Sir Michael Wilshaw, Her Majesty’s Chief Inspector and head of the Office for Standards in Education, Children’s Services and Skills (Ofsted), has called on members of England’s early learning educational system to make changes to the way inspections are being conducted among nurseries, pre-schools and babysitters. In a recently launched consultation on changes to the…
According to the latest figures from iSixSigma’s 8th Annual Global Salary Survey, certified Black Belts in Europe earned an average of $71,500 in 2010, down from the $75,000 figure from 2009. Bonuses for Black Belts in Europe, however, fell by more than 34 percent compared to the previous year (close to the worldwide average), from…
The publishing industry is on the threshold of major structural changes. The arrival of e-books is only the first threat, and it is having an impact sooner than expected. For example, Amazon.com sold more e-books than paper books in the first quarter of 2010. The credit crunch also has reinforced retailers’ demands for smaller, more…
With assistance from Spanish wind-turbine manufacturer Gamesa, nonprofit foundation Tekniker and several other European technology firms, COSMOS seeks increases in turbine quality, as well as lower costs and faster manufacturing times, according to a release from Ibermática. According to the COSMOS consortium, many European turbine assembly operations involve both manual labor and work done by…
Based in Bardon, Leicestershire, U.K., Benson Group is one of the country’s largest carton suppliers, producing packaging for both the food and pharmaceutical industries at its 130,000-square-foot facility. The Bardon plant produces sheets of printed cardboard that is then cut and glued for use in the food industry as containers. With the adoption of Lean…
To help celebrate the 10th anniversary of the TRIZ Future Conference, hosted by the European TRIZ Association (ETRIA), Nov. 3-5, 2010, we present the following excerpts from Domb’s extensive coverage. DAY 1 Function-oriented search is a problem-solving tool based on global knowledge search, using functions as the key search items. In his presentation, speaker Simon…
The acute focus in the European market is now on global supply chain optimization, said John Hannan, regional manager and partner for Tampa, Fla., USA-based USC Consulting Group. “If you think of the supply chain as a series of interconnected steps across which product, cash and information flow both ways, you can appreciate that at…
On iSixSigma’s Discussion Forum, a poster working on a doctoral thesis asked about how various differences in national culture can affect Six Sigma implementation. Respondents provided several links to studies on the role of cultural differences among deployments in the United States and Europe. One reader added that the corporate culture is far more important…
A recent study from the United Kingdom found that expenditures on change management activities can reap huge rewards for relatively little cost, with a return on investment (ROI) as high as 650 percent. According to the report from British consulting firm Changefirst, more than 40 percent of the 2,500 change managers surveyed from 120 organizations…
In June, GS1 UK, a supply-chain standards nonprofit, released the results of a six-month study with Cranfield University’s School of Management, of Bedford, England, stating that 80 percent of the product supply chain data captured by the top four grocery retailers in the U.K. were inconsistent with data used by suppliers. Of the 66 “core…
By Elaine Schmidt Headquartered in Rotterdam, the Netherlands, Hertel has operations in more than 20 countries throughout Europe, the Middle East, Asia and Australia. The company offers construction, maintenance, modification and dismantling solutions at client sites, such as on- and off-shore oil and gas facilities, power plants and other specialized facilities. For Hertel employees, process…
The rumbling and ash plumes have subsided for now over Europe’s skies, but the echoes from April’s Eyjafjallajökull volcanic eruption in Iceland are still being felt throughout the Lean supply-chain structures of the continent and across the globe. Some European companies that have embraced the just-in-time (JIT) inventory strategy of the Lean system are still…
After a difficult year of serious cutbacks at many businesses due to the global economic crisis, average salaries for Six Sigma professionals around the world, including those in Europe, held steady, for the most part, according to the results of iSixSigma’s 7th annual Global Salary Survey. While Six Sigma salaries in Europe lagged behind those…
From environmentalleader.com Businesses today generally understand they need to do as much as possible to conserve energy and water, reduce waste and greenhouse gas emissions, and minimize their environmental impact overall. Societal pressures from customers, increasing regulation and economics all make this a fact of life for them. Most are taking steps to address these…
Businesses today generally understand they need to do as much as possible to conserve energy and water, reduce waste and greenhouse gas emissions, and minimize their environmental impact overall. Societal pressures from customers, increasing regulation and economics all make this a fact of life for them. Most are taking steps to address these issues, consulting…
Developing a strategy is critical for any organization, and equally important is having a mechanism to translate that strategy into action. However, given the complexities of the European market, there is a special need for a business implementing its strategy to allow its local business unit leaders to adjust the tactics to local needs and…
Managing an integrated European company with variety of national cultures is tough enough. But a little guidance is helpful when a pan-European business is seeking to deploy any organizational change such as Six Sigma or Lean across the business.
