Six Sigma Reference: Six Sigma? Glad You Asked eBook
Posted by: meikah | 5 February 2008 | 8:27 pm
Gianna C. Clark of iSixSigma Blogosphere recently released an eBook, Six Sigma? Glad You Asked. Although I have yet to check out its pages, judging from the titles of the chapters, I know this is a Six Sigma reference that people can actually use.
It’s simply written, based on Gianna’s years of Six Sigma experience, and without the gobbledygook that usually comes in technical books. It’s like you have a question about Six Sigma, then you get this book to find the answers. Much like an encyclopedia.
Read here a review of the book.
Filed under: Six Sigma References, iSixSigma, Six Sigma
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Using Six Sigma Principles in RFP
Posted by: meikah | 29 January 2008 | 9:48 pm
Am I talking about Six Sigma being applied to writing? Yes! I learned that Six Sigma principles can actually help you formulate your business proposals.
By definition an RFP, or a request for proposal, is a document that an organization posts to elicit bids from potential vendors for a product or service. For example, a new business or a business moving from a paper-based system to a computer-based system might request proposals for all the hardware, software, and user training required to establish and integrate the new system into the organization. Another business might draft an RFP for a custom-written computer application they wanted to outsource.
Where does Six Sigma come in?
The world of Six Sigma Quality Improvement provides some guidance for ideal RFP operation. The first three steps in Six Sigma are define, measure and analyze, and that is precisely what the RFP should do. The first step in RFP creation is to prioritize the objectives of the business and, by extension, the project. You then take the prioritized project criteria and determine how they may be best measured. Lastly, the RFP document provides a mechanism for analyzing the measured criteria.
Filed under: Six Sigma References, Six Sigma, Writing
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SixSig News: The Six Sigma Way Study Guide
Posted by: meikah | 29 January 2008 | 9:06 pm
Finally, I was able to edit the chapters of The Six Sigma Way study guide. I apologize to those who have tried accessing the study guide and found the chapters all messed up.
The Six Sigma Way, authored by Peter S. Pande, Robert P. Neuman, and Roland R. Cavanagh, is a clear, simple implementation guide to use Six Sigma successfully in various situations. Go over the study guide and read the book. You will find more value and lessons from the book.
After reading the chapter guides, check out also the study guide, the Q&A portion of each chapter and find out if you have learned some basic thing or two. As I write, I’m also improving the layout of the Q&A; otherwise it’s good to go.
Here’s some advance info: I’ll be writing another study guide or book review—one or two—this year. So watch out for that, too.
Filed under: Tools/Toolkits, Six Sigma References, Six Sigma, Study Guide
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Reinvigorating Your Six Sigma Deployments
Posted by: meikah | 28 January 2008 | 9:49 pm
The biggest challenge in any Six Sigma initiative—or any other initiatives for that matter—is how to sustain the enthusiasm of everyone. Better yet, how to get them inspired every step of the way, especially when they are faced with one roadblock after another.
Isn’t it that in the DMAIC, the Control phase is probably the most difficult one to manage?
If you’re faced with a similar situation, you may learn from this podcast script courtesy of SBTI.
In that podcast titled, Six Sigma Reinvigoration, Bill Hertzing and Debby Sollenberger, Vice-President for SBTI, talk about how to overcome malaise in your Six Sigma deployment.
BH: What then IS reinvigoration.what does that mean?
DS: Well, reinvigoration means understanding where your deployment is at its current state and then making it better. Reinvigoration can take many forms.again depending upon where a Company is in their Lean Six Sigma journey. The first step, as with everything in Six Sigma, is to measure.to assess your deployment in its current state.in other words conduct a critical analysis of your deployment. And, based on what you find, reinvigoration may mean going back to basics. Back to basics meaning understanding the known critical to quality deployment dimensions.and making sure they’re not overlooked. OR.Reinvigoration may not be a back to basics issue.reinvigoration may mean that it’s time to extend your great deployment.take your current deployment successing further across the organization.
*Photo from MorgueFile
Filed under: Deployment, Six Sigma References, DMAIC, SBTI, Six Sigma
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Roadblocks on Six Sigma Teams
Posted by: meikah | 27 January 2008 | 8:25 pm
Teams drive your Six Sigma deployment. Good teams and brilliant teamwork move your Six Sigma initiative more efficiently.
There are however situations and circumstances that teams encounter problems. This happens for several reasons. Are you in that stage where you feel that your team is not going anywhere? And that you’re trying to see what’s stopping your team from moving forward?
You may be encountering the roadblocks below, and may have yet to discover the solution. Check each one out and its corresponding solution.
Pitfall No.1: Starting a team when you have no data (line graph and pareto chart minimum) indicates you have a problem that cannot be solved using Six Sigma. Without data to guide you, you don’t know who should be on the team, so you end up with different people trying to solve different problems.
Solution: Set the team up for success. (1) Work with data you already have; don’t start a team to collect a bunch of new data. (2) Refine your problem before you let a group of people get in a room to analyze root causes.Pitfall No.2: Question data. To throw a team off its tracks, some member who doesn’t like the implications of the data will state in a congruent voice that the data is clearly wrong. If you let it, this will derail the team into further data analysis. I know from experience that all data is imperfect. It has been systematically distorted to make the key players look good and to manipulate the reward system, but it is the “systematic” distortion that allows you to use the data anyway.
Solution: Recognizing that this member is operating on gut feel, not data.Pitfall No.3: Whalebone diagrams. When searching for root causes, if your fishbone diagram turns into a “whalebone” diagram that covers several walls, then your original focus was too broad.
