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Three Elements of a Deployment Governance Framework
The goal of any Lean Six Sigma program is to achieve operation and execution excellence, which can only come about through a well thought-out and executed deployment governance framework that concentrates on teams, knowledge transfer and people. Read the full article. June 25, 2008
Sustaining Change Requires Focus on Stakeholders
A Six Sigma initiative – or any change process for that matter – is only successful in the long run if the stakeholders truly adopt and sustain the change. This requires planning and focus and should be an integral component of any deployment. Read the full article. June 11, 2008
Project Management: Remembering the Human Element
The strength of relationships between project team members directly impacts a project, and also affects interactions between team members. Two social methods can help practitioners prepare to work as a team with different personality types. Read the full article. May 28, 2008
Business Intelligence Adds to Process Reengineering
Infomation about a business, known as business intelligence, should be part of any business process reengineering effort. It is a driving force for determining an organization's efficiency gains and final specs, and helps in making key decisions. Read the full article. May 14, 2008
Defining CTQ Outputs: A Key Step in the Design Process
After starting a project and gathering VOC data, it is time to define the critical-to-quality outputs. To prioritze their actions during this process, practitioners may use a quality function deployment (QFD), also known as the house of quality. Read the full article. April 30, 2008
Retain Customers: Align 'Moments of Truth' with VOC
Companies interested in retaining customers should complete a two-phase process: first, they must determine what is important to customers and second, they must make sure their organization is capable of filling those needs reliably. Read the full article. April 16, 2008
Gaining and Using Six Sigma Intelligence
Six Sigma “intelligence” – the information that helps practitioners pick projects more effectively, achieve results faster and reach long-term success – comes from collecting actionable data through voice-of-the-customer research. Read the full article. April 2, 2008
Middle-out Change is Difficult - But Doable
When top-down support is not available, mid-level executives who know the power of Six Sigma must take deployment into their own hands. Although it's a daunting task, with the right approach, training and leadership, middle-out adoption is possible. Read the full article. March 19, 2008
To Pilot or Not To Pilot a Six Sigma Project or Design
It is possible to pilot all or some of every solution or new design that an organization wants to implement. And it is almost always worth the extra effort to pilot especially if conducting a DFSS (design for Six Sigma) project. Read the full article. March 5, 2008
Time-based Metrics: Accounting for the Differences
Green and Black Belts produce time series plots of the primary Y metric during the measure phase of projects. The time dimension is either start-based or end-based, and the difference can be substantial. It is important to understand this difference. Read the full article. February 20, 2008
Digging for Data: Insurance Companies Strive to Improve
Many property and casualty insurers struggle with timely and efficient claims processing. In working with P&C companies consulting groups found three common challenges that project teams must address to improve the overall claims settlement process. Read the full article. February 6, 2008
Business Requirements Document: a High-level Review
A business requirements document (BRD) details the business solution for a project including the documentation of customer needs and expectations. The BRD process can be incorporated within a Six Sigma DMAIC culture. Read the full article. January 23, 2008
Use Forecasting Basics to Predict Future Conditions
Forecasting is a business and communicative process and not merely a statistical tool. Basic forecasting methods serve to predict future events and conditions and should be key decision-making elements for management in service organizations. Read the full article. January 9, 2008
