iSixSigma

Adam Bowden

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  • #59488

    Adam Bowden
    Participant

    and your e-mail address is ?Adam

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    #59471

    Adam Bowden
    Participant

    James,It’s kinda tough to do without your e-mail address.Drop me a line and I’ll reply with it.Regards,Adam

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    #59439

    Adam Bowden
    Participant

    for me to send this to you …. your e-mail address is ?Regards,Adam
    [email protected]

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    #59434

    Adam Bowden
    Participant

    It all depends upon your process and the precise definition of the
    metric you wish to measure. Typically in Fin serv there is a huge
    amount of information – usually a lot of the wrong data though.
    You can very rapidly drive your self into analysis paralysis with the
    huge amounts of data available and I advise to very carefully select
    the right metric and quantity of data. Some projects you can
    certainly get 100% of accurate data but in most cases a good, yet
    representative set of data is usually enough to get the project
    underway and to achieve a result. In most cases that I’ve seen in
    Fin Serv if you get data that represents say 80% of the
    data/variation, or even 80% accuracy of the issue magnitude, move
    forward as you will learn more the deeper you get into the project
    any way.If you want to chat specific give me a call.Best regards,Adam
    (1) 720 938 0321 (GMT -6hrs Mountain time)

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    #59433

    Adam Bowden
    Participant

    There are many projects that you can undertake – but you probably
    need to keep the scope tight and within your job remit. Give me a
    call and I’ll help you identify some based upon your role and
    business.Best regards,Adam
    (1) 720 938 0321c (GMT -6hrs – Mountain Time)

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    #59419

    Adam Bowden
    Participant

    I agree — I have seen the same also.Adam

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    #59416

    Adam Bowden
    Participant

    Hello Julia,I’m glad to see you left your contact e-mail address for me to send it
    to you. There still are a lot of “sandwich short of a picnic” posters
    requesting the same that think that I’m psychic (that I already know
    their e-m address).Best regards,Adam

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    #59411

    Adam Bowden
    Participant

    In the fin Serv industry it is better to just call it a risk tool as this
    industry is “risk adverse”. The FMEA tool is used pretty much as you
    would in any industry you just have to tweak the terms.Regards,Adam

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    #59409

    Adam Bowden
    Participant

    AP groups love a 6 foot by 4 foot white board with some nice
    metrics on their performance – with the offending names on a very
    large pareto. In Denver there is a road called Colfax road where
    the “ladies of the night” hang out – the police started posting
    pictures of people using their service in the local paper – it made
    an impact for sure and posting the right metrics in the AP area will
    also drive the right long term behavior provided the
    Leader/Manager has the ability to keep on top of it.Adam :^)

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    #59407

    Adam Bowden
    Participant

    OK – here is some “thinking out loud” …… Debt collection is the effect
    … the effect is caused by the process
    … radically re-design the process to minimize debt issues (i.e
    credit checks, pre-payment, selling the debt/financing.It is the process that provides the results – change the process and
    get different results.Adam

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    #59406

    Adam Bowden
    Participant

    Go to the head of purchasing – provide a list of people not closing
    out the PO’s – get the head of Purchasing to “re-align” expectations
    with a big stick.Adam

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    #59405

    Adam Bowden
    Participant

    Hello All,If you want me to send you the card drop game you need to post your
    e-mail address or e-mail me direct.Best regards,Adam
    [email protected]

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    #59404

    Adam Bowden
    Participant

    It’s difficult to e-mail you if you do not include your e-mail address.

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    #59399

    Adam Bowden
    Participant

    and your e-mail address is … ?Best regards,Adam [email protected]

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    #59393

    Adam Bowden
    Participant

    … and your e-mail address is ?Adam
    [email protected]

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    #59386

    Adam Bowden
    Participant

    I’m going to have to use the HUDAT one from Brandon – a good
    sense of humor.When going to a customers there are many things to understand –
    process is one, culture (cultural readiness) is another. There are
    many facets to a site visit and it depends upon your experience /
    knowledge of what is possible be it Lean, SS, design etc.What do you look/listen for specificallyAdam

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    #59385

    Adam Bowden
    Participant

    Hello Ricardo,I can send you the exercise but I need your e-mail address.Drop me an e-mail and I will send it to you.Best regards,Adam [email protected]

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    #59364

    Adam Bowden
    Participant

    Yes I can assist with lessons learnt in HRAdam
    [email protected]
    (1) 720 938 0321

