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By: Tim Burke

For years, customers and auditors have been preaching to suppliers the need for the FMEA (failure mode and effects analysis) to be a “living” document. There are probably several interpretations of what it means to have a living FMEA, but one thing is for sure—the FMEA must be updated whenever real problems occur. This fails to happen because people don’t recognize the value of the FMEA document to prevent problems and so, in reality, the document is as dead as a doorknob.

William A. Levinson’s picture

By: William A. Levinson

“Then the Husaria broke into a wild g allop and the heavy mass of men and horses cascaded over the Turkish ranks, bowling over the first, slicing through the second… The Grand Vizir leapt onto a horse and made his own escape moments before the winged riders thundered up to the tent and the banner was struck.”

—Excerpted from The Polish Way, (Hippocrene Books, 1987)

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By: Sarah Fister Gale

In a lean environment, training is the last part of the production process to be transformed by the new approach to efficiency.

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By: Paul Mullenhour

Six Sigma is a powerful tool for effecting change within an organization. Since its development in the late 1980s, it’s helped companies dramatically improve business processes, increase customer satisfaction to new levels and save hundreds of millions of dollars. To say it has the ability to transform a company is certainly not an exaggeration.

Quality Digest’s picture

By: Quality Digest

The maintenance problem

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By: Chuck Doyle

Many organizations need answers to some key questions about lean and quality management: Is there a difference between quality and value? Should we have two teams, one for continuous improvement and one for lean? What roles would each have? What are the differences?

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By: Jeffrey S. Goss

Six Sigma, the statistical approach focused on increasing profitability by improving efficiency, has been part of the engineering world since the 1980s. Now, new innovative online and on-campus programs at Arizona State University are shaking up the way people all over the globe are doing business.

Mike Micklewright’s picture

By: Mike Micklewright

I’m a huge proponent of both Six Sigma and lean manufacturing. I’ve been teaching the tools used in Six Sigma for more than 15 years, and I make a portion of my living from consulting and training in these areas.

Derrell S. James’s default image

By: Derrell S. James

Six Sigma. Lean. What do these initiatives have to do with the supply chain? The short answer is everything. The origins of these approaches are based, in Six Sigma’s case, on continuous improvements in quality and variation control, and in lean’s case, on production velocity and eliminating waste. Both Six Sigma and lean can help improve supply chain efficiency, and companies today are quick to take advantage of one or the other approach throughout their organizations.

Praveen Gupta’s picture

By: Praveen Gupta

Six Sigma is an expensive initiative with a huge potential for return on investment. However, there are risks associated with it. False starts, lack of commitment or lack of planning may lead to unsatisfactory results. Considering the complexity of the Six Sigma process, one must minimize the risks of failure and improve ROI by improving the Six Sigma process for better, faster and cost-effective implementation.

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