Posted by: meikah | 17 March 2014 | 8:58 pm
Accenture is one of the world’s leading management consulting, technology services, and outsourcing companies. It is servicing 91 of the Fortune Global 100 and over three-fourths of the Fortune Global 500 companies. Its BPO delivery network reaches 400 clients with operations in 120 countries and in 39 different languages. With that extent, defects have no room in their operations.
To ensure quality all throughout their processes, Accenture embarked on an ambitious project, Lean Six Sigma. They went into their quality journey in phases:
And this is how they rolled out their Six Sigma Training:
Presented by Jeffrey Solis, Delivery Excellence Specialist and Quality Manager, Six Sigma Black Belt at Accenture Philippines at the recently concluded The 4th Lean Six Sigma Conference 2014.
Although, their Lean Six Sigma initiative is young, already the company is enjoying some benefits. Revenues in the fiscal year 2013 amounted to $28.6 billion.
- There is no fixed rule in deployment. One thing unique about their deployment is that top management initiated the program, then cascaded it to the employees. After which, they involved the middle management. What’s important is commitment to process improvement.
- Investing in continuous improvement training brings in unprecedented results.
- Diverse services and client base are not hindrances to performing well. The key is to have a clear goal, well-oiled processes, and an efficient training program.
Filed under: Accenture, Building/Construction, Call Center/BPO, Lean, Lean Six Sigma, Six Sigma, Six Sigma Advantage
Posted by: meikah | 23 January 2014 | 2:50 am
It’s a new year, and that means new challenges for the business.
I know you have been working on your processes the whole of 2013, and leveraging strategies such as Six Sigma, Lean Six Sigma, Lean, Kanban, among other things.
So what’s in store for Lean Six Sigma this 2014? Some practitioners were asked and here’s what they have to say:
Kaj Ahlmann, Owner
Six Sigma Ranch & Winery
“Think process, not silo, and focus on the customer [the voice of the customer…”
Dr. Charles Brandon, Director, Performance Improvement Office
U.S. Department of Defense
“There will be a renewed emphasis on understanding and tapping into the skillsets the continuous process improvement (CPI)/LSS practioner brings to the table. More organizations will endeavor to involve CPI/LSS during the initial stages of program/project definition, allowing for an astute incorporation of progressive management philosophies and techniques during the definition of an effort…”
Gary G. Jing, LDFSS Deployment Leader, Master Black Belt
Tyco Electronics, Telecom
“Start off with Lean to address the big-picture view and everything else it can, and use Six Sigma to fill the voids.”
Eric Maass, PhD, Engineering Program Director, DRM/DFSS and Lead Master Black Belt
“We are progressing toward a more proactive approach incorporating more Lean Six Sigma principles and less reactive, blind adoption, meaning more products are being designed for high yield and high reliability without rework, and processes are “born” Lean, consistent with Lean principles and ready for production ramp-up.”
Daniel Stoelb, Regional Lean Leader
“Continuing to work in the trenches to help improve the percentage of success with Lean and Six Sigma through the leadership and people side.”
Damon Werner, Director, Six Sigma, Master Black Belt
McKesson Connected Care & Analytics
“(Work on) efficiencies gained in our process improvement efforts in the area of implementations.”
What is your prediction?
Filed under: Six Sigma, Six Sigma Advantage, Team Dynamics, Technology
Posted by: meikah | 6 December 2012 | 10:25 pm
A month ago, Ian Mitchell, Programme Director at American Express in Warrington, United Kingdom, posted on the Lean Six Sigma LinkedIn group, this question: How do you describe Six Sigma in 3 words?
A flurry of interesting answers came pouring in. My reply was:
Establish. Measure. Improve.
(I can’t make this image clearer, so please click on it to view the bigger version.)
You can see some of the other replies in the image, too. As of this time, there are 233 replies. Let me share with you some more:
Craig Cunning CAPM • Clean, Efficient, Effective
Roger LaFleur • Monitored Controlled Variables
Ian Robertson • Process variation control
Albert xu • tools, ways , culture
Ken Albrecht • Processes Precisely Performed
Parthasarathy Bhaumik • Opportunity, Alignment, Success
What about you, how do you describe Six Sigma in 3 words?
Filed under: Six Sigma, Six Sigma Professionals, Six Sigma References
Posted by: meikah | 11 October 2012 | 1:55 am
For this month’s quiz, and a chance to win a copy of Quality Gamebox, submit your response by October 26 to be entered in the drawing.
Take the quiz:
Yuna Laterill is president of Sound Waves, a company that produces small portable radios used in survival kits. The company has been experiencing dramatically declining sales, primarily because an offshore competitor is able to provide higher quality radios at lower prices. Since we visited the company in last month’s quiz, sales revenues have continued to drop even further.
