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Six Sigma & Quality Article Archive
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Quality Spotlight Archive | Management Spotlight Archive | Tools Spotlight Archive Readers' Choice: View All Top-Rated Articles Archives by Year: 2009 | 2008 | 2007 | 2006 | 2005 | 2004 | 2003 | 2002 | 2001 | 2000 - Tips and Technology for Six Sigma in Mobile Workforces
Deploying Six Sigma in areas of high workforce mobility or dispersion, such as field sales and service, has proven challenging. This is ironic in that mobile workforces are closest to customers, and a Six Sigma strength is its focus on customers. Read the full article. December 26, 2005
- Involving Finance in Six Sigma – Do It Early and Fully
How confident can a company be that claims of Six Sigma benefits actually impacted the bottom line? BHP Billiton Base Metals found an answer through the early and full involvement of its finance department in its deployment of Six Sigma. Read the full article. December 19, 2005
- Sustaining Breakthrough Improvements in Insurance Firm - An iSixSigma Case Study
Experienced change agents using Lean Six Sigma/TQM methodologies can achieve breakthrough improvements in three to six months. sustaining this performance is often more challenging and time consuming than the breakthrough improvement itself. Read the full article. December 12, 2005
- Quality Function Deployment for Competitive Advantage
The ability to truly listen to the voice of the customer and respond to it appropriately is one good definition of a successful business, a business with a competitive advantage. QFD helps translate customer requirements into business deliverables. Read the full article. December 5, 2005
- Guidelines for Making Lean Six Sigma Work in Sales
Numerous businesses have had successful experiences implementing Lean Six Sigma in sales. The success stories offer proof that the methodology works, as well as providing some best practice guidelines for implementing Lean Six Sigma in sales. Read the full article. November 28, 2005
- Three Steps That Can Mean Effective Six Sigma Training
One of the keys to a successful Six Sigma deployment is Green Belts and Black Belts who are well-trained and equipped to overcome any hurdles in executing projects. Thus, how training is carried out should be of concern to every Six Sigma company. Read the full article. November 21, 2005
- Process Excellence: Battling Inefficiencies at Canada Post
In 2003, a small group of employees began Black Belt training to give impetus to Canada Post’s process excellence movement. By the end of 2005, project teams are expected to have netted more than $10 million in savings and new revenues. Read the full article. November 14, 2005
- Which Customers Should a Six Sigma Company Listen to?
It is essential that an organization that has a strategy of value creation and market leadership listen to the voice of the customer. But since most organizations serve multiple sets of customers, the question is which customer voice to listen to. Read the full article. November 7, 2005
- Design of Experiments/Conjoint Analysis in Marketing
DOE, known in marketing as conjoint analysis, is a powerful statistical technique for seeing connections between a customer's decision-making process and a product or service. It allows a company insight into what a customer is influenced to buy. Read the full article. October 31, 2005
- A Roadmap for Deploying Six Sigma in Small Businesses
Many experts have expressed doubts about the use of Six Sigma in small, or even in some medium-sized, organizations. However, while the approach to deployment must be modified, it is possible for small businesses to successfully implement Six Sigma. Read the full article. October 24, 2005
- Using Efficient Process Tolerance and Mean Shift Tests
The sequential probability ratio test, or SPRT, can be used as an efficient tool for process tolerance and mean shift determinations. It also provides for simplifying insights into the nature of random mean shifts. Read the full article. October 17, 2005
- Kaizen: Easiest, Fastest Way to Improve Office Processes
Many of the early benefits of Lean and Six Sigma at Medtronic, a major medical technology company, were in manufacturing. In the last year, however, Medtronic also has had notable results improving transactional and administrative processes. Read the full article. October 10, 2005
- What’s in a Name? Systematic Approach to an Initiative
When a company deploys a strategic initiative, whether the approach is called Six Sigma or not, it must focus on the primary objective - improving and then sustaining its gains. And most importantly, the initiative must be a systematic approach. Read the full article. October 3, 2005
- What’s in a Name? It’s the Approach, Not the Name
Companies need an integrated approach that works within the organization’s culture and the right tools to drive business-wide improvement. This is where the Six Sigma approach comes in. But it is not the name that is important. It is the approach. Read the full article. September 26, 2005
- Value Matters as a Key Metric for Six Sigma Initiatives
Some business organizations have come to recognize that measures of customer satisfaction may not be the best metric of business performance. As a result, more companies are beginning to use the more actionable metric of customer value. Read the full article. September 19, 2005
- Taking Advantage of Computer-Based Analysis for DFSS
DFSS integrates marketing, engineering and production information into the design world. Product and process complexity and fast-paced marketing schedules demand that DFSS takes advantage of computer analysis. In short, it is computer-based DFSS. Read the full article. September 12, 2005
- Bridging Functional Silos to Achieve 'Customer Impact'
Limiting the scope of the business process a Six Sigma project addresses may create problems when root causes outside the project scope are found. An approach using process mapping and risk analyses resolved this problem for one company. Read the full article. September 5, 2005
- Sponsorship and Chartering Are Keys to Project Success
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. Read the full article. August 29, 2005
- Using Six Sigma to Reduce Medical Transcription Errors - An iSixSigma Case Study
A Six Sigma project at a medical transcription company in India for U.S.-based customers debunks the myth that output quality variability cannot be systematically improved because of inherent variability of input quality and human skills. Read the full article. August 22, 2005
- PR and Six Sigma: Beyond Time Sheets and Line Items
It is as important for PR agencies or departments to apply rigorous measurement standards and best practices to internal processes and operations as it is to apply them to its public relations campaigns. Six Sigma can help achieve those improvements. Read the full article. August 15, 2005
- The Employee Perspective of the Six Sigma Methodology
But no matter how experienced or how much Six Sigma expertise a project leader or manager has, valuable lessons can be learned by listening to employees tell what they expected of Six Sigma, what actually occurred, and why things did or did not work. Read the full article. August 8, 2005
- ‘Toolbox? We Don’t Need No Stinking Toolbox!’ - Is Six Sigma a New Set of Tools or a New Way to Employ Existing Tools?
