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| Using Lean Six Sigma Black Belt Skills Outside of LSS Projects - Scorecard Development |
| The balanced scorecard has become a concept that many organizations want to adopt. In the process of developing the scorecard, they must develop metrics and start assessing them. Most organizations start by asking “What can we measure?” rather than asking the right question, “What should we measure?” Lean Six Sigma tools have taught us how to determine the correct measure for a project, based on the problem statement and a few other factors, but consider these tools in scorecard development. In this webinar we will show how the Lean Six Sigma define and measure tools can be used to identify the right metrics to include in a scorecard. We will also introduce a few tools that derive from the Lean Six Sigma toolset that make this effort easy to perform and easy to communicate to your organization.
Take-aways:
- Describe a method to develop a scorecard with balance;
- Describe a method to create multi-level scorecards;
- Describe a method to ensure all scorecard metrics are of value to the leadership.
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| Smarter Solutions, Inc.
| Publication: Smarter Solutions, Inc.
| Published: 2010-08-25 |
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| Using Lean Six Sigma Black Belt Skills Outside of LSS Projects - Reporting Business Performance |
| If you are at the receiving end of fire-fighting activities that are triggered by a late recognition of performance changes, then this topic may be considered as a fire-prevention webinar. In the DMAIC measure phase and analyze phase, we are taught many tools that can assess a process’ performance before working a project. Unfortunately, our organizational leadership does not support using these tools to evaluate routine performance. In this webinar we will show how to use the measure-phase tools (control charting) to perform routine assessments and build a set of rules that trigger an action before a problem occurs, and to use the analyze-phase tools (hypothesis tests) to evaluate if the difference we see between people or departments is real (significant) or just a random difference (non-significant). How much smoother could things operate if we tested our beliefs before we jumped to take action? |
| Smarter Solutions, Inc.
| Publication: Smarter Solutions, Inc.
| Published: 2010-08-12 |
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| Using Lean Six Sigma Black Belt Skills Outside of LSS Projects: Strategic Planning. |
| Does it appear that some strategic plans sound more like vision statements than actual strategies? It may be because many strategic plans are generated by committees using brainstorming and other opinion based tools. These are considered Lean Six Sigma DMAIC measure-phase tools. Have you considered using the define-phase concepts instead? In the webinar we will walk through the use of many DMAIC define-phase tools along with a few others that you can use to support a strategic planning session for your organization. You will be able to quickly see that these Lean Six Sigma tools could be used to eliminate the vision-type strategies from ever making it out of the session. |
| Smarter Solutions, Inc.
| Publication: Smarter Solutions, Inc.
| Published: 2010-07-22 |
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| Decisions Made in a Silo |
| Most companies build their organizational charts around the concept of silos, which Forrest W. Breyfogle III says can cause significant problems because decisions made in a silo are not necessarily made in the best interest of the entire company. As the founder of Smarter Solutions, a provider of Lean Six Sigma coaching, consulting and training services, Forrest has experienced this challenge firsthand. Most Six Sigma projects originate within a... |
| Smarter Solutions, Inc.
| Publication: Logistics & SCM Communities
| Published: 2010-06-28 |
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| What Really Happened At Toyota? |
| Could better intelligence have prevented the massive recall woes of the once revered Toyota Supply Chain? According to one industry analyst, “better analytics tools, including software-as-a-service products, could help Toyota and other companies crunch the numbers,” and thereby avoid the problems which led to a massive recall due to safety concerns with acceleration. There are of course many theories on what actually transpired with regard to the recent Toyota recall, as well as what could have prevented the accelerator problem from occurring in the first place. One of the most interesting was offered by Joe Barkai, practice director at marketing intelligence and advisory firm IDC. Specifically, Barkai’s suggestion that Toyota could have fallen victim to its own design in process in that they “may have been too efficient for the company’s own good.” Citing the similarity of design across its product line, in which the company uses the same parts and the same suppliers, Barkai pointed out the fact that a single part failure has the potential to have a broader impact across all models. The fact that even a minor parts-related issue could easily affect millions of cars at once brings to mind the proverbial rhyme “For Want of a Nail” which illustrates that small actions can result in large consequences. For Toyota, this then may actually be a case of deja vu. Referencing a July 20th, 2007 Wall Street Journal article titled “A Key Strategy of Japan’s Car Makers Backfires,” the shortage of a piston ring costing a mere $1.50 temporarily paralyzed 70 percent of Japan’s auto production for one week. Shouldn’t Toyota have learned something from this earlier experience? Joining me today to talk about Toyota is Six Sigma Lean expert author Forrest Breyfogle III, from whom we will learn more about the chain of events that led to the current problems, as well as what needs to be done to prevent a similar incident in the future. |
| Smarter Solutions, Inc.
| Publication: Procurement Insights
| Published: 2010-06-28 |
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| Design of Experiments in Multi-Industry Processes: Reducing Lead Times and Defective Rates |
| Design of Experiments (DOE) provides a structured approach where a small number of test trials can efficiently and effectively determine the response effects from multiple factors. This webinar will describe DOE basics and the benefits of 16 and 32 trial designs. It will be shown how application variations of DOE can be structurally integrated within an overall business management system so that the enterprise as a whole benefits. The described development, transactional, and manufacturing process application opportunities can help organizations improve product lead times and reduce defective rates.
At the end of this session attendees will be able to:
• Describe the benefits of DOE over common-place experimentation techniques, including one factor at a time (OFAT) experiments;
• Show the application of DOE within an overall business management system;
• Explain the benefits of 2k DOE designs over other options;
• Apply DOE within development, transactional, and manufacturing processes;
• Develop DOE factors and levels for product design optimizations and verification tests.
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| Smarter Solutions, Inc.
| Publication: Smarter Solutions, Inc.
| Published: 2010-06-17 |
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| Binary Logistic Regression Using Minitab |
| In this webinar we will introduce the concept of binary logistic regression using Minitab. This tool can be used to analyze process data that has only a pass/fail output. We will primarily discuss the use of continuous variables as predictors (or causes), but we will also discuss how to use the tool to perform a logistic ANOVA or a logistic DOE.
**The audio will begin a few minutes before the video appears. |
| Smarter Solutions, Inc.
| Publication: Smarter Solutions, Inc.
| Published: 2010-05-25 |
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| SIPOC: The Starting Point for a Value Stream Map |
| In this webinar we will start with a typical SIPOC analysis of a process and show how it can be leveraged into a Value Stream Map (VSM). This knowledge will let the improvement practitioner, that is facing a more Lean-like problem, move rapidly from the project definition to a working VSM that can be the starting point for a waste or time reduction improvement effort.
Take-aways:
- Shows the relationship between the SIPOC and VSM;
- Gives the practitioner a method to quick-start a VSM for any project. |
| Smarter Solutions, Inc.
| Publication: Smarter Solutions, Inc.
| Published: 2010-04-16 |
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