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    #59363

    Adam Bowden
    Participant

    please send me an e-mail and I’ll forward to to you.My only concern is your comment on “problem solving workshop”.
    Typically problems can be multi-faceted and also need a
    combination of techniques to resolve the root cause. Six Sigma is
    an excellent method and often in business in driving Lean first you
    remove the noise (waste) that can cause/mask the true root cause
    – taking a lean approach does also force ownership of the change
    and usually radical solutions/process changes.Best regards,Adam [email protected]

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    #59340

    Adam Bowden
    Participant

    Hello Rick – I’ll absolutely send it to you – what is your e-mail
    address ?Best regards,Adam
    [email protected](1) 720 938 0321

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    #59326

    Adam Bowden
    Participant

    Hello micde,If you send me an e-mail I’ll return it with the simulation.Best regards,Adam
    [email protected]

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    #59305

    Adam Bowden
    Participant

    Hello Engine lady,I guess there are 2 “engine ladies” posting as I sent the other one the
    same exercise last year. Any way – check your e-mail as it’s on it’s
    way.Best regards,Adam

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    #59289

    Adam Bowden
    Participant

    can you post some links to this as I’d like to check.Hopefully this is not the British slang version of the word Pratt.Regards,Adam

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    #59288

    Adam Bowden
    Participant

    Good afternoon Rich,I’ve just e-mailed it to you. It is an excellent exercise for the financial
    services sector and can be used for Lean and Six Sigma.Anything I can do to assist please do not hesitate to contact me.Best regards,Adam

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    #59282

    Adam Bowden
    Participant

    No – Processes can be certified to be at a certain level but
    companies as a whole do not get a “certificate”. Certificates are
    issued to individuals that complete specific training, complete
    projects, show results, achieve cultural transformation and can
    demonstrated knowledge.Does that help ?Regards,Adam

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    #59281

    Adam Bowden
    Participant

    Hello Arnold,Send me an e-mail and I’ll send you the “card drop game”. It is an
    excellent one that you can configure “on-the-fly” for Lean, SS,
    Leadership or change etc.It also fits very well within Fin Serv and the culture.Best regards,Adam
    [email protected]
    720 938 0321

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    #59267

    Adam Bowden
    Participant

    “level of pisstivity” – nice new description of the “voice of the
    customer :^)

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    #59252

    Adam Bowden
    Participant

    Sounds like an opportunity there. You will need to translate the data
    into “financial pain” or “financial opportunity”. Is this project or
    opportunity worth $10k per year or $10k per month or $10k per day
    – how much is it worth. If the opportunity is $1,000 per year you
    might look for something else with a bigger opportunity. Regards,Adanm

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    #59240

    Adam Bowden
    Participant

    It depends upon what you want to achieve.If you want to keep it the same use 9000, if you need to reduce
    variation use Six Sigma or if you want to reduce waste and make the
    process produce results faster use Lean.Adam

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    #59230

    Adam Bowden
    Participant

    Hello Sharon,You say “even though i have previous project mgt and change
    experience, my lean and ss knowledge is limited”.Your knowledge and attitude is a huge driver in the change
    management world. If it were me in your shoes – play hard on the
    project and change management skills and emphasize willingness
    and aptitude to take skills to the next level i.e Black Belt training or
    Lean Expert training.80% of success comes from the application of soft skills – the
    remaining 20% comes from the hard skills – i.e BB or LE training.So if you have the appropriate soft skills you are probably 80% of
    the way there any way.You should push the soft skill side of change success as this is
    hugely underrated and miss-understood by most.If you want to chat about a potential strategy at interview drop me
    a line and we can chat further.Best regards,Adam
    720 938 0321
    [email protected]

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    #59223

    Adam Bowden
    Participant

    try
    http://www.moresteam.com/
    or
    http://www.universityalliance.com/villanova/unless you are willing to fly me down there.Regards,Adam

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    #59222

    Adam Bowden
    Participant

    I agree with Brandon on this. COC varies from company to company
    and is typically in the range of “base plus 2” to 25% depending upon
    the investment strategy for cash flow.Adam

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    #59221

    Adam Bowden
    Participant

    The MBB s probably wanting you to use a Chi Sq table rather than
    another method.If you look at forecasting the business does not want to hear about
    P values as they don’t understand them. It may be worth
    transforming the language into one that they understand like %
    accuracy by month, quarter, year etc and keep the stat stuff in your
    pocket. At the end of the day so what if you detect a statistically significant
    difference in means – what are you going to do next ? You need to
    identify key drivers like market, product, seasonality, sales forecast
    accuracy, finance cut off rules, Marketing promotions etc etc.Good luck.Adam

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    #59218

    Adam Bowden
    Participant

    Hello LZ,If you are deploying a new type of service most companies use a
    “stage and gate” model to control the process. Part of the process
    is Proactive (vs reactive) VOC collection from pilot or targeted
    segments and decisioneering from there. Regards,Adam
    [email protected]

