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		<title>Six Sigma Blogs at the iSixSigma Blogosphere</title>
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			<title><![CDATA[Six Sigma Blogs: A Spoonful of Sugar]]></title>
			<link>http://blogs.isixsigma.com/archive/a_spoonful_of_sugar.html</link>
			<description><![CDATA[I've been thinking a lot lately about resistance to change.  The Rogers Adoption / Innovation curve (innovators, early adopters, early majority, late majority, laggards) is referenced in some form by most people involved in change management.
Now, I'm not an innovator myself.  My special form of creativity doesn't manifest itself by coming up with new ideas that no one else has thought of, or completely new ways to do things.  I'd tag myself as being in the early adopter or maybe early majority categories most of the time.
So it can be a stretch for me to work with the late majority or laggards.  "Don't you know this will be good for you?" I ask incredulously.  "Can't you see all the benefits and advantages that you will have once you've made this change?"  I confess that I get very impatient sometimes.
Fortunately I have great team members that a) calm me down and prevent me from sending career-limiting emails, and b) remind me that you catch more flies with honey than with vinegar.  Or, as the movie musical "Mary Poppins" character sings, "Just a spoonful of sugar helps the medicine go down."
(Of course, as she's singing that, she's snapping her fingers and making the children's clothes go back into the drawers without any effort on anyone's part.)
But in the real world, it's good to ask ourselves what's in it for the stakeholders, and try to see what would make the change more palatable.  The trick is, it has to been seen as a value-added return even before the gains are realized.  For example, a promise that the work will be easier might not be believed, even if you know it will be true.
Have you found a good way to engage stakeholders who might need a little extra encouragement to buy into a change plan?  It would be most helpful if you would share your experiences!]]></description>
			
			<author><![CDATA[Sue Kozlowski]]></author>
			
			<category>
			<![CDATA[Change Management&nbsp;,&nbsp;Leadership&nbsp;,&nbsp;Management]]>
			</category>
			<pubDate>Mon, 16 Nov 2009 13:20:37 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Who Should Be in the Hall of Fame?]]></title>
			<link>http://blogs.isixsigma.com/archive/who_should_be_in_the_hall_of_fame.html</link>
			<description><![CDATA[Last year, we celebrated Bill Smith, widely known as the Father of Six Sigma, as the first inductee into iSixSigma’s Six Sigma Hall of Fame. We’re now identifying who should be the next person to join the Hall of Fame – someone who has made significant and lasting contributions in the Lean Six Sigma industry, who has consistently fueled corporate growth and shareholder value through the use of Lean Six Sigma during their career, who has commanded the respect and admiration of their peers for their extraordinary service to the industry. 
Help us decide who will be inducted in the Six Sigma Hall of Fame in 2010. Submit your nomination via email to sshof(at)isixsigma.com by Nov. 30.
Inductees will be announced at the upcoming iSixSigma Live! Summit &amp; Awards, Miami Feb. 1 – 4, 2010, along with the winners of the Largest-Breakthrough Improvement Projects, and Most Successful Lean Six Sigma Start-up or Re-energized Lean Six Sigma Program.
 ]]></description>
			
			<author><![CDATA[Jessica Harper]]></author>
			
			<category>
			<![CDATA[Conferences]]>
			</category>
			<pubDate>Wed, 11 Nov 2009 20:36:31 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Thank You, Six Sigma Community]]></title>
			<link>http://www.sixsigmacompanies.com/archive/thank_you_six_sigma_community.html</link>
			<description><![CDATA[Dear iSixSigma Blogosphere Readers,
Back in January 2005, I started up a little blog about Six Sigma companies.  It caught the eye of iSixSigma’s very own Mike Cyger and he invited me to join his growing team of forward thinking Six Sigma zealots dedicated to providing the best information about Six Sigma to the masses. 
As an active user of iSixSigma since 2001, working for the company was like being a roadie for my favorite band. Living and breathing Six Sigma.  
I’ve been associated with the Six Sigma industry for nearly a decade and have met some of the world’s finest people in this community. To you, I give my deepest thanks for all you have taught me. My journey to this point has been fantastic. 
But alas, it is time for me to move on. I have the chance to follow a dream of mine, and I cannot let the opportunity pass me. 
I will remain active with iSixSigma over the next several weeks transitioning my role. I will continue to keep up with the industry and look forward to keeping in touch with you in the future. I can be reached via LinkedIn.  
Best,
Michael Marx]]></description>
			