While Six Sigma relies upon the use of specific tools to execute the problem-solving process, the basic tendency towards critical, scientific thinking lies at the heart of its success. Six Sigma is not just a tool box. It is a way of thinking. Read the full article. August 1, 2005
- Process Capability Calculations with Non-Normal Data
Data that is not distributed normally can be analyzed more effectively by: 1. Dividing data into subsets according to business subprocesses. 2. Mathematically transforming data and specification limits. 3. Turning continuous data into discrete data. Read the full article. July 25, 2005
- Simulation Modeling Best Addition to Analysis Toolkit
Irrespective of the quality program they use, many companies in India have found limitations in some of the quality improvement tools they use. At the same time, they are discovering the advantages of using simulation modeling and analysis. Read the full article. July 18, 2005
- Decision-Making with Cause-and-Effect Analysis and DOE
While most companies are using similar techniques informally, cause-and-effect analysis combined with design of experiments can provide real data to help a company decide how and where it can best allocate the funds to improve its business processes. Read the full article. July 11, 2005
- Help for Practitioners Trying to Understand ANOVA Table
Using the analysis of variance (ANOVA) procedure for Six Sigma project requires assessing results from an ANOVA table. It can be difficult to know what conclusions to draw, but there is an easy way for practitioners to understand the ANOVA procedure. Read the full article. July 4, 2005
- Listen to Customers and Change the Process Accordingly - An iSixSigma Case Study
For a business to successfully change its processes to meet customer needs and expectations, it must gather measurable critical-to-satisfaction data. Then the company must analyze the information, draw reasonable conclusions and act on it. Read the full article. June 27, 2005
- Sustaining Improvement by Building a Quality Mindset
A common problem encountered in Lean, Six Sigma and TQM implementation is performance deterioration after the completion and handover of a breakthrough improvement. A project team can help sustain the performance improvements while moving ahead. Read the full article. June 20, 2005
- QFD Can Help to Create a Robust Request for Proposals
To increase the likelihood of successful vendor management, a company must select the right vendor - a provider that has the capabilities to meet the customers' critical-to-customer elements (CTQs) and satisfy internal company requirements. Read the full article. June 13, 2005
- What You May Not Know About Adding Variances
Six Sigma instructors tell their students add variances, not standard deviations. What students may not have learned is that this additive property relies on the linearity of the equation relating the distributions together. Read the full article. June 6, 2005
- (Human) Resource Planning Is a Key for DFSS Projects
Resource planning can make or break a DFSS project. While there are any number of reasons that a project can fail, successful project execution often depends on adequate and timely management of human resources. Read the full article. May 30, 2005
- Ask the Expert - The Topic: Six Sigma Certification
Steve Wittig, vice president-Six Sigma at Masco Builder Cabinet Group, offers his views on Six Sigma certification. He discusses his company's policies on certification criteria, third-party certification and recertification for all levels of Belts. Read the full article. May 23, 2005
- Final Solution Via Root Cause Analysis (with a Template)
The most frequent response to a problem is to rush to find an immediate fix. A better approach is to eliminate the root cause so the problem will never recur. Six Sigma's root cause analysis provide an effective way to accomplish this goal. Read the full article. May 16, 2005
- Scorecard: Linking Strategy to Performance Objectives
Utilizing a performance measurement system, such as a balanced scorecard, an organization can assess, monitor and course-correct performance, and align all employees with key objectives. Thus the company can implement its business strategy. Read the full article. May 9, 2005
- Breakthrough: Do Clinical Research the Six Sigma Way
Pharmaceutical companies have not broadly recognized how process improvement methods can be integrated with clinical research practices. Using Six Sigma can lead to breakthrough improvement of cycle time and error reduction in clinical trials. Read the full article. May 2, 2005
- Making the Business Case for a Six Sigma Deployment
Many quality managers know the benefits of Six Sigma but are unsure how to approach senior leadership about the opportunity. Fortunately, there is a series of tried and true steps which can be taken to sell management on the benefits of Six Sigma. Read the full article. April 25, 2005
- Scientific Problem-Solving: DMAIC in Terms of Y = f(x)
Most Six Sigma training focuses on teaching tools rather than scientific problem-solving for process improvement. Breakthroughs really begin when Six Sigma training drives home a change in the thought process from trial and error to Y=f(x). Read the full article. April 18, 2005
