ISM CPSM Certification Now More Inclusive!

Posted on April 18, 2013 by David - LeanPlanet.org

Fastjob.org

Great news ISM (Institute of Supply Management) has expanded their CPSM (Certified Professional in Supply Management) certification to be more inclusive while also discontinuing the CSM (Certified in Supply Management).

I applaud these moves by ISM, it reflects their willingness to adapt and change as required. This is win for the average professional and that is what this blog is about!

The requirements for CPSM at time of writing are below.

  • Three years of full-time, professional supply management experience (nonclerical, nonsupport) with a bachelor’s degree from regionally accredited institution or international equivalent

OR

  • Five years of full-time, professional supply management experience (nonclerical, nonsupport) without a qualified bachelor’s degree

AND

  • Successfully pass three CPSM® Exams, OR, if you are a C.P.M. in good standing, pass the Bridge Exam

I’m a huge proponent of professional certifications.  Dollar for dollar these are a great bargain for boosting your credentials and credibility. Education to use for your employer networking for you the individual it’s one of the few remaining win-win situations in the workforce.

With that I believe it was huge mistake for ISM to create two tiered certification process with the primary distinction being an educational prerequisite.  This left out in the cold many low, mid and even high level professionals that have decades of experience.

I’ve found that professional certifications are the most beneficial to non-degreed individuals.  They are an added distinction for those with degrees. If the certification highlights the fact your non-degreed than it’s a professional buzz kill. This is the reason I never recommend the CSM certification to professionals.

When ISM originally created CPSM designation without a pathway for non-degreed professionals it diminished CSM destination almost immediately. Carrying the CSM certification just screamed “I don’t have a degree” to colleague’s and coworkers in the profession.  I’m sure that wasn’t ISM’s intent nor was it to make CPSM an elitist professional certification.

What’s slightly disheartening is that ISM needed research from outside consultants to make a change. Also ISM needs to slow all the designation changes there beginning to feel gimmicky e.g. CPM. Has the organization become too academic and lost touch with the rank and file in the supply profession.  I’m willing to give them the benefit of the doubt, everyone slips now and again, remember new formula Coke!

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Is TPS Evolving?

Posted on April 15, 2013 by David - LeanPlanet.org

Fast job!I read an article recently that piques my interest.

In a March 15th article entitled “What after lean?”  Abe Eshkenazi Chief Operating Officer of APICS discussed what could be some important changes soon at Toyota. These changes could expand Toyota’s thinking beyond the TPS (Toyota Production System) and into other areas.

According to the article…

“The Toyota Motor Corporation is making some big changes, especially across its North and South American affiliate companies. Among these changes, the company announced a new head of North American operations, a new board chair, and a new board member.”

Also mentioned in article was an issue Toyota faced that may have contributed to the upcoming changes.

“These changes come at a time when Toyota still is recovering from a series of recalls that began in 2009 and were related to an acceleration problem. According to the Los Angeles Times, the company paid $1.1 billion in class-action settlements and $29 million to 29 US states because of the incidents.”

I have always argued that companies that blindly follow Toyota like a religion will always be behind them.  Only time will tell exactly what changes will be made at Toyota but it’s obvious they are a truly evolving organization.

There was speculation in the article that movement might be towards S&OP (Sales and Operation Planning). This would be great; I believe Toyota would do it correctly rather than the lip service of many other organizations. Toyota appears to be the Rand McNally of operational practices so the clones will just wait for the map to be published.

Any modification or shift from the Toyota production system would be quite impressive. While other companies steadfastly cling to their interpretation of TPS, the real Toyota is in a state of perpetual forward evolution. Thus again my premise that Toyota clones will never lead the marketplace if their model is simply to follow Toyota.

While I’m a big fan and have utmost respect for Toyota, I’m anxious to see who will be the Steve Jobs of manufacturing. A lean soldier who will not be intimidated an actually try to surpass the TPS not just emulate, replicate or clone.

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What is the Difference between Rework v Repair?

Posted on March 21, 2013 by David - LeanPlanet.org

fastThere is much discussion and confusion regarding the difference between rework and repair in a manufacturing environment. This is due to so many industry specifications.

These specifications are rarely written in simple English and are full of jargon and legalese.

I’ve Googled this subject and found an enormous array of answers. From my experience the difference between rework v repairs is much simpler than anything I’ve read online. Naturally you must research your particular situation when in doubt simply ask auditors.

