Six Sigma Mistake-Proofing
Posted by: meikah | 4 March 2009 | 8:32 pm
An article on ezine talks about a Six Sigma team whose Champion was not satisfied with the customers’ feedback. And so, the Master Black Belt introduces the concept of mistake-proofing.
Mistake-Proofing is a technique where we use wisdom and ingenuity to create devices that allow us to do our job 100% defect free every time. You see, in the transactional and manufacturing worlds, we make mistakes because there are a lot of opportunities for defects. We know that 100% inspection will not catch all these errors, which leads us to believe that not much can be done. But, we should not accept these errors as inevitable. Experience has shown that with brainstorming and careful analysis of causes, any type of error can be reduced considerably, if not eliminated altogether. Mistake-Proofing focuses on removing some of these opportunities by replacing repetitive or error-prone tasks with tasks that can only be done the right way.
I like the idea that a Six Sigma team does not stop with the tools they have to reduce, if not eliminate, defects. The team finds more ways to reach a zero-defect status, and found it in this quality sigma mistake-proofing.
Filed under: Black Belt, Quality, Six Sigma, Team Dynamics
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MGBS Promotes Six Sigma to Beat the Crisis
Posted by: meikah | 19 February 2009 | 12:06 am
Millennium Global Business Solutions (MGBS) promotes Six Sigma to beat the global crisis. In an article on The Economic Times (ET),the company vows to assist their company-clients in the US, China, India and other South Asian countries.
MGBS President and CEO, Dr Shree Nanguneri, told ET, “We have a large network of experts in these markets. We will pool them to conduct training sessions with consultants engaged by us. It is during down turn, companies should create more customers, build their loyalty and brand value for products and services.”
I see no reason why Six Sigma can’t help companies weather the economic storm. After all, according to a Six Sigma expert, by deploying lean Six Sigma practices, companies can work more closely with customers to retain the supply chain. This will keep their sales line busy with enough orders.
Source:
Six Sigma techniques to beat slowdown impact
Filed under: Six Sigma, Six Sigma Organizations, Team Dynamics, Training
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“Caterpillar Inc. Uses Six Sigma Teams to Achieve Greenhouse Gas Emissions Reduction Goals”
Posted by: meikah | 13 October 2008 | 8:48 pm
That’s the news on CSRWire.
Projects implemented by Six Sigma teams focused on heating efficiency, more efficient lighting and control of equipment and can be replicated across the globe at Caterpillar facilities, not only reducing emissions, but also saving money, improving quality and engaging employees.
The results: In 2006, Caterpillar reduced its total global greenhouse gas (GHG) emissions by 36 percent per dollar of revenue, exceeding its 2010 goal of 20 percent intensity reduction. The company again exceeded the goal in 2007 with a 38 percent intensity reduction over 2002.
For Caterpillar to use Six Sigma teams to drive its sustainable projects is actually no surprise. Caterpillar has been a Six Sigma company for years now, and has been reaping benefits from it.
Filed under: Caterpillar Inc., Manufacturing, Six Sigma, Sustainable Business, Team Dynamics
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Dominion Resources Goes Six Sigma
Posted by: meikah | 7 October 2008 | 8:59 pm
It’s common knowledge that airlines have their share of problems, and so does the entire travel industry. From ticketing to advance purchases to claiming to refunds, and no-shows, all these incur expenses, and when not managed well, losses.
Thus, an effective process improvement methodology would do the industry a lot of good.
This is the reason why Dominion Resources, Inc. goes into Six Sigma. Led by its director of travel and corporate services Donna Kelliher, Dominion is able to implement a holistic Six Sigma approach to their processes. As Ms. Kelliher puts it:
… “it’s in our DNA”–Six Sigma offers a kind of brand awareness that brings integrity to unpopular policies, support for counterintuitive conclusions and buy-in from frequent travelers.
Based on their Six Sigma practitioners, Dominion has applied Six Sigma to the following:
- analyses of advance purchase and nonrefundable fares
- compliance to preferred hotel policies
- 24/7 travel agency services
- value added tax reclaim
- and considering an “express” project examining airline contracts
How Dominion uses Six Sigma to improve their services as described in the Procurement Travel article is quite commendable.
The article further discusses the cost and losses incurred from tickets purchased in advance. All the while, I thought advance purchases are generally good for airlines. Read more…
Related stories:
Bringing a low-cost airline to town
Rewriting Advance Purchase Policies: Dominion Has a Six-Sigma Revelation
Filed under: Airlines, Deployment, Dominion Resources, Inc., Services, Six Sigma, Six Sigma Organizations, Team Dynamics
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Are you Aiming for a Sustained Six Sigma Synergy?
Posted by: meikah | 27 August 2008 | 9:36 pm
Or are you wondering why your Six Sigma synergy isn’t productive?
We all know that a good teamwork drives synergy. Thus if these are your questions, too, maybe you need to take a look at your Six Sigma team. As I’ve said before, Six Sigma isn’t all about data, metrics, and processes. It should also be run by people, or by a team who is capable and willing to work on it in for the long haul.
Having said that, I just have to share with you Bruce R. Duncil‘s thoughts on sustaining Six Sigma synergy. I agree with him in all accounts. 
Who hasn’t initiated a Six Sigma program to improve performance and bottom line results? It’s not uncommon to find companies where literally every employee is trained to some belt color and a dozen projects are always underway. Yet just when DMAIC (Define, Measure, Analyze, Improve, Control) is viewed as the “silver bulletâ€, we find rapidly increasing and more strongly worded discontent not only with the programs but with Six Sigma itself. What’s happening in your company? If your program isn’t delivering promised results, take a look at the people, projects and profit. Minor program adjustment may be all that’s required to realize investment return.