How does one sustain high levels of performance in manufacturing after the first successful waves of Lean Six Sigma projects? Research done on 75 manufacturers, predominantly European, sheds light on the balance between product/process and people leadership capabilities needed to sustain high levels of performance. Of High Performers and Lagging Performers High Performers: Sustaining high…
Every sales force has a few outstanding sales representatives, who always deliver on or above target. What is it, in their way of working (process), which makes them so outstanding? If we identify these processes and give them as tools to the rest of the organization, our belief is that we will increase sales force…
Six Sigma is about organizational improvement, with its focus on process improvement, design and management. But, it is as much about people’s behavior as it is about the behavior of processes. These two behaviors cannot easily be separated.
An international bank with 50 branches in Germany and approximately 300 employees decided in 2003 to adopt Six Sigma in all its business units in Europe. It then set out to use Six Sigma to implement one of its priority business strategies – significantly grow its car loan business in the next two years. The…
A Conversation with… Randall W. Powell, VP of Eastman Chemical Company In a conversation with iSixSigma, Dr. Randall W. Powell, vice president of Eastman Chemical Company, Europe/Middle East/Africa, offers his views on how Six Sigma adds value to an existing quality culture. Located at the company’s regional headquarters in The Netherlands, Dr. Powell has operations…
Management concepts such as the balanced scorecard, process management, key performance indicators and strategy deployment have prompted many executives to revisit their measurement systems. As more and more companies have initiated Six Sigma during the last two decades, the use of dashboards to measure process and business performance has become increasingly popular. As a result,…
Businesses need a framework for guiding the mobilization of an organization around its strategic plan. A “roadmap” enables everyone in the business to clearly understand each action and what decisions need to be made, who needs to make them and when.
Business leaders who are considering implementing a Lean Six Sigma program need answers to a wide variety of questions. Here are the answers to the questions that business leaders most frequently ask about European Lean Six Sigma deployments. How can I be sure that Lean Six Sigma won’t be perceived as “yet another program”? People…
Whether implementing Six Sigma in Munich or Manhattan, Paris or Prague, certain common factors are critical for success. Nonetheless, how one successfully applies these factors is culturally dependent. Universal Critical Success Factors Accepting the General Electric definition of Six Sigma as “completely satisfying customers’ needs profitably” means that Six Sigma requires a company-wide initiative to…
The nuclear medicine department located in the Ospedale Santa Croce e Carle in Cuneo, Italy, has always been recognized as a national and international reference site for its clinical compentencies and innovative facility design. When originally opened, the nuclear medicine department was structured to provide the best possible service to patients. This included a focus…
CEOs want to know the return on investment of Lean Six Sigma projects, and CFOs want to compare the real financial results to “PowerPoint dollars.” A rigorous approach to calculating an improvement project’s impact is important to every organization.
Information technology (IT) services are highly valued in today’s enterprise particularly those aligned with business needs. As IT departments transition from technology to service based management, more organizations are following the Information Technology Infrastructure Library (ITIL) framework. ITIL is a set of best practices intended to facilitate the delivery of high quality IT services. ITIL…
“Invention is 2 percent inspiration, and 98 percent perspiration.” – Thomas Edison How much productive and creative potential of its personnel does a business utilize today? An informal poll across a wide range of industries suggests it is less than 20 percent. Why? How people are led, managed and supervised is part of the…
To initiate a continuous improvement program, small- and medium-sized businesses must refine the deployment model to meet their needs. This is particularly important in Europe, with the typical European company being smaller than its U.S. equivalent. By Thomas Bertels Large multinational firms such as General Electric, Honeywell and Motorola proved the value of Six Sigma…
Six Sigma practitioners in multinational companies need to know the differences in perspectives between European business leaders and their American counterparts. With some insight, they can improve their understanding and avoid potential conflicts. By Thomas Bertels While the United States and Europe share a common cultural heritage, there also are vital differences in the way…
Imagine that an organization has chartered four Six Sigma improvement teams – one each in France, Germany, the United Kingdom and the United States. Each has been given the charter to reduce manufacturing cycle times. The four facilities are virtually identical, producing comparable products and packaging, with the same technology. However, even with an equal degree…
“Why bother about process improvement? Let’s do it right the first time. We don’t need process improvement. We have to implement DFSS!” This is a common theme from engineering people in Six Sigma deployments. A common response from practitioners is that DMAIC should be implemented first; experience with the methodology should come before the introduction…
By understanding the differences and the commonalities between local processes, European businesses can start to assemble a pan-European process to satisfy the needs of each country, opening the door for process standardization and resource pooling. Processes which deliver value to customers across a wide geographic area in the United States are considerably less complex than…
The experience of a European life insurance provider highlights the lessons learned from transferring Lean from the shop floor to the office as well as providing a deployment model that integrates Lean, Six Sigma and process management.
Vanessa Doctor
Randy Woods
Colin Welch
Kirsten Terry
Larry Raymond
Victor Cascella
iSixSigma-Editorial
Steve Crom
Uwe H. Kaufmann
Dr. Randall W. Powell
Thomas Bertels
Mara Migliazza
Praful Gharpure
Andreas Kleinert