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    #59217

    Adam Bowden
    Participant

    Give me a call and I can chat through how to make SS programs
    succeed in the Fin world/culture – it is especially tough in the TRX
    side of the world.Adam
    (1) 720 938 0321

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    #59216

    Adam Bowden
    Participant

    There are multiple ways of looking at this…
    – look at the CMMI stuff – gaps in getting to a “5” will be
    opportunities
    – Ask the IT and BU Leadership what “from an IT perspective”
    keeps them up at night
    – Get info from your technical help desk
    – define defect and defective – then gather data
    – get info from the call center – abundant opportunities there
    – look at IT duplication, system disparity, system up time, project
    launch process, hardware cost, server capacity.You should be absolutely buried with opportunities with the
    biggest issue being opportunity selection strategically and
    tactically.Adam
    (1) 720 938 0321

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    #59215

    Adam Bowden
    Participant

    1) you are right – you need to capture opportunities. This way you
    can appropriately baseline dissimilar processes. To do this
    correctly you really need to count opportunities based upon
    opportunities that count in the eyes of the customer – you need to
    count the CTQ’s (Critical to Quality) characteristics of the product
    or service. I’d say that 3 opportunities may be appropriate for one
    step in one process – there will be a lot more the more you dig
    into this.
    2) Customer Sat – again look at the CTQ’s to start with, then start
    to collect other information “reactively” from your call centers too
    start with then progress to “proactive” focus groups etcAn age old quote “it’s not the size that matters”. Certification, if
    from a competent and pedigree Master Black Belt, may consist
    typically of :
    – 3 projects (at least 2 through the control phase)
    – Results that meet your initial charter
    – sufficient technical integrity of tool use or “supervised training of
    Green Belts” on specific topics
    – Certification Board presentations to Leadership, Training MBB and
    other MBB.Size of saving is NOT a criteria for certification – it is required by
    Leadership and the consulting group to justify the expenditure of
    your training etc. Those people really do not understand the
    typical ROI on Lean or Six Sigma deployments.Hope this helps – if I can assist any further do not hesitate to call
    to chat. Regards,Adam
    (1) 720 938 0321 MST (GMT -7hrs)

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    #159080

    Adam Bowden
    Participant

    Lean Sigma namme is just marketing Hype. Six Sigma training/
    certification from a pedigree consultant/s along with demonstrated
    results is what Leadership or companies care about. Lean Sigma
    has “very watered down” Lean content – Lean is a hands on/learned
    skill – not just book smart. i.e BB training – 4 weeks, Lean expert
    training – 4 weeks – combine them together you get Lean Sigma –
    you make your mind up as to what get’s dropped / watered down.Regards,Adam

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    #159079

    Adam Bowden
    Participant

    Sounds like an automotive requirement. If you have reliable
    surface measurement gages and have run appropriate Gage R&R
    studies I do not see that you have an issue computing it.
    Considering that your CPK number will be based off the mean,
    upper limit and std dev then either you’ll have to get the mean
    pretty close to center limit or as low as possible or really tighten up
    your Std dev (variation).Measuring/calculating – relatively easy – achieving this may be
    more of a challenge – good luck.Adam

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    #158362

    Adam Bowden
    Participant

    I agree with Stan about addressing the test,. Can you evaluate the
    test it’s self, can you reduce errors (increase capability) to a level
    where you can cut out part of the test and minimize the rest can you
    test sub assemblies off line out side of the test cell or have suppliers
    do it ?Adam

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    #59083

    Adam Bowden
    Participant

    It depends upon what your issues are and what opportunities you
    have – there are a lot of Lean / Six Sigma tools to addresss a
    companes performance.Adam

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    #155644

    Adam Bowden
    Participant

    Looks like the masses have answered your question.If you want to talk about some real options drop me a line or call me
    to discuss and I’ll point you in the most appropriate direction for
    training to meet your/your businesses needs.Regards,
    Adam
    [email protected] 303 956 8948c

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    #149903

    Adam Bowden
    Participant

    GB training and cert in 3 days – is possible BUT it is necessary to
    do this in Kaizen / Kaikaku style. Basically there is a huge amount
    of pre-project work / planning (define and measure) – this may
    take 1 week to several months depending upon the project. The 3
    days of training covers Analyse, Improve & Control and is hands on
    – i.e fix the problem “right now”. The training is not en-mass but
    very “one project” based with an expected result at the end of the
    week / 3 days and depending upon implementation may also
    include certification.There are those out there that would deplore this and only consider
    the 80 to 120 hrs of classroom training as acceptable – consider
    this – you use 20% of the tools 80% of the time – so why go any
    farther than decent concept understanding on complex tools when
    they may or may not ever get used by GBs. BBs or MBBs are there
    to provide on-going support and training to Orange, brown and
    the imfamous gold belts. If a team can get trained and use the
    tools rapidly then they will feel good about the experience and
    learn / do more. Leadership will also see rapid results which is
    often seen lacking in formal deployments.
    Yes it can be done in 3 days – it’s a bi*ch to plan and execute but
    does drive rapid cultural shift. My 2c worth on the soap box.Regards,Adam

