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Center for Quality and Productivity Improvement
Founded in by Professor George E.P. Box and the Professor William G. Hunter to develop new techniques for improving the quality of products, product designs and manufacturing processes and service.
Center for Quality Management Journal
CQM Journal rapidly disseminates reports on experiences with the use of various management methods and ideas for improvement management methods.
Center for Quality of Management
A non-profit organization founded to promote Mutual Learning through educational programs, advising services, research initiatives and networking events.
Change Management Resource Library
Reference site for books, articles, training, web sites and consultants in the area of change management.
Check Imaging Improvements with Lean Six Sigma
A case study in which Lean Six Sigma was used by a bank as the method of insuring a huge opportunity for reduced costs and happier customers via its check imaging process, while avoiding the potential headaches and any legal liabilities. From Eric Castaline, Tony Kneisley and Stephen Wilson.
Continuous Vs. Breakthrough Improvement
Bharat Gears Limited, an Indian company, with the help of Toyota, is using a concept called "Step-Up" to meet the quality levels of the rest of the world. This model can help your company understand the difference between continuously improving marginal processes and applying an innovative approach to breakthrough improvement. Your company may require a Step-Up to become a world-class leader, and Six Sigma is one methodology that can help. From Rishi Sher Singh of Bharat Gears Limited.
Customer-Centric Risk Management Via Hoshin Planning
Risk management should be a "best practices strategy" aligning data, technology, people and processes across the organization, and not an "audit compliance task." That is especially true in the face of implementation of the Sarbanes-Oxley Act and Basel II. From Bryan Carey and Joseph T. Walsh.
Dee Hock on Management
Valuable guidance on leadership and employee motivation. From Fast Company.
Dee Hock on Organizations
Hock says, 'An organization's success has enormously more to do with clarity of a shared purpose, common principles and strength of belief in them than to assets, expertise, operating ability, or management competence, important as they may be.' From Fast Company.
Employee Empowerment As A Management Style
Solve business issues by asking a simple question and empowering employees. From iSixSigma.
How To Avoid Over-Committing On Projects
Too often commitments made today are, at best, hopes for success tomorrow. There are two elements at the foundation of this dangerously growing mentality, and this article provides 10 ways to make and meet commitments. After all, business comes down to planning and executing. We must plan well and execute well and both of these depend heavily on making commitments that are attainable and owned. From Jeffrey Colvin and iSixSigma.
ISO 9001:2000 Redefining Management Responsibility
ISO 9001:2000 is designed to transfer the responsibility for the quality management system from quality assurance to top management. From Quality Digest.
Managing Problems as Projects
Follow this proactive process for structured problem management in the IT environment. From ITtoolkit.com.
Overcoming The Improvement Paradox
Why most improvement programs end in failure and what you can do to build a sustainable process improvement program. From Keating et al., MIT.
Six Sigma and the Project Management Body of Knowledge
With growing interest in Six Sigma in the professional project management community comes the question: "How does Six Sigma relate to the Project Management Body of Knowledge?" The answer: They have connections and similarities, as well as distinictions. From Gary A. Gack.
Think Globally, Act Locally
Investigating several principles of successful management of companies in contemporary times.the . From Center for Quality of Management Journal.
View via Tollgates in Six Sigma for Software Orientation
A powerful aspect of Six Sigma is its ability to connect business leaders and key project teams in a potent two-way, fact-based dialogue. To see that, software developers need to widen their view of Six Sigma through tollgate-level architecture. From David L. Hallowell, Six Sigma Advantage.
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