Implementing Six Sigma for SEO
Posted by: meikah | 22 November 2009 | 9:22 pm
I was reading up on SEO, search engine optimization, and how I can apply it to my blogs and websites when I stumbled upon this article. It says that I can use Six Sigma as part of my SEO strategy. That really peaked my interest!
Implementing Six Sigma for SEOÂ is a four-step strategy, according to the article. It is actually following the principles of DMAIC.
Step 1 Formation of the Six Sigma Team
Step 2 First team meeting, schedule generation
Step 3 Measurement phase (Data gathering)
Step 4 Improvement and Control Phase
Filed under: DMAIC, SEO, Six Sigma, Web Marketing
No Comments » |
Modified Six Sigma Tool
Posted by: meikah | 22 October 2009 | 8:06 pm
Since Six Sigma espouses change and continuous improvement, it’s only proper that it too improvises or patterns its tools to the call of the times.
That is how I feel about the modified Six Sigma DMAIC Framework that Reg Goeke and Eric Reidenbach write about. The article was how to make use of the value-driven Six Sigma, from cost-cutting to revenue growth. The modified Six Sigma DMAIC framework addresses how customers should be reached and pleased.
Here’s their suggested modified Six Sigma DMAIC Framework.
- Define: The Targeted Market Segment(s) – The first step of a modified DMAIC is to acquire a laser-like focus on the market segments that best represent opportunities for business growth.
- Measure: To Determine What Drives Value – The key to business growth, both top-line revenues and market share, is to create and deliver superior value.
- Analyze: To Determine Your Competitive Performance on CTQs – An analysis of those performance ratings will reveal your competitive value performance gaps, as well as performance gaps on the most important CTQs and the underlying value performance criteria.
- Improve: Products, Services, People, and Processes - Check out your value stream maps and find the explicit interactions between customers and the functional areas of your business.
- Control: Your Customer Defect(ion)s
Filed under: DMAIC, Six Sigma, Tools/Toolkits
No Comments » |
Six Sigma and Project Management
Posted by: meikah | 6 October 2009 | 9:42 pm
Managing projects is tough. You have to deal not only with people and their moods and attitudes, but also with deadlines, budget, and other variables.
So if you are a project manager, you will really find ways to help you manage your projects well, and make them successful. Six Sigma has a tool that does just that: helps you manage. That is the DMAIC (define-measure-analyze-improve-control).
Filed under: DMAIC, Project Management, Six Sigma
No Comments » |
4 Factors that Affect the Success of Six Sigma Projects
Posted by: meikah | 16 April 2009 | 9:32 pm
Steve Minter, writing for IndustryWeek, gives us a good reminder about the factors that affect the success of Six Sigma projects.
Perhaps, you have been into Six Sigma for years, and your projects although ongoing, have somehow reached a plateau. When this happens, it’s time to step back and re-evaluate. Here are the four factors cited by Minter:
- Leadership – Active and visible support from senior management. “Senior managers must communicate to employees that the purpose of the Six Sigma projects is to make the company more efficient and competitive not to reduce their numbers,” says George Haley, a business professor at the University of New Haven.
- Strategic alignment – Pick projects that will have the greatest impact on the business. “No matter the size of the company, it needs to improve,” says Ellie Kemp, a Master Black Belt at machine tool manufacturer MAG G&L.
- The Right Personnel – “Black Belts and Green Belts need not only training in the Six Sigma methodology but also team leadership and communication skills so that they can shepherd these collaborative projects,” Bob Rome
- Measurement – In developing projects, leaders state the business problem, outline project objectives, list the benefits and any associated hard savings and state how the savings will be calculated.
Related posts:
4 Factors Critical to the Success of Six Sigma Projects
3 Reasons for Six Sigma Deployment Determine Its Success or Failure
Filed under: DMAIC, Deployment, Six Sigma, Tips
No Comments » |
Avoiding Bottlenecks in Six Sigma Implementation
Posted by: meikah | 16 March 2009 | 7:42 pm
Like any other project, Six Sigma implementation is also vulnerable to bottlenecks, especially in small organizations. I know many companies right now may be hesitant to go into Six Sigma, considering the global crisis.But for those who are willing to take the risk to enjoy the benefits and savings later, let me share with you some of the identified bottlenecks so that you can try to avoid them.
- Lack of adequate resources, both human and financial – this can lead to increased employee dissatisfaction, as they have to work extra hours all throughout the implementation stage.
- Small organizations may also face difficulties in hiring Six Sigma professionals, who are vital for the success of any implementation – this may be caused by financial constraints or the failure of management to buy the idea.
- Poor project selection – the team fails to clearly define the real objectives of the implementation project, which can lead to this:
In the “Define†phase, the organization may fail to clearly define the real objectives of the implementation project, which in turn can create problems during the actual implementation. In the “Measure†phase, bottlenecks may arise due to lack of proper measurement systems and due to time lost in data collection. In the “Design†phase, problems may arise due to lack of innovative design improvement ideas. In the “Control†phase, bottlenecks may occur due to non-adherence to VOC (voice of customer), which is vital for the success of any Six Sigma implementation project.
*Photo from Stock.Xchng
Filed under: DMAIC, Deployment, Six Sigma, Team Dynamics
No Comments » |
SixSig Reference Feature: Manufacturers Satisfy Customers Through DMAIC
Posted by: meikah | 10 March 2009 | 9:47 pm
In a continuous process manufacturing facility, nearly 80 percent of downtime on high-speed packaging lines comes from minor stoppages which are generally caused by inconsistency of physical characteristics in the products being produced on the line. These minor stoppages can significantly affect product quality and negatively affect profit margin. By effectively following the DMAIC (Define, Measure, Analyze, Improve, and Control) process and Six Sigma tools, manufacturers can satisfy customers’ quality standards while boosting profitability targets with improved raw material utilization. In his article, Chong, advocates the use of both lean and six sigma tools to expedite the “define and measure” phase into one short week of focused activity. Learn about Chong’s approach and see how several companies are using the DMAIC process to take thousands of dollars back to the bottom line.
