Toyota is in the news daily for its safety-related recalls. It’s sad… no, tragic. How could a company’s quality reputation be diluted so quickly? The pundits are saying that it will take many years to regain its lost quality reputation.
I received pair of questions about lean logistics over the past few weeks that prompted this article. The questions were “What is the milk run method?” and “What is the role of the water spider?”
In July of 2008, I stepped out of an engineering leadership role and into an operational role. The transition was exciting and overwhelming.
A management system is the framework of processes and procedures used to ensure that an organization can fulfill all tasks required to achieve its objectives.
The following words of an anonymous poet as he (or she) immortalized the lessons from Deming’s funnel experiment.
“Tamper, tamper is the game, try to make all the same. Squeak and tweak it every day, off we go to the Milky Way.”
“Our corporate mission is to deliver the ‘Best Value in Energy and Related Services,’” according to a large Midwestern electric and gas utility company.
With the onset of Six Sigma methodology, many organizations have spent large sums of money to make all of their products and processes as close to six sigma as they can.
In the 1940s the War Production Board trained approximately 50,000 individuals in how to use process behavior charts (also known as control charts).
How many times has this happened to you? You’re leading a Six Sigma project on a transactional process of some kind, something not directly tied to manufacturing or measurement of product quality.
