|
|
 |
Finance Six Sigma & Quality Article Archive
|
|
|
Quality Spotlight Archive | Management Spotlight Archive | Tools Spotlight Archive Readers' Choice: View All Top-Rated Articles Archives by Year: 2009 | 2008 | 2007 | 2006 | 2005 | 2004 | 2003 | 2002 | 2001 | 2000 - Making Use of DFLSS to Cultivate a Shared Compute Farm
One approach to providing fast responses even with highly complex computations is distributed computing, or creating a shared compute farm. Making this work is a matter of integrating hardware, software and people resources. And DFLSS can help. Read the full article. December 24, 2008
- It’s Not Common Sense…It’s a Sixth (Sigma) Sense
Some thought leaders in corporate America believe the answers to process improvement needs are obvious. Six Sigma proponents say if the solution is truly known, then by all means implement it...Six Sigma is for when the solution is not already known. Read the full article. December 10, 2008
- When Does a Difference Matter? Using ANOVA to Tell
Much of the Six Sigma DMAIC methodology is concerned with finding differences. But often it ends up being more important to learn "does the difference really matter?" ANOVA is an hypothesis testing tool that can be used to help answer that question. Read the full article. November 26, 2008
- Ten Ways to Boost Up a 'Pretty Good' Six Sigma Program
Many Six Sigma efforts are doing well enough, limping along with casual management support, frustration from underused Belts, and less than earth-shattering savings. The following actions can help turn so-so programs like these into something great. Read the full article. October 29, 2008
- Trailblazing Efforts Drive Strategic Objectives
Trailblazing is a participative, team-based problem-solving process. It targets a key business initiative – customer experience – and focuses employee problem-solving teams on it, allowing associates to make more decisions in favor of the customer. Read the full article. October 15, 2008
- Statistics Do Three Things - Describe, Compare and Relate
Fear of statistics -- the language of data-based decisions -- can be a barrier to learning and applying Six Sigma methods. One way to minimize this fear is to remember that only three things can be done with statistics -- describe, compare and relate. Read the full article. October 1, 2008
- ‘We Are the Champions!’ – Exactly What That Means
Project Champions ensure that organizational systems are in place to support the Six Sigma initiative. As managers, they provide exposure of the program to their functional reports and endorsement of the program as a management initiative. Read the full article. September 17, 2008
- What Belts Should Know About the Cost of Poor Quality
Reducing cost of poor quality may have the power to transform marginally successful companies into profitable ones. By calculating and reporting the financial value of a project, Belts will have the numbers to back up their effort and gain buy-in. Read the full article. September 3, 2008
- How to Avoid Deep-sixing a New Six Sigma Program
Many companies move from Total Quality Management (TQM) to Six Sigma, looking for the best continuous improvement approach. But before getting started, practitioners should fix mistakes from the past method to get greater buy-in for the new one. Read the full article. August 20, 2008
- Preparing to Measure Process Work with a Time Study
Without basic time study measures, it is impossible to know whether work has improved or whether there are differences in performance in a unit. But before the study can take place, practitioners must determine what they want to measure and how. Read the full article. August 6, 2008
- Displaying Project Storyboards Reenergizes Effort
Leveraging process improvement successes by developing an effective companywide communication strategy will help focus employee opinions on the benefits of Lean Six Sigma. This can be done by displaying the storyboards of successful projects. Read the full article. July 23, 2008
- The Change Game: Engaging Exercises to Teach Change
By using simulations, exercises or games, practitioners can enliven their learning environments and improve knowledge retention, skills and applications. The three games described here teach lessons about dealing with situations involving change. Read the full article. July 9, 2008
- 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
|
|
|
