The SixSig Roundup
Posted by: meikah | 27 July 2010 | 12:43 am
It’s time again for some link-loving and see what other blogs are saying about Six Sigma, Lean, Lean Six Sigma and other quality improvement processes.
Forrest Breyfogle of Going Beyond Lean Six Sigma and the Balanced Scorecard says that for lessons on recovery, U.S. can look to the north on their healthy policies and performance measurements. The post is particularly referring to Canada and how the country is doing amidst the crisis.
Over at Call IT Anything, Dale Sanders advises to don’t be strangled by process-improvement Black Belts. “Try though we may fix the problems of healthcare IT with rigorous process– most recently ITIL– we’re only putting lipstick on a pig…”
The Best Mobile Phone blog shares some tips and technology for Six Sigma mobile workforces. “Some organizations that have tried to use Six Sigma in field sales have used information technology solutions too soon. There is a wrong perception that Six Sigma will interfere with the productivity of the sales staff or take up time that they would rather spend with customers.”
Food Standard blog asks, can a fast food chain benefit from Lean Six Sigma? The post has good points about food, waste and Lean Six Sigma.
Lean Six Sigma for Law Enforcement blog talks about MBWA, or Management by Walking Around. It’s an interesting management style and the blog itself is a revelation. Check it out!
Filed under: Economy, Food, IT, Law/Legal Service, Lean Six Sigma, Mobile Workforce, Six Sigma
No Comments » |
Improving Legal Sales and Services Process Through Lean and Six Sigma
Posted by: meikah | 13 October 2008 | 9:03 pm
It has been already established that Six Sigma is no longer limited to manufacturing. Lean and Six Sigma has also been making improvements in the service sector.
A case in point is the legal sales and service processes. Over at law.com, an article discusses how legal processes are improved or being improved through Lean and Six Sigma.
Here are some examples:
Morgan, Lewis & Bockius, through Richard J. Sabat, a Six Sigma Green Belt, developed a Six Sigma legal services model “that reduces, often by more than 25%, the cost of delivering legal service for mortgage loan transactions.” Reportedly, the project commenced first in 1974, was employed on an institutional basis in 1988 and was retooled in 1997 and then again from 2000 to 2003.
Kathleen T. Pearson, a business development professional and process improvement practitioner, fixed a problem at her firm: “We were not capturing our firm experience efficiently. Not having this information resulted in having to initiate a fire drill every time we needed specific experience for a proposal or client meeting; we ultimately were submitting incomplete information.” She tackled the project by first mapping the process in detail. This allowed her to identify issues and explore alternative process designs. The solution that was developed eliminated waste and rework, educated employees and created a very useful tool in the form of new data input screen. The results speak for themselves. The firm improved the capture rate of firm experience from 6% to 100%.