Winners of last month’s quiz and a copy of Quality Gamebox:
Sheryl Cobb (University Health System)
Paul Humphrey (Kimball)
Leeanna Kirkland (O’Neal Steel)
Mark O’Brien (AUS-QUAL Pty Ltd)
Filed under: PQ Systems eLine, Quality Quiz, Six Sigma
Posted by: meikah | 18 July 2012 | 4:03 am
During the Managing Risk and Performance Through Business Process Management conference last March, Makati Medical Center shared their process excellence journey.
Makati Medical Center is one the premier hospitals in the country, and knowing that they are still working on improving their services is something else. It makes you trust them more. Trust is a big thing in the healthcare industry.
Makat Med’s journey started when they reviewed their admissions process flow.
They found the following root causes of the delay in transferring a patient:
- tedious manual coordination for bed between units
- longer time spent on calls
- no visual availability of beds
- longer time spent on generation of reports
- limited room request confirmation
The solution: Lean Six Sigma…
- by creating a bed management dashboard – reduced coordination time and there’s now a real-time bed availability, thus wait time is reduced
- outsourced admissions call to a call center, thus less phone time for Admissions personnel. Through the call center, patients now have easier access.
- as a result, pre-admission activities are done faster
To further improve the hospital also did this:
Like any other improvement, Makati Med management admits that this is a continuous journey. They will study their patient care processes and will improve them. What’s important is they went right into it.
The result: The JCI Gold Seal of Approval – an affirmation of Makati Medical Center’s passion for excellent patient care.
Now you know where to go for your healthcare needs.
Filed under: Business Improvement, Business Process Management, Healthcare, Lean Six Sigma, Makati Medical Center, Six Sigma
Posted by: meikah | 6 July 2012 | 3:17 am
Fierra de Manila Philippines once again brings you another Six Sigma Conference. Titled The 3rd Six Sigma and Process Improvement Conference 2012, the conference theme is “Process Thinking Towards a Customer-Centric View of Business.”
August 9-10, 2012
Hotel Intercontinental, Makati City, Philippines
The global economy is in a dangerous new phase with increasing fears over debt in the Euro-zone that may trigger negative effects and sluggish economic growth in developing economies. Given this very unstable outlook, process improvement practitioners are focusing their efforts to mitigate risks and improve business management that create and deliver value to customers. Businesses have shifted paradigm by having customer satisfaction as a key driver and metric of success.
Companies adopt a host of different approaches to improving the quality and efficiency of their output – Business Process Management, Six Sigma, Lean, Business Performance Improvement, Process Re-Engineering, Total Quality Management, etc. All these methodologies are focused on ‘Process’ as the spring board for any business improvement and excellence program.
This conference is focused on Six Sigma and Process Improvement and its integration. Based on PEX (Process Excellence Network) 2011 survey, Six Sigma and Lean remain prevalent as key methodologies used by most companies worldwide for business improvement programs.
Learn the essentials of the most powerful methodology in the business today. Know Six Sigma strategies and tool sets for your sustainable process improvement initiatives and innovation program.
Top Reasons to Attend
· Understand the Six Sigma methodologies to drive and sustain organizational performance
· Learn to integrate Six Sigma in your business processes
· Know the latest customer thinking strategies
· Leverage on risk management and innovation approaches for process excellence
· Learn from various case studies of Six Sigma application
· Network up-close and personal with Six Sigma Experts and Quality Practitioners
Key Conference Topics
Day 1, August 09, 2012, Thursday
1. Aligning SS Strategies with Corporate Through BSC Framework
2. Using DMAIC and SS Tools in Business Improvement Projects
3. Key Ingredients for a Successful Process Improvement Program
4. An Integral Part of Six Sigma
5. Process Maturity Assessment: Creating and Understanding Long-Term Roadmap Reach Full Process Maturity
6. Business Process Re-Engineering for High Impact Processes and Change Management
7. Managing Innovation with DFSS
8. Innovative Adoption of SS Methodology to Deliver High Impact Results in Manufacturing
Day 2, August 10, 2012, Friday
1. Your Customers Are Your Future! Redesigning Your Processes to Deliver Customer Satisfaction
2. Critical Success Factors for Deploying and Sustaining Six Sigma in Telecom Sector
3. Innovative Adoption of SS Methodology to Deliver High Impact Results in Financial Services
4. Achieving Six Sigma Process Excellence Through Employee Involvement
5. Risk Management (ISO 31000) Through Six Sigma
6. Embedding Effective MIS with Six Sigma Methodology
7. Benefits of Implementing Six Sigma in Healthcare
8. Panel Discussion on Business Improvement Methodologies
GET TO KNOW THE CONFERENCE RESOURCE SPEAKERS
Please click here: mailto:fmi.com.ph/?page=
Discounts and Payment Scheme
Php 16,000 2 days attendance
US $450 for Foreign Nationals for 2 days attendance
Package of 5 Delegates +1 Free
20% Discount to Academe/Students/ Government
10% Discount to NGOs, Trade Associations, Chamber of Commerce
Fees are inclusive of snacks, lunch and conference kit
REGISTER NOW AT: http://www.fmi.com.ph
Who Should Attend
CEOs, Presidents, General Managers, Managing Directors, Lean and Six Sigma Practitioners, Strategic Planners, Risk Managers, Business Owners, Process Owners/ Analysts, Entrepreneurs, Senior Level Managers, Industrial Engineers, HR/OD Managers in various industry sectors, such as: Telecom, Healthcare, Financial/Banking, BPOs, Logistics, Transport, Export/Import, Manufacturing, Retail, Government, NGOs, SMEs, and those who are practicing and beginning the journey of business excellence and continuous improvement within their organizations.
