SiggySig

In a past life I analyzed survey response statistics, and basically treated the data as continuous. Purists may disagree, especially since you’re on a scale of 1-5. I had scales of 1-7 and 1-10 to deal with, which made it a bit easier.

No, it was meant as a reply to original poster, not you Mike.
Damn this stupid forum – can’t wait until they upgrade the tools to the 21st century version of forum software

Have to challenge your premise here – my own experience is that the failure to progress on closing projects has less to do with the belt and his/her motivation and more to do with the quality of the actual project selection and champion/management support. Same goes for resources.Many projects are just flat out doomed to fail no matter how you…[Read more]

Stan, At the risk of hijacking the thread, what do you find resonates when making the case to implement standard work in human-driven, “transactional” environments? In our project management organization, the QMS/ISO procedures are often how standard work gets implemented, with the unfortunate side effect that the documents are constructed more to…[Read more]

Perhaps my opinon (stated on my experience) is a reflection on the limits of the places I’ve worked Lean SS – we continually have problems with management buy-in and sponsorship of change, and they tend to focus on pain more than anything. Also, our belts (myself included) are often responsible to find our own projects. So “lack of process” is…[Read more]

If you aren’t absolutely certain about what the problem is that you’re trying to solve, before you get going, you will get stuck again and again as you move through the project. Trust me, I’ve lived this in some of my own projects, and have seen others fall prey to the same problem.You mentioned a few things in your write up, but at the end of the…[Read more]

John L wouldn’t care what I think – nor would most of the people on this board.Just wondering who he was

informal poll – how many posters on this thread have active project hoppers and engaged champions?just curious – not the case in my current environment…

Wait, who’s John L, and why should we care?

FWIW, I ran a quick check on indeed.com for job openings with the key words “Red X Master” and “Master Black Belt”, nationwide (US).
Score:
Red X Master – 0
Master Black Belt – 1105
 

Amen to that – especially the thanks that goes to the families of those who serve.Thank you veterans.

Not sure such a formula exists.What are you trying to accomplish?

How does having such an award make things better for the customer? For the company? Will that award attract a single new customer, or add a dollar to the company’s cashflow?What about all the non-value added activity that will be required to apply for that award?Sounds like the “award” is an ego-feeding proposition, nothing more. I’m with Stan -…[Read more]

Ultimately, it’s about delivering results. Whether you call it Lean, Six Sigma, TQM, BPM, ITIL, etc. is not nearly as relevant as fixing business problems and positively impacting the company and customers in a way that they can feel.If you can do that, you will do well.As for stress, I’ve never had a more stressful job in my life. Rewards? Never…[Read more]

In the transactional world where I live, it’s generally much easier to go after variation than mean. Lots of what I deal with is cycle time reduction against a 1-sides spec limit – for starters, mean is the wrong measure since nearly every distribution I’ve ever seen has been skewed right, so we’d be talking Median reduction – the levers we go…[Read more]

Not a process per se – the binary is based on spot market electricity prices.
Basically I have the forward price, established the day before, and the real-time price, established in the trading day. I’m trying to determine how best to predict whether the forward price will be higher or lower than the real time price.

At GE, MBBs often have never been BB’s first, or have much knowledge or aptitude in core Lean Six Sigma concepts. I work for one such guy right now – great guy, good at driving initiatives, but would be hard pressed to survive out in the world with his GE MBB cert in hand.

Causality is hard to prove unless you try out improvements on the root causes you identified, and see if your process performance improves. If it doesn’t keep looking for root causes. If it does, close the project, but monitor the results and conduct periodic audits to make sure the problem doesn’t come back. If it does, you have to keep looking…[Read more]

Some good advice on here – what I’m finding at my corner of the enormous company I work for is that while everyone talks about quality, they aren’t really anxious to have the quality team help them – that would mean fessing up to problems. Moreover, many of the process problems we have are due to impasses between executives about what the process…[Read more]

As a current GE BB, there is no certification outside of GE employees at this time. There is no such thing as the GE Institute, unless GE stand for something besides General Electric.This guy is a fraud at worst, and totally misrepresenting himself at best. What did he charge for the “certification”?