World War III has begun. This time it’s not a war of battleships, bullets and bombs—this is an economic war. The weapons are televisions, steel, cars, and clothes. This is a war where we have no allies. Every nation is out to capture more of its share of the U.S.
Pick up any article or book, attend any conference on Six Sigma, or talk with any Black Belt or Master Black Belt and you will hear the Six Sigma gospel about the importance of the voice of the customer.
Today I received a sales call from a person interested in becoming a certified Six Sigma Black Belt. He had what I call a "can't do" personality. This is the diametric opposite of the "can do" person.
Do you hear Six Sigma professionals express frustration that the organization does not support their efforts?
In a recent post on the Evolving Excellence blog, Bill Waddell tackles one of my pet peeves: activity-based costing, or ABC. Few things do more harm to lean Six Sigma than this method of accounting.
Just the other week, I had the privilege of visiting with three or four companies that were doing lean process improvement.
Have you ever met people who “do” statistical process control (SPC) only to get some screwy-looking control chart, and then text: OMG I H8 SPC! (If you don’t understand that, ask your nine-year-old child or grandchild.)
When someone mentions design for Six Sigma (DFSS), the initial thought usually turns to developing new, innovative products. While DFSS has its roots in product development, individual components of the toolset can be applied in a variety of ways.
It is widely known among quality and process improvement practitioners that the lack of a clearly defined scope or charter is perhaps the leading cause for projects not getting started or completed on time and within budget. What are other causes?
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