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Kyle Toppazzini
One of the most challenging issues I hear from people within the lean Six Sigma community is how to ensure that a lean Six Sigma project is sustainable. If your lean Six Sigma project is highly dependent on top leadership support to keep it going, there’s a risk of losing the focus and support when…
Eric Heckman
It’s your first day at the Jedi Temple, working as a lightsaber manufacturer. Your first task on the job is to run a capability analysis on the length of lightsabers being produced. Your main concern is to see if the lightsabers fit within the required length specifications set forth by the Jedi…
Kyle Toppazzini
Allow me to introduce you to FUSE, a value-based lean Six Sigma model that enables organizations to maximize enterprise performance with the least friction. FUSE embodies three core Chinese concepts of trust (shin), relationships (gunaxi), and knowledge (zhi), or more specifically, reflective…
David Schwinn
Ron Behrens, an old friend and colleague, recently replied to my invitation to share examples of the intelligent use of statistics, such as that used in our Six Sigma projects. I asked for stories, some data, and some statistical analyses. With his response, he noted that I had probably already…
Kyle Toppazzini
In lean Six Sigma, the concept of voice of the customer (VOC) is paramount. VOC takes into account the customer’s wants and needs. But I believe this concept falls short in taking into account the wants, needs, and concerns of all aspects of an enterprise. We may not get the support we need to be…
Kyle Toppazzini
The three value concepts of my new lean Six Sigma model are based on the Chinese terms shin, gunaxi, and zhi. The third term, zhi, means to know or understand. Confucius believed that for most people, learning was ongoing. One of the philosophies of Confucianism is that everything a person learns…
Matthew Barsalou
Six Sigma was originally created by Bob Gavin at Motorola during the 1980s; however, it could be argued that a comparable methodology was in use as early as the 1850s. Florence Nightingale is known for founding the field of nursing, but few people outside of the field of mathematics appreciate her…
Bruce Hamilton
Last week I visited with JVS, a terrific Boston-area organization whose mission is “to empower individuals from diverse communities to find employment and build careers, and to partner with employers to hire, develop, and retain productive workforces.”
I was reminded of my first experience with…
Joel Smith
It’s no secret that in the world of statistics, the individuals chart and X-bar chart are pretty much the popular kids in school. But have you ever met their cousin EWMA? He’s all about exponentially weighted moving averages (EWMA). That’s him in the middle of the class, wearing the clothes that…
Jon Miller
At the heart of the Toyota Way are two pillars, continuous improvement and respect for people. These are supported by five values: challenge, improvement (kaizen), seeing for yourself (genchi genbutsu), respect, and teamwork. The word “challenge” means either a tangible thing, such as competition…
Matthew E. May
In our world of excess everything, savvy innovators realize that less is actually best. They know that delivering a memorable and meaningful experience hinges on user engagement, which is best achieved through a subtractive approach. Anything excessive, confusing, or wasteful is intelligently and…
Mark R. Hamel
Isee the same cycle in so many places. What cycle? A five-step process for ensuring that ideas fail.
Step 1: Altruistic leaders encourage suggestions and ask associates for their continuous improvement ideas in an attempt to foment some daily kaizen. Step 2: Associates (not all of them), somewhat…
Anthony Burns’ opinion piece, “Six Sigma Psychology” published in the Oct. 25, 2012, edition of Quality Digest Daily, piqued my interest. I read it in anticipation of discovering a candy house waiting at the end of a long dark path, along with suggestions about how to avoid the oven. Perhaps I’d…
David Schwinn
It may seem dangerous to ask questions, especially in an environment that is hostile to change. The heart of improvement often lies in listening to many viewpoints in order to involve people affected by the outcome. In an environment of trust, it’s okay to disagree with the boss. W. Edwards Deming…
Forrest Breyfogle—New Paradigms
A report of how a process performs is not only a function of process characteristics and sampling chance differences. It can also depend on sampling approach. For example, one person could describe a process as out of control, which would lead to activities that address process perturbations as…
Kyle Toppazzini
I have seen organizational lean or lean Six Sigma job requirements stating that any level of certification from almost any institution is acceptable, at least according to the recruiter. But guess what? Taking a four-hour online course on lean, lean Six Sigma, or any other quality management…
Rip Stauffer
Editor’s note: In response to Kyle Toppazzini’s article, “Lean Without Six Sigma May Be a Failing Proposition,” published in the Sept. 27, 2012, issue of Quality Digest Daily, Rip Stauffer left the following observant comment.
I started my career in quality when the consulting world hadn’t yet…
Jay Arthur—The KnowWare Man
I went into my local Barnes & Noble looking for a book and decided to check if they carried my book, Lean Six Sigma Demystified. There were four rows of business books on management, leadership, sales, and so on. The “quality” section, consisting of about 15 titles, was on the bottom shelf of…
Kyle Toppazzini
In a Harvard Business Review article Tom Davenport writes, “I hope that when companies start getting excited again about process improvement, they resist one method for doing so. A hybrid, combined approach is really the only approach that makes any sense. In religion many people worship only one…
Davis Balestracci
Editor’s note: This is the third of a three-part series on effective, focused data analysis. Part one discussed helping management deal with common cause; the first common cause strategy—stratification—was discussed in part two.
In my last column, I introduced some aspects of common cause…
Paul Naysmith
I’m back, writing about another Toyota dilemma of mine. In part one, interestingly titled “My Toyota Dilemma,” I wrote how I, as an avid fan and supporter of the Toyota Production System (TPS) have never owned a Toyota. I ended that column vowing I would use Toyota’s greatest gift—the 5 Whys—to…
Kyle Toppazzini
Another transformation initiative has been announced in your organization and you think to yourself, “How much change are we expected to undertake?” In a lean Six Sigma engagement, it is imperative to take into consideration the number of ongoing and past change initiatives. This article explains…
Carly Barry
I recently had the chance to talk to Brett Warland, global director of process improvement at PolyOne Corp. The word “global” is often present in the titles of many organizations’ process improvement programs and employee job titles that deal with quality. This can convey not only an international…
Kyle Toppazzini
A s you may be aware, causality is critical in strategy execution. Without causality, it is nearly impossible to measure the impact of various strategic initiatives of a company’s overall goals; therefore, it would be difficult to tell if you were headed in the right direction, a situation similar…
Kyle Toppazzini
Whenever I write about continuous improvement and lean Six Sigma, without fail I get a comment about Toyota and its quality issues. So I decided to investigate this matter further, present the facts, and let the data be the voice of reason. I do expect the proverbial “Yabut and Costello” comments—i…