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Most Recent Articles

Most Recent Articles

Assess the Maturity of an Organization to Realize Process Improvement Success

Assess the Maturity of an Organization to Realize Process Improvement Success

To get the biggest bang for its buck and have an effective process improvement implementation, a company needs to be clear on where it is starting from on the quality management maturity scale, and thus where effort should be expended.

Build a Visual Dashboard in 10 Steps

Build a Visual Dashboard in 10 Steps

The Lean Six Sigma team at Ball Corporation began an initiative to develop visual signs on plant floors that would depict the health of the company and point to improvement opportunities. Here are the 10 steps they followed to build the ultimate visual dashboard.

Supplement FMEA with a Risk Priority Matrix for Better Results

Supplement FMEA with a Risk Priority Matrix for Better Results

In the classic FMEA model, mitigation activities are prioritized based on the calculated risk priority number. But FMEA doesn't account for interdependent risks, or mitigation actions that can affect multiple risks. Learn a method for overcoming these limitations.

It’s the People That Matter

It’s the People That Matter

As a Lean and Six Sigma facilitator for a large payer and provider organization, I have made every mistake here and struggled with my personal impotency in changing the culture. But like you, I don’t give up easily. Here are a few rules I have made for myself that have proved useful to me.

Drive Improvements in Outbound Telesales with Lean Six Sigma: Part 2 of 2

Drive Improvements in Outbound Telesales with Lean Six Sigma: Part 2 of 2

Outbound telesales is a process full of waste, poor design and variation that is ripe for the application of improvement tools. Not only can process quality be improved, but also revenue can be increased.

Drive Improvements in Outbound Telesales with Lean Six Sigma: Part 1 of 2

Drive Improvements in Outbound Telesales with Lean Six Sigma: Part 1 of 2

Outbound telesales is a process full of waste, poor design and variation that is ripe for the application of improvement tools. Not only can process quality be improved, but also revenue can be increased.

The Holistic Use of Single Minute Exchange of Die (SMED)

The Holistic Use of Single Minute Exchange of Die (SMED)

There is a common misconception related to an effective implementation of the SMED methodology: focusing on an operator's individual area rather than considering the cell as a whole.

A Model for Implementing a 5S Program

A Model for Implementing a 5S Program

Despite its simplicity, 5S is more than a checklist. A model of implementation in which the 5S program is integrated with operational processes will yield the best results.

Participate in iSixSigma’s 11th Annual Salary Survey

Participate in iSixSigma’s 11th Annual Salary Survey

It is time for iSixSigma’s 11th annual Global Six Sigma Salary Survey! Every year iSixSigma analyzes information in its Job Shop database to produce a Six Sigma-specific salary report.

Organizational Process Flow: A River of Possibilities

Organizational Process Flow: A River of Possibilities

Organizational flow is like a river with many branches. It runs downstream from its source until it reaches the ocean. Opportunities for improvement can be found anywhere in the flow of either the main channel or the tributaries.

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