			<author><![CDATA[Michael Marx]]></author>
			
			<category>
			<![CDATA[General]]>
			</category>
			<pubDate>Tue, 10 Nov 2009 12:51:44 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Scope Creep]]></title>
			<link>http://blogs.isixsigma.com/archive/scope_creep.html</link>
			<description><![CDATA[
Visit the Cox-Box Store for 2010 Calendars and Mugs

The Cox-Box is Copyright © 2000-2009 iSixSigma LLC and Gary P. Cox – All Rights ReservedReproduction Without Permission Is Prohibited – Request Permission]]></description>
			
			<author><![CDATA[Gary P. Cox]]></author>
			
			<category>
			<![CDATA[The Cox-Box]]>
			</category>
			<pubDate>Mon, 09 Nov 2009 07:22:20 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: 100 Reasons to Embrace Six Sigma]]></title>
			<link>http://blogs.isixsigma.com/archive/100_reasons_to_embrace_six_sigma.html</link>
			<description><![CDATA[Having recently posted my 100th  blog, I thought it would be worth-while to share my list of 100 reasons why companies should embrace Six Sigma  . . .
Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . .   Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . . Customers . . .   Customers . . . Customers . . . Customers . . . Customers 
Any questions?]]></description>
			
			<author><![CDATA[Gianna Clark]]></author>
			
			<category>
			<![CDATA[Customer Satisfaction]]>
			</category>
			<pubDate>Sun, 08 Nov 2009 13:09:58 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: The Psychology of Awards]]></title>
			<link>http://blogs.isixsigma.com/archive/the_psychology_of_awards.html</link>
			<description><![CDATA[There’s a definite honor in being “award-winning.” I experienced this firsthand last year when iSixSigma Magazine received editorial excellence honors. The awards provided an opportunity for us to pause and recognize the work that goes into our editorial efforts and to celebrate the accomplishments. But, as I said in my Editor’s Notes following the announcement, entering a competition is more than just a pat on the back. It also reinforces what you want to do tomorrow and the next day and the day after. 
Recognition and reinforcement are just a couple of the reasons to enter the iSixSigma Live! Awards. Here are a few more reasons:
1. Just being nominated is a boost for an individual or team2. Finalist and winners will be announced at an awards ceremony in South Beach, Fla., Feb. 3, in iSixSigma Magazine, and on iSixSigma.com.3. This year, the awards ceremony will be accompanied by music. Think YouTube sensation, wedding entrance dance. (OK, maybe not exactly like that, but there will be fun music.)4. The ceremony is held in conjunction with the iSixSigma Live! Summit &amp; Awards, Feb. 1-4. You won’t want to miss the great program lineup, networking opportunities, and sunshine of South Beach.
Award categories include:* iSixSigma's Six Sigma Hall of Fame * Largest-Breakthrough Improvement Projects (Categories: Transactional, Manufacturing, Supply Chain, Customer Service) * Most Successful Lean Six Sigma Start-up or Re-energized Lean Six Sigma Program 
Get more details on the awards categories and learn how to submit. The deadline for your chance to be “award-winning” is Nov. 30. 
But don’t wait until then. The first step of the submission process is a simple form, followed by submission of a storyboard or other support materials, depending on award category. So complete the first step now, and work on your materials over the coming weeks. Good luck!]]></description>
			
			<author><![CDATA[Jessica Harper]]></author>
			
			<category>
			<![CDATA[Conferences]]>
			</category>
			<pubDate>Fri, 30 Oct 2009 14:57:31 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Roping Process Improvement, DoD Style]]></title>
			<link>http://blogs.isixsigma.com/archive/roping_process_improvement_dod_style.html</link>
			<description><![CDATA[You may have seen the cover of the September/October issue of iSixSigma Magazine, featuring J.D. Sicilia and “The DoD Roundup.” The western theme continued into the DoD Breakthrough Convention, Oct. 14 to 16. 
Here’s a sneak peak of the fun: Jeannine Hall, director of events, taking a hand at roping a bull. Yes, this may look like a bale of hay with plastic horns, but use your imagination, as we did, and you’ll soon be envisioning City Slickers – in suits. Note: This is not a professional photograph, but some iPhone handiwork by Mike Cyger. 