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    #149902

    Adam Bowden
    Participant

    A day of down time.HNY to you buddy.Call me when you get a spare 5.Best regards,Adam

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    #149901

    Adam Bowden
    Participant

    If you want to bounce your ideas and plans off me please do so. A lean approach will certainly work but will only be sustainable if
    you set your plan of attack early on which will be based upon the
    business culture and needs.The Aerospace industry and alot of Industrial Engineering
    businesses are high mix low volume – Creating flow and “thowing
    the sacred MRP cow” out will come.Regards,Adam [email protected]

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    #141754

    Adam Bowden
    Participant

    if you’re in the US – try SigmaPro
    If you’re in Europe – try Paloma Consultingregards,Adam

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    #135552

    Adam Bowden
    Participant

    WOW – can I come and work for your company – after generating
    $40m in benefit last year I ish that they had the same program here –
    this year the bonus barely covered the “shoe leather” replacement :-(Regards,Adam

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    #135496

    Adam Bowden
    Participant

    The value these conferences brings depends, in my opinion, upon the
    attendees level of knowledge. If the attendee has no knowledge then
    they will gain alot. If the attendee is experienced then, as you state,
    some speakers do not offer value – and as I’ve seen in the past : some
    are preaching “bad practice” to those that know no different.just my 2c worth.Adam

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    #134925

    Adam Bowden
    Participant

    Hi Patti,
    The events that I ran were Lean and strategic deployment. There
    was a lot of opportunity and thus there were some excellent
    results. Selling the idea was not difficult – changing the culture is
    a different story !! I’ve found that there needs to be a SIGNIFICANT
    amount of pre-work to get allignment and cultural shift.Want to chat off line e-mail me.Regards,Adam [email protected]

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    #131856

    Adam Bowden
    Participant

    Hi Heebee ….
    The one I like was posted last year on this site – it went something
    like …
    Use statistiics as a drunk uses a lamp post – for support rather than
    for illumination.Hope you and the family are all well.Best regards,Adam

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    #131287

    Adam Bowden
    Participant

    Dear PHD,
    Of course their good – they are a combination of material from GE,
    Allied, Motorola and Six Sigma Academy !!One caveat to thinking that Lean SixSigma training is the “be all
    and end all” – the combination of 4 weeks of SS training and 4
    weeks of Lean Expert training into 4 weks of Lean SS training
    weakens both. There is some overlap inded but not 4 weks worth.
    Lean SS is a good start BUT as the programme matures then it is
    necessary for the students to go deeper and get full Lean and
    deeper SS training.You absolutely neeed to do Lean and SS simultaneously but you
    also need to add “soft skills” and acceleration techniques to achieve
    results and culture change.Regards,Adam

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    #130075

    Adam Bowden
    Participant

    Hi BTDT,I’ve certainly seen what you’re saying in businss.If a solid strategic Planning/Deployment methodology is in place
    then the kinds of arguments and lack of co-ordinated planning
    between lean and SS camps becomes a non issue.At Allied I took over both Lean and SS groups and reqired both to
    cross train – a lack of undertstanding (lack of diversity) causes alot
    of issues.Best regards,Adam

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    #130074

    Adam Bowden
    Participant

    WOW – when will those Lecturers get out of the 70s and 80s – I’m
    sure they’re still sporting the latest fashion in suede shows, long shirt
    collars and a mullet :-) regards,Adam

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    #130073

    Adam Bowden
    Participant

    Hi Sandrine,
    You have an interesting/challenging questioning style.A couple of months ago the same topic came up and the longvity
    of SS ranged, if memory serves me right from 5 to 10 years. SS & Lean have been around for a long while. Typically SS is 4 or 5
    weeks of training and lean is 4 weeks. The latest trend is Lean SS
    which unfortunately weakens both – how can you cram 8/9 weeks
    of training into 4 weeks ?I do believe that we will see more specialist methods creep in and
    get bolted on as the maturity of the methodology spreads into
    organizations – as you mentioned HR – they are usually the last to
    get “process” in my experience. The name SS will more than likely “fade away” and a new term
    introduced – got any ideas as to future names ? The Shanin Red X crops up frequently also but I have not seen it
    become main stream yet.So what are your thoughts Sandrine ?Regards,Adam