Let me share my simple definition of rework v repair.

Rework – Bringing a non-conforming part back into conformance by simply reprocessing a prior sequence.

Repair – Bringing a non-conforming part back into conformance using methods outside the original process.

Simple Router

10. Pull widget blank from stock.

15. Drill   .015 – .020 diameter lock ring hole using G9746 press.

20. Clean

25. In process inspect

30. Heat Treat (Harden)

35. Final Inspect

40. Stock

Let’s review two scenarios of non-conformance.

Rework Example

Drilled hole found to be .005 undersize at sequence 25 the in process inspection. Engineer determined worn or wrong size drill was the root cause. The rework simply involves changing drill bit and reprocessing sequence 15 and continue router from that point.

This is considered rework because you simply redoing a process correctly.

Repair Example

Drilled hole found to be .005 undersize at sequence 35 final inspection. Engineer again determined worn or wrong size drill was the root cause. However this time the part was found in a hardened state. Engineer must repair by adding sequence not on the original router.

Before reprocessing sequence 25 the Engineer must soften material using the thermal process called annealing.

Because there was a new process introduced it would be considered a repair.

This simple explanation will fit the machining process the best. Each industry and situation has its own nuanced definition of rework v repair so be sure to know yours. Use my definition as a talking point to begin the conversation.

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Explain it with IQR !

Posted on January 20, 2013 by David - LeanPlanet.org

Fast JobAre you constantly tasked to reduce inventory? Having difficulty explaining proper inventory levels to higher ups that only see dollars? Is it to the point whereas you’re reducing the good inventory along with the bad? It’s time to adopt Inventory Quality Ratio (IQR) approach to your inventory management toolbox.

Inventory Quality Ratio is a very effective tool that properly classifies inventory into strategic categories which aid in focused inventory reduction activities. In other words it separates good (needed moving) from bad (obsolete and slow moving) inventory. It will allow inventory managers to explain what inventory is doing not just how much it’s worth, which alone mean very little.

Compare this to the correlation of Accounting and Finance. These fields complement one another; just know the result of one without the other dilutes the results. Accounting tells you were the money is at while finance tells you what it’s doing. Think of Inventory Quality Ratio as the finance quotient of your inventory management.

Used in conjunction with inventory turns and COGS tools you should have all the needed weapons in your inventory toolbox.

This is how IQR works.

  1. Divide your inventory into four quality categories.
    1. Active- Items with future requirements and current usage.
    2. Slow Moving- Items with future requirements but no usage for 6 months.
    3. Excess – Items with no demand and no usage for 6 months.
    4. Obsolete – Items with no demand and no usage 12 months.

Using your current ERP system find the dollar amount for each category. A perfect IQR would be 100% however most manufacturing companies start around 40-45% range. IQR will allow you to drill down to the specific item and update order policies if needed.

IQR is quite simply is the percentage of your active inventory.

This is an excellent tool separate good inventory from bad. Looking at total inventory dollars alone doesn’t tell the full story. Plus this is actually a detriment as declining orders or market share would actually be a plus in companies where inventory dollars alone are measured.

Below is an example of two warehouses with 200K of inventory. IQR clearly identifies, which warehouse has better managed inventory and where to look for reductions.

Warehouse 1
Active Inventory – 80K (40%)
Slow Moving Inventory – 30K (15%)
No Moving Inventory – 35K (17.5%)
Obsolete Inventory – 55K (27.5%)
Total Inventory- 200K
IQR Percentage: – 40%

Warehouse 2
Active Inventory – 75K (37.5%)
Slow Moving Inventory – 45K (22.5%)
No Moving Inventory – 60K (30%)
Obsolete Inventory – 20K (10%)
Total Inventory –200K
IQR Percentage: – 37.5%

IQR again is simply the percentage of active inventory in the total. While it’s clear Warehouse 1 has more active inventory they clearly need to work on removing the obsolete inventory. Warehouse 1 for instance may take more discrete orders which generally generates (production overrun) obsolete inventory.

Warehouse B possibly needs to start monitoring “No Moving” inventory levels more closely now to reduce the amount that falls into obsolete.

Reading tea leafs with IQR in place becomes a much simpler process.

Additionally each month lean practitioners should look for trends in each category to determine if your organization is on correct path.