Imagination was just one of the topics at the second annual event. More than 350 process improvement leaders from across the U.S. Department of Defense gathered in Lansdowne, Va., at the National Conference Center. One of my favorite facts about the DoD is that it is larger than the top five Fortune 500 companies combined. In an organization that large, building a continuous process improvement culture enterprise wide is, needless to say, no small feat. 
The Breakthrough Convention is one of the ways that the Defense Department is continuing to unite its Lean Six Sigma initiative under a common vision. Presenters hailed from several of the DoD services and agencies, as well as from other federal organizations, such as the Department of Veterans Affairs. 
You can get a glimpse of the photos of the presentations and networking receptions here. (And more roping photos here.)
And find out more about the DoD’s performance improvement efforts by reading “The DoD Roundup” on the iSixSigma Military Channel.]]></description>
			
			<author><![CDATA[Jessica Harper]]></author>
			
			<category>
			<![CDATA[Military]]>
			</category>
			<pubDate>Tue, 27 Oct 2009 11:27:58 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Top Ten Best Places to Work Announced]]></title>
			<link>http://www.sixsigmacompanies.com/archive/top_ten_best_places_to_work_announced.html</link>
			<description><![CDATA[The scoring is complete and the 2009 Top 10 Best Places to Work for Six Sigma professionals is out. 
Here is the Top 10 List in alphabetical order: I repeat, alphabetical order.


Cardinal Health Inc.
Computacenter AG &amp; Co. oHG
Ecolab Inc.
McKesson Corp.
Merck &amp; Co., Inc.
Pfizer Inc.
Piramal Healthcare Ltd.
Starwood Hotels, North America Operation
Vought Aircraft Industries Inc.
Xerox Corp.
The numbered order of this list will be revealed at an Awards ceremony and breakfast, February 3, 2010 during the iSixSigma Live! Summit and Awards in Miami. Congratulations to these companies as well as all those that participated.
There is still plenty of time to submit projects for consideration in other iSixSigma Live! Award categories:  

* Best Lean Six Sigma Start-up or Re-energized program* Largest Breakthrough Improvement Projects 
* Six Sigma Hall of Fame]]></description>
			
			<author><![CDATA[Michael Marx]]></author>
			
			<category>
			<![CDATA[Buzz/Press&nbsp;,&nbsp;Conferences]]>
			</category>
			<pubDate>Mon, 26 Oct 2009 10:53:41 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Trick or Treat]]></title>
			<link>http://blogs.isixsigma.com/archive/trick_or_treat.html</link>
			<description><![CDATA[
Visit the Cox-Box Store for 2009 Calendars and Mugs

The Cox-Box is Copyright © 2000-2009 iSixSigma LLC and Gary P. Cox – All Rights ReservedReproduction Without Permission Is Prohibited – Request Permission]]></description>
			
			<author><![CDATA[Gary P. Cox]]></author>
			
			<category>
			<![CDATA[The Cox-Box]]>
			</category>
			<pubDate>Mon, 26 Oct 2009 10:03:38 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Waiting for W.O.W.?]]></title>
			<link>http://blogs.isixsigma.com/archive/waiting_for_wow.html</link>
			<description><![CDATA[Today’s world seems to have us all going 90 miles an hour, multi-tasking and stretching ourselves to the limit to get things done.  Finding time for home, work, school, kids, parents, church, volunteering etc. has become one of our biggest challenges.  Time has become a precious commodity for everyone.  No one has it to waste and no one wants to wait.    So what does all this have to do with W.O.W.?  Everything.  
What’s Needed – On Time – With Value . . . Save time for your customers by enabling efficient transactions and watch your WOW-O-Meter go off scale.   How?  Reduce the time waiting in line, reduce the time holding on the phone, reduce the time a customer has to wait for a delivery, and enable transactions when your customer has time.   It’s all about the process.  Cut out bottlenecks and things will keep moving.  Eliminate defects and you won’t have to stop to fix them.  Remove unneeded steps or hand-offs and you’ll be one step closer to ‘lean time’.  Best of all, enable efficient transactions at a time that’s convenient to your customer and increase customer delight.
So, don’t keep your customers waiting for W.O.W.   Act now!]]></description>
			