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    #129652

    Adam Bowden
    Participant

    Mohiuddin,
    TQM might be right for you – most other companies stopped
    formally using TQM in the mid 90s. TQM’s struggle was due to it’s
    “mass innoculation approach” with little focus on business results
    and no tie into the strategic plan..You may wish to:
    – identify what the “pain is” in your business
    – review techniques/frameworks such as Lean, Six Sigma, Baldridge
    etcTQM has it’s “7 basic tools” which are still current and the
    teamwork is certainly one key success factor. Focus your program
    on achieving results rather than just introducing a training
    programme. There are many ways of introducing improvment
    programs – you’ll just have to work out what is the riight fit.Regards,Adam

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    #129648

    Adam Bowden
    Participant

    Hey Darth,
    I’ve been off-line for 10 days or so – so what happened to Stan, Vinny
    & Phil – are they actually too busy with work to reply ?Best regards,Adam

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    #56828

    Adam Bowden
    Participant

    Hi Dave,
    If the outcome of your Lean/Six Sigma efforts meets your Managements objectives by cutting FTE’s then your programme will probably last less than a year !!!!!
    Once FTE reduction is linked to your efforts you will be wasting your time !!!!!
    Deployments that are successful do indeed drive NVA reduction and this impacts the customer.  i.e it improves satisfaction and reduces cost which trpically provides the opportunity to increase market share.
    Focussing on NVA just to cut heads will kill your programme.  Driving real business growth and cost reduction is bar far the best way to go.
    Get employee buy in i.e engage the culture, and change will happen faster than you anticipate.
    Regards,
    Adam
     

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    #129476

    Adam Bowden
    Participant

    Here is my interpretation:
    VA
    – customer is willing to pay for it
    – it transforms the thing
    – iit is right fiirst time
    NVA
    – typical 8 elements of waste
    NVABN (BN = Business/Legal need)
    – Required by law.Regards,
    Adam

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    #56827

    Adam Bowden
    Participant

    You should check out Paloma Consulting – they are in your area and are by far one of the best in the world – and yes I have the global SS experience and history to justify my claim.  You should speak to ColmDoran…
    Paloma Consulting LimitedTel/Fax: +44 1932 867032Mobile: +44  7702 528764Email: [email protected]: http://www.palomaconsulting.com
    Hope this helps.
    Regards,
    Adam

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    #56790

    Adam Bowden
    Participant

    Hi Ron,
    If you want GB training on-line there are many – try BMG – I think they have a link on the main isixsigma site.
    I’ll be honest –  if your QA Manager is very busy then he will get very little from an on-line course.  Typically only 20% is retained from a regular classroom so on-line I’ve got to guess it has to be even less !!
    If your QA Manager is a good QA leader then he needs to do his homework and determine is GB training is right for him – it may be more appropriate for him to go on a Six Sigma champion course or Lean Leader program.  If he’s pretty busy – you may be wasting your time. 
    My 2 pennies worth.
    Adam

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    #127142

    Adam Bowden
    Participant

    Hi HeeBee,
    You’re right – it’s still pretty tough to beat the Allied Stuff !!
    Best regards,
    Adam
     

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    #56754

    Adam Bowden
    Participant

    Kenneth,
    I understand, I think, why you are going down the DPMO route but just beware ofthe following:
    – Your opportunity calculation method will be picked at ALOT by others – if you use for example DPMO with electronics your opportunities for a diode may be 1) right part/wrong part 2) correct/incorrect orientation 3) good part / bad part  i.e 3 opportunities per component.  With a 5000 component count board that is a lot of opportunities. 
    – Alligning DPMO with strategic measures -I’m sure your Leadership just want customer sat up, Rev up, EBIT improvements.
    My honest opinion is that you may be looking down the neck of a huge investment in time spinning your wheels working out the opportunity count and then calculating the DPMO numbers.  It would probably be more time effective to get the people doing this work to drive Root Cause Corrective Action (RCCA) or even go in, by process criticality, and mistake proof / improve the Cpk of the processes.
    Anyone else got an opinion on this.
    Adam
     

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    #125944

    Adam Bowden
    Participant

    If you drop me an e-mail I’ll send you some examples.
    Let me know what type of industry you’re in and what are the “burning platform” issues your business has – maybe I have some applicable examples.
    Regards,
    Adam   [email protected]

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    #125858

    Adam Bowden
    Participant

    Yo Sherri Chick,
    if you post a “real e-mail address” I’ll contact you.
    Alternatively send me an e-mail, if you’re bold enough, @ [email protected]
    Adam

