you identify the areas that can be improved. If you have a flawless process, congratulations! Chances are that state of perfection does not
In improvement projects there are a million methods to choose from, and every method is not appropriate for every situation. To be effective you need to know what the method is, what it tells you and the appropriate situation to use it in. The first method I want to tackle is the Balanced Scorecard method.
Follow the Yellow Brick Road For a few weeks now I have been defining different areas of 6Sigma and now I want to impart some simplicity in how and when to use some of those tools. In my eyes one of the most important tools for 6Sigma is Root Cause Analysis. I am about to
When you start talking about belts and their colors (yellow, green, and black) many people start looking around for Karate practitioners, lost at the reference. Well I am here to tell you that not only is it important to know what the different belts bring to your project, it is also easy
Okay I will probably anger a lot of people here, but Motorola did not start 6Sigma; what Motorola did was repackage the quality improvement tools into what we recognize as 6Sigma. For those of you who are die hard believers that Motorola started 6Sigma, I refer you to Alan Ramias’ article The Mists of