			<author><![CDATA[Gianna Clark]]></author>
			
			<category>
			<![CDATA[Customer Satisfaction]]>
			</category>
			<pubDate>Sat, 24 Oct 2009 03:48:11 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: TRIZ with Ellen Domb]]></title>
			<link>http://www.sixsigmacompanies.com/archive/triz_with_ellen_domb.html</link>
			<description><![CDATA[Next month (yes, I’m giving you early notice so you can put this in your calendar) TRIZ expert, Ellen Domb, will once again be on air with Steve Wilson of Quality Conversations, discussing practical applications of TRIZ.
Tuesday, Nov. 3rd, 11 AM Pacific. Be there. 
Ellen is also speaking at the iSixSigma Live Summit &amp; Awards in Miami next year. If you are looking for a reason to attend, Ellen’s TRIZ workshop would be reason enough - it’s fantastic. ]]></description>
			
			<author><![CDATA[Michael Marx]]></author>
			
			<category>
			<![CDATA[Buzz/Press&nbsp;,&nbsp;Innovation]]>
			</category>
			<pubDate>Fri, 23 Oct 2009 10:41:40 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: The Ultimate Organization?]]></title>
			<link>http://blogs.isixsigma.com/archive/the_ultimate_organization.html</link>
			<description><![CDATA[

I’m going to go out on a limb and open up a discussion on the "Ultimate Organization" here.  In my last two posts, I talked a little bit about integrating the 6S culture in an organization (vs keeping it at a specialist level only) and organizational fear.  I figured a logical progression of the overall discussion would be to open up a thread to talk about what the ultimate organization would look like.  

Take a minute to reflect on your experiences (good and bad) on your involvement in 6S.  Then, if you can find the best scenario for success, fast forward a few years to the end game.  What does it look like (from president to the front line)?

There are a few motivations behind why I’m asking the question. The main one is that a lot of times we talk about what doesn’t work, or challenges that we face, but in the grand scheme, I have yet to see a discussion around what "utopia" looks like from a 6S standpoint.  Based on the varying experiences and industry affiliations of the readership here, I am really looking forward to the diverse possibilities of answers, as well as some great dialog.

Happy daydreaming!

-K

]]></description>
			
			<author><![CDATA[Kosta Chingas]]></author>
			
			<category>
			<![CDATA[General]]>
			</category>
			<pubDate>Tue, 20 Oct 2009 18:05:19 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: With Thanks]]></title>
			<link>http://blogs.isixsigma.com/archive/with_thanks.html</link>
			<description><![CDATA[I had a very nice phone call today, from a colleague who had chatted with me earlier about a current project.  She called to say thanks for allowing her to bounce ideas around, which helped her clarify some things about her approach to the process.
Naturally I felt good to receive this feedback, and it made me think about my many associates who are in the process improvement community with me.  Sometimes it feels like skiing downhill, but sometimes it feels like I'm trying to go uphill without the ski lift.  It's during the tough times that I really rely on my fellow improvers to help me see a clear direction.
My colleague said that she had felt lost in the trees and confused about the path out of the forest.  I know I've felt like that sometimes too, and I told her that I'd probably be calling her soon so she could return the favor!
And, it reminded me to say a heartfelt "thanks" to the many people who have helped me to see more clearly when my own path seemed confused.
And also to say a sincere "thank you" to those of you who have read, and contributed to, this blog over the past three years.  It's hard to believe that this will be my 100th post, which milestone I would not have reached without your continuing support and responses!  I hope that you will keep on giving me your feedback - your conversations have been spirited, inspiring, generous, truthful, and above all educational!
With thanks for your time, your sharing of feedback with the iSixSigma blogosphere, and your efforts on behalf of your customers,
 Sue K.]]></description>
			
