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Feature Articles
Methodology
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Getting a Grip
By Sean Rohen
September/October 2010 | Volume 6, Number 5
Belts and process owners can learn valuable lessons about project handoffs from the USA Track & Field men's and women's 4 x 100 relay teams' performance at the 2008 Summer Olympics in Beijing.
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Keeping Projects in Line
By Carold "Ted" Shropshire
March/April 2010 | Volume 6, Number 2
A common complaint in many Lean Six Sigma deployments is that projects take too long to complete. Belts can help fight this stigma by applying three tools - the work breakdown structure, network diagram and Gantt chart - from the project management realm.
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A Competitive Edge
By R. Eric Reidenbach
November/December 2009 | Volume 5, Number 6
Six Sigma has proven its worth in improving
internal issues, but when it is integrated with the marketing function, the methodology also can be used to address an organization's external
environment - the marketplace.
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Is VOC Killing Innovation?
By John Mitchell
January/February 2008 | Volume 4, Number 1
At every turn, VOC seems to be getting a bad rap.
Yet successful new products and services have been developed through a deliberate analysis of VOC. People who think that VOC stifles innovation either do not understand the meaning and purpose of it, or do not know how and when to use it. Examining three common "misses" will help clarify
VOC's important role in Six Sigma and product innovation.
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Improving Outsourcing Efforts
By Dian Schaffhauser
September/October 2007 | Volume 3, Number 5
With Six Sigma, outsourcing service providers can improve the transition process and also the processes being outsourced. Shared services centers, in which such functions as human resources or information technology are consolidated within an organization, can also benefit.
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A Clear Voice of the Customer
By Shannon McAllister
July/August 2007 | Volume 3, Number 4
When Zurich-based Credit Suisse launched its Lean
Six Sigma program (what it calls Operational Excellence) two and a half years ago, the consultant charged the company with a lofty task: Make VOC a part of process planning. Today the VOC team, led by David McQuillen, director of
customer experience at Credit Suisse, supports more than 200 Black Belts worldwide.
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A Way of Life: The Successful Practice of 5S
By Pradeep Mahalik
May/June 2007 | Volume 3, Number 3
Developed in Japan and abbreviated from the
Japanese words seiri (sort), seiton (systematize), seiso (sweep), seiketsu (standardize) and shitsuke (self-discipline), 5S is a culture of orderliness in the workplace that underlies greater efficiency. This article offers a step-by-step process to make 5S a regular practice and a success.
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Organize!: Implementing Six Sigma in a Union Environment
By Jonathan Atwood
March/April 2007 | Volume 3, Number 2
With the myriad work rules that regulate union activities, it would seem that implementing Six Sigma in a unionized workplace would be more difficult than in a non-union environment. The reality for most companies is that implementation
of Six Sigma in a unionized workforce is challenging - but it simply requires the same attention to employee relationships, change management savvy and employee participation that is necessary in a non-union environment. The specific actions found in this article increase the chances of success.
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Validating Growth Projects
By Luc Vander Beken
January/February 2007 | Volume 3, Number 1
Projects aimed at generating revenue are becoming more popular. But how do you know if they actually deliver on the top line? A validation process using Six Sigma tools can wipe away external factors from the statistical lens; what is left is a clear shot of real project results.
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Looking for Project Leaders
By Sanjoy Kumar Parial
November/December 2006 | Volume 2, Number 6
Guidelines and Matricies for Superior Belt Selection
At the heart of every Six Sigma deployment are the improvement projects. Selecting the appropriate Green Belt and Black Belt candidates to lead those projects is a critical step in ensuring that a Six Sigma program provides the benefits intended. Overlooking the importance of this step can lead to slow progress and incomplete retults.
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