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Category: Six Sigma

Making Sense of Big Data and Six Sigma

Making Sense of Big Data and Six Sigma
Working on Big Data with Your Process Improvement Skills
So, you have the relevant Six Sigma knowledge and experience, and there is an opportunity within your company internally for data analyst to deal with big data. Will you be a good fit for this opportunity? The answer is a big YES, albeit with some learning curve.

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Six Sigma Explained

Six Sigma is a business management strategy as well as a disciplined and data-driven methodology for process improvement. It was initially developed by Motorola in 1986, as a set of practices designed to improve manufacturing processes and eliminate defects. Todays, it is widespread in many sectors of industry and processes, from manufacturing to transactional and from product to service.

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Six Sigma Explained

DMAIC Application in a Retail Banking Environment

DMAIC Application in a Retail Banking Environment
Application of DMAIC in service or transactional environment has always been viewed in having a bigger challenge as compare to manufacturing. However, the assumption can be challenged through ensuring a focus objective plus the commitment of the project team leader and its members throughout the project life cycle.

This case happened at a retail banking environment where the identified project team (with external coaching support by Neville Clarke) were tasked to improve their credit facility application process.

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Value Analysis for Lean Sigma and Innovation….

Value Analysis is one of the common denominator and  an integrator of Lean and Six Sigma and towards Design and Innovation…. Much has been said to identify the differences between Lean and Six Sigma where Lean focuses on Speed while Six Sigma focuses on Variation both attempting to influence the reduction of waste.


In the context of starting a lean or six sigma project, it all begins with the voice of the business (VOB), the voice of the customer (VOC)  or the voice of the process (VOP) depending on the level of your improvement initiative to either influence the business or quality or process control parameters.


Understanding the context of value leads us to detail such as a ratio of benefit to cost thereby influencing the ability to increase customer satisfaction thus revenue and the ability to reduce waste thus cost. Improving both benefit and cost is then a trigger to influence both productivity and efficiency leading ultimately to business value.

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The Future of Management Systems

Evolving Quality Management System into a Framework of Operational Excellence

The ever changing global economy coupled with fierce competition and growing sophistication of customer needs warrants a sustained breakthrough performance in key areas of business. While the ISO family of Quality Management System provides the necessary ingredients leading to the success of an organisation, it doesn’t provide the means and the how’s to achieve the company’s vision for sustained breakthrough performance.

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Why Do Organisations Need to Implement Lean-Sigma?

Lean-Sigma has moved beyond a concept toward a mandatory methodology. Organisations who implemented Lean-Sigma have very high process capability, very few variations, customer oriented and free from waste throughout its supply chain.
 
History of Lean-Sigma concept goes a long way back to the QS-9000 era and later on ISO/TS 16949 (both are quality management system standards for automotive industry). This can be seen on the goal of ISO/TS 16949, namely:

To develop a fundamental Quality System that provides for:
 -  continual improvement
 -  emphasis on defect prevention
 -  reduction of variation and waste in the supply chain

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