Category: Methodology

In two previous blogs, I wrote about intersections between Six Sigma, internal control and data quality. By way of background information, my department performs compliance functions, where we monitor information delivered by third parties and created through internal operations. For example, we receive property-address information and derive new information like geospatial position through “geocoding” processes. […]

The training and curriculum of Lean Six Sigma is the perfect example of variation in action. I have the ability to see about 4 different types of curriculum for GB’s and BB’s. In all cases, each one presents you with a almost totally different perspective of what the trainers want you to be able to […]

The first business process I ever put together was heavily indebted to Kevin Costner. If I build it, I figured, they will come. And I did build it. A perfect process, polished in every detail. A global process, that everyone involved would adopt. A useful process, that would solve many disparate problems in a foul […]

After spending considerable time over the last few weeks on designing a compliance process to measure the quality of information, I want to share a few observations.Feedback about how companies are addressing data quality through Six Sigma would be most helpful. Companies are approaching an inflection point: exploiting information is their next lever to innovate […]

While traveling on an international flight earlier this year, I was asked to fill out forms for customs. After filling out the forms I proceeded to wait in line where fellow travelers in front of me delayed processing time because of a simple data entry error on their customs card. Apparently 1/11/07 is read as […]

Because I’m currently reviewing the materials on cause and effect I seem to be noticing it everywhere, I wonder why? Either way finding root-causes is an essential part of my job and I have a wealth of tools available such as Ishikawa diagrams, correlation, regression models, DOE and multivariate charts. In reviewing the on-line materials […]

I am trying to make Six Sigma meetings at my project in the UK fun and a little ‘different’ than the normal meetings there. I am gathering up fun exercises and video clips to play in between facilitation of the DMAIC tools. I will share with you one GREAT team exercise (I got from my […]

According to Wikipedia, the internet encyclopedia, Kaizen http://en.wikipedia.org/wiki/Kaizenis : “Japanese for “change for the better” or “improvement”, the English translation is “continuous improvement” or “continual improvement.” The goals of Kaizen include the elimination of waste (defined as “activities that add cost but do not add value”), just-in-time delivery, production load leveling of amount and types, […]

Our organizationhasjust comethrough a phase that I’ve heard called “The Wave III Bump” by other institutions – the projects are all successful, but they just take so darn long, isn’t there any way we can speed things up? Our organization responded by moving to Lean in a big way; we’ve done Rapid Improvement Events (kaizen […]

Having worked a couple of projects combining Lean, Six Sigma, and Theory of Constraints over the past year or so, I’ve often been asked how these methodologies work together.This is still a point of great debate amongst the hardliners but generally I find most practitioners are open to learning and applying tools that improve business […]

Having spent the last week in a healthcare Rapid Improvement Event (i.e. Kaizen), I continue to marvel at the power and resourcefulness of a dedicated team of people. Our topic was “Patient Access” – in other words, how to get patients into beds more rapidly in a hospital that is typically at (or beyond) stated […]

Fixing or otherwise improving a process usually involves changing it in some way. For this reason, Six Sigma projects almost always involve some element of process engineering or re-engineering. On top of that, folks in deployment leader roles or similar are often tasked with developing brand new processes like project selection, candidate identification, certification, and […]

Ok, I have to pose a question for the general “Lean Thinkers” out there who are aware of how conservative healthcare is. I have been reading so many articles that highlight the success of Kaizen events in healthcare settings. However, I have to ask myself, do they really work? Do the changes really sustain? Is […]

Here is another example of the use of IT in projects. I would like to describe how useful mapping is in data analysis. I will use a fictitious scenario. Sigma Industries have a fantastic product that VOC research says should be a phenomenal success. But the problem is product sales are not meeting expectations. As […]

Why are we struggling with selecting the “right” Six Sigma Black Belt projects? The “right” projects are the projects that are delivered on time, within the budget and generating or exceeding projected savings in a sustained manner. The “wrong” projects are by default all other. Now think about your own organization. What’s the proportion of […]

In the beginning… there is some valid concern expressed about the people side of lean and how individuals are affected by Lean initiatives in the public sector. There is a common, prima facie response when lean thinking is first introduced in the public sector. “We are about serving people not making cars”, they say. This […]

I am regularly asked what characterizes an ideal Black Belt candidate. Like most people in the field, I have a list of adjectives and descriptive phrases I can trot out at a moment’s notice. Mine comprises about 50 items under the following headings: 1) Aptitude For Change; 2) Education and Experience; 3) Intellectual Curiosity; 4) […]

It is very important to understand how to create a good key performance indicator or KPI for Six Sigma.This is also true when you add Six Sigma to your strategic plan, as I have. The KPIs that you develop must first be a goal(s) of your organization, department, etc.These should be agreed upon.Remember, these will […]

In a perfect world, every project would lead directly to financial gain. We’d draft a charter that, when well executed, produced savings or income that translated directly to the bottom line. And this would be good because we all like making money. We can put it in the bank, earn interest on it, add many […]

There is a strong tendency for Six Sigma programs to forge an inextricable link between project management roadmaps, notably DMAIC, and statistical tools. This has never made much sense to me. In my experience, Six Sigma programs can not only exist and survive without the use of typical roadmaps, but prosper and flourish. In the […]

When Jack and the lads (and ladies I’m sure) started putting together Six Sigma they got together in many rooms over many months and slowly designed an effective and data based project management and process control structure. For many years now it has worked effectively in businesses across the globe from manufacturing to finance and […]

Sometimes operational people from my organisation approach me with “the” 1000-Euro-question: “Six Sigma guy, can you please help me analyze this set of data.” Asking me to help, they usually have an issue they really can’t resolve themselves. Perceiving Lean Six Sigma too far away from daily operations they turn in despair to the Six […]

In a business process improvement project, a critical factor is documenting the standard work or the “least waste way.” One of the issues I have been dealing with recently is ensuring that documentation is in place and up to date. Unfortunately as the saying goes, “the only constant is change…” and as outside factors change […]

Lean and Six Sigma applications are different between service industries and manufacturing industries. Is that statement really true? There is no straightforward answer. The answer is ambiguous. It can be: no, there is no difference. But it can be: they are the same to certain extend. The answer can also be: yes, the application is […]