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Surely everyone knows that process improvement has changed dramatically over the last 20 years, and certainly there are generational differences in the practitioners then and now. The first post in this series, The Next Generation of Lean Six Sigma (Part 1): Then and Now, was about the generational shifts in process improvement. This blog highlights those shifts through the eyes

Have you ever worked with individuals named Everybody, Somebody, Anybody and Nobody? I have. Here is how the story unfolds. “There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody could

The DMAIC problem-solving method may seem like a stranger to the A3 but they actually make a great pair. This continuous improvement combo brings much-needed clarity to Kaizen Events, Projects or any process opportunity. But first, a bit of background. We all may know DMAIC as it was born from the Scientific Method and the creation of Six Sigma back in the 1980’s at Motorola. DMAIC

Growing up in the 1980s and 90s, somebody I always looked up to—and still do today—is Michael Jordan. It wasn’t the fact that he helped his team win 6 NBA titles or that he averaged 30 points a game or even that he followed up his playing career with a second act as a smart businessman. It’s the fact that

I recently spoke at Lean Frontier’s Lean Leadership Week Summit, which focused on lean people development and lean accounting. This summit traditionally attracts a lot of HR professionals working in organizations undergoing a lean journey. During a concurrent session, I shared some of the ways that I’ve exercised with clients to engage HR early in the lean people development strategy.

More and more leaders are using Lean Six Sigma to achieve their goals. From Government to the Fortune 500 and every industry in between, they’re all realizing the potential of this practical problem-solving methodology.

Today’s economy makes job hunting more competitive than ever. Every year, roughly 3.8 million college students graduate and begin applying for jobs. Will you stand out from the crowd and get hired? The average job posting gets 250 applicants. Out of that pool, about 5 will get interviewed and only 1 will get hired (Glassdoor.com). That means for every job

Process improvement has changed dramatically over the last 20 years—but how? For one, there are generational shifts in the practitioners. We’ll provide a glimpse of those shifts through the eyes of two certified Black Belts—Dodd Starbird and James Starbird—who also happen to be father and son. Today, Dodd and James are colleagues at Implementation Partners LLC, a consulting company that

As a Lean practitioner, I often hear and see teams struggle to identify the need to improve. Sometimes employees flat out say “we don’t have any problems” or “we are already Lean.” There might be observable indicators such as Performance Boards continuously showing “on-track” statuses or outdated Standard Work. These are all signs of deeper process issues to uncover before

Question: How big is the problem? Answer: We don’t know. This is how my initial conversation with one nonprofit organization began recently. They use a database to track all consumer encounters. Similar to an electronic medical record, the database keeps track of consumer interactions and treatment plans. It also connects to payroll and tracks time spent on individual projects and

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