- Six Sigma Expo - Enthusiasm at Cummins
Cummins Inc. showcased its best quality improvement work of 2004 at the Company's fourth annual Six Sigma Project Expo from on Tuesday April 5, 2005. Read the full article. April 14, 2005
- Six Sigma Presentations: On Target with Minimum Variation
Presentations are something every level of Six Sigma practitioner must do. However, many face their initial effort with a lot to say but without a lot of experience in saying it. So what is a novice presenter to do? In a single word: Practice. Read the full article. April 11, 2005
- VOC/Conjoint Analysis: Actionable Customer Segmenting
Successful organizations must know customer requirements. But customer preferences are often unbalanced, vague and unstable. Conjoint analysis makes it possible to derive individual customer preference profiles that are balanced and well-defined. Read the full article. April 4, 2005
- Identifying Six Sigma Projects Using Customer Data - An iSixSigma Case Study
There are many types of customer data and many ways for a business to obtain it -- complaints, returns, surveys, focus groups, interviews and feedback cards. All of these can be used to identify Six Sigma projects to improve customer satisfaction. Read the full article. March 28, 2005
- Using a DMAIC-Style Approach to Win Service Contracts
Service providers can use Six Sigma in critical selling situations by using a DMAIC-structured sales tool. This tool is formulated using a typical Six Sigma quality improvement process, modified to align with the major steps of the sales process. Read the full article. March 21, 2005
- Nonparametric: Distribution-Free, Not Assumption-Free
Nonparametric methods are essential tools in the Black Belt's analytic toolbox. When appropriately applied, nonparametric methods are often more powerful than parametric methods if the assumptions for the parametric model cannot be met. Read the full article. March 14, 2005
- Management Assessment for Competitive Advantage
A management functional assessment model (MFAM) can help organizations attain and sustain a competitive advantage in the marketplace. The model aids managers in determining the key activities to address via an easy-to-use scorecard. Read the full article. March 7, 2005
- The Organic Growth of Six Sigma at John Crane Inc.
In 2002, John Crane Inc. initiated a Six Sigma program containing traditional deployment elements, yet they were not deployed in a sequential process. Various deployment elements were "planted" simultaneously and grew together with the company. Read the full article. February 28, 2005
- Achieving Customer Delight Via VOC and Data Analysis
A service center may performing at consistent service levels, but the customer retention and satisfaction index may be low. Direct measurement of customer perceptions using questionnaires or focus groups is more telling than service level metrics. Read the full article. February 21, 2005
- At the Customer, For the Customer (ACFC) - Taking Six Sigma Outside the Company - to the Customer
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. Read the full article. February 14, 2005
- Helping the Help Desk Satisfy Customers More Quickly - An iSixSigma Case Study
Training employees in the relevant tools and techniques of Six Sigma and Lean methodologies is step 1. Implementing that training to achieve dramatic improvements in the help desk operations of a company in India is step 2. Read the full article. February 7, 2005
- Importance of Tolerance Design for Six Sigma Projects
Since defects can be defined as the failure of a product or a process to conform to requirements, the importance of designing those requirements or specifications is clear. The fact is, properly designed specifications can reduce DPMO. Read the full article. January 31, 2005
- Cost of a Process with Poor Quality Can Be Very High
While it is possible to deliver a good quality product made using an inefficient process, a company does so at a high cost -- in terms of an unacceptably high number of defects and a level of variation that hinders predictable process performance. Read the full article. January 24, 2005
- Not Just Statistics: Implementing the Cultural Change
It is not just the Black Belts who combine project roles with the cultivation of the culture change that takes place when Six Sigma is deployed. The entire organization is impacted by the culture change, and there are lessons to learn. Read the full article. January 17, 2005
- Implementing a Data-Driven Methodology Without Data
Six Sigma is a data-driven approach for eliminating defects in any process. The use of data is a key foundation of Six Sigma. Yet, when Six Sigma is being implemented organization-wide, the use of data diminishes, almost to the point of disappearing. Read the full article. January 10, 2005
- Importance of the Validate Phase in a Design Project
As important as the initial phases of the IDOV process are, the last step -- the Validate phase -- is critical to the long-term success of the project. It is the beginning of the effort to institutionalize the new product design. Read the full article. January 3, 2005
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