TRACtion Lean Six Sigma Project Tracking and Management TRACtion - A Tool for the Entire Team TRACtion pricing is a function of several factors, the foremost of which is level of usage. We believe that ALL team members should be empowered to access and view project data, status updates, summaries, and project tools on an as-needed basis. To encourage deployments to involve all their team members in project management, we do not charge for licensed usage by team members (e.g., non-team leaders, process owners). We only charge annually for "Power Users" - our term for the group of your practitioners who will gain the most value from TRACtion. Power Users are the heaviest users of TRACtion's features (e.g., Team Leaders, Champions, and Financial Auditors). How Is TRACtion Priced? TRACtion is licensed per year and is based on the number of Power Users in your company. Example If you have 10 Team Leaders (Black or Green Belts) and 2 Champions, you would need to license TRACtion for 12 Power Users. Contact Us to Discuss Pricing
Why Six Sigma Is on the Downslope - Tom Davenport by Tom Davenport | 9:25 PM January 7, 2008 I was never a big fan of Six Sigma. As approaches to business process improvement and management go, it always had some glaring shortcomings. First, there was all the statistical mumbo-jumbo it implied — but seldom delivered on in most companies’ implementations. Second, it didn’t incorporate information technology — arguably the most powerful force available for improving (or screwing up) processes — in any way. Third, it was overly elitist. So what’s the best alternative to Six Sigma for process improvement? Companies should also incorporate some techniques for combining process change with the information systems they’re installing. I hope that when companies start getting excited again about process improvement, they resist one method for doing so. Read all of Tom Davenport’s “Next Big Thing” posts.
Agile Modeling and the Rational Unified Process (RUP) Agile Modeling (AM) is a practices-based software process whose scope is to describe how to model and document in an effective and agile manner. The practices of AM should be used, ideally in whole, to enhance other, more complete software process such as eXtreme Programming (XP), the Rational Unified Process (RUP), Disciplined Agile Delivery (DAD), and the Enterprise Unified Process (EUP) to name a few. These processes cover a wider scope than AM, in the first three cases the development process and in the fourth the full software process including both development and production. Although these processes all include modeling and documentation activities, in one form or the other, there is definitely room for improvement. With DAD the practices of AM are built right into the framework, with XP the modeling processes should be better defined, and with RUP modeling processes could definitely stand to be made more agile. How Modeling Works in the Unified Process Figure 2. Table 1.
Introduction to Problem Solving .:VirtualSalt Robert Harris Version Date: July 2, 1998 Regardless of what they do for a living or where they live, most people spend most of their waking hours, at work or at home, solving problems. Most problems we face are small, some are large and complex, but they all need to be solved in a satisfactory way. Before we look at the area of problem analysis and solution, though, let's take a few moments to think about just what we mean by a problem. What is a Problem? One of the creative thinker's fundamental insights is that most questions have more than one right answer and most problems have more than one solution. 1. Developing a positive attitude toward problems can transform you into a happier, saner, more confident person who feels (and is) much more in control of life. 2. 3. The Importance of Goals in Problem Solving As you read these definitions, I hope you noticed that they all include the ideas of goals and ideal states. What is a Solution? Stop It Prevent It. Eliminate It. I.