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    #125697

    Adam Bowden
    Participant

    Hi Mike,
    Can’t say that I’ve used my AIAG FMEA reference manual in about 6 or 7 years but here is my take on RPNs etc.
    Typically if the SEV is a 10 you must still review action plans for the opportunity even if the OCC or DET is low.
    Regarding the RPN – Typically if you pareto out the RPNs then some will typically stand out from the others as opportunities.  You may also wish to create an Ease/Impact matrix – say on a frip chart (draw a big square – divide it up into 4 smaller squares – then the Y axis is Ease (top is easiest to implement a fix, bottom is hardest) – then the X axis is Impact (right hand side is large impact – could also be the RPN number as a scale) then your team can identify what they want to implement.
    Hope this helps.
    Adam

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    #125696

    Adam Bowden
    Participant

    BTDT – do you work for BT in the UK your spelling leads me to believe that you are from there ?
    Adam
     

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    #125695

    Adam Bowden
    Participant

    I guess that’s better than wetting your “sadistical pants” – that may be from abusing things other than numbers !!
    Let’s see if you’re upto the challenge of posting a picture of that Darth  :-)
    Did you get any other real replies other than BTDT ?
    Best regards,
    Adam
     

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    #125628

    Adam Bowden
    Participant

    BTDT – Cheers !
    Now that I’ve read your posting I might just have to dig out the AlliedSignal material this week – you just wet my statistical appetite.
    Regards,
    Adam

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    #125626

    Adam Bowden
    Participant

    Hi Darth,
    Have not heard the Western Electric rules called WECO before.  In Aerospace one of the Green Belts we trained, who was also a statastician, basically challenged the WECO rules and stated that they were not correct.  He went “very deep” with his analysis – so far no one could see him way down in his pit.
    This is a nice statistical question – one that I’ve used with BBs in the past – honestly don’t have time tonight to calculate it out of dig out the old material.  Hope you get some good answers. 
    Maybe I’ll pose this one to some of the BB candidates and see if they choke.
    Give me a call is you get a spare 5 mins this week.
    Best regards,
    Adam

    0
    #56747

    Adam Bowden
    Participant

    Hi Franz,
    If your projects take that long then the symptoms may be driven by some of the following:
    – Senior Leaders not engaged – no allignment with strategic deployment or review
    – Middle Management not supportive – i.e blocking progress
    – Wrong projects – not urgent business critical ones
    – World hunger size projects (need to segment them and drive improvments in the small chunks first)
    – Wrong approach – need to considder Kaizen type approach with DMAIC/DMADV projects
    – No MBB/BB or no Leadership direction/support of projects
    – Training for training purposes – i.e not focussed on achieving results
    – Inapropriate training – i.e Manufacturing slanted training in a transactional environment.
    – No reward system of communication of successes
    – GB/BB/MBB – no career path thus no wish to do it
    etc etc
    This list could go on for pages…
    Six Sigma – Management by fact – go get the data – do an autopsy and then decide.
    Feel free to bounce anything off me.
    Regards,
    Adam  [email protected]
     
     
     
     
     

    0
    #125298

    Adam Bowden
    Participant

    Lots of factors:
    – Existing level in the business (individual contributor, Manager, Director, VP etc)
    – Type of industry
    – Function within industry
    – Tenure
    – Sophistication of “succession planning” process
    I have not seen GB certification do much for someones current salary BUT in terms of marketability and career progression it is a usefull add.
    Regards,
    Adam
     

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    #124173

    Adam Bowden
    Participant

    Hi GB at Coke,
    Glad to see you are making progress with a Leader that “makes a difference”.  I was in your neck of the woods last week – in Kennesaw to kick off/lead the deployment of 5S across a plant – went very well – not supprising though as the folks there were great – a great culture and also as a bonus a great Leader backing the implementation.
    Regards,
    Adam
    NB – ever want to discuss offline call/e-mail me
    [email protected] 720 332 3737
     

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    #123543

    Adam Bowden
    Participant

    Dear Mr.President
    A little sensitive are we ????
    Please come back frequently – there are many on this site that would love to reply to your postings.
    Regards,
    Adam

    0
    #123145

    Adam Bowden
    Participant

    One of my favorites is the Witch scene – where she is compared to the weight of a Duck – interesting MSA linkage.
    Adam

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    #122959

    Adam Bowden
    Participant

    9 Sigma ?
    We had a process in aerospace that consistently ran at 20 Sigma – it was a gold and platinum sputering process for critical electronic components.  Although you’d think that this would be an opportunity to reduce cost the investment in time did not justify the cost save.
    If all of your processs run at 9 sigma – WOW – maybe an opportunity to reduce cost.
    just my 2 cents worth
     
