Archive for the ‘Training’ Category

Integrating Lean Six Sigma into Company Culture

Thursday, December 20th, 2012

Partnership and team workTo achieve perfection is to combine the best of Lean – eliminating waste to reduce costs – and Six Sigma – removing business process flaws to create perfection – to become Lean Six Sigma.

However, Lean Six Sigma (LSS) is more than just a combination of these two philosophies. LSS is a practical business tool and significant business philosophy.

While training employees in LSS is essential, even more important is gaining management support to integrate it into the company culture. However, that means dealing with the fear of change that many employees are likely to exhibit.

In the Harvard Business Review post, “Helping Employees Cope with Change,” writer Lauren Keller Johnson notes:

Organizational change initiatives trigger anxiety across the corporate hierarchy in even the best of times. But in an era where a storied firm like Lehman Brothers can go bankrupt almost overnight and the Dow’s fluctuations can make one dizzy, they can elicit fear, even panic.

Keller Johnson further writes how “people crave constancy and routine inside their organizations.” So to help team members deal with change, she refers to first understanding the five phases of change.

  • Stagnation. Those who see signs of trouble and recognize it can’t go on, push for change.
  • Preparation. A decision is announced and emotions run the gambit from fear to relief.
  • Implementation. When leaders announce new assignments, reporting responsibilities, and processes, employees react with confusion, resentment, apathy, and more.
  • Determination. The road is bumpy. People make mistakes. Naysayers emerge.
  • Fruition. Your hard work shows tangible results. Good emotions – confidence, optimism, and energy – return.

However, knowing and understanding the process of change is only half the battle. The other half is dealing with each of these phases. Keller Johnson offers leaders these suggestions:

  • Interpret events for employees. Explain the meaning and impact to them.
  • Acknowledge emotions. Let them know it is normal and expected.
  • Stay connected. Don’t retreat – communicate.

Lean Six Sigma helps drive change in organizations. It motivates workers to look at processes in a new and better way. Though change is rarely easy when it comes to employees, it is vital to a long-lasting Lean Six Sigma implementation.

For further information on Lean Six Sigma, what it can bring to your organization, and the training program we have available, contact us.

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Lean Six Sigma Enables Improvements Through Technology

Thursday, October 25th, 2012

A recently concluded webinar and panel discussion included the CEO of the Center for Excellence in Operations, Inc. and MetricStream. This company is a market leader for global corporations in Enterprise-wide GRC and Quality Solutions. The goal of the webinar was to provide participants with insights into how Lean Six Sigma is a technology game changer. There is an article on the equities.com website that provides a summary of the webinar.

“A major take-away from the session is that the next generation of improvement must incorporate technology-enabled sustainability factors.”

Factors include data management, business analytics, policy deployment, compliance management and regulatory management. Other capabilities to improve process management were also discussed. Using technology for business processes provides benefits and opportunities that are far beyond the capability of outdated operations. This includes SIDAM modes for non-linear capabilities of problem solving. SIDAM is an acronymn for Sense, Interpret, Decide, Act and Monitor.

Businesses that are looking to obtain rapid sustainable improvements need to incorporate technologies that benefit from Lean Six Sigma. One way to achieve this is to obtain a certificate in areas such as Lean Enterprise Solutions, Lean Six Sigma and process management. Many programs are available from various educational centers and online providers, such as the Pyzdek Institute. Our Six Sigma training is available for Green Belt, Lean Black Belt and Lean Six Sigma. We are the best Six Sigma provider that offers online training and certification.

Certifications for Lean Six Sigma are industry-recognized. You can achieve credibility and recognition from earning this credential. This certification will allow you to aid organizations to achieve a constant return on investment that is based on continuous improvement initiatives.

If you have any questions about Lean Six Sigma and how it can benefit your organization then contact us for additional information. You will receive training that comes directly from the source.

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A Bulk Sampling Question

Tuesday, September 18th, 2012

Question from a Black Belt student:

The calculator sheet is very useful. But for my situation here in my plant, we produce bulk product (1200 MT of Refined Canola Oil). Suppose we need to test for “linoleic value” at the finished product, which is fluctuating between 1.75 and 2.39 values (margin of 0.64), sigma estimate is 0.26 and average of 2.06. So if we put this data in the sample size calculator we’d get a sample size of 1 (N unknown) or 0 (N known) at 0.05 Alpha risk. What is 1? 1 Metric Ton or 1 sample? And if it is one sample as I think it is, how large should be the sample? 4 Oz container or 1 Liter? Also if it is 1 MT that’s huge and expensive sample. Also I am confused about the zero number I got for the know N. How come that I do not meed sampling at all?

For your info, this is one of the main reasons I decided to pursue six sigma is to be able to identify sample size when I needed to. That has been a question in my mind since long time specially about bulk product and I feel good now that I am in touch with you so you can help me out on this.

