My ″ Fitbit Charge 2 Reviews and Poor Customer Service Assessment ″ is an illustration of how a company can created a system that shouts, ″we are not interested addressing voice of the customer wants, needs, and desires″. Continue reading Fitbit Charge 2 Reviews and Poor Customer Service Assessment
A risk management process example for business is described in ASQ Quality Progress December 2015. The article is titled ″High Vantage Point: Report-outs to reduce the Risk of Organizational Problems.″
A PDF of this article below describes how an organization typically views its safety and other infrequent occurring events as lagging indicators. With this traditional risk management approach, each event is often discussed in isolation with the intent that changes be made to avoid re-occurrence. However, an effective time-series data analysis of the time-between safety violations (for example) often indicates that nothing has changed. Another alternative reporting methodology is needed that tracks these infrequent failure-events from a process output point of view. Continue reading Risk Management Process Example Business
Organizations benefit when “avoiding survey bias questions” is given a priority. Biased survey questions can lead to a distorted image of the wants, needs, and desires of customers.
Customers’ opinions often change over time. A survey that has biased questions can lead to deception and lost customers because the provider of the service may not be in alignment with addressing current customer desires. However, the initiator of the survey needs to be aware that un-biased survey questions can lead to responses that are not ″what they want to hear″.
A survey written to avoid biased questions may lead to uncomfortable responses for the reviewer because an organization′s belief system (or its policies) can be challenged. However, this form of input can be very health when the organization is willing to accept and react to voice of the customer (VOC) inputs that suggest change is needed to their processes or paradigms.
Most of us have encountered biased survey questionnaires where it is obvious that the organization who is conducting the survey is not really receptive to our opinion but instead wants us to support their policies, beliefs, or ideologies. For this situation, it appears that the organization only desires feedback that either makes their service/product ″look good″ or supports the way they currently are doing business. Not sure how you feel, but I am annoyed when an organization wants me to respond to this type customer survey. Continue reading Avoiding Survey Bias Questions
This year is the 50th anniversary of my 1967 Chevrolet Malibu. This car was the first vehicle I ever owned, which was purchased new. This vehicle has been with me one half of a century!
Several years ago my Malibu was restored, which included returning its color to its original look; i.e., mountain green. The car′s 283 cubic inch engine still performs great. I did have air conditioning installed; however, most other components in the vehicle are original, including its hub caps.
Forrest W. Breyfogle III 50 Year Reflection
Wikipedia nets out my business life over the last half century (https://en.wikipedia.org/wiki/Forrest_W._Breyfogle_III)
Over 100 Lean Six Sigma examples and/or exercises are provided in the book Integrated Enterprise Excellence Volume III and its Solutions Manual. This zip file provides the data sets for these examples and end-of-chapter IEE Vol. III exercises. Continue reading IEE Vol III Data sets – Examples and Exercises
What are the Lean Six Sigma Green Belt Training Costs for on-site training is a question that is often asked. A Lean Six Sigma training provider might then respond to the request and they either get or don’t get the training job. Or, the company decides to conduct the training using their internal resources because they think that this will save them money.
Lean Six Sigma Green Belt Training is to provide the mechanism for improving processes. However, when organization have their employees simply take a Lean Six Sigma course (either internally designed or using an external provider), leadership is typically disappointed with the effort′s results. Demonstration of business benefit from the investment of time and monetary expenditures will typically not occur with this training-implementation methodology. Because no training gains are observed, future process improvement tasks through Lean Six Sigma or any other means is then usually either significantly reduced or abandoned.
It is very important before responding to a Lean Six Sigma Green Belt training cost question that the ″why″ behind the lean six sigma training request is determined. To answer this ″why″ question, the provider (or internal consultant) needs to have a conversation with the person who is making the inquiry, along with their leadership. The purpose of having this discussion is to better understand the true need for the request.
When such a dialog is arranged and the ″why″ question asked, one often uncovers that reason for the question is that the organization wants to initiate an effort for process improvement (for various reasons). If this general process-improvement need is uncovered, simply conducting of a Lean Six Sigma Green Belt training class will typically lead to disappointment.
For success, Lean Six Sigma training efforts need to be a part of an effective Operational Excellence system. Continue reading What are the Lean Six Sigma Green Belt Training Costs