White Papers: Six Sigma deployment, Six Sigma strategies, LEAN M Excellence in Healthcare with Lean Six Sigma This 9-page whitepaper discusses the application of Lean Six Sigma in the Healthcare industry. The roles Lean Six Sigma can play in Healtcare as well as some success stories are presented. Download now History of Six Sigma This short 10-slide powerpoint provides an overview of the history of Six Sigma, tracing its roots from the "normal curve" to GE's global promotion and beyond. Download now Changing the Compliance Formula .. and Improving Competitiveness An executive brief that discusses the importance of basic process management and improvement discipline for effectively and efficiently managing compliance requirements and the risks associated with those requriements. Download now Design Basics - QFD Overview A high-level overview of QFD and how it can be applied to drive good, customer-focused designs by aligning technical / product / service requirements with real customer requirements. Download now VOC Deployment and Maturity Model Download now
Unit #5. Six Sigma | Logistics4Dummies Six Sigma is a business management strategy originally developed by Motorola, USA in 1981. As of 2010, it enjoys widespread application in many sectors of industry, although its application is not without controversy. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturingand business processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization (“Black Belts”, “Green Belts”, etc.) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified targets. These targets can be financial (cost reduction or profit increase) or whatever is critical to the customer of that process (cycle time, safety, delivery, etc.). Historical overview Like its predecessors, Six Sigma doctrine asserts that: Methods
Business analytics Business analytics (BA) refers to the skills, technologies, practices for continuous iterative exploration and investigation of past business performance to gain insight and drive business planning. Business analytics focuses on developing new insights and understanding of business performance based on data and statistical methods. In contrast, business intelligence traditionally focuses on using a consistent set of metrics to both measure past performance and guide business planning, which is also based on data and statistical methods. Business analytics makes extensive use of statistical analysis, including explanatory and predictive modeling, and fact-based management to drive decision making. It is therefore closely related to management science. In other words, querying, reporting, OLAP, and alert tools can answer questions such as what happened, how many, how often, where the problem is, and what actions are needed. Examples of application Types of analytics
Redirecting to Discover how PRINCE2 can help you achieve your goals and manage projects effectively. Use the quick links to scroll to a relevant section. PRINCE2 Definition PRINCE2 (an acronym for PRojects IN Controlled Environments) is a de facto process-based method for effective project management. Used extensively by the UK Government, PRINCE2 is also widely recognised and used in the private sector, both in the UK and internationally. The PRINCE2 method is in the public domain, and offers non-proprietorial best practice guidance on project management. Key features of PRINCE2: Focus on business justification Defined organisation structure for the project management team Product-based planning approach Emphasis on dividing the project into manageable and controllable stages Flexibility that can be applied at a level appropriate to the project. PRINCE2 History When PRINCE was launched in 1989, it effectively superseded PROMPT within Government projects. How PRINCE2 Can Benefit You or Your Organisation?
Six Sigma The common Six Sigma symbol Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in 1986. Jack Welch made it central to his business strategy at General Electric in 1995. Today, it is used in many industrial sectors. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. Doctrine Six Sigma doctrine asserts that: Features that set Six Sigma apart from previous quality improvement initiatives include: The term "six sigma" comes from statistics and is used in statistical quality control, which evaluates process capability. "Six Sigma" was registered June 11, 1991 as U.S. Methodologies DMAIC The DMAIC project methodology has five phases:
The Lean Sigma Recruiter - Lean Executive Recruiters & Six Sigma » Six Sigma Lean Six Sigma Concepts I would like to know more about six sigma certification and the eligibility criteria Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving towards six standard deviations between the mean and the nearest specification limit) in any process — from manufacturing to transactional and from product to service. The statistical representation of Six Sigma describes quantitatively how a process is performing. To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. A Six Sigma defect is defined as anything outside of customer specifications. The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. Who and What Type of Training?
Digital Transformation of Business and Society Let’s explore our emerging future together at Frank Diana’s Blog Reimagine the future through video on Youtube Updated December 14, 2018: The anchor visual in this post continues to evolve. Considering the increased traffic to the post, the visual has been updated. Updated July 26, 2018: The anchor visual in this post has been updated several times to reflect new and emerging future scenarios, The current version can be found Here. At a recent KPMG Robotic Innovations event, Futurist and friend Gerd Leonhard delivered a keynote titled “The Digital Transformation of Business and Society: Challenges and Opportunities by 2020”. With regard to future thinking, Gerd used my future scenario slide to describe both the exponential and combinatorial nature of future scenarios — not only do we need to think exponentially, but we also need to think in a combinatorial manner. Gerd has been using the term “Hellven” to represent the two paths technology can take. Source: B.
Elements for a Successful Project Kickoff Meeting There are many elements to running a successful kickoff meeting. I’ve tried to capture those key elements that in my experience make the meeting a success. No surprises – how to preach to the choir The first element that I can’t emphasize enough is, “No surprises”. Key project members, especially project sponsors and stakeholders, should already know details. The Kickoff Agenda – don’t get derailed It is always advisable, for any scheduled meeting, to have an agenda. Following the theme of no surprises it is a good idea to review the agenda with key meeting participants before the kickoff begins. The detailed topic areas below are a great start to your kickoff meeting agenda: Introductions After a quick review of the kickoff meeting agenda I always go around the room and have everyone do introductions. Introductions carry special weight in larger organizations because teams and team members may work in different divisions or work groups that have little or no exposure to each other. Roles