by Derek Koziol

Derek Francis Koziol

About Derek Francis Koziol

Derek Francis Koziol

Mr. Koziol is a healthcare consultant with over 15 years of experience, ranging from process design and re-design to business planning and development at the functional and executive level. His primary focus has been in 3 areas:

Strategic & Tactical Business Planning
Operational Process Analysis
Organizational Development

His six sigma project experience has focused on Design for Six Sigma and DMAIC projects in staffing, software and healthcare environments. He has used Lean Kaizens extensively to quickly identify and solve process problems.

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5.0/5: Does Normality Really Matter in ANOVA?
5.0/5: President Obama, Rush Limbaugh, and me
5.0/5: Six Sigma Project Guidelines in Plain English
5.0/5: P.F. Chang's Simple Recipe for Profits
5.0/5: Six Sigma: 5 Reasons why Big Business is Going Geek
5.0/5: Study: Ford Quality Rivaling Japanese Counterparts - Industry Headlines - Quality
5.0/5: Peter L. Bersbach
5.0/5: Tough Times and Lean Six Sigma
5.0/5: 101 Things a Black Belt Should Know
5.0/5: U.S. airlines continue on-time improvement in February - USATODAY.com

Resources for Six Sigma

Introduction to Six Sigma

Six Sigma Projects

Six Sigma Tools

Six Sigma Statistics

Six Sigma Videos (Requires QuickTime)

Leading Six Sigma

Healthcare Quality

Process Excellence Podcasts

Good books on Six Sigma and other topics

What is Six Sigma?

By Thomas Pyzdek, Author of The Six Sigma Handbook

For Motorola, the originator of Six Sigma, the answer to the question "Why Six Sigma?" was simple: survival. Motorola came to Six Sigma because it was being consistently beaten in the competitive marketplace by foreign firms that were able to produce higher quality products at a lower cost. When a Japanese firm took over a Motorola factory that manufactured Quasar television sets in the United States in the 1970s, they promptly set about making drastic changes in the way the factory operated. Under Japanese management, the factory was soon producing TV sets with 1/20^th the number of defects they had produced under Motorola management. They did this using the same workforce, technology, and designs, making it clear that the problem was Motorola's management. Eventually, even Motorola's own executives had to admit "our quality stinks." Read More...