The experiences encountered working with Six Sigma deployment leaders in several business units of Three Bears, Inc., the large multi-national organization, illustrate some of the issues found in trying to get the porridge "just right."
Including compliance audits and procedures in work processes lowers cost, time, and risk and improves quality. Trained Black and Green Belts use process and measurement tools to refine and maintain control of compliance programs and avoid redundancy.
David Silverstein of BMGI discusses the details of a Six Sigma deployment.
Joe De Feo, President and Executive Coach at Juran Institute, offers his views on deploying Six Sigma in large and small companies alike.
Praveen Gupta, CEO of Quality Technology Company, explores the topic of Six Sigma vision — from visions for SixSigma initiatives and building support with “quick wins” to alternatives to the ubiquitous vision and mission statements.
Mike Carnell of CS International discusses how organizations can internalize and incorporate Six Sigma.
Business leaders who are considering implementing a Lean Six Sigma program need answers to a wide variety of questions. Here are the answers to questions that business leaders most frequently ask about European Lean Six Sigma deployments.
Most people know what it means to improve a process, but which improvement methodology is best for your organization: Lean, Six Sigma, theory of constraints, PDCA or some other framework?
Sometimes the results from a Lean Six Sigma deployment are not as good as what a company hoped or expected. What often helps in that situation is a formal deployment review, much like a tollgate review on an individual project.
For Six Sigma to succeed, an organization must consider life beyond projects. This is why it can be beneficial to embed Black Belts in business units, where they can monitor processes regularly, collect feedback and make sound, data-based decisions.
Lean Six Sigma is used to address a variety of processes. Why not the Lean Six Sigma process itself? Lean Six Sigma can be applied to minimize Lean Six Sigma's own internal costs and assure the best quality from the standpoint of its customers.
Producing quality products requires a number of actions. Companies may find it helpful to organize these actions under the four pillars of quality: developmental quality, industrial quality, supplier quality and customer quality.
The speed and effectiveness of each partner in the total value chain determines the success of the overall stream as it competes against other value chains. Integrating multiple improvement methodologies might be necessary to reach your efficiency goals and complete in today's economy.
A Lean Six Sigma program is a dynamic process and needs to be systematically and objectively reviewed for opportunities to improve. Continuous process improvement is applicable to the Lean Six Sigma deployment in the same way it is to other processes.
Six Sigma deployment success is built on an infrastructure foundation. Learn to align projects to business strategy, and use a balanced DMAIC framework as your key to successful Six Sigma deployment.
To ensure projects have a lasting impact, practitioners should set up a detailed plan for implementing process improvements.
The goal of any Lean Six Sigma program is to achieve operation and execution excellence, which can only come about through a well thought-out and executed deployment governance framework that concentrates on teams, knowledge transfer and people.
While many transactional companies, such as advertising agencies and other service-oriented organizations, still look to manufacturers to learn about the application of Lean Six Sigma, there are lessons that manufacturers can learn, as well, from the transactional sector about addressing hidden inefficiencies and reducing costs.