			<author><![CDATA[Sue Kozlowski]]></author>
			
			<category>
			<![CDATA[Change Management&nbsp;,&nbsp;Leadership]]>
			</category>
			<pubDate>Tue, 20 Oct 2009 14:19:50 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: The Fourth Musketeer]]></title>
			<link>http://blogs.isixsigma.com/archive/the_fourth_musketeer.html</link>
			<description><![CDATA["One of all and all for one!"
Or, in the original French, "Tous pour un, un pour tous!"
In the story by Alexandre Dumas (1844), the three musketeers, Athos, Porthos, and Aramis, were joined by the musketeer-wannabee D'Artagnan, without whom the first three would have led very boring lives.
I was reminded of this the other day, when discussing the elements of a successful process improvement deployment.  You will recognize the top three that were mentioned: focus on the customer; front-line engagement; structured methodology.  I'm going to submit to you that the concept of the Three Musketeers can serve as a metaphor for those three.  And, then, add the fourth (which you have already thought of anyway), which is committed leadership - without which, you will not be having many grand adventures in improvement.
So in your improvement experience, how many times have you gone into a project doing an assessment for these four issues - whether the organization knows how to focus on the customer effectively, or not?  Whether they treat their front-line workers as knowledge resources and Subject Matter Experts, or not?  Whether they have, or are willing to adopt, a structured methodology and all that is implied?  And, perhaps most importantly, whether the leadership is truly engaged and committed to process improvement as a way of life - or whether they just think it's the next best thing to try?  And, are these four elements integrated so that they can proclaim "One for all, and all for one?"
Please share your thoughts on this.  How many Musketeers do you have, where you work???]]></description>
			
			<author><![CDATA[Sue Kozlowski]]></author>
			
			<category>
			<![CDATA[Leadership]]>
			</category>
			<pubDate>Tue, 13 Oct 2009 07:07:19 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Research: Misused Lean Six Sigma Tools]]></title>
			<link>http://www.sixsigmacompanies.com/archive/research_misused_lean_six_sigma_tools.html</link>
			<description><![CDATA[The latest iSixSigma Magazine research is about to be released in the upcoming November/December issue. 
For this research we surveyed over 800 Six Sigma practitioners and asked them all about the tools they use, the tools they don’t use, and what tools they think are misused…
The chart at the left is the top 10 tools that practitioners said are commonly misused. (Click for larger view.)  FMEA clearly stands out, but the remaining 9 tools each bring in a fairly steady 4-5 percent of the vote. 
For the full results, including the top 10 “most used,” top 10 “least used,” and the top 10 “never heard of that tool,” see the November/December issue of iSixSigma Magazine.]]></description>
			
			<author><![CDATA[Michael Marx]]></author>
			
			<category>
			<![CDATA[Research]]>
			</category>
			<pubDate>Mon, 12 Oct 2009 15:08:51 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Data Transformation]]></title>
			<link>http://blogs.isixsigma.com/archive/data_transformation.html</link>
			<description><![CDATA[
Visit the Cox-Box Store for 2009 Calendars and Mugs

The Cox-Box is Copyright © 2000-2009 iSixSigma LLC and Gary P. Cox – All Rights ReservedReproduction Without Permission Is Prohibited – Request Permission]]></description>
			
			<author><![CDATA[Gary P. Cox]]></author>
			
			<category>
			<![CDATA[The Cox-Box]]>
			</category>
			<pubDate>Mon, 12 Oct 2009 08:41:24 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: It's a &quot;Circle of Life&quot; Thing!]]></title>
			<link>http://blogs.isixsigma.com/archive/its_a_circle_of_life_thing.html</link>
			<description><![CDATA[I used to be really annoyed with people who took a wait-and-see approach to change.  They're not resistant, exactly, and they might be classified as "late adopters."  But I could understand active resistance better than passive indifference.
Now, however, I have a little different take on things.  Because I have realized that if you wait long enough, you may find that whatever was changed comes back around again!
Such as... 

Centralization vs decentralization of departments or functions
Use of consultants vs hiring internal resources
Outsourcing vs insourcing
This reminded me about the lines from the Disney movie, "The Lion King," where young Simba gets the explanation about how the antelopes eat the grass and the lions eat the antelopes, and then the lions die and their bodies turn to grass (OK, you knew it would be a PG version) which is then eaten by the antelopes.  So everything comes back to a big circle of replaying the same scenarios.
For process changes, it's easy to see how this becomes just another bright idea to wait out, to someone who's been around a long time.  Especially when you're in an organization that promises that every change is NOT just the flavor of the month, and then six months later it's disappeared.  So how can I criticize someone for saying, "Well, go ahead with this Lean thing, I'll just wait and see what comes of it before getting enthusiastic about it."  After all, they've probably been right about all the other wonderful new initiatives and changes that have come and gone before.
Maybe you are fortunate enough to work in a place which has solved this circular pattern, or maybe you are trying to break out of that.  Would you care to share your experiences, to help us put some perspective on the issue?
 