As demonstrated IQR (Inventory Quality Ratio) is a powerful tool that allows you to not only monitor inventory but also explain it!

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Human Designed ERP Systems – Fantasy?

Posted on January 8, 2013 by David - LeanPlanet.org

Fast JobWhile watching 60 minutes this week there was a segment that caught my attention. It was about IDEO incorporated. IDEO incorporates human design into business. Founder and CEO David Kelly have created thousands of breakthrough inventions. One of the more notable is the computer mouse.

David Kelly mentioned how his company enhances software using the human design technique. They have observers sit with software users and every grimace becomes an opportunity for improvement. After hearing this I quickly began to fantasize about this happening in organizations that I have observed.

While society has made massive gains in productivity due to software advancements organizations still cling to clunky slow and complex ERP systems.

At the click of a button we pay bills, collect payments, order merchandise, perform price checks and look up product reviews. Even more astounding this can be done anytime or anywhere via smartphone. There are hundreds of thousands apps for your phone, games, calculators, calendars you name it! Everyday new applications are being added.

Knowing all this is available excuse me for wanting more out ERP systems. Based on current technologies today some ERP systems are simply huge boondoggles of inefficiencies.

The marketplace in all other areas of software is becoming much more scalable and interactive. Scottrade brokerage, Quicken and TurboTax are all linked to provide user seamless integration. Compare that to many ERP systems that still require manual entry of customer forecasts rather than creating seamless automatic solution which would save time, money and reduces errors.

A typical ERP user must stumble through multiple menus, down select filter then export to a spreadsheet to obtain simple information such as a shipping report. This is definitely not the least waste way; we can do must better.

Ask yourself (no one else will)…

How quickly can you get this information from ERP system?

Future Shipments

Past Shipments

Bill of materials plus stocking levels

Gantt Charts

Production Plan to Sales Plan Comparison

Produce I.Q.R. Reports (Inventory Quality Ratio)

How about forecasts?

Do you enter by hand or does customer EDI upload automatically

Once entered do you need to smooth by hand or can computer assist?

(After all it’s simply mathematics)

How fast can you find and identify exceptions?

Over draws

Under draws

Aging work orders

Scrap

Unplanned Withdrawals

Typical Scratch your head issues …

While releasing a work order software states “parts missing” but doesn’t tell you which ones. User now needs to perform addition navigation to find out. Wouldn’t it be intuitive to list the missing parts automatically when message is generated?  From there easily (in same screen) navigate to part status, which is the next intuitive step. This is the type of human design I fantasize.

Do you spend time exporting raw data into excel spreadsheets because there are no suitable standard reports to suit your needs. In this 21st century we should have the will and technology to create multiple “canned” reports. Another fantasy?

We spend millions in the manufacturing plant for state of the art machines and solutions. On the other hand ERP systems are allowed to lag decades behind the technological curve. This is costing millions in productivity but hidden in the indirect cost bucket. Most systems don’t need to be replaced simply tweaked to the human factor.

Next continuous improvement event consider staying in the office, give the shop a break.  Events to streamline an improve ERP usage are rare. ERP always seems to be above the continuous improvement radar for some reason. We cannot continue to optimize the shop processes while we continue to ignore and work around the issues and limitations of our ERP software.

You’ll be surprised how much low hanging fruit you will find.

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Toyota Production System Quick Review

Posted on December 31, 2012 by David - LeanPlanet.org

Fastjob.orgThis article is another prepare for meeting quick read for those young professionals in manufacturing. Not knowing something about the Toyota Production System while working in a manufacturing environment is akin to a baseball player not knowing “the Sultan of Swat” or “the Bambino”.

The Toyota Production System (TPS) is the holy grail of manufacturing processes in which most manufacturers try to emulate. I believe visionaries such as the late Steve Jobs would try to leap frog the process rather than emulate but that’s a post for another day.

Toyota is a multinational automaker headquartered in Japan. The world’s third largest automaker and founded in 1937 by Kiichiro Toyoda.

Toyota is famous for the development of the Toyota Production System (TPS). If you’re new to manufacturing than its very important you have some basic knowledge of this program. As you’re probably aware Henry Ford revolutionized the manufacturing process with the assembly line and as long as you wanted a black Model T this was great. What Toyota did among other things was introduced mix model capability into the production line. In other words you can get cars with multiple features or colors coming off the same assembly line. This was done faster with less inventory and higher quality than the American style assembly line. That’s pretty friggin impressive!

