The document discusses the development of structured problem solving processes using a Scorecard A3 format. It aims to create consistent processes that everyone can understand and that are effective learning and communication tools. It introduces several problem solving tools like Scorecard A3, Greenbelt Projects, Black Belt Projects, 8-D, and Lean Tools. It also discusses integrating the PDSA cycle, DMAIC process, and RSVP cycle models into the Scorecard A3 method.
Emiliano soldi’s update to an agile SAFe mind mapSteven Brovero
Using PDCA (Plan DO Check Act) cycles to plan an agile software software development sprint; and, why one cycle on the map should be a PDSA (Plan DO Study Act) cycle, instead.
What is Six Sigma?
What are the different Methodology of Six Sigma?
What is DMAIC Methodology?
Is DMAIC and DMADV Methodologies are same?
To know the answer of these questions through this presentation.
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Continuous improvement: the Deming Wheel (PDCA)encognize G.K.
To a certain extent, improving the performance of a company can be achieved through the improvement of its underlying structure, processes and organization. As part of the famous Kaizen practices, a common management method used to initiate and sustain a virtuous circle of continuous improvement is the Deming wheel, also known as the Shewhart cycle and more frequently referred as the PDCA cycle. This method simply consists in running iteratively four steps on the system to improve: Plan (define objectives, success criteria, contingencies), Do (execution), Check (analyse result against initial objectives and success criteria), Act (adjust).
Emiliano soldi’s update to an agile SAFe mind mapSteven Brovero
Using PDCA (Plan DO Check Act) cycles to plan an agile software software development sprint; and, why one cycle on the map should be a PDSA (Plan DO Study Act) cycle, instead.
What is Six Sigma?
What are the different Methodology of Six Sigma?
What is DMAIC Methodology?
Is DMAIC and DMADV Methodologies are same?
To know the answer of these questions through this presentation.
Connect with iACT Global to get updates in the corporate industry.
LinkedIn- https://in.linkedin.com/in/onlinetrainingservices
Facebook- https://www.facebook.com/iactglobal/
Twitter- https://twitter.com/iactglobal
Google- https://plus.google.com/+iactglobal
Pinterest- https://www.pinterest.com/iactglobal/
Continuous improvement: the Deming Wheel (PDCA)encognize G.K.
To a certain extent, improving the performance of a company can be achieved through the improvement of its underlying structure, processes and organization. As part of the famous Kaizen practices, a common management method used to initiate and sustain a virtuous circle of continuous improvement is the Deming wheel, also known as the Shewhart cycle and more frequently referred as the PDCA cycle. This method simply consists in running iteratively four steps on the system to improve: Plan (define objectives, success criteria, contingencies), Do (execution), Check (analyse result against initial objectives and success criteria), Act (adjust).
Also known as the Deming Cycle, this is a useful tool for improving any work processes, problems and quality issues. It incorporates quality tools such as Fishbone diagram, Checksheet, Pareto Chart, Histogram, Stratification, Control Chart, and Scatter Diagram
The Homogeneity of DMAIC & ADKAR Change Management Methodologies
From a high level the key difference between the two change management methodologies is among the focus of change. The DMAIC methodology’s focus of change is among process/product whereas the ADKAR methodology’s focus of change is among organization/people. Rick McCormick of the Change Management Learning Center explains ADKAR by aligning it with DMAIC.
Project leaders build awareness (ADKAR) of the change by defining (DMAIC) what that change is and who will implement it. Desire (ADKAR) must be felt and embraced by those who will be affected by the change so that inputs and outputs can be measured (DMAIC). For change to be off to a good start, leaders must possess the knowledge (ADKAR) necessary for successful implementation, but this requires an analysis (DMAIC) of factual data. Going hand in hand with analysis is the ability (ADKAR) to deploy the right measures so that the desired improvement (DMAIC) can be sustained. To complete the process, the change must be reinforced (ADKAR) where standard operating procedures and training manuals will serve to control (DMAIC) aspects and consequences of the change.
PDCA stands for Plan-Do-Check-Act. It can also stand for Plan-Do-Check-Adjust or Plan-Do-Study-Act.
Plan: Plan or outline a problem. Create a process improvement plan.
Do: Do or apply countermeasure to address root cause. Execute a process improvement plan.
Check: Check or assess if the problem is fixed. Inspect feedback and adjust the plan accordingly.
Act: Adjust or fine tune the fix. Integrate a process improvement plan into the system.
https://goleansixsigma.com/lean-six-sigma-pdca-infographic/
https://goleansixsigma.com/pdca-pdsa/
Webinar - Using six sigma tools to analyze ehs performance metricsProcessMAP Corporation
This interactive webinar will give you insights on:
1. Understanding the importance of having an EHS MIS to capture vital EHS data.
2. Analyzing the data to see if your changes are achieving results.
3. The importance of being “graphical” when reporting upwards in your organization.
4. Analyzing the data to predict when you may be out of compliance.
5. Learning four key Six Sigma quality tools to help analyze your EHS data.
And more….
The DMAIC Process is a process in which we first Define the problem then we measure the same problem then in the third step we analyze the problem. In the fourth step we try to improve the process and at the fifth step we try to control the limits or the process we want to imporve.
You can also read more at https://industrialdocs.blogspot.com
Sig sigma - process interventions - Organizational Change and Development -...manumelwin
Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service.