Filed under: DMAIC, Six Sigma, Six Sigma References
No Comments » |
Six Sigma Product Development Models
Posted by: meikah | 17 December 2008 | 8:54 pm
Product development here refers to drug development in pharmaceuticals. The characteristics of the process are:
- it is a single event unique to itself
- highly cross-functional, which needs communication, coordination
- decision making is complicated
- bring products to the market quickly
HERE is the process of drug development. And to improve the process and ensure a successful development, many pharmaceuticals go into Six Sigma.
Six Sigma models concentrate on eliminating potential sources of variation in processes. On the shop floor, Six Sigma follows what is known as the DMAIC roadmap (Define Measure, Analyze, Improve and Control). Moving Six Sigma into the product development phase would employ a version of DMAIC tailored according to the type of development structure being used and the product being developed. When Six Sigma moves to the product development phase of a product’s lifecycle it is termed Design for Six Sigma (DFSS). Three different versions of DFSS have been developed: DMADV (Define, Measure, Analyze, Design and Verify), IDOV (Identify, Design, Optimize and Verify), and DCOV (Design, Characterize, Optimize and Verify). The DMADV model has been very successfully deployed in the medical device industry, while DCOV, with its characterization phase is more suitable to in the drug development process.
Click on the image for a bigger version.
Related post:
Lean Six Sigma to Product Development
Filed under: DFSS, DMAIC, Deployment, Pharmaceuticals, Six Sigma, Tools/Toolkits
No Comments » |
Looking Into Six Sigma’s DMAIC
Posted by: meikah | 11 December 2008 | 10:50 pm
This is the first time that I read about DMAIC’s use as only for reactive solutions. Because all along I though that DMAIC is a tool to use for any problem or solution be it reactive or proactive.
I think the view of DMAIC as only for reactive solutions stems from the fact that you do DMAIC when there is already a problem at hand. But then again, am thinking that whatever solutions you come up after the DMAIC will help you become proactive. That is where the Control part comes in. You sustain the initiative and makes sure similar problems won’t crop up in the future.
In any case, iSixSigma Software has a good discussion going about the future of DMAIC, and that because of its flexibility it will still be useful in the future. The article presents a background of DMAIC, its use/function, and its flexibility to be incorporated with other tools.
Read the article: With Flexibility, DMAIC Has Long Future Ahead
Filed under: DFLSS, DMAIC, Six Sigma, Tools/Toolkits
No Comments » |
Tocquigny Leads in Six Sigma Marketing Practices
Posted by: meikah | 7 December 2008 | 9:47 pm
Tocquigny, a leading interactive advertising agency, recently received two recognitions during the 3rd Annual Global Lean, Six Sigma and Business Improvement Summit & Industry Awards Improvement Summit: an award for the “Best Achievement of Organizational Business Improvement by a Small Organization†and a finalist certificate for the “Best Project Achievement in Sales, Marketing or Customer Experience.â€
The company got awarded for its deployment of business improvement programs for agency client, Regent University.
The project was to create a data-driven marketing approach, specifically a cost-effective approach to acquire new students for the Regent’s online undergraduate degree program. The campaign began in December 2006, and after applying the five principles of Six Sigma methodology — define, measure, analyze, improve and control — Tocquigny implemented a highly effective search engine and database marketing program for Regent. Tocquigny also introduced rich media advertising to supplement the initiative and increase user interactivity.
Within six months of the launch, Regent University experienced a 250 percent increase in online undergraduate recruits and a 30 percent increase in applications. The campaign simultaneously reduced the cost per acquisition by 75 percent.
Both companies, Tocquigny and Regent University attribute their success to Six Sigma.
Yvonne Tocquigny, CEO of Tocquigny Advertising says, “Our aim is to be the leader in Six Sigma marketing practices, and I see this as a sign that we have achieved that goal. We believe this award is further proof that Six Sigma research methods lead to excellent results far outside the manufacturing realm.â€
Tracy Stewart, Vice President of Information Technology at Regent University says, “Tocquigny’s Six Sigma approach was a fantastic revelation for our school and enabled us to generate the leads we needed to increase our undergraduate enrollment.”
Filed under: Benefits and Savings, DMAIC, Deployment, Marketing, Six Sigma, Six Sigma Organizations
2 Comments |
Lean Six Sigma in Hospital Emergency Rooms
Posted by: meikah | 4 November 2008 | 9:03 pm
One of the biggest challenges facing personnel in hospital emergency rooms is waiting time. Often, they find themselves having to deal with wait time for bed availability, long waiting times for specialized tests and radiological services, and even high numbers of non-emergency patients.
Six Sigma’s DMAICÂ and Lean can help hospitals attend to this problem, reduce wait time, and even totally eradicate it.
An article on RedOrbit shares three steps:
- Define the problem – that is wait time and the high number of non-emergency patients
- Develop a solution – in an emergency room situation, this can include adding beds by expanding the department or decreasing the size of current rooms; outsourcing certain testing and radiology services; and/or adding an ‘express care’ program to deal with non-emergency patients
- Form a plan for improving the process, measuring improvements to the process, and reducing deviations from the goal – many hospitals have found that Lean Six Sigma practices are a particularly effective way of identifying and dealing with the challenges and problems inherent to health care
In the end, it is not only the processes that are improved, but the hospital having gotten rid of wastes (wait times) can reduce costs and earn savings.
