Six Sigma is a fact and data based approach to problem solving. After we have defined a gap in performance and have collected data about the performance of a process, we need to analyze the data to find the root cause or causes of the problem. Data stratification is a tool that we can use […]
Yearly Archives: 2014
Nothing warms a PM’s heart more than motivated volunteers. That’s what I call stakeholders who do not have “power to impose”, but have lots of “interest to take action”. They want to be involved, be in the loop, and make a difference. The PM, then, must: Channel that enthusiasm quickly and constructively. Otherwise, the Builders […]
In the PMBOK’ s Power-Interest grid, the stakeholder with “Power to impose”, but without “Interest to take action” is called the “Knight”. As long as the project it moving well, and his interests are being preserved, the Knights are content and passive. Knights are neither friends nor foes. They are busy in court playing […]
One of the most powerful ways to improve business performance is combining business process management (BPM) strategies with Six Sigma strategies. BPM strategies emphasize process improvements and automation to drive performance, while Six Sigma uses statistical analysis to drive quality improvements. The two strategies are not mutually exclusive, however, and some savvy companies have discovered […]
PMI’s new knowledge area: Stakeholder Management, was created for a good reason; Stakeholders make or break the project. Their perceptions drive their decisions. Their involvement or lack therefore, is a detriment or a help to the PM. In this article, I will focus on the Hi Power, Hi Interest stakeholder based on the PMBOK’ s […]
A clear understanding of the difference between discrete and continuous data is critical to the success of any Six Sigma practitioner. The decision about which statistical test is appropriate under a specific set of circumstances very often depends on whether the underlying data is discrete or continuous. Discrete data are also referred to as attribute […]
Six Sigma is a problem solving approach that is based on facts and data. It is imperative that we gather facts and data that can be relied on for making decisions about what to change and what to change to. The devices that are used to measure and the way that people collect data are […]
The ability to solve complicated business problems quickly is more important than ever in today’s economy. From the time we’re little kids, we’re taught to solve problems by trial and error. That’s fine if the problem is as simple as a burned out light bulb. When the issue is a muddle of business, technical and […]
Many students begin their study of Six Sigma with the idea in mind that an organization must implement Six Sigma in an “all or nothing” fashion. While that is one possible approach, it is certainly not the only one. In their book What is Six Sigma? authors Pete Pande and Larry Holpp suggest three possible […]
Lean Six Sigma (LSS) has been a case study on how to successfully rebrand and make famous, existing process improvement techniques. LSS is the conglomeration of Lean Manufacturing, Statistical Process Control, Deming’s Plan-Do-Check-Act cycle, and some project management. LSS was made famous in the business world in the ‘90’s by Jack Welch, the CEO of […]