• Control Chart Non Normal Distribution and Process Stability with Capability Assessment - To transform or not when creating a control chart for non-normal data is question that is often asked. However, I suggest broadening this “control chart non normal distribution” question to a general question of how-to best determine and report process stability and capability of a process; i.e., not “control” the process.  With this re-scoped question, the non-normality issue has a different perspective. The initial control chart non normal distribution situation has been a controversy where it has been my experience that a strong position is taken either on one of the question or the other side. Several years ago Don Wheeler and I wrote several articles on this topic in Quality Digest, where we each presented their opinion on the question.  Don was taking a position using traditional control charting methods (i.e., truly controlling a process with no capability assessment), where I was suggesting a process evaluation from a much Continue Reading
  • Fitbit Charge 2 Reviews and Poor Customer Service Assessment - 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″. Fitbit Charge 2 Reviews and Poor Customer Service Assessment – My Story The following is a sequence of events that occurred to me: 1. My wife has a Fitbit but I didn’t. I only wanted a device to provide me time, date, and pulse rate. 2. I selected a Fitbit Charge 2 to give me this information but did not know what I was getting into. 3. A Fitbit Charge 2 required that a computer or mobile device be used to get even the basics. There was no documentation included with the product about installation. 4. After much pain and agony working with my relatively new computer, I discovered that I needed Continue Reading
  • Risk Management Process Example Business - A risk management process example for business is described in the published article titled ″High Vantage Point: Report-outs to reduce the Risk of Organizational Problems″ written by Forrest Breyfogle. 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. A 30,000-foot-level report out addresses this need and provides a convenient means for tracking infrequent non-conformance (e.g., safety non-conformance events) and a more frequent failure rate from a process output point of view. An Integrated Enterprise Excellence (IEE) system integrates predictive Continue Reading
  • Avoiding Survey Bias Questions - 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. Continue Reading
  • Forrest W. Breyfogle III 50 Year Reflection - 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 For the last 50 years about half of the time I was employed by IBM, while the other half was leading the company which I founded in 1992, Smarter Solutions, Inc. Wikipedia nets out my business life over the last half century (https://en.wikipedia.org/wiki/Forrest_W._Breyfogle_III)  
  • IEE Vol III Data sets – Examples and Exercises - 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.
  • What are the Lean Six Sigma Green Belt Training Costs - 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 Continue Reading
  • How to Resolve Balanced Scorecard and Hoshin Planning Issues - How to resolve balanced scorecard and hoshin planning issues was the focus of a Smarter Solutions Lean Six Sigma Master Black Belt (MBB) homework exercise. In addition, this assignment addressed the benefits of an operational excellence system that can integrate predictive scorecards with the processes that are associated with the performance measurements or key performance indicators (KPIs). This two-week over two-month MBB training is being conducted in Baltimore, Maryland at the National Electronics Museum. How to Resolve Balanced Scorecard and Hoshin Planning Issues Exercise The wording for this Lean Six Sigma Master Black Belt exercise was: Purpose: Describe the book-stated issues relative to traditional balanced scorecards and hoshin planning and the suggested Integrated Enterprise Excellence (IEE) alternative (i.e., an operational excellence system). Objective: After reading, Chapter 3 of Integrated Enterprise Excellence, Volume II, page 45, document a summary of issues with traditional scorecard reporting and strategic planning. Describe the suggested Continue Reading
  • How to Report Performance Measures with Analyses - ASQ Quality Progress January 2017 published article titled "Monitor and Manage: Diabetes measurement tracking at the 30,000-foot-level." Described is an Integrated Enterprise Excellence (IEE) approach for diabetes measurement tracking and understanding improvement opportunities. Techniques apply to business key performance indicators (KPIs) as well; e.g., in an operational excellence business management system.
  • Austin Texas DNA Lab Testing Issues and Operational Excellence - An operational excellence business management system is needed in the city government of Austin Texas.  ith this system, the city can reduce risks of problems and improve customer satisfaction.  Other businesses and governments can also benefit from the described approach for implementing operational excellence. Austin American Statesman Letter to the Editor My views about the need for a city of Austin Operational Excellence system to address the below-described DNA lab testing issues is described in a published Austin American Statesman Letter to the Editor. Austin Hiring Process Needs Improvement and DNA Bucked Standards for years. Since I initiated this blog on the need for the City of  Austin to implement an effective Operational Excellence system, the Austin American Statesman wrote the followup articles that described: Issues with the hiring process in the Forensic Lab. Bucking DNA standards for years, yet got passing grades. Austin DNA bucked new standards when imploding crime lab Continue Reading