My response:
Jack,

The sample size tools presented in the training are for what is known as “discrete sampling.” That is, for sampling discrete units such as people, automobiles, or other such distinct “widgets” that are separate entities. They can’t be used to calculate sample sizes for processes such as yours, which are referred to as bulk processes. That’s why your results make no sense.

Bulk process sampling is a unique application of statistical sampling. There are two primary bulk sampling questions: the science of testing and homogeneity. The science question asks what sample size is needed to obtain scientifically valid results. This is not a question of statistics per se, but one of science. It needs to be answered by subject matter experts. The question of homogeneity is also scientific, but it has statistical implications and statistics can help answer it. If the solution is perfectly homogeneous with respect to the property being measured, then all samples will produce the same result (except for measurement error, which is discussed at a later point in the training.) However, if the material is heterogeneous then you must construct a representative sample to properly characterize the lot of material. Here’s a good article on this topic. In this case the proper sample size will be whatever sample size is needed to characterize the lot. You may also find this article to be useful.

Another important topic is the sampling interval (as distinct from the size of a single sample.) If your canola oil is produced continuously rather than in discrete batches, you will want to look into this. However, from your description it sounds as if the canola oil is produced in discrete batches and I assume you’ll want to sample each batch using the procedure described above.

You mention that one of the main reasons you are pursuing a Lean Six Sigma Black Belt is to be able to identify sample size for bulk processes. I should point out that this is a specialized application of quality engineering rather than Six Sigma. While the Black Belt learns many of the tools of quality engineering, it doesn’t cover all of the QE body of knowledge. (The Black Belt also learns a number of soft skills that the QE doesn’t learn.) In fact, even traditional quality engineering training doesn’t cover the specialized topic of bulk process sampling, although it does go deeper into sampling than Black Belt training. What I’m saying is the you may want to supplement your Black Belt training with additional studies specific to your industry.

Tom Pyzdek

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Pyzdek Institute Approved for WIA Funding by Colorado Agency

Tuesday, July 24th, 2012

The state of Colorado, Department of Labor & Employment, has added the Pyzdek Institute to its Eligible Training Provider List. The Program Eligibility system enables training providers to enter initial and subsequent eligibility information for Workforce Investment Act participation. This information is submitted to the appropriate One-Stop Region for approval. Once approved the information is available to the general public and career counseling professionals for evaluation of training providers and submission of WIA funding. At this time the Pyzdek Institute’s Lean Six Sigma Black Belt training and certification program has been approved, but additional Pyzdek Institute programs will be submitted for approval when prospective students indicate an interest.

Click here for additional details.

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Pyzdek to Present Work Shop in New York Area

Monday, April 23rd, 2012

Announcing the ASQ NY/NJ Metropolitan Section 2012 Ellis R. Ott Workshops: “Learn it Today, Use it Monday”

New York, NY April 16, 2012— Now in its sixth decade, the Ellis R. Ott Workshop in 2012 offers attendees the opportunity to obtain an immediate return on time invested using practical quality tools and methodologies in a personalized instructor-facilitated setting. The one-day conference will take place on Thursday June 21, 2012.

This year’s theme, “Learn it Today, Use it Monday,” consists of workshop-based programs focusing on immediate skills development. Each of the three tracks, ranging from business process models to simple six sigma solutions using Excel to “a quality system in two pages” consists of hands-on sessions whose tangible results can be immediately applied upon returning to the office.

This year’s workshops feature Thomas Pyzdek, renowned business advisor and founder of the Pyzdek Institute, Jay Arthur, six sigma thought leader and president of Know Ware International and Michael Mickelwright, lean quality systems advocate and columnist for Quality Digest.

To enhance the quality of the face to face instruction, class sizes will limited.

ABOUT THE ELLIS R. OTT CONFERENCE

The Ellis R. Ott Workshops were founded in the 1940s by Dr. Ellis R. Ott, a Rutgers professor and early proponent of statistical quality control methodologies in American industry. Originally started as the All Day Quality Conference on Quality Control and Statistics in Industry at Rutgers University, the NY/NJ Metropolitan Section of the American Society for Quality is proud to continue the tradition of fostering practical business skills in the ever evolving contemporary quality profession. The conference honors the legacy of Dr. Ott, who was a founding member of the NY/NJ Metropolitan Section and himself served as Section Chair in 1950.

ABOUT THE ASQ NEW YORK/ NEW JERSEY METROPOLITAN SECTION

The NY/NJ Metropolitan Section, founded in 1946 by leaders of the modern quality profession such as William Edwards Deming, Joseph Juran, Ellis R. Ott, Harold Dodge and Walter Shewhart, is the premier forum for quality professionals in Greater New York City area. Located in one of the most vibrant and diverse regions in the world, the Metropolitan section is a multi-disciplinary, cross-functional section, fostering a knowledge-based approach to growing the profession’s future while building upon the legacy of its foundational past.

 

For further information and registration, please go to the Metropolitan Section website.

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