     

    0
    #122676

    Adam Bowden
    Participant

    Mike,
    Some interesting posts today !!!!
    Can you drop me a line tomorrow – e-mail or by phone.
    Best regards,
    Adam

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    #122552

    Adam Bowden
    Participant

    Issa
    Our Geography teacher was also pretty cool..
    One kid in our class did not complete his homework  :-(   the teacher approached him, chewed him out, dragged him by the scruff of the neck “through the table” to the front then tipped out his bag of books on the floor, chewed him out again then kicked the kid in the rear as he picked up his stuff.  Our school – never a dull day !
    Just think – teachers are not allowed to raise a voice ot touch pupils – where is today’s respect training !!
    Regards,
    Adam
     

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    #122551

    Adam Bowden
    Participant

    I understand both sides of your argument – I used to work in Ellen’s SS org when she worked at Allied Aerospace.  You can bitch all you want – at the end of the day what are you both doing to change the processes and culture at Coke for the better ?
    No that’s not meant to be a poke in the side with a sharp stick – just a question ?
    Regards,
    Adam

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    #122550

    Adam Bowden
    Participant

    Here is my 2c worth….
    If you are ISO certified – good for you – that means that is you procedures state make junk you will repeatedly make junk.  ISO is a Management tool to “control the processes” and people within it.  Lean, Six Sigma, DFSS etc etc are all focussed on change – change to improve processes – this is more Leadership.  If your business is not changing rapidly to meet the needs of your customers, or atleast as quickly as your competitors, you’re doomed.  ISO is OK – but it should be keeping up with change – not restraining it. 
    Six Sigma or whatever you’d like to call it – you need something to transform your processes. ISO will not deliver change – don’t get caught in the death spiral !
    OK – now I’m getting off my soap box – that feels better !
    Regards,
    Adam

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    #122548

    Adam Bowden
    Participant

    Hi Paul,
    Got to agree with you – my metal teacher was the same !  He motivated one of the students – kicked him that hard in the rear that it split his pants from the backside right round to the button at the front – now that’s real MOTIVATION at work !  ;-)
    Regards,
    Adam
     

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    #122547

    Adam Bowden
    Participant

    Just to add to Carlos’s words of wisdom…
    Ask your self – why are you doing the time study ?
    If it just to get a rough idea of capacity or to estimate time for costing purposes then an “uneducated time study” may suffice.
    Alot of companies use time studies in a Tayloristic manner – i.e to set performance standards so that people can earn a bonus.  If this is the case you need to conduct an “educated time study” – I’ll elaborate….. the person being timed/video recorded will typically do the job as per the standard operating practice and will pad it to the maximum extent they deem they can get away with.  An uneducated time Study Engineer will not know the difference and thus false standards will be set – to the advantage of the operators.  You need to understand Human dynamics, best practice and how the guys typically “short cut” the SOPs to calculate the real time.
    So if you want to do time studies correctly – fully understand the process – go there and just watch, again and again and again.
    NB – A word of warning….. One guy at Clarks Shoes in the UK went through a rigorous Time Study course then went to the floor to do a study – clip board and stop watch in hand and announced he was going to do a time study.  The gals there crowded around him, stripped him naked and left him with just the clipboard/stopwatch – he then stated – “OK I’m ready to do the time study NOW”.  
    Just beware how you approach time studies !! 
    Regards,
    Adam

    0
    #122427

    Adam Bowden
    Participant

    Here is the link…
    http://www.fastcompany.com/subscr/96/open_boss.html 
    Regards,
    Adam

    0
    #122426

    Adam Bowden
    Participant

    CEDAC was pretty popular at Allied/Honeywell up until about 4 years ago.  We used the Fishbone diagram as you have (CED) and the AC part was the action cards.  Two different color cards – not sure what color they were … but on one you listed the issue/defect and then the employees, from any area, could use the other color cards to suggest a solution.  When the issue was resolved the cards were removed.  We/I used to record the issues/potential actions on an Excell logsheet.
    Hope this helps – and yes – I doubt you’ll find it in your BB training – it came from the TQM program.
    Regards,
    Adam

    0
    #122376

    Adam Bowden
    Participant

    Send me an e-mail and I’ll send you an example of how it is used and integrated with other tools.
    Regards,
    Adam  [email protected]

    0
    #56704

    Adam Bowden
    Participant

    Hi Paul,
    Give me a couple of days to get back to you – have some rather urgent / pressing projects to get out of the way.  
    Best regards,
    Adam
     