Tоуоtа Prоduсtіоn Sуѕtеm (TPS), range еnсоmраѕѕеѕ all mаnаgеmеnt рhіlоѕорhу and рrасtісеѕ. In other words everyone in the organization has a substantial role to play. Rather than the boss and worker relationship the TPS system fosters more of a mentor system.

The bulk of the practices in use today were developed between 1948 and 1975. The system was original referred to as “Just in Time Manufacturing”. However just in time didn’t really encompass the entire vision for the program. Later this became the foundation of what is known as lean manufacturing.

The mаіn оbјесtіvеѕ of the Tоуоtа Prоduсtіоn Sуѕtеm is to eliminate waste (muda) and create linkage and flow throughout the entire process. Toyota identifies seven main waste categories to eliminate. Remember these there may be test later. The list below is from Wikipedia.

Transportation- Each time a product is moved it stands the risk of being damaged, lost, delayed, etc. as well as being a cost for no added value. Transportation does not make any transformation to the product that the consumer is willing to pay for.

Inventory- Inventory, be it in the form of raw materials, work-in-progress (WIP), or finished goods, represents a capital outlay that has not yet produced an income either by the producer or for the consumer. Any of these three items not being actively processed to add value is waste.

Motion -In contrast to transportation, which refers to damage to products and transaction costs associated with moving them, motion refers to the damage that the production process inflicts on the entity that creates the product, either over time (wear and tear)for equipment and repetitive stress injuries for workers) or during discrete events (accidents that damage equipment and/or injure workers).

Waiting – Whenever goods are not in transport or being processed, they are waiting. In traditional processes, a large part of an individual product’s life is spent waiting to be worked on.

Over-processing – Over-processing occurs any time more work is done on a piece than what is required by the customer. This also includes using tools that are more precise, complex, or expensive than absolutely required.

Over-production – Overproduction occurs when more products is produced than is required at that time by your customers. One common practice that leads to this muda is the production of large batches, as often consumer needs change over the long times large batches require. Overproduction is considered the worst muda because it hides and/or generates all the others. Overproduction leads to excess inventory, which then requires the expenditure of resources on storage space and preservation, activities that do not benefit the customer.

Defects - Whenever defects occur, extra costs are incurred reworking the part, rescheduling production, etc.

The inspiration for this system occurred in 1950 when a delegation from Japan toured businesses in the United States. The delegation found our manufacturing plants inefficient and wrought with too much rework and inventory. However the delegation was intrigued by how our supermarkets operated. Supermarkets turn inventory very quickly. This is done by keeping inventory levels low and having reorder points based only on consumption.

This was a ah ha moment for Japanese delegation. I prefer to think of it as “you have peanut butter on my chocolate moment”. Blending supermarket practices into manufacturing processes was a brilliant move.

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Tribal Knowledge in Lean Manufacturing

Posted on December 14, 2012 by David - LeanPlanet.org

During your usual lean implementation meetings there is a reference to “Tribal Knowledge”. Typically it’s presented with a somewhat negative connotation. General speaking tribal knowledge is defined as “collective wisdom of an organization pasted from one employee to another”. For our conversation the Six Sigma definition is better “knowledge known and past down yet undocumented”.

Not recognizing the importance of tribal knowledge is a recipe for failure when setting up flow lines. Its like mining for gold! Remove all the sand and cash in the nuggets.

Tribal knowledge is an invaluable source of information when setting up flow lines. Understanding tribal knowledge in a lean environment is similar to the decoding of body language in communication. Remember most of our communication is through nonverbal communication not the spoken word.

Similarly most thoughts and actions in a corporation are taught from the perspective of the tribe not the written word. The written word (work instructions) is rarely written with enough nuances to provide proper guidance in a constantly changing business environment.

I’ll give one universal example that most lean practitioners in a manufacturing environment can relate. Whether operating a Kanban line or straight MRP, what happens every December of each year?  That’s right we defer material receipts and slow down or empty the flow lines. Then we struggle in January to recover. This is done to make the inventory numbers look the best at year end.

This isn’t written in any work instruction and possibly contradicts many actual instruction regarding managing the ERP and Kanban systems. So if you’re prepared for this seasonal phenomenon you most likely learned it from the tribe.

