What You Need to Know About Pyzdek Institute LLC

The Pyzdek Institute is an accredited organization that offers online as well as coached Six Sigma training and certification. The institution is culmination of Thomas Pyzdek decades of work involving process excellence activities and Lean Six Sigma. Pyzdek has authored several books widely regarded as authoritative sources in process excellence. These books include; The Six Sigma Handbook, The Handbook of Quality Management, as well as The Quality Engineering Handbook. With a career within the quality management industry spanning over 45 years, Pyzdek is undoubtedly an expert in the field.

Online training platform

The Pyzdek Institute runs the online repository of quality and process improvement information SixSigmaTraining.com. The portal contains a catalog of published work by Pyzdek as well as a host of other experts in quality and process improvement. Unlike many other online training platforms, the information, video tutorials and other resources on the website are free of charge. The site doesn’t require any registration to gain access and encourages a significant level of interaction thanks to integration with various social media platforms.

Courses offered and accreditation

The Pyzdek Institute has received certifications from The International Association for Six Sigma Certification (IASSC) as well as The Council for Six Sigma Certification to provide all levels of Lean Six Sigma certification. The institution has tailor-made training programs, offered either as self-study online packages or on coached basis.  The training leads to certification starting from white belt, yellow belt, green belt and finally culminates to black belt certification in Lean Six Sigma. Get in touch with us now for more details.

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Industry Professional Says Six Sigma Training is Crucial for Telecom Innovation

Like many other industries, executive Thomas Rayas says that the industry in which he works — telecommunications — is driven by customer demands for innovation, as well as competition between businesses. However, he believes that the fast pace of technology and the never-ending quest for the next new thing and the best new service makes innovation even more important for telecom. And he believes that Lean Six Sigma is the best kept secret that those in the industry can have.

Network operators can use Lean Six Sigma to measure and improve internal processes such as development and testing, as well as external processes relating to network speed and reliability, Rayas notes. Streamlined operation and business support systems could free up developers for IoT projects that customers are wanting. The efficiencies discovered through telecom Lean Six Sigma projects could even be packaged as “value added services” for consumers, providing the company with another revenue stream at a time when x-as-a-service offerings are growing in demand.

The ability to change is the cornerstone of success, Rayas states. In the world of technology, the market leaders of today can only continue to be the market leaders of tomorrow as long as they continue to innovate. Six Sigma training provides staff with the tools to analyze processes as well as look for and encourage continuous improvement. Mobile operators who adopt the methodology now can ensure their success by providing what consumers want from their carriers: quality, reliability, affordability, and innovation.

Contact us to learn more about how Lean Six Sigma can help your business provide the quality your customers seek.

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Six Sigma Training: What Kind of Jobs Can You Get?

Perhaps you’re wondering what kind of jobs are available to professionals with Six Sigma training. Here is a real life profile of a job promotion recently received due to a company’s desire to improve the quality of its services to its customers.

According to a January press release, American Portfolios Financial Services, Inc., has promoted Dalchand Lalijit to the position of executive vice president of business processes and organizational development. Company CEO Lon T. Dolber stated that he is committed to integrating Lean Six Sigma methodology into all business processes as soon as possible. He stated that Lalijit brings the experience to make that commitment a reality.

Lalijit was hired in 2015 as vice president of service quality and process excellence. He brought with him to that position the ability to introduct the Lean Six Sigma approach to those parts of the company by implementing policies and procedures to assess the company’s allocation of resources. He has also been able to enroll and lead other employees of the company in Lean Six Sigma training and projects. Prior to joining APFS, he served as senior vice president of the Lean Six Sigma global division and was part of the operations council for Momentive Specialty Chemical. He was responsible for a number of duties including the deployment of Lean Six Sigma, productivity, and manufacturing excellence.

While Six Sigma training isn’t the only factor in obtaining the job you have always dreamed of, it is an important tool to get you there. It provides a unique skill set that makes you stand out from the competition. Are you ready to get started with your training? Contact us.