    0
    #122193

    Adam Bowden
    Participant

    Darth – I object to your comment – the “pretty” part !
    I’ll take the smarter part as a compliment – although I still consider Carnell to be smart intellectually and very much Street smart.  Not sure which level of Smart you consider more important – Street smart is certainly a key element for success – especially when you’re confronting the the CEO’s.
    Best regards,
    Adam
     

    0
    #122192

    Adam Bowden
    Participant

    Observer,
    Thanks for the comment – I’ll take it as a compliment !!
    As Darth pointed out – why not contribute to the forum – I’d love to see some of your insight !
    Regards,
    Adam
    PS – If you wish to talk off line call me at work – be great to chat – 720 332 3737 (MST)

    0
    #56699

    Adam Bowden
    Participant

    Hi Paul,
    Let me know where you are, where you’d like to work (location, industry), if you are open to relocation etc.  There are alot of dodgy recruiters – e-mail me and I’ll do what I can to help.
    Regards,
    Adam  [email protected]

    0
    #56696

    Adam Bowden
    Participant

    Rodrigo,
    Take Mike up on his offer – he’s great with Leadership and in the selection of the “right projects” – as a plus he’s “not a bad old chap” either :-)
    Regards,
    Adam

    0
    #121987

    Adam Bowden
    Participant

    habib  “Why do you keep repeating that you agree with Stan?”
     
    Just because …………….  :-)

    0
    #121849

    Adam Bowden
    Participant

    Hi Dan,
    It is a simple excercise that can be used to show RTY, normal distribution, waste, batching and a whole host of other lean/ss tools / methods. It is a simple excercise and is a lot of fun – it also is a great way to show resistance to change and push an accelerated and empowered workforce how to drive improvements.  I could not find it on the internet – if you e-mail me I’ll dig out a copy of mine and e-mail it back to you.
    Regards,
    Adam  [email protected]

    0
    #121749

    Adam Bowden
    Participant

    Jo CEO,
    Glad to see you replied – You’ve got attitude which is a good thing – you’ll get on well on this forum.
    Regards,
    Adam

    0
    #121612

    Adam Bowden
    Participant

    MJ,
    The “card drop game” is a great way to simulate a business and is an effective way to teach most of the lean skills.  Cost – one pack of cards, a stopwatch, pens/paper and alot of fun !!!
    It should be “on-line” – if not e-mail me and I’ll send you a copy.
    Regards,
    Adam  [email protected]

    0
    #121611

    Adam Bowden
    Participant

    40 – the true “meaning of life” !!!

    0
    #121610

    Adam Bowden
    Participant

    JO club CEO – As usual you’re talking Boll**ks. I started implementing Lean about 20 yrs ago and can advise that Carnell and others have a credible level of experience.  I’m sure you’re a “Lean Master” – who certified you ?
    Adam
     

    0
    #121260

    Adam Bowden
    Participant

    As an MBB you should easily be able to write/customize you own material to suit the cultural and techncal needs of the business – why would you want to licence it ?
    regards,
    Adam

    0
    #121230

    Adam Bowden
    Participant

    Vinny – thanks !
    A really good list of Aphorisms – now I just have to look up what Aphorisms is/are ;-)
    Best regards,
    Adam
     
     

    0
    #119236

    Adam Bowden
    Participant

    You’ve heard the term before – “that depends” !!!
    Every project is different in size and complexity.
    Some projects take hours and some can take months – alot of it depends upon the complexity of the fix and the experience of the team.  My experience shows me that there is typically >5x ROI on the “classical Six Sigma” training/projects – with lean this can be higher at it attacks some of the “ground fruit” opportunities that people are tripping over every day.
    I’ll give you a simple example….  a server that was processing a significant number of financial transactions would typically go “off line” during the evening and the teckies could not reason why.  Then someone came in late, sat and watched the server etc during the similar time period only to find out that one of the janitorial staff would unplug the server and plug in her vacuum cleaner, then re-plug in the server – problem identified/resolved.  One person, a couple of hours to bring the system performance back up to where it was before.
    If your Leadership team are true Leaders versus Managers then deploying Six Sigma/Lean should be a no-brainer !!.
    Regards.
    Adam  

    0
    #118817

    Adam Bowden
    Participant

    Heebee is right – every project is different and there is no standard.  The only thing that you might want to require/measure is that you achieve results without leaving a “trail of bloodshead & dead bodies” – I’m talking metaphorically here – not literally !!!
    This will require “soft Skills”.
    Regards,
    Adam

    0
    #118774

    Adam Bowden
    Participant

    Looks like your trying to answer a post Week 2 BB test ??
    Regards,
    Adam

    0
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