DMAIC-Kommentar

Jenny schrieb am 17 Dezember 2012 um 15:16 Uhr

I feel so much happier now I unedrsntad all this. Thanks!

xwdhhxfvs schrieb am 18 Dezember 2012 um 13:29 Uhr

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Bianca schrieb am 19 Dezember 2012 um 08:04 Uhr

Mergers and Acquisitions, but driven on inoviatonn. Ron of Lean Six Sigma Academy posed a question: Do companies in Japan use Six Sigma? I know the Japanese have developed their own quality improvements, most of which are practical

Nelson schrieb am 21 Dezember 2012 um 15:42 Uhr

Hello Marlon and Happy New Year 2011!It is an interesting pietprcseve w/ the difference that you mentioned between Lean and 6S. If I look deeper in your statement I can see the same roots as the ones I mentioned in my articles. Lean is definitely more accessible to all levels of the organization w/o translating the concepts or requiring sophisticated knowledge. As it is common sense it can be easier taught just like that: common sense concepts that can be immediately adopted by the production associates. I am exaggerating a bit just to make the point The 6S part on the other hand needs prerequisites I also believe that eventually it needs to be driven all the way to the core of our organizations which are the frontline associates e.g. production floor operators, hospital workers, service providers etc. -. However, it needs not only to be translated but also to have the translators available for guiding the adoption. Indeed, the trainers need to have the kind of knowledge that is not necessarily and always common sense e.g. advanced statistical concepts, design methodologies, industrial psychology etc. -. However, they can be very well internal not only external as companies do have people that can easily take on the roles of consultants . They need very little guidance to become the translators . The challenge here is finding the persons that can easily translate the otherwise more demanding concepts in common approaches. I will give you an example w/ the use of SPC Statistical Process Control -. To understand the nuts and bolts of it, someone needs to have some fundamental statistical knowledge. The SPC strategy and everything related to it needs to be in place that everything is in itself complex as it is not only about throwing charts on the hospital floor but rather have a solid MSA Measurement System Analysis for the metrics that will be monitored, understand the Process capability etc. etc. -. However, once that is done by the translator , all the other people need to know is how to react when, for example, different colors show up on the screen that is automated updated e.g. green color means that everything is running well, yellow there are some signals that might be of interest to the reader and red is an alarm that shows events that put the process in an out of control mode and something MUST be done immediately -. SPC is a very powerful and also complex methodology that can make a lot of difference in organizations. It can be successfully used by anybody IF the translation is done properly.For the second part of your question my opinion is that there is no need for degrees in IE or management to become Lean Six Sigma experts. Having a degree makes the journey to the expert status a bit smoother IF the other elements required are in place. What I mean by that is, for example, that you can have people with all kind of degrees that are missing a critical element: leadership skills. It is hard for me to imagine a LSS expert with no leadership skills. However, I met many excellent Lean Six Sigma professionals with no engineering or management degrees, although the majority of them did have different levels of post-high school education. They worked hard to learn the concepts, did them for a long enough period of time to learn the practical side and are able to coach and mentor successfully others. So, the degrees are just some of the enablers but, by no means are they driving forces.Thanks for the questions Marlon! Live Lean and Prosper!George