 ]]></description>
			
			<author><![CDATA[Sue Kozlowski]]></author>
			
			<category>
			<![CDATA[Leadership&nbsp;,&nbsp;Lean&nbsp;,&nbsp;Management]]>
			</category>
			<pubDate>Fri, 09 Oct 2009 08:51:52 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Customer W.O.W.  - The Time is Now!]]></title>
			<link>http://blogs.isixsigma.com/archive/customer_wow_the_time_is_now.html</link>
			<description><![CDATA[What’s Needed - On Time - With Value  (W.O.W.)  It’s even more relevant in today’s economy.  As families struggle to make ends meet, the value provided for the dollar spent is more important than ever.  What does this mean?  Higher expectations from customers at a time when businesses themselves are tightening up the spending reins.  What should we do?   Panic?  No - we don’t need to stinkin’ panic  . . . we got Six Sigma!
For decades, the "excellence minded" have used Six Sigma to balance the Quality - Delivery - Cost equation.   And it’s times like these that will separate the "excellence minded" from the "naysayers".   For excellence is not a linear function of money rather it is a combination of passion, planning, process and people.   It’s not about squeezing the last dollar out of your process; it’s about finding new and innovative ways to deliver value at a lower cost.  So what are you waiting for?  Get out your six sigma toolbox, get engaged and take the lead in creating customer W.O.W.   It’s time!]]></description>
			
			<author><![CDATA[Gianna Clark]]></author>
			
			<category>
			<![CDATA[Customer Satisfaction]]>
			</category>
			<pubDate>Wed, 07 Oct 2009 03:56:51 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Seventh Annual iSixSigma Global Salary Survey]]></title>
			<link>http://www.sixsigmacompanies.com/archive/seventh_annual_isixsigma_global_salary_survey.html</link>
			<description><![CDATA[Now accepting salaries! Each year iSixSigma analyzes the data from its own iSixSigma Job Shop to create a comprehensive Six Sigma Salary report available in the March/April issue of iSixSigma Magazine.
Last year data showed that the average Black Belt in the United States made an average salary of $88,438. Master Black Belts brought home an average of nearly 120K. I don’t know about you, but I am very interested to see what those numbers look like this year. 
I invite you to participate this year by logging into your Job Shop Account and updating your resume. If you do not have a Job Shop account, create one for free. We will be collecting data until next week: October 15, 2009. Thanks!]]></description>
			
			<author><![CDATA[Michael Marx]]></author>
			
			<category>
			<![CDATA[Research]]>
			</category>
			<pubDate>Mon, 05 Oct 2009 12:04:36 -0800</pubDate>
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			<title><![CDATA[Six Sigma Blogs: Culture Change and Fear]]></title>
			<link>http://blogs.isixsigma.com/archive/culture_change_and_fear.html</link>
			<description><![CDATA[

There’s no doubt that fear can prevent an organization to be what it could be, but what can be done about it...how many times have you been in a situation where there were problems to solve, but no one stepped up to the plate to solve them because of fear? Piggy-backing on my previous posting, this could be another inhibitor to making 6S truly mainstream.  Take for example the following:
A defect is identified, and there is no clear root cause.  Short term fixes are employed.  A person is nominated to handle the problem solving, and as analysis is performed, the exercise becomes one of self-protection.  Groups that are involved begin to work on proving that they are NOT the root cause.  The activity becomes so muddy that no clear root cause is ever found.  Whatever band-aid that was put in place becomes the solution, and the cycle starts again...
What is the bottom line here?  To me - fear.  Fear of being the guy or gal that stands up to say their department owns the root cause...just like fear shuts down dialog, fear can also shut down team problem solving.

So the question is, how do we foster change so that we overcome fear?  How do we create a safe environment for problem solving effectively with free expression?   

]]></description>
			
			<author><![CDATA[Kosta Chingas]]></author>
			
			<category>
			<![CDATA[General]]>
			</category>
			<pubDate>Thu, 01 Oct 2009 18:27:50 -0800</pubDate>
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