Solution: Go back to your pareto chart. Take the biggest bar down a level to get more specific. Write a new problem statement. Then go back to root cause analysis.
Source:
ExpressComputer, a Six Sigma Zone featured link
*Photo from Stock.Xchng
Filed under: Team Dynamics, Deployment, Six Sigma References, Six Sigma Zone, Six Sigma
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The SixSig Roundup
Posted by: meikah | 24 January 2008 | 10:32 pm
The link roundup is back and I’m giving it another name, The SixSig Roundup. Why the new name? I will now be linking to other equally relevant quality news aside from Six Sigma and Lean Six Sigma.
So, join me as I go ’round the blogosphere!
In my previous post, I shared the interview of Executive Suite with Textron CEO Lewis Campbell. Michael Marx of SixSigmaCompanies.com also shared the interview in his blog. He put emphasis on doing better or continuous improvement.
Recently, we have been hearing about layoffs left and right. In situations like these, who can we blame? Curious Cat Management reacts to Lean Insider’s question: Do Lean Companies Create Fewer Jobs? Same with John of Curious Cat, I’m on Deming’s side when he says: improve quality, lower costs, gain market share, provide more and more jobs…
Just when we think that a lean company is almost achieving perfection, Boeing’s lean supply chain stumbles. Gemba Research Blog takes a look at the situation in Boeing and recommends not copying Boeing’s 787 supply chain strategy. As the blog talks about supply chain and parts, and inventory, I am reminded by The Goal.
Filed under: Six Sigma References, iSixSigma, Lean, John Hunter, Six Sigma
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Innovation + Six Sigma = The Balanced Innovator Book
Posted by: meikah | 15 January 2008 | 9:41 pm
Probably like most of us, Robert Carter also wondered why some products succeed and others fail. In the same manner that some companies are successful and others are not. The only difference between him and us is that he is discerning enough to know and find out the balance among the what, how, and why questions, and actually sit down and right his insights.
The book, The Balanced Innovator shows readers how to understand the importance of achieving the What, How, Why Balance, but also how to measure it and what to do to achieve it.
Carter will challenge us to think beyond world class performance, and describes how to render competitors efforts irrelevant. He also explains the strategies for listening to the ‘chorus of the customer’, and his approach makes it clear just how everybody in an organization is responsible for business growth.
The book is a result of Carter’s experiences in innovation and Six Sigma. Check it out!
Source:
MacroWorld Investor, a Six Sigma Zone featured link
Filed under: Six Sigma References, Innovation, Six Sigma Zone, Six Sigma
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From the Practitioners’ Mouth Comes Lean News on Healthcare
Posted by: meikah | 17 December 2007 | 7:55 pm
A couple of days ago, I stumbled upon a good resource on Lean, Lean Six Sigma, or Six Sigma being implemented in healthcare.
The blog titled Lean Healthcare Exchange is a forum for leaders in Lean Healthcare, Healthcare Quality, Lean Six Sigma. These people exchange ideas and share their lessons to everyone. What’s good about this site is that the posts are real-life issues besetting the healthcare industry.
It has run the whole gamut of taking the cudgels of leadership in healthcare, to the right tools for the job, to problem solving. It’s a wealth of information on the Web.
Check out the blog!
*Photo from MorgueFile
Filed under: Lean Six Sigma, Deployment, Six Sigma References, Healthcare, Quality
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Using a Scatter Plot in Six Sigma
Posted by: meikah | 10 December 2007 | 9:10 pm
A scatter plot, also called a scattergraph or scatter diagram, is a kind of chart that shows relationships of two variables in a graph. The scatter plot or diagram shows how one variable is affected or influenced by the other variable.
It is especially useful when you are dealing with a large number of data points. The scatter plot will show the relationships in terms of strength, shape, direction, or presence of outliers.
If you are into Six Sigma, all the more reason you will find use for the scatter plot, which is in fact one of Six Sigma’s basic tools. Below is an example:
If the overall production team was able to produce 500 cars before stating the Six Sigma plan. Then with the changes in waste reduction created a change of an additional 200 cars in the same amount of time. Then the numbers would show that there was a 200-point increase. This increase could have been due to the relationship of changes that occurred with the implementation of Six Sigma.
*Photo from NetMBA
Filed under: Tools/Toolkits, Manufacturing, Statistics, Six Sigma References, Six Sigma
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Six Sigma Book Feature: Operational Excellence – Using Lean Six Sigma to Translate Customer Value through Global Supply Chains
Posted by: meikah | 2 December 2007 | 8:58 pm
Book Description
This is a practical and hands-on reference written for people who need a concise and practical source of information to improve their manufacturing or service operations anywhere in the world.
The twenty chapters comprising this book contain more than 450 figures, tables and roadmaps covering a range of practical topics from translating the voice-of-the-customer (VOC), through product and process design including Design-for-Six-Sigma (DFSS), product forecasting, lean methodology, financial and productivity analysis, capacity management, process scheduling, inventory control, supply chain design, quality system design including Six Sigma , conducting operational assessments, project management as well as the deployment of technology across the world.
Understanding these topics will help ensure an organization’s operational systems meet customer needs and expectations. Each of the twenty chapters contains checklists and evaluation tools to help an organization to measure its competitiveness level to identify areas for operational improvement relative to the topics of the chapter.
Integrated throughout the book are practical examples using Minitab and Excel. Also, included is a brief discussion of Crystal Ball and similar software packages. For organizations seeking a source for improving manufacturing and service operations, this book effectively delivers. As organizations understand the interrelationships of global supply chains, their operational systems will excel at meeting or exceeding customer expectations in this age of globalization.
Source:
iSixSigma Library