Filed under: Business Improvement, Business Process Management, Six Sigma
Posted by: meikah | 8 June 2012 | 2:33 am
Toyota, the leading automotive manufacturer, has been credited for introducing an effective and efficient way of doing things. The Toyota Way, they call it, has become the bible for many manufacturing companies.
However, there has also been questions about how this strategy can be applied to other areas of the business. Process Excellence Network finds out the answers for you.
Q1 : We often think of the Toyota Production System as one of the exemplars of continuous improvement culture. Where does your Business Intelligence program fit in?
Q2 : Do you incorporate elements of the Toyota Production System – such as visual management, mistake-proofing, going to the “Gemba” and Kaizen, PDCA – into your Business Intelligence programme? If so, how?
Q3 : One of the challenges of anything that involves information technology is the length of time it takes to deliver them – by the time they get in the hands of users, the business needs have often moved on. I understand that you recently applied some lessons from a kitchen renovation you were doing to the difficult task of developing appropriate business intelligence tools. Can you elaborate?
Q4 : Engaging users throughout the process has got to be key to success; BI is only useful if business users utilise the information available to them. But it’s also critical that there are no data errors going into the system. What do you do to engage users so that they can realise the benefits’ of BI?
Q5 : Can you give me a concrete example?
Q6 : Business Intelligence has traditionally been an IT-based function. Do you think IT will continue to take the lead in Business Intelligence programmes? Should it?
Q7 : What would you say are the 3 keys for IT to provide greater business value?
Filed under: Business Process Management, Gemba Academy, Kaizen, Lean, Lean Manufacturing, Six Sigma, The Toyota Way, Toyota, Toyota Production System
Posted by: meikah | 4 June 2012 | 4:00 am
I stumbled upon this article today, and I really find it interesting. The article over at Go Lean Six Sigma presents a county that is lean and all its possibilities.
A lean county is compared to a utopian government, only that in my opinion is more doable. Check out how a Lean County works here.
Now if a lean county can be achieved, am sure a lean country can too.
Filed under: Lean, Lean Six Sigma, Six Sigma
Posted by: meikah | 15 May 2012 | 4:20 am
In the 2nd Lean Six Sigma Conference 2012, Dr. Chandramogan Anamirtham, president and general manager of Hitachi Global Storage Technologies Philippines Corp., shared how his company embarked on a Lean Six Sigma Journey.
Dr. Chandramogan showed us a video with a message that innovation starts with you. You don’t need to wait for other people to work or begin. Begin a task yourself. Create that breakthrough.
Their journey started with Dr. Chandra’s model for manufacturing excellence:
Q uality – Quality of People, Process, Product
U nit Cost – Value, Cost Consciousness
A ko – (In English, Me) means Accountability
L ean Six Sigma – Structured approach to improvement
I nnovation – Breakthrough, Patent
T eamwork – Inter-department, across sites
Y ield – Productivity, Output/Input
Product – Process – People
Lessons from Hitachi’s quality journey:
- Invest in people
- Invest in training
- Create change
- Embrace that change until that change becomes a way of life
- Nurture that culture by giving people the opportunity to grow in your company
Posted by: meikah | 9 May 2012 | 11:23 pm
I have always been a jeans person. My casual, run-errands attire is jeans and white tee. Thus it really matters to me that the jeans would fit me well and am comfortable wearing it. There are those that really fit to a T. In my case, it’s often the Guess jeans. I didn’t need to alter anything. I buy and wear them.
Like any apparel, it’s important that jeans come in good quality, that it comes in good denim. It’s interesting to know that there are denim manufacturing companies that are making sure we get good quality.
I stumbled upon an article on The Monitor that says that South Texas College (STC) will train more than 300 Santana Textiles employees on ways to improve the denim’s quality, lower production costs and eliminate waste.
STC will train the employees in lean manufacturing, supply chain management and Six Sigma. It was cited that Santana CEO J. Michael Aiken sees the need for these strategies adopted by Motorola, Toyota and other successful manufacturers. The goal is for his company to reverse the trend of textile manufacturing heading overseas.