Can Six Sigma Protect Companies from Crisis?
Posted by: meikah | 7 July 2008 | 9:32 pm
The fuel crisis is global. And because most, if not all, of our activities depend on fuel, we are now feeling the crunch.
The hottest issue of the day in the country is the impending increase of fuel. Different sectors have different views on how to peg the increase: in one go or in small amounts. So far, I have not heard of any company closures, or companies retrenching their workforce to cope with the crisis. What we’re experiencing though are increases of basic commodities.
Already two locally based airlines, PAL and SEAIR, are seeking regulatory nod for fuel surcharge increase.
The fuel crisis however has a different effect on other companies outside of the Philippines. In the airlines industry for example, many American airlines have regrouped, increased charges, put charges where there weren’t before, and cut down on flights and employees. AirTran is to cut 180 pilot jobs, 300 flight attendant jobs.
A Six Sigma company is actually doing those cuts. Jazz Air LP has implemented several cost-saving measures to cope with the rising fuel cost. Although Jazz is already a lean company, yet they have to let some of their people go.
According to Joseph Randell, President and CEO of Jazz:
While Jazz is already a lean organization and is in a reasonable position to manage its current challenges, every effort is being made to reduce our costs and to prepare for what may lie ahead.
Jazz has already established a number of fuel-saving initiatives, recently froze all hiring and non-critical staff overtime, and instituted a number of other cost-saving programs. Being a Six Sigma organization has made Jazz a more efficient airline and the focus to ensure we remain competitive is constant.
This incident made me ask, can Six Sigma protect companies from crisis?
Source:
iSixSigma News
Filed under: Six Sigma Organizations, Human Resource, Lean, Six Sigma, Airlines, Customer Service
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Six Sigma at LAI International, Inc.
Posted by: meikah | 1 July 2008 | 12:29 am
dBusiness News reports that a lean manufacturing initiative at LAI International has reduced the cycle time on a critical aerospace product by 25%.
How did LAI do it?
The LAI facility has trained 57 percent of its employees in Six Sigma practices, including technicians, engineers and quality managers certified as Six Sigma Black Belts. LAI has created seven project teams as a result of lean production initiatives, which focus on eliminating waste from processes. A recently completed lean project reduced data-entry steps and set-up times for a production sub-assembly, producing projected savings of more than $100,000.
But LAI did not only rely on Six Sigma. The company also went into lean at all of its production facilities, including adding visual management tools and implementing audited 5-S programs, and Kaizen.
What happens at LAI International is another example of a company that is serious about process improvement. If one methodology is not enough to bring about all the changes you want and the improvement you need, a good combination of initiatives is definitely good, too.
Filed under: Benefits and Savings, Six Sigma Organizations, Lean, Six Sigma
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Lean, Six Sigma, and Kaizen for Forest Management
Posted by: meikah | 18 June 2008 | 8:52 pm
We have been experiencing unusual weather patterns lately. Rains during the summer, humid and hot dry climate where there should be wet or cool climate. When it rains, too, it really pours, thus flooding of great magnitude occur.
Many conclude that this altered weather patterns are caused by the degradation of our environment. Despite the efforts and renewed awareness, we continue to suffer from a damaged environment.
Perhaps, this reality must have inspired Forestry companies and the Natural Resources Department in New Brunswick to finally sit down and plan a forest management initiative. Many cities have embarked on the same or similar activities, but what’s interesting about this one is that the team will combine Lean, Six Sigma, and Kaizen and incorporate it into the forest management program.
Calling the program as LeanSigma Kaizen, the team hopes to achieve the following:
- launch the event at a reduced cost
- add value to their departments
- review the existing Frown Lands and Forest Act
- bring the red tape initiative to a new level
- implement an effective forest management event
Related Stories:
Lean Kaizen
Kaizen with Six Sigma
Source:
iSixSigma News
Filed under: Deployment, Sustainable Business, Kaizen, Lean, Six Sigma, Environment
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Using Six Sigma and Lean in Improving Performance in Practice
Posted by: meikah | 9 June 2008 | 6:40 pm
Take a look at the automotive industry and healthcare industry. Do you see any similarities?
By its name alone, the automotive industry is concerned with the design and manufacture of motor vehicles, while the healthcare industry is concerned with people’s health. The details of each industry’s processes may be different but improving these processes can be done using the same methodology.
This is proven by Automotive Industry Action Group and Michigan Medical Group Management Association.
They launched a program called Improving Performance in Practice, or IPIP.
“What was demonstrated without a doubt is you could put an automotive quality coach in a medical setting and have a positive outcome,” said Rose Steiner, state director of Michigan IPIP for the AIAG.
The results so far: increased patient satisfaction and a much smoother flow of processes.
To improve further, IPIP will also use Six Sigma and lean systems philosophies, and look for efficiencies throughout the entire practice.
Source:
MLive.com a featured link of iSixSigma
Filed under: Manufacturing, Services, Healthcare, Processes, Lean, Six Sigma, Automotive
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Lean Six Sigma at Wastequip, Inc.
Posted by: meikah | 25 May 2008 | 7:33 pm
Wastequip Inc., a world leader in garbage and waste handling equipment, is going “greener” by embracing environmental leadership and efficiencies across all aspects of its operations. That is the vision of Wastequip’s President and CEO, Bob Rasmussen.
By doing that the company believes that they will be able to streamline services that help contain costs and improve customer support.
Mr. Rasmussen further said:
“Our focus going forward will be to improve customer service and reduce costs through practices involving reduced energy consumption, CO2 emissions and increased recycling. These improvements will be driven by our focus on LEAN Six Sigma manufacturing and management processes.”
In fact, Wastequip’s on-going efforts is to accelerate its LEAN Six Sigma programs, which have already resulted in significant improvements in operational efficiencies and quality control. For example, plant managers are being trained in LEAN practices and are in the process of working toward Green Belts in LEAN.
Source:
Solid Waste & Recycling
