Created: 14 November 2007 | Joined by: 9 people | Comments: 0 comments
Industry sector: Management

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  Lean Six Sigma 

  http://www.army.mil/ArmyBTKC/focus/cpi/tools3.htm

  The root of both Lean and Six Sigma reach back to the time when the greatest pressure for quality and speed were on manufacturing. Lean rose as a method for optimizing automotive manufacturing; Six Sigma ... evolved as a quality initiative to eliminate defects by reducing variation in processes in the semiconductor industry. It is not surprising that the earliest adopters of Lean Six Sigma arose in the service support functions of manufacturing organizations like GE Capital, Caterpillar Finance, and Lockheed Martin. Key Concept In short, what sets Lean Six Sigma apart from its individual components is the recognition that you cannot do "just quality" or "just speed," you need the balanced process that can help an organization to focus on improving service quality, as defined by the customer within a set time limit. Lean Six Sigma for services is a business improvement methodology ( details on DMAIC ) that maximizes shareholder value by achieving the fastest rate of improvement in custome   [More...] [Less...]

  First added: 13 September 2007, by: Neil Stevens  [Report as spam]

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  Tags:  six sigma, lean six sigma, 6 sigma, toyota, dmaic , lean, japan, lean production   [More...] [Less...]

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  i Six Sigma - Six Sigma Quality Resources for Achieving Six Sigma Results 

  http://www.isixsigma.com/

  Daily Six Sigma Quality Tip Most people use p 0.05 as the line where they reject the null in hypothesis testing. Correctly rejecting a null hypothesis is about more than just p-value.

  First added: 13 September 2007, by: Neil Stevens  [Report as spam]

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  Tags:  6 sigma, black belt, kaizen, lean, lean production , lean six sigma, six sigma, tqm   [More...] [Less...]

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  10 Principles of Change Management 

  http://www.strategy-business.com/resilience/rr00006

  4/15/04 Tools and techniques to help companies transform quickly. Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability. ... Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good. Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. In most industries — and in almost all companies, from giants on down — heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided: change. Successful companies, as Harvard Business School professor Rosabeth Moss Kanter told s+b in 1999, develop “a culture th   [More...] [Less...]

  First added: 4 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  6 sigma, change management, kaizen, leadership, programme management , project management   [More...] [Less...]