When setting up a flow line always use “active listening techniques” to uncover tribal knowledge not generally known. Always ask why five times even to non-verbal actions such as rolled eyes. You might find truth in dissension or dissension in truth.

You’ll never eliminate “the tribe” just as you will never mandate a certain company culture. The secret is having the tribe in sync with the goals and strategies of your organization.

How is this done?

Begin by removing contradictions in the workplace. Have real goals not just arbitrary targets. Provide employees the tools necessary to be successful. Post and review W. Edwards Deming 12 points of removing the barriers in the pride of workmanship regularly, this is a great resource.

Remember the tribe will fill any and all voids of leadership!

Leadership is unlocking people’s potential to become better.

-Bill Bradley

If you have a lean article to share please submit it. We’re always looking for good content from guest authors. 

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Is your Lean Champion a Lean Soldier?

Posted on November 23, 2012 by David - LeanPlanet.org

For any implementation to be successful it must be driven from the top. I know this isn’t a profound statement and quite obvious, after all it’s written in every modern day leadership manual.

But think back to your lean implementation experience, what really made it successful or not. I’m sure you will find true leadership propelled success or made you persevere through failure.

So who is the executive sponsor for your lean implementation? I don’t mean an executive assigned to relay orders from the mother ship. Nor do a mean the highest ranking person in the continuous improvement department or even the company (SME) subject matter expert.

I’m referring to the executive that is part salesmen, soldier, philosopher, realist and dreamer. The one that truly drives the organization actions.  Think about the executives in your company. There is always one or two that everyone knows, good, bad or indifferent. Has their footprint all over the policies and procedures of your organization.  Then there are the others in senior management you need to get an org chart to name and a picture to identify.  So I’ll ask again, who is your champion?  Hopefully it’s not a shrinking violet or technocrat.

Let’s coin a new phrase “Lean Soldier” ….

Lean Soldier ….

  • Informal leader among the leaders (king of kings).
  • Battle for resources, practices and policies required for success.
  • Understands the business or really tries to learn.
  • Sincerely asks for help if needed.
  • Know how to say “I don’t know”.
  • Has influence and power across silos.
  • Has short term plan and long term vision.
  • Has the respect of the people.
  • Is approachable.
  • Listens from the bottom up, not just what is filtered through channels.
  • Works to create more champions.
  • Allows and expects mistakes.
  • Motivates and Inspires
  • Knows what success looks like.
    • Send me more ideals of what is a Lean Soldier!

There is a slight downside to having a lean champion or soldier in your organization. Once a lean champion moves on the void that remains is quite apparent and frustrating especially to lean practitioners. To help avoid this be sure to create as solid “Lean” steering committee that reports directly to the champion. The first order of business after your vision statement is the “creation, succession or recruiting” of future champions. If your committee won’t  report directly to the champion don’t bother even forming it.

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
John Quincy Adams

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The Illusion of Standard Work

Posted on November 10, 2012 by David - LeanPlanet.org

Standardized work is an essential lean tool for process improvement. Like the value stream-mapping process you observe and document the current practices then work to improve and standardize the process.

Each time the process is standardized that becomes the baseline for future lean events. Eventually all the low hanging fruit is gone and the necessity for more advanced tools such as six sigma come into play. This post is generally referring to the manufacturing sector.

Many organizations needlessly struggle in creation standard work. Too often the results of standard work events rely simply on illusions of gains or what I would call “David Blaine Street Magic Plan”.  Here are some of the typical pitfalls.