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Train To Apply Lean Six Sigma To CMMI Process

Getting users and contractors on the same page regarding software requirements can be a major challenge that disconnects the software development process. Scenario: you cannot populate your new database with software data from the software engineers because the data doesn’t exist. The manufacturers (contractors) did not foresee the need to keep the metrics. Do you apply Lean Six Sigma or CMMI first to connect the need to the database?

First Apply CMMI

The Capability Maturity Model Integration (CMMI) has five stages to help you decide the maturity level of your software development. It is important to apply CMMI first because Lean Six Sigma acts as a stabilizing model of improvement. The development process changes depending on what maturity level your project is on.

  • Initial maturity: this is the lowest level where the development process is poor and chaotic.
  • Managed maturity: this is the process level where the development depends on generic/specific goals that satisfy minimum requirements.
  • Defined maturity: this is the organizational level where the generic/specific goals correlate and satisfy all the previous levels proactively.
  • Quantitatively Managed maturity: the process development is controlled; the levels prior are now being managed both quantitatively and qualitatively.
  • Optimizing maturity: the highest level where process development undergoes continuous improvement and is predictable.

Then Apply Lean Six Sigma

Lean Six Sigma is applied to the CMMI to ascertain what goals and objectives are satisfied. The metrics get defined and measured. The outcome is actionable. In the above scenario, the contractors did not feel the need to give up software data to the users even though logic demands that the database will provide crucial metrics that could save millions in manufacturing costs over time. By applying Lean Six Sigma to the more detailed CMMI, your initiative becomes more organizationally based which leads to smoother developmental processes.

Contact us to help get project managers, software engineers and contractors to work together. The need differs for each organization. We can help you hone in on Lean Six Sigma processes and standards that will work for you.

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Practical Application of Lean Six Sigma in Reducing Cycle Time

 

The principles and tools in Lean Six Sigma are the most methodical and fruitful strategy to the challenge of cycle time reduction. However, managers need to understand that success in this strategy requires commitment. Cycle time reduction using Lean Six Sigma is not a quick fix and cannot be effective if only used occasionally. Success in it requires long-term commitment of time and resources, as well as tireless dedication to improvement. You should thus expect change as your business focuses from the product, an inside factor; to the outside goal, which is the customer, with the aim of total customer satisfaction.

One may argue that Walter Shewhart came up with the Six Sigma concept. Undoubtedly, it was him who identified the special and common cause process change and invented the control chart in the 1920s. However, it was Bill Smith and Dr. Mickey Harry, who introduced the term “Six Sigma.” In the mid-1980s, Motorola CEO Bob Galvin supported a quality initiative based on the Six Sigma methodologies. These methods changed the way that Motorola did business. They enhanced quality, improved customer satisfaction, and saved the company hundreds of millions of dollars.

The Six Sigma concept in Motorola began with four basic principles, which included measure, analyze, improve, and control (MAIC). General Electric added the D for “define.” Today, Six Sigma includes six principles and methods that introduce it to the design phase of the process. Early integration of Six Sigma ensures faster time to market and products that meet the customers’ particular requirements. Besides, PCB manufacturers who use both the Six Sigma principles and lean techniques are assured of a reduced cycle time and process variation.

The PCB manufacturing process is a batch process that follows a predetermined sequence developed by the manufacturer to meet specific product design requirements. Not all the products go through the same process, and this lengthens cycle time. For instance, a standard multi-layer board cannot be plasma-etched or laser-drilled unless it has some unique characteristics. Still, HDI products may cycle through drilling, lamination, etching, and plating more than two times before moving to solder mask application. The cycle time reduction for the two products, therefore, requires individual evaluation to come up with a high quality end-product.

Contact us for more information on Lean Six Sigma principles and tools.

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Lean Six Sigma: Managing Change in the Manufacturing Revolution

 

Introduction of new technologies in the manufacturing industry, has left a gap between robotic process automation (RPA) and human intelligence. The forces promoting global manufacturing sector change since the late 20th century, such as inventory flows, skilled and semi-skilled labor, and technological innovation, continue to impact production line operations. Solutions to managing change in the manufacturing revolution are found in Lean Six Sigma approaches to quality assurance (QA) assessment.

