Features on Business Process Improvement and Innovation | Six Si. Denver, July 7, 2005 - Decisioneering, Inc., an innovator of software and services for risk analysis and optimisation, today announced that George Group, the leader in Lean Six Sigma, has joined Decisioneering’s Six Sigma Partner Program. As a Six Sigma Partner, George Group will work with Decisioneering to promote the use of Crystal Ball simulation and optimisation tools throughout its Six Sigma initiatives. George Group is the leader in Lean Six Sigma and has been creating real economic value for Fortune 1000 clients for the past 19 years.
George Group has supported more global Lean Six Sigma deployments than any other Six Sigma consultancy. As an innovator and leader in Lean Six Sigma, George Group is always looking for the best way to help its clients save money. 'The Fortune 1000 clients we serve demand the best software and tools in their Six Sigma operations, said James Works, president of George Group. Lean Six Sigma Dictionary. Intuition revisited – implications for process improvement and Lean Six Sigma (Part 2 of 3 blogs) | Elisabeth Goodman's Blog. Intuition has an important role in process improvement In a previous blog “The problem with relying on intuition for process improvement and decision making” I emphasized the problems with, rather than the opportunities for intuition.
However, as Gary Klein(1) points out, the analytical techniques practiced in Lean Six Sigma also have their shortcomings. A point also often highlighted to me by participants in process improvement workshops or Kaizen events. Some of the infrastructure created in Lean Six Sigma and other process improvement based programmes can also create some real barriers for intuition. This blog follows on from part 1: “Intuition revisited – or how it could be important to a business environment”, to explore the implications of intuition to these aspects of process improvement.
The limits and strengths of intuition and analytical techniques Conversely, people sometimes try to force-fit analytical techniques in situations where others have the expertise to make judgements. Intuition revisited – inter-relationship of intuition and knowledge management (Part 3 of 3 blogs) | Elisabeth Goodman's Blog. There are some interesting inter-relationships between intuition and knowledge management (KM) This blog follows on from part 2: “Intuition revisited – implications for process improvement and Lean Six Sigma”, and part 1: “Intuition revisited – or how it could be important to a business environment”.
All three blogs are based on Gary Klein’s book “The power of intuition”1 Klein explains that intuition is the result of our experience (Klein refers to ‘meaningful experience’). It enables us to spot cues, recognize patterns and build mental models of potential outcomes. It is something that we must continuously foster and maintain. This blog will explore the inter-relationships between intuition and knowledge management (KM). Is intuition ‘tacit’ knowledge? Klein spends some time defending intuition as something very real and tangible. This sounds very much like what we KM practitioners call ‘tacit’ knowledge: the knowledge that is “in people’s heads”. Before looping back to data etc.
Notes.