Filed under: Deployment, Six Sigma, Team Dynamics
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Six Sigma Improving Human Performance and Workplace Safety
Posted by: meikah | 6 August 2008 | 10:06 pm
According to the Practicing Perfection Institute (PPI) survey, Six Sigma can improve human performance and workplace safety, slash errors and eliminate accidents, while showing efficiency improvements of more than 70%.
The results from three clients of PPI are:
- An electrical transmission organization in central Texas reports a 55.2% reduction in the average number of minutes per month of equipment outage caused by human error through integrating PPI’s methods.
- A major electrical transmission/distribution company in the northeastern U.S. reports that PPI’s own techniques for workplace safety resulted in an almost 75% reduction in human error rate — even in the midst of massive capital expansion employing multiple contractors!
- A commercial nuclear power plant was just awarded a Strength award by the World Association of Nuclear Operators (WANO) for its incorporation of Six Sigma methods.
Source:
Six Sigma Zone News
Filed under: Benefits and Savings, Deployment, Human Resource, Six Sigma, Team Dynamics
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Introducing the TPS-Lean Six Sigma
Posted by: meikah | 28 July 2008 | 9:28 pm
Lean Six Sigma has evolved now into the TPS-Lean Six Sigma. The new initiative boasts of a wholistic approach to an organization’s process improvement. Wholistic means it touches not only on the non-human proceses, but also the human resource, which many companies say is their best asset.
EMQ shares The Evolution of Lean Six Sigma, TPS-Lean Six Sigma, first holistic program to address both business and human needs.
Highlights:
- TPS-Lean Six Sigma is a program that aligns the strategic goals of the company with the life goals of the individual.
- There are four fundamental elements of TPS-Lean Six Sigma Cycle.
- The result of using TPS-Lean Six Sigma is a highly optimized company that is driven by a highly motivated workforce.
Is this the much-awaited answer to the workforce-management saga? What are your thoughts?
Filed under: Lean Six Sigma, Team Dynamics
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The Challenges of the Simple Goals of Lean Six Sigma
Posted by: meikah | 21 July 2008 | 9:28 pm
According to Jay Arthur, the goals of Lean Six Sigma are simple. Sharing it with Exchange Morning Post, Mr. Arthur lists down the simple goals of Lean Six Sigma.
- Thirty to sixty percent reduction in Turnaround Time
- Twenty to forty percent reduction in floor space requirements
- Twenty to thirty percent improvement in equipment capacity
- Twenty to fifty percent improvement in productivity
- Thirty to sixty percent reduction in inventory
It should have been doable and achievable if only there are no barriers to it. Again, Mr. Arthur listed down the barriers:
- People don’t like being measured.
- Having a “macho man” complex.
- Getting achievers and problem solvers to work together.
Thus, the biggest challenge is really the people. In my previous post, I said that what makes Six Sigma work is the Six Sigma team, then this post validates that the same team is also the most challenging factor to address.
Do you agree or disagree? Why?
Filed under: Lean Six Sigma, Team Dynamics
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What Makes Six Sigma Initiative Work?
Posted by: meikah | 21 July 2008 | 8:52 pm
I stumbled upon an interesting article on ezineseeker that says that Six Sigma is more than just number crunching. It is data-driven alright and analysis laden, but what makes it really work?
The article says it well.
…those who know Six Sigma have learned enough to be wary of excessive “number crunching†that does not lead to performance improvement. It is not the measurements or the reports that create solutions; it is the Six Sigma team itself. Once a problem’s root causes are determined in the analysis phase of a Six Sigma project, the team works together to find creative new improvement solutions. The data is used and relied upon—it is the measurements of the realities you face! Yet it is smart measurement and smart analysis of the data—and above all the smart creation of new improvement solutions and their implementation—that create real change.
Six Sigma is more than a data-capturing, number-crunching process. It is a philosophy and a methodology; it is a way of looking at business and a way of doing business processes. Six Sigma provides a structured data-driven methodology with tools and techniques by application of which companies can measure the baseline performance of their processes and determine the root causes of variations, as well as improve their processes to meet and exceed the desired performance levels. Six Sigma is a technique to introduce controlled thinking into a continuous change management method. It is a desire to constantly improve a product or service offered.
So for the naysayers out there, perhaps you need to reexamine and refocus your quality improvement strategies.
Filed under: Six Sigma, Six Sigma Organizations, Team Dynamics
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Innovation of the Week: MySQL’s Collaborative Community
Posted by: meikah | 11 July 2008 | 12:02 am
As the World Wide Web grows, most of the information that you would want to find or that you need has become available and free.
The concept of collaborative community is the principle behind MySQL, touted as the world’s most popular database. The company has been committed to “open-source” innovation since its founding in 1995.
In a recent interview, MYSQL chief Marten Mickos shares his ideas about why MySQL’s Internet-age version of a barn raising produces superior innovation and what motivates all those developers.
He spoke with Josh Hyatt, contributing editor of MIT Sloan Management Review, for the Business Insight Journal Report.
BUSINESS INSIGHT: What would cause a company like MySQL to make the radical move of open sourcing its product? Does a business just have to be born with that tendency toward transparency?
MR. MICKOS: Interestingly, the whole company was started by the founders writing the product code themselves. They were thinking of a closed-source product. Then one of the founders saw a presentation about open source and convinced the others that this was the way the world was going to go. That was in the first year, 1995.
