Blogs from iSixSigma Version 1.0 and 2.0 (Years 2000 to 2011).
As a Lean Six Sigma Master Black Belt for many years I get why many organizations have a focus on Lean. But on the downside, because the projects tend to be smaller in nature, they tend not to be tracked, aggregated or leveraged; therefore, the net impact is not as noticeable as it should be.
When you try to perform process improvement, whether for cost, quality or other reasons, you will often find yourself in an environment where the status quo is the status quo.
Our small county hospital could not find doctors to come to our town and work.
The question is not how do we choose candidates but rather how do we cause A-players to choose to become Black Belts?
One would think that with the levels of standardization and process efficiency we drive in Lean Six Sigma that there would be consensus on how much training a certified Black Belt should receive. Nothing could be further from the truth.
From safety to quality to productivity, there’s a trend in the way organizations have approached process-oriented movements. Starting as the responsibility of an individual or a group of people, to be successful, the movement inevitably shifts to shared accountability – it becomes the responsibility of everybody, every day.
The Cox-Box: Replenishment System
Organizations retreat to their comfort zones when challenged with achieving higher levels of success. Frequently, this results in controlling the bottom line. Continuous improvement can be used to enable top-line growth.
Have you been paying attention to your iSixSigma User Profile rankings? We've had a couple of community members jump levels in the past few months.