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Bryan Carey

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Scorecard Can Balance Different Measures of Success

Lean Six Sigma can be overwhelming to an organization if implemented without regard for an organization’s change management history, culture and readiness. That said, the starting point for Lean Six Sigma – as well as any organized approach to effecting change that both enhances customer experience and impacts profitability – is actually having a strategy that includes…

Process Improvement for Lean Six Sigma Program Too

A Lean Six Sigma program – like all change in an organization – 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 in the organization. Even companies with several years…

Six Sigma, Process Reengineering and Prototyping

Recently, a large-scale financial services company recently wanted to reengineer the process for its entire customer services organization, including people, process and technology. This company had, during the last two years, trained many Black Belts and Green Belts. It attempted to use Six Sigma methodology as the primary method of introducing customer-focused process improvement to…

Three Elements of a Deployment Governance Framework

The ultimate 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. A governance framework enables an organization to more rapidly implement positive change by establishing team structure, focusing on knowledge transfer and enabling people. With this framework,…

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Six Sigma Strategy: Understanding the Customer Process

Many companies which choose not to utilize Lean and Six Sigma as key components of how they implement change in their organization say it is because the methodologies are too complicated for their business environment. They claim that they do not have the time to build an infrastructure, train Black Belts and Green Belts and…

Business Intelligence Adds to Process Reengineering

Undertaking a process reengineering initiative without a business intelligence team introduces a significant risk to the project’s success. Business intelligence refers to technologies and practices for the collection, integration, analysis and presentation of business information; sometimes, it also refers to the information itself. The purpose of business intelligence is to support better business decision-making, especially…

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Business Process Reengineering in a Six Sigma World

Through the years, there have been many different notions about what business process reengineering (BPR) is and how successful it has been as a process improvement approach. In the early 1990s, Michael Hammer and James Champy authored a best-selling book, Reengineering the Corporation, in which they promoted that sometimes radical redesign and reorganization of a…

Yellow Belts: Creating a Corporate Sense of Inclusion

As the Lean and Six Sigma evolution makes its way throughout the financial services industry and organizations make decisions on how to best spend training dollars, an interesting trend is emerging. Many companies looking at ways to more broadly incorporate Lean and Six Sigma into their cultures are finding that a general knowledge across the…

Customer-Centric Risk Management Via Hoshin Planning

The new millennium brought a great deal of change in the marketplace. As the financial scandals of the 1990s came to light, new regulations were drafted and put into place to avoid such occurrences in the future. U.S. financial institutions must comply with the Sarbanes-Oxley Act, which came on the heels of the Enron scandal,…

Top 10 Questions for Lean Six Sigma Integration Partner

Many of the attendees at a recent Lean Six Sigma conference were investigating how to start a Lean and Six Sigma program in their organization. Most were very excited about Lean and Six Sigma and how it could help them introduce process improvement and customer focus to their organizational cultures. Of course, some also were…

Knowledge Transfer Is the Key to Lean Six Sigma Culture

The Lean Six Sigma deployment climate has evolved from one of training internal resources as experts on implementing process improvement projects to a progressive and forward-thinking collective effort facilitating cultural change in an organization. Historically, with a few exceptions in large companies, most financial services organizations are behind in terms of adapting formal, continuous improvement…

SIPOC Leads to Process Mapping and Project Selection

Often when companies introduce Lean Six Sigma as a way of executing process improvement in its organization, they get excited about all the statistical tools and are enamored with the idea of training Green Belts and Black Belts. An experienced Six Sigma deployment leader will rein-in that enthusiasm and point out that there is much…

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Continuous Improvement Should Apply to DMAIC Itself

All practitioners of Six Sigma – even those new to the methodology – are aware of the basic DMAIC roadmap. The starting point for every Six Sigma program is to explain the acronym and to teach the common principles of DMAIC. “Define, Measure, Analyze, Improve and Control” becomes the mantra for new Green Belts and…

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Integrating Lean Six Sigma into Culture Is Like a Merger

While it is essential for a company to create familiarity with Lean and Six Sigma disciplines by training employees, it is even more important to integrate Lean Six Sigma into the company change culture. Lean Six Sigma should be a key component of the organization’s change infrastructure supporting all projects and change initiatives from the…

Managing the Executives for Lean Six Sigma Success

Being at the focal point in the cultural migration of executing change using Lean Six Sigma, deployment leaders/deployment Champions have many obstacles and opportunities to deal with. Strange as it might seem, the people who may be pushing the hardest for the results inherent in Lean Six Sigma deployments are the same ones who can…

It’s Not Common Sense…It’s a Sixth (Sigma) Sense

Many times when Lean and Six Sigma are introduced to an executive management team, there will be an individual who makes the statement: “This is just common sense. Why do we need to go through all this methodology, training and the statistics stuff to execute a simple project?” A large segment of thought leaders in…

Before Deployment: ‘Minding Your Ps to Get Your Q’

Change agents involved in an effort to introduce Lean Six Sigma into an organization go through a honeymoon stage where there is consensus on the following: There is a need to become a quality-focused organization. The Six Sigma path to quality is all about customers’ needs and expectations. Decisions should be based on data. This…

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Comparing and Blending ISO9000 and Lean Six Sigma

During recent decades, a number of different methodologies have evolved to help organizations improve quality, speed and efficiency, and better serve their customers. Manufacturing businesses have concentrated primarily on the ISO system, a series of increasingly tough manufacturing benchmarks and requirements developed by the International Standards Organization, and Lean manufacturing (originally known as the Toyota…

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Art of Integration with the Help of Lean and Six Sigma

At first glance it may seem un-Six Sigma-like to use art concepts in a discussion of Lean and Six Sigma and the merger of two large financial institutions. But in fact, any serious approach to integrating two extremely complex organizations can benefit from thinking in terms of art as well as science. The successful change…