Teamwork has always been considered a critical component of completing complex projects that require significant improvement. The process of teamwork has been well-documented, but teamwork is still often elusive. Why?

Most Six Sigma initiatives are project-oriented. And although implementing Six Sigma methodology on a project can lead to some improvement, a company can’t achieve full benefit of implementing Six Sigma.

The price of Six Sigma consulting, training and certification has been coming down and, interestingly, so is the amount or the rate of improvement being reported.

Some years back I, along with Drs. Doug Montgomery, Bryan Dodson, John Ramberg and others in the quality community, became concerned that there was no standardized criteria for becoming a Six Sigma Black Belt—or any other Six Sigma belt for that matter.

Kanban, in its most simplifying role, is a visual signal (or cue) that something needs to be replenished. More specifically, lean manufacturers today use kanban to drive a process to make, move or buy the appropriate parts.

Companies are facing challenges in sustaining the energy and resources to continually benefit from Six Sigma. Black Belts face challenges in continuing to work on projects as these are becoming increasingly difficult to identify.

I had to catch a 6:10 a.m. flight the other day. The day before, I’d returned from work, done the normal stuff, prepared for the flight and finally had gone to bed so I could get up early the next morning.

The Black Belt candidate looked confused.