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Aly Fields
As my quest for knowledge and understanding of the real world continues, I decided to meet with an old professor of mine. I can remember almost every professor I ever had boasting about mentoring former students, so I figured my professor would be delighted to help me out. I am smart, hardworking…
Steven Ouellette
Throughout the last couple of articles, I have explained and illustrated that understanding the random sampling distribution (RSD) of a statistic is key to understanding the entire basis of inferential statistics. Which is just a fancy way of saying “avoiding career-terminating decisions.” This…
Aly Fields
Editor’s note: Several weeks ago, a young woman by the name of Aly Fields contacted us wanting to learn more about “quality” in general and Six Sigma in particular. A recent college graduate, Aly had taken it upon herself to earn a Six Sigma Yellow Belt. Why? Read her own words below. What…
Mark R. Hamel
I recently experienced the pain associated with coaching a team with poor chemistry. It happened within a kaizen event team, so the pain was finite, being that a kaizen event is a rapid improvement of a limited process area. It was, however, an opportunity to learn a few team-formulation lessons,…
Donald J. Wheeler
In my August column, “How to Turn Capability Indexes Into Dollars,” and my September column, “The Gaps Between Performance and Potential,” I showed how to convert capability indexes into the effective cost of production and use (ECP&U), and how to use these costs to quantify the payback for…
Tripp Babbitt
Systems thinking requires a massive change in the way organizations design and manage work. Old thinking must be flushed out so that new and better thinking can replace it. The outdated functional design of organizations according to the type of work performed needs an overhaul. Frederick Taylor,…
Davis Balestracci
I attended a talk in 2006 given by a world leader in quality that contained a bar graph summary ranking 21 U.S. counties from best to worst (see figure 1). The counties were ranked from 1 to 21 for 10 different indicators, and these ranks were summed to get a total score for each county (e.g.,…
Mark Graban
Lean thinkers see the waste in health care when they are at the hospital gemba. I think this is true whether you are a lean person who is new to health care or if you’re a long-time hospital person who has learned lean. Experts (doctors) ranging from John Toussaint to Patricia Gabow to Don Berwick…
Jon Miller
I am in Japan helping to lead one of our lean manufacturing benchmarking trips. What I took away from the debriefing from yesterday’s lean benchmarking visit was a series of lessons on how to sustain a lean culture after 10 years. The company we visited had made a few defining choices, played its…
CEED
Students of CEED—an Australia-based program that links university engineering students with industry and government companies to complete specific on-site projects as part of their studies—are contributing significantly to the success of manufacturing projects, including those focused on making…
Davis Balestracci
During my recent travels, I have noticed an increasing tendency toward formalizing organizational quality improvement (QI) efforts into a separate silo. Even more disturbing is an increasing (and excruciating) formality. Expressions such as “saving dark-green dollars” are creeping into…
Jon Miller
Leaders lead. Or do they? There is not always a cause-and-effect relationship between leadership actions and follower behavior. Not all leaders succeed at pulling people along in the same direction. If a leader needs to drive people in a direction, keeping the fringes from straying too far from…
Steven Ouellette
Last month I wrote about how the random sampling distribution (RSD) of various sample statistics are the basis for pretty much everything in statistics. If you understand RSDs, you understand a lot about why we do what we do in hypothesis testing, inferential statistics, and estimation of…
Donald J. Wheeler
In my August column, “How to Turn Capability Indexes Into Dollars,” I defined the effective cost of production and use and showed how it can be obtained directly from the capability and performance indexes. In this column, I will show how these indexes can be used to estimate the benefits to be…
Jon Miller
Whether I am speaking about lean to an audience of one or 100, if the conversation goes on long enough the question inevitably arises: “What’s next for lean?” I always manage an answer, typically tying it to the theme of the discussion, speech, or intended teaching but never quite giving the same…
Mike Micklewright
“To effect the economies, to bring in the power, to cut out the waste, and thus to fully realize the wage motive, we must have big business – which does not, however, necessarily mean centralized business. We are decentralizing.”
--Henry Ford “Today and Tomorrow”, 1926
Is your…
Gwendolyn Galsworth
As every company knows, workplace information—production schedules, customer requirements, engineering specifications, operational methods, tooling and fixtures, material procurement, work-in-process, and the thousand other details on which the daily life of the enterprise depends—can change…
Barbara A. Cleary
A spate of cartoons and commentary throughout the summer has lampooned BP, Halliburton, Transocean, and Cameron International for their apparent inability to plan timely control measures that might have constrained the destruction after the blowout on the Deepwater Horizon oil rig in the Gulf of…
Alberto B. Ayulo
Every journey has a beginning, and mine began during a U.S. Air Force commander’s first week on the job. He called a staff meeting and told everyone that things had to change for the organization to succeed, and “lean” was the solution. Everyone in the room looked dazed and confused, wondering…
John David Kendrick
Complexity can be thought of as the level of difficulty in solving mathematically presented problems. Six Sigma practitioners and operations research professionals are often asked to predict the complexity of a hardware or software product by predicting (in man-hours or full-time equivalents) the…
Gwendolyn Galsworth
Editor's note: In this second in a series of articles on workplace visuality, Gwendolyn Galsworth, Ph.D., author of Work That Makes Sense (Visual Lean Enterprise Press, 2010) and Visual Workplace/Visual Thinking (Visual-Lean Enterprise Press, 2005), and recognized visual expert, shows us how…
Steve Martin
I like the plan-do-check-act (PDCA) cycle for three reasons: It’s simple, it provides a pathway for teaching, and it works.
I love teaching. For me, seeing the light bulb over a lean student’s head illuminate for the first time is highly rewarding. During the early years of my lean journey,…
Mark Graban
I have as many bad customer-service experiences as the next guy, with health care and other businesses. As I’ve said before, unless there’s a broader lesson involved, I try not to be a “hack” blogger who just uses his platform to complain about the last bad thing to happen. However, I think the…
Mark R. Hamel
My dog, Bailey, has a sensei—a dog-obedience trainer. Actually, my wife and I have a sensei to teach us how to train our dog. In fact, my wife and I have used the same dog-obedience trainer for the last three dogs, all German shepherds. No one would mistake us for Mr. and Mrs. Dog Whisperer.…
Stewart Anderson
The recession has been an extremely disruptive event for many organizations. Many bear relentless pressure to identify new market needs, create appropriate products and services, become more effective and efficient, and develop and modify systems and processes to meet and deliver those goals. In…