My company wants to expand our 'Calibration Dept' from a one-man-show to a 'World Class' Cal Lab. I took over the Cal Lab about 3 years ago and mostly learned by way of School of Hard Knocks. We currently send out about 150 items (assets)per year for use as STANDARDS. In-house, I calibrate about 700 electronic meters and process controllers twice per year, and about 150 calipers, micrometers, and other various hard gages that are checked/certified from 1X/month to 2X/year. But 90% of all repairs are sent out to an outside vendor (expensive).
Where can a person get the training required to be a Certified Calibration Tech? On-site, Off-site location or on-line,we are open.
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forrestbreyfogle 5/6/2005
INITIAL POSTING: "What techniques can I use to effectively engage middle management in Six Sigma projects/deployment?"
RESPONSE: It is more desirable to create a system where projects are pulled for creation, as opposed to being pushed into the system. If we need to work at increasing management's interest in project creation, I view this a push system for project creation.
I like to have 30,000-foot-level metric accountability by management, where these metrics address operational business needs tracked over time without calendar boundaries.
Goals can then be set for these metrics. Targeted metrics for business' goal success are to demonstrate a statistically significant improvement in time; i.e., could be in management's performance plan.
To achieve the desired shift in the 30,000-foot-level metric, one will need to do something different within the process. Six Sigma projects can provide the mechanism for this to occur; i.e., performance metrics pull for the creation of projects.
Contact me off-line if you would like to discuss further.
Forrest Breyfogle
Six Sigma Moderator
forrest@smartersolutions.com
512-918-0280
www.SmarterSolutions.com