A Road Map for QA Management

The Lean and Six Sigma methodologies originally defined two separate approaches to quality assurance (QA) assessment. Lean and agile quality management techniques date to the 1980s, when JIT (Just-In-Time) was innovated by Japan’s automaker factories. A cost-cutting measure to control line-production losses resulting from automated processes, JIT soon became associated with a number of new quality management techniques (i.e. Kaizen, TQM) sourced in multinational manufacturing practice.

Six Sigma combines qualitative, environmental scanning (i.e. SWOT and PESTLE) methods, with statistical computations (i.e. Chi Square) to assess process efficiencies, cost reductions, and return on investment benefits occurring in management decision. Benchmark performance measures to emerge from new QA management techniques, are readily integrated into the Lean quality control systems applied by manufacturers.

The Lean Six Sigma Revolution

The role of Lean and Six Sigma practices in shaping corporate production goals since the 1980s is clear. Introduction of results-driven process improvement solutions in line manufacturing methods, has boosted manager confidence in iterative, not just automated technologies. Now that IT trends have effectively transformed QA processes in the manufacturing sector, line managers have the opportunity to credential in Lean Six Sigma certification.

Lean Six Sigma assessed value chains improve benchmark performance. Change QA processes have also revolutionized team-building competencies, as well as line manager responsibilities, and CIO leadership goals. The next step is application to all QA management productivity, including product integrity, service efficiency, and regulatory compliance. As IT ecosystems continue to alter line production activities, the latest updates in value chain assessment will be found in training.

The Pyzdek Institute is an accredited training institute for the credentialing of Lean Six Sigma certification. Contact us to find out how your manufacturing company can benefit from assessment.

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‘Lean Six Sigma’ Comes to the VA: Collins Cheers

 

Field of American FlagsProblems at the VA

The Veteran’s Administration healthcare system has been in the news for decades. The system is routinely condemned, at best as inferior and, at worse, even nefarious. There has been one account after another of operations performed on the wrong organ or limb, the reuse of disposable medical supplies like needles, and even the amputation of wrong limbs. Even worse, the VA has been guilty of employing “medical professionals” that weren’t even trained in medicine. In more than one incident “doctors” working for the VA were found to be working under fraudulent certifications. Then, of course, there is the problem of trying to see a doctor in the first place. The waiting list for even the simplest of procedures or needs is often months long.

What is Lean Six Sigma?

Fortunately, intervention in the VA’s problems is now underway. Just last year, Veterans Secretary Robert A. McDonald, proposed that Lean Six Sigma, an innovative program that commonly used to define the extent of problems, measure that extent and its impact, analyze the issues, and suggest improvements to get them in hand, go into effect. Ironically, McDonald’s proposal is essentially the same that was previously proposed by then Erie County Executive Chris Collins way back in 2007. Unfortunately, the country has waited almost a decade for a promising move to combat the many atrocities that have been reported in the VA.

Promising Future

So, ‘Lean Six Sigma’ comes to the VA and Collins cheers. The rest of us are left wondering, however, just how Lean Six Sigma will help the VA and if, in fact, it will help this most disgraceful offer of health care to those that have served the US, to those that have lost much doing so. Reassuringly, Lean Sigma Six has been used in the business world for over a decade. Furthermore, the program is now being picked up by the Army’s Global Combat Support System as well as numerous other entities both in the business world, in the government, and in the military. If you would like more information about Lean Six Sigma, contact us.

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Three ways of improving hospital performance with Lean Six Sigma

The Lean Six Sigma Training developed by Thomas Pyzdek is a comprehensive approach to helping improve your business process. In the health care system, four forces have converged making care delivery more difficult than it has ever been. These include:

Aging baby boomers

In the next two decades, the baby boomers will become the greatest consumers of healthcare, and they have always been demanding and vocal. There is no reason to hope that they will change.

