Top 10 Tips for Implementing Six Sigma
Posted by: meikah | 17 May 2010 | 9:09 pm
It’s Tips Day!
Let me share with you the top 10 tips for implementing Six Sigma from Mediaverso Network.
- Engage senior leadership
- Go Six Sigma, go Lean (all the way)
- Don’t expect training alone to fix your problem
- Develop a suitable infrastructure
- Don’t forget the change leadership
- Get your measurement systems right
- Leverage the technology
- Understand the wider environment
- Establish a robust project selection process
- Deliver quick wins
Filed under: Deployment, Six Sigma
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The SixSig Roundup
Posted by: meikah | 17 May 2010 | 7:58 pm
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.
Maris Fadness talks about the technological aids for Lean Six Sigma Process Improvements. An example given is the company, Safeco, which now has an online, service-and-sales portal to improve processes because of Six Sigma.
Kevin Clay of Blog | Six Sigma Development Solutions, Inc. writes about Lean Six Sigma Story at Subway, a personal story that shows how Lean Thinking and Six Sigma Thinking play an important role in everyday life.
Six Sigma Training features a post on understanding Six Sigma Employment Assessment. Most Six Sigma evaluation plans for employees are essentially two parts, the first of the investigation as “preliminary†and the second is the “Comprehensive Survey.
Business Management Principles blog talks about the importance of understanding the role of communication in the process of Six Sigma certification. Communication is the key when it comes to successful Six Sigma projects going. to make the level of success and the ability of Six Sigma, what needs depend largely on the commitment and support of all concerned.
Shannon Berber shares a good book, titled Six Sigma Financial Tracking and Reporting. If you need to see that P&L dollar savings impact on your bottomline, then the book will be big help for you.
Filed under: Benefits and Savings, Certification, Communication, Finance, Human Resource, Six Sigma, Six Sigma News
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Innovation of the Week: iPad is pure innovation
Posted by: meikah | 14 May 2010 | 12:32 am
This week’s edition of innovation update features the newest Apple gadget: the iPad.Â
Chicago Sun-Times features:
No company can generate as much hype around a product launch as Apple. But that’s perfectly OK because no company is also nearly as successful at producing a new product that can justify almost any level of excitement that precedes it.
Filed under: Apple, Innovation, Innovation Update, Six Sigma, iPad
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Six Sigma and Lean Meet Customer Experience
Posted by: meikah | 13 May 2010 | 9:33 pm
Filed under: Customer Experience, Lean Six Sigma, Processes, Six Sigma
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Six Sigma and Dupont Help Bring About PolyOne’s Turnaround
Posted by: meikah | 13 May 2010 | 8:46 pm
PolyOne Corp. is an Avon Lake, Ohio-based firm ranking as North America’s largest compounder. Like many other corporations, PolyOne was also hit by the economic crisis. It had to to make the most difficult decisions, among which was the closing down of its Niagara, Ontario plant.
Last year (2009), PolyOne launched a Lean Six Sigma quality control program.
According to the article on PlasticsNews.com:
Stephen Newlin, PolyOne’s Chairman and CEO, credited the program with improving PolyOne’s cost fulfillment and reducing the firm’s inventory and waste, Financially, Lean Six Sigma also allowed PolyOne to reduce its working capital by $129 million during 2009. Restructuring efforts also produced annual savings of $60 million without disrupting service to customers.
“It’s hard to believe that a year ago some thought we wouldn’t make it through the recession — and now we have the best balance sheet in the company’s [10-year] history,†Chief Financial Officer Robert Patterson said May 12. “And we’re well-positioned to support future growth organically or through acquisition.â€
Newlin added that PolyOne’s “biggest single win†of the year came when DuPont Co. selected PolyOne’s distribution unit as its primary North American supplier. He said the impact of that deal already was seen in first-quarter 2010 results, where the distribution unit’s sales grew 58 percent to almost $216 million.
Related news:
PolyOne Recognized for World’s Best Lean Six Sigma Deployment
Filed under: Dupont, Lean Six Sigma, PolyOne, Six Sigma
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Quality Quiz from PQ Systems e-Line
Posted by: meikah | 12 May 2010 | 8:20 pm
PQ Systems through it’s Quality eline newsletter brings us another quality quiz by Professor Leary.
For this month’s quiz, and a chance to win a copy of the newly-released collection of Quality Quiz Classics, go to Quality Quiz. Submit your response by May 27 to be entered in the drawing.
Winners of last month’s quiz and a copy of the Quality Quiz Classics DVD:
Claire Bronstein (CaridianBCT)
Andre Kleyner (Delphi Corporation)
Raghu Malayanuru (Velosi LLC)
Laura McHugh (Provena Saint Joseph Medical Center)
Alistair Milne (MB Aerospace)
Congratulations!
Filed under: PQ Systems eLine, Quality, Quality Quiz, Six Sigma
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SixSig Reference Feature: Six Sigma and the PC World
Posted by: meikah | 10 May 2010 | 11:49 pm
It has been a while since I featured here the statistics component of Six Sigma. And thanks to an article on Scientific Computing for featuring such information.
Six Sigma is, at heart, a business philosophy that seeks to deliver products and services with a minimum of defects. The cost savings and increase in business efficiencies have resulted in an alignment between the business needs and the scientific community, which is bridged by the statistical world. Advances in computing power and the ready availability of computer applications such as JMP and Minitab have put the needed computing tools in the hands of the average scientist and engineer.
Filed under: Six Sigma, Statistics, Technology
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How to Sell Lean Six Sigma to Your Organization
Posted by: meikah | 10 May 2010 | 10:31 pm
Rick Hayes of Practitioner’s Toolbox is a Master Black Belt student and he shares that in one of his classes, he learned that you do not sell Lean Six Sigma. Instead, sell the idea about needing to implement Lean Six Sigma in your organization.
Hayes went on to say:
This is a technique that I learned during my attendance of a sales training program. When you lead a discussion with the benefits of your Lean Six Sigma, the listener is wondering why they should care. A more successful approach is to initiate the discussion with a discussion of their work issues. Lead them to bring up a chronic or long standing issue that they have been dealing with. You may already know what it is, but you let them bring it up.
Ask questions like:
- How the issue is going?
- What are they doing to work the issue right now?
- Do they expect these current efforts to succeed?
- Is that frustrating?
- How big a drain on your resources and budget is it?
Filed under: Deployment, Lean Six Sigma, Master Black Belt, Six Sigma
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Applying Six Sigma Tools to Your DOTWIMP
Posted by: meikah | 10 May 2010 | 9:16 pm
The first step to improving your processes is to know the problem. In the same manner that if you’re going into Six Sigma or Lean Six Sigma, the first thing you need to examine are the wasteful activities that your processes are producing.
By identifying the wastes, you can begin to work on eliminating them. An article on iSixSigma cites the many kinds of wastes that your processes may be producing. Working by the acronym, DOTWIMP, these are the wastes:
D: Defect in the output, as identified in the eyes of the customer.
O: Overproduction by producing goods and services before they are actually required.
T: Excess Transportation in relation to the unnecessary additional movement due to poor  facility layout, typically as a result of processing by department versus in a cell environment.
W: Waiting occurs whenever an assembly or subassembly is not moving, resulting in no value being added.
I: Excess Inventory, when capital is unnecessarily tied up in raw, work-in-process (WIP) and finished inventory goods. This may also result in damage and obsolescence.
M: Excess Motion, from the perspective of less-than-ideal employee ergonomics.
P: Over Processing, which results from inefficient processes that use more steps or tools than are actually required for the desired outcome.