Also known as the Deming Cycle, this is a useful tool for improving any work processes, problems and quality issues. It incorporates quality tools such as Fishbone diagram, Checksheet, Pareto Chart, Histogram, Stratification, Control Chart, and Scatter Diagram
The Homogeneity of DMAIC & ADKAR Change Management Methodologies
From a high level the key difference between the two change management methodologies is among the focus of change. The DMAIC methodology’s focus of change is among process/product whereas the ADKAR methodology’s focus of change is among organization/people. Rick McCormick of the Change Management Learning Center explains ADKAR by aligning it with DMAIC.
Project leaders build awareness (ADKAR) of the change by defining (DMAIC) what that change is and who will implement it. Desire (ADKAR) must be felt and embraced by those who will be affected by the change so that inputs and outputs can be measured (DMAIC). For change to be off to a good start, leaders must possess the knowledge (ADKAR) necessary for successful implementation, but this requires an analysis (DMAIC) of factual data. Going hand in hand with analysis is the ability (ADKAR) to deploy the right measures so that the desired improvement (DMAIC) can be sustained. To complete the process, the change must be reinforced (ADKAR) where standard operating procedures and training manuals will serve to control (DMAIC) aspects and consequences of the change.
PDCA stands for Plan-Do-Check-Act. It can also stand for Plan-Do-Check-Adjust or Plan-Do-Study-Act.
Plan: Plan or outline a problem. Create a process improvement plan.
Do: Do or apply countermeasure to address root cause. Execute a process improvement plan.
Check: Check or assess if the problem is fixed. Inspect feedback and adjust the plan accordingly.
Act: Adjust or fine tune the fix. Integrate a process improvement plan into the system.
https://goleansixsigma.com/lean-six-sigma-pdca-infographic/
https://goleansixsigma.com/pdca-pdsa/
Webinar - Using six sigma tools to analyze ehs performance metricsProcessMAP Corporation
This interactive webinar will give you insights on:
1. Understanding the importance of having an EHS MIS to capture vital EHS data.
2. Analyzing the data to see if your changes are achieving results.
3. The importance of being “graphical” when reporting upwards in your organization.
4. Analyzing the data to predict when you may be out of compliance.
5. Learning four key Six Sigma quality tools to help analyze your EHS data.
And more….
The DMAIC Process is a process in which we first Define the problem then we measure the same problem then in the third step we analyze the problem. In the fourth step we try to improve the process and at the fifth step we try to control the limits or the process we want to imporve.
You can also read more at https://industrialdocs.blogspot.com
Sig sigma - process interventions - Organizational Change and Development -...manumelwin
Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service.
n every interview , the interviewer basically ask about six sigma and importance of it, You can search Google and understand the purpose of six sigma , definition of six sigma but you stuck while talking about DMAIC, primarily when interviewer ask in which phase what tool to be used. Here We go to simplify your all questions.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Lean Six sigma Black Belt Training Part 6Lean Insight
Lean-insight.com is providing lean six sigma training for both black belt and green belts.
For Bangalore training centre you can visit: http://lean-insight.com/six-sigma-training-bangalore/
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. Objectives
Create structured problem solving processes
Everyone can understand the process with training
Processes can be consistent from project to project
Processes will be effective at solving problems
Processes will be learning and teaching tools.
Communicate
The processes will require a performance piece to insure that
the team is able to communicate the improvements to others.
3. Problem Solving Tools
Scorecard A3: A tool to guide problem solving, performance and presentation
Greenbelt Project: A quality improvement tool to focus on a single problem with less than
$100,000 in quality cost.
Black Belt Project: A quality improvement tool to focus on a single problem with more than
$100,000 in quality cost.
8-D: A quality presentation tool used when there has been an escape of poor product to a customer or
a missed contract delivery. Can apply all of the above tools with the important addition of containment.
Lean Tools: Using the tools in the lean tool box to attack waste in the operations.
Management Review: Management Review is required when the system has failed.
Management has failed to foresee risk. Requires senior managers to perform the system analysis and to
control the improvement process.
4. Problem Solving
Development of Scorecard A3 Method
Integrate the following three methods.
PDSA Cycle --- Plan Do Study Act
DMAIC – Define Measure Analyze Improve Control
RSVP Cycle – Resources Scores Valu-action Performance
5. Problem Solving
Plan Do Study Act Cycle
Deming- Cycle
Classic problem solving process cycle.
Developed by W.Edwards Deming in the late 1930’s
Establishes the core idea of identifying the problem, making a
a plan, testing, studying the result and acting on the result.
DMAIC
Define Measure Analyze Improve Control
Basic Six Sigma process model.
Similar approach to PDSA cycle
DMAIC lays out more of detailed checklist to assist less
knowledgeable and disciplined users.
6. RSVP Cycle
– Resources Scores Valu-action Performance
Lawrence Halprin: Creative Processes in the Human Environment;
The RSVP Cycles. 1969.
Focus is on human input to the creative process. Introduces the
concept of Scores, Valu-Action and Performance which are new to industrial
operations improvement.
Scores--- Planning Scores--- Think musical score. What is our plan to
execute this project. Integrate resources, events and time into a graphic
display.
Scores---Performance Score-- How did we do our plan. Think the final
score in a baseball game as well as the symbols for each event on the
scorecard.
Value-Action---Did we create new value? What actions did we use to do
this.
Performance--- Each individual has a performance role during the
execution of the Score.
Performance--- Present the final “Score” of the process. How much new
value did we create, .
