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.

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

Editor’s note: This is the third of a three-part series on effective, focused data analysis.

I’m back, writing about another Toyota dilemma of mine.

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 init

I recently had the chance to talk to Brett Warland, global director of process improvement at PolyOne Corp.

A s you may be aware, causality is critical in strategy execution.

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 can’t tell you how many times I’ve heard, “We don’t have the data for this.

One of the most important events I remember experiencing years ago as part of my MBA was an introductory conversation I had with J. B. Black, Jr., a dean at Wright State University.