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.
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 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.
I often think about the losses corporations and government entities take on with initiatives that result in decorative shelfware (the unused products that sit on a buyer’s shelf). There must be millions of great ideas and intelligent business plans just sitting on shelves because of the lack of execution.
A simple tool, the 5 Whys, helps a business unearth an assumption embedded in its fee collection process. Once the assumption was revealed and tested with data, impressive results ensued.
Some studies estimate the cost of poor quality within life sciences at 25 percent to 35 percent of sales revenue, while industries such as semiconductors are at only 4 percent to 8 percent. This is a huge opportunity that has been largely untouched thus far.
When we leave the shop floor and enter the back office, we might think that people’s desks are where they work. We’d be wrong.
When implemented correctly, heijunka elegantly – and without haste – helps organizations meet demand while reducing while reducing wastes in production and interpersonal processes.
Having successfully improved customer satisfaction in its diagnostic clinics, a hospital addresses the next problem area – delays in receiving lab test results for patients in the intensive care unit.