  • Event Mentality – From Kaizen Blitz Events to Value Stream Mapping Events they each have the dreaded management report out after the end of a short period typically one week. While not necessary to close all actions at end of event you must have “something” substantial to be considered a success. Many report out successes are simply illusions of progress for the subsequent dog and pony show . Taking four work packet operations and combining them into one (elimination of three) is simply an illusion of progress if one person cannot perform the multiple tasks simultaneously. Lean events not seriously considering other product that run through the department along with scrap and rework is simply perpetuating the illusion.
  • Not Leveraging Technology – This drives me crazy! We still rely on the written word and still photographs for work instructions. Technology is cheap let’s use it! As an example I needed to change a hard drive in a laptop last week. Simply went to YouTube and watched how it was done. Believe me a video of a Technician performing a task is much clearer than what is usually written. Hand held Video recorders can be purchased for less than $200 dollars and suitable video editing software is less the 300! Very few work instructions are read thoroughly, operators tend to rely on others for direction. However video instructions typically are reviewed repeatedly until fully understood.  The illusion that workers will faithfully refer to written work instructions can no longer be accepted.
  • Not Identifying and Factoring True Constraints – We spend time reducing set ups and improving productivity only to lose gains in inspection and other outside queues. Goldratt noted “A system of local optimums is not an optimum system.” Improved productivity within a factory at a non-constraint simply creates bottlenecks and reduces effective linkage and flow. Believing standard work will bring great gains while ignoring your constraints is what? Yes an illusion.
  • Listing Assumptions –What are your assumptions and plan to implement them! List assumptions for later review. If a plan operated below expectations review assumptions first. Below are some examples.
    • A queue time and processing time for inspection and other outside processes.
    • Reject Dispositions 24 Hours – Fail to plan for rejects you’re in the illusion zone.
    • Takt time update period I prefer monthly (each company is different).
    • Amount of workers needed and the amount of workers actually available.
    • Clarity on exactly how much inventory the plan will require.
    • Plan for the other departmental work (Capacity).

Relying on a too optimistic assumptions in regard to labor, capacity and yield are the biggest illusions to combat

As a serious lean practitioner you must work to remove illusions and replace with solid and substantial plans. Shortcuts cannot be taken in the creation of standard work. I know this doesn’t suit the Event timetables but standard work creation is a methodical process that takes time.  We must end the practice of working the events and return to working the issues. Remove the illusions and you will be on the path to robust processes and true continuous improvement.

If you have a lean article to share please submit it. We’re always looking for good content. 

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What is Six Sigma? – Quick Version

Posted on October 28, 2012 by David - LeanPlanet.org

Six Sigma is simply a quality measurement system to drive process output to near perfection or zero defects. Go figure organizations strive for perfection what a novel ideal; I can’t even get them to answer the phone. If you work in manufacturing you’ve probably heard the term. But with the immense amount of terminology, anecdotes and jargon people simply don’t bother to ask, “What exactly is six sigma?”

Six Sigma was developed by Motorola and successfully used by General Electric. Won’t go into great detail because you can always Google the history. This is a fast before I go to meeting read for the lean practitioner or anyone who needs” What is Six Sigma 101” ASAP.

The concept behind Six Sigma is actually a pretty good one. Eliminate defects in the system by reducing process variation. This can be anywhere in the value stream, welding, machining, order entry contact negotiation you name it.

A simple example everyone should relate is the lines painted on city streets. Without the lines variation of vehicle placement is increased which means higher probability of collision. Add a little paint to the street in the proper places all of a sudden the variation in traffic patterns are reduced and safety is increased significantly! Remember this point, the problem wasn’t solved but there was a tool introduced (painted lines) that significantly reduced variation in the process.

What do we mean by Sigma?

In this instance Sigma is simply the standard deviation from the mean. One sigma equals one standard deviation from mean; two sigma is two standard deviations and so on. Use chart below to look smart in your next meeting. Once you discover the process yield for instance 70%, then say with a deep confident voice, “So looks like we’re yielding around 2 sigma”.  That will surely get you some brownie points!

Six Sigma = 99.99% defect-free

Five Sigma = 99.98% defect-free

Four Sigma = 99.4% defect-free

Three Sigma = 93.3% defect-free

Two Sigma = 69.1% defect-free

One Sigma = 30.9% defect-free

If you want to go full geek on this you should know there are four levels of certification.

1.      Yellow Belt – You have working knowledge good for exercise. Knows enough to search out green or black belt when stuck.

2.      Green Belt – Typically where entry-level Six Sigma training happens not your only job but you can crunch the numbers with the best. This where companies train you then oftentimes don’t provide adequate time and resources to practice.

3.      Black Belt – Certified professional usually is assigned to Six Sigma projects exclusively. This is where swagger begins an other employees start to name drop when you agree with them.

4.      Master Black Belt – Full geek bad-ass ready for the statistical octagon. This is the highest achievable level. Add this to your Linked In profile or resume and see what happens.

Also note that Six Sigma is referred to as a Business Management System. I prefer to call it simply a lean tool. Key point to remember is that Six Sigma doesn’t solve problems. It more or less dissolves problems by reducing variation with in the process.

If you have a lean article to share please submit it. We’re always looking for good content. 

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