Trish G


  • I would have to reinforce what has already been said, if you don’t understand how the benchmark measure you are using is derived, and subsequently what your company does to impact it, it is a useless measure. It may look nice on a scorecard, but how does it help you improve your business and the customer experience your company delivers? 6 y…[Read more]

  • BTW Xerox is not “done” with Lean Six Sigma. They feel as though it’s embedded in their culture to the extent they no longer need a centralized department dedicated to it. They have green belts and black belts decentralized through out the organization. It is the way they do business now, not a “special program”. That is not a fail for Six S…[Read more]

  • Middle management can be an especially tough nut to crack. They view the whole process improvement thing as just one more thing to do, and if they ignore it long enough, it will go away. One way I have been able to make inroads with this segment is to find just one middle manager that will work with you. Pick an improvement effort that has a…[Read more]

  • What would that look like? 7 years, 6 months ago

  • The fact that they are asking for a “10 to 20 minute” demonstration of Six Sigma is indicative of their misunderstanding of what it is. It’s a methodology that often can take six months or longer to apply to a problem. There are some lean tools that have exercises or demonstrations you can use that might take that long if they are insis…[Read more]

  • Hard savings” typically translates to eliminating FTE when it comes to process improvement. I like the IRR suggestion that would consider increased capacity and, subsequently increased revenue as a result of process improvement. 8 years, 1 month ago

  • Where is the black belt? 8 years, 4 months ago

  • Yes, maybe a little harsh. But…I think I have witnessed too many arbitrary goals being set by members of a senior management team with no understanding of process capabilities and providing no support for what needs to be done to reach that goal, and having their bonus tied to it, so process managers have a gun held to their head to meet the…[Read more]

  • Setting arbitrary goals is at best useless, at worst, dangerous. Targets need to be set understanding the processes capability of the process of focus. Setting targets beyond the capability of a process is fine, as long as it is understood by all stakeholders and leadership that the process needs to change to achieve it, which most always takes…[Read more]

  • I think you can use it. A defect for a loan would simply be an incorrect output, like any process. Did the application have all the information required and was it correct, or did the customer need an additional […] 8 years, 7 months ago

  • To clarify. If a customer applies for credit at a bank and does not qualify and receives a declination, this is not a defect of the process, this is how the process is designed.
    The only circumstance where a […] 8 years, 7 months ago

  • It’s an interesting approach. It appears to me that there is a ton of overlap. At the very least, 2 & 3 directly impact 4 and 1 (the cost control piece anyway). To the extent that measures would be very similar or at least highly related

    To get a handle on our enterprise wide process capabilities, we use a process classification framework,…[Read more]

  • Just out of curiosity, what are the other 3 components to your “CI strategic alignment model” beyond employee effectiveness and business partner support? 8 years, 7 months ago

  • First of all, why are changes being made in the process? If it is to improve efficiency downstream (your business partners), understanding what they need from your process is the first step, the changes are then focused around process improvement to improve the output that your business partners need.
    So let’s use a mortgage processing…[Read more]

  • Chris- I’ve been in the services industry for 20+ years, mostly in financial services. Although I will admit metrics are probably not used to the extent they are used in manufacturing, or as easy to establish, but they are definitely used. Transactional processes especially.

    The employee development metric is a little harder to land on, but…[Read more]

  • Why would transactional business support process not be conducive to efficiency measures? How do you…or better yet your internal customers define “making life better”. Do you have service level agreements in place? When do internal customers downstream from these processes need the completed output? Is there a level of quality they are ex…[Read more]

  • The “real pain” in the process is the company you work for only pays lip service to process improvement and has no real commitment, other than wasting your time and energy. I concur that looking for other […] 8 years, 11 months ago

  • Here is a template 9 years ago

  • My experience with SPSS has been in a market research capacity, and its my impression that is what the software is designed for, survey results. 9 years, 1 month ago

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