Scarce financing

The United States has been experimenting various programs of health care funding for over ten years, and none of the concepts works for more than a few years.

Staffing shortage

While the physicians may appear to be sufficient, the healthcare sector is suffering from a shortage of other staff members, especially nurses. The current economy and increasing variety of opportunities for women have made the health care field an unattractive place to work.

The above challenges create a compelling case for change, and Lean Six Sigma is the most gripping strategy to address them.

Six Sigma is a methodology for process improvement and focuses on eliminating defects. It allows hospitals to design, manage, and improve performance so that they can perform at the highest possible levels in the following ways:

1. High level of performance

High performance promotes high volume and ensures a few errors and defects, fast turnaround times, and low cost.

2. Reduced staff turnover

The efficient processes increase employee retention by eliminating the leading causes of high turnover such as complex and cumbersome routines and procedures.

3. Overcoming professional disciplines

Lean Six Sigma leverages the effective methods and techniques to overcome the challenge of professional disciplines and reduce medical errors and defects.

For more information on Lean Six Sigma training, contact us.

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Losing the Race in the Last Mile: Why Many Lean/Six Sigma Initiatives Fail (and What to Do About It)

 

Unidentified marathon athletes legs running on city road

Why do Lean/Six Sigma initiatives fail? What can be done to resurrect them? This was the topic of a recent article by Bill Wilder, published in Industry Week. According to Wilder, a common source of failure with Lean/Six Sigma initiatives is not quite doing enough to make the changes stick.

Old habits die hard, Wilder notes. Your employees have a way of doing their jobs. It’s “the way they’ve always done it.” And changing those ways is certainly a task that must be monitored and consistently reinforced in order to ensure success with the initiative. There are some things that Wilder says will help reinforce those changes. One includes engagement and coaching — keeping the employees involved in the changes that are taking place and giving them someone who is encouraging them and lending them expertise every step of the way.

Another way to avoid a failed Lean/ Six Sigma initiative is to structure and manage the change. It’s a lot easier to implement a change when you not only see the goal that you’re trying to achieve, but also the path in which to achieve that goal. A path, or — more accurately — a process must be developed that clearly shows how this change will take place.

Finally, Wilder says, a successful Lean/ Six Sigma initiative relies on communication that both relates an individual’s behavior to the achievement of the company goal, and also provides a means for individuals to give feedback and reaction to the communications.

Consistent monitoring. Engagement and coaching. A path to follow. Open lines of communication. If you’re wondering what is “enough” when it comes to success with Lean/Six Sigma, these four principles are an important place to start. Want to know more? Contact us.

 

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Opinions Vary on the Subject of How Many Experts are Needed to Embark on a Lean Journey

 

Business Team Meetng Handshake Applaud Concept

Perhaps your company is ready to make the commitment toward excellence. Excellence in policies, excellence in operations, excellence in revenues. But to make this commitment, the question, how many experts are needed to embark on a Lean journey, is commonly asked with varying opinions on many sides. Lean Six Sigma training leads to becoming either a Green or Black Belt in specialized education and training, hence an expert is born. The Green Belt or Black Belt can then enter a business and observe its operations and track problems, hurdles, and set-backs toward achieving sustainable, long-term excellence.

But opinions are both pro and con on the subject of how many experts are needed. For some, the opinion is having a Lean expert on board is crucial for the success of the operational strategy created by top company management. Some feel the exact number of needed experts and resources is more an art than a science. Every company has different parts to the puzzle; some have strong leaders who can teach and train as the plan progresses, while other companies have strong, top mangers but “weak links” below. These weak links must be identified as those are more a liability, not an asset.

There are others who feel strongly no experts are needed to achieve excellence as the employees themselves know how the company works better than anyone who may come from the outside looking in. But this opinion may prove that failure in the plan could be the end result without an expert team on board.

Most opinions concur that first, CEOs and top management need to quantify what it is they want to accomplish, secondly realize this will require resources and a commitment, and thirdly with a Lean Six Sigma Green and Black Belt team sustainable excellence is an attainable goal. Contact us to discuss your needs.

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