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Customer complaints, known in the VOC process as reactive data, may be difficult to hear, but they are valuable information for an organization to track. They usually represent many unspoken issues, and can be used to take needed improvement action.

For companies hoping to groom future leaders, a two- or three-year Black Belt tenure can serve as a key testing ground. Therefore, it is important to select the right Belt candidates, provide them with proper training and assess their performance.

There is a synergistic relationship between enterprise risk management and Six Sigma. The continuous improvement methodology assists leadership in managing both the operations of the organization and the inherent risk associated with it.

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A Six Sigma approach to marketing may be the missing piece in the marketing accountability movement. By selecting a target audience and positioning their messages to those people, marketers can become more effective while saving on cost.

Many scale production enterprises face high inventory costs as the current worldwide financial crisis has led to a significant production volume drop. This problem of high inventory cost of key materials can be approached with Lean and Six Sigma.

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An internal audit by a team using Lean Six Sigma tools solved the mystery of what happened to about $1 million of a liquid chemical “misplaced” at a global chemical company. Case study shows how the team used a Kaizen event and DMAIC methodology.

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In the Six Sigma methodology, the equation Y = f(x) shows that the output (Y) is dependent on several variables (x). The same can be said about cycle times for process improvement projects. The correct variables mean improved project cycle times.

With a fundamental drive to excel in place, the management and staff of Good Samaritan Hospital in Los Angeles have taken this quest to a higher level during the last few years through the application of Six Sigma, Lean and change management techniques.

Failed Six Sigma efforts usually lack management commitment and attention to the investments needed to reach new levels of performance. But practical steps can be taken to maintain the focus and drive needed to reap the benefits of Six Sigma.

Some companies are taking Six Sigma tools and methodologies outside their regular operations and finding ways to apply them directly to their customers’ needs. It is proving to be a great sales tool that keeps them ahead of marketplace competitors.

A brief, well-organized presentation can be an effective method to introduce new employees to the concepts of Six Sigma, and at the same time stimulate interest and future participation in Six Sigma projects.

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When a $1 billion European business pondered the need for a multi-million dollar CRM system and if its sales force would really use the system, an executive put the company on the right course by suggesting Six Sigma could help find the answers.

The objective of Lean Six Sigma is not reducing headcount, it is – among other things – increasing the opportunity for growth. And one of those growth opportunities can be found in General Electric’s “At the Customer, For the Customer” idea.

Six Sigma Project Selection – How Organizations Choose the Most Important Six Sigma Projects.

Strong sponsorship and chartering are key components for a successful Six Sigma project. Regardless of the Green Belt’s or Black Belt’s skills, there is a limited chance for project success unless these components are well conceived.

How can some organizations experience so much success in implementing a Six Sigma continuous improvement program while others fail to fully achieve the desired results? The answer lies in their approach to the program.

A large-scale performance improvement initiative based on Six Sigma and change management improves the quality of patient care, raising satisfaction and increasing efficiency across the continuum of care.

The Lean event started with videotaping a press wash-up process to establish a baseline. After studying the tape, the team tried out new processes to reduce the wash-up time. After some refinements, time was cut 55% and savings was $150,000 a year.

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Information Technology and Six Sigma – Exclusive iSixSigma Magazine Research