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through the Black Belt with success!!

By on December 20, 2012 in General, Lean Six Sigma, Uncategorized

After another 10 Hot Meals (and they where tough to get through), deeper studies in the Lean & Six Sigma Methodology, a few new tools and lot of practical exercise of the knowlage in a case study (with late night work). I’m proud to let you know that both Ole and I manage to take us through the Black Belt with success!!

A lot of thanks to Karen and Jörn (Jürg, Steve, Björn….and all the other names we put on you!  😉 )  for the time you invested in us to take us through the material.

I’m pleased to have had the oppertunity to meet you all and to get to know you. Would be delighted to hear from you in your future adventures, and perhaps we meet again!

 

Daniel Harvig

PS. Ole, a short version with less English words. 10 Hot Meals more! Hard work! Passed the Exam!  Se you some day!  😉

a lot easier to move "stones"

By on December 9, 2012 in Lean Six Sigma, Uncategorized

it was a great pleasure to attend your course.

 

Thanks for your offer for help. If I get the opportunity I will contact you.

Help and friends are always welcome. It makes it a lot easier to move “stones”.

Hopefully see you again.

Edwin Wagner
Software Configuration Manager – CASSIDIAN, an EADS Company
Configuration Management –  Manching – Germany

GB’s in undertaking their individual projects.

By on October 19, 2012 in Lean Six Sigma, Uncategorized

Dear Yong,

 

Thanks for sending the pictures of the course through to us.

I thoroughly enjoyed the course and have taken the LSS deployment  to my organisation, At the NHS they have agreed to go ahead with it.

 

I am currently writing the business case for the projects to come and I will also deliver the actual LSS GB training, with my role also then being to mentor the GB’s in undertaking their individual projects.

Thx for everything

Kind Regards

 

Samantha Allen

Frimley Park Hospital NHS Foundation Trust

Lean Product Development Model

By on April 18, 2012 in General, Uncategorized

Lean Process principles

1 Focus on what the Customer Values Product (processes to assess Value vs Customer requirement, starting from clear definition of Customer requirements) Process (Plateau & Phases)

2 Front load Development & explore thoroughly alternative solutions (max. design space) Early Development phase (time allocation, budget allocation, expert teams {rotating}) Structure compliance with Quality gates don’t reopen previous decisions. Simulation more rigorous, modeling, verification of design robustness, design reviews {multi company & multi function}, trade off curves for design alternatives including risk & opportunity assessments

3 Leveled Product Development process flow VSM, 7 wastes, multi-programs resources (planning & Mgt integrated with scheduled milestones, top to bottom & across functional interdependences)

4 Rigorous standardization Design guidelines & standards Catalogues (standards owners) & supporting data, Experts network => transfer of knowledge, lessons learned => design standards… software modular components

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Role of a Lean Six Sigma Master Black Belt

By on March 19, 2012 in Lean Six Sigma, Uncategorized

Role of a Lean Six Sigma Master Black Belt

  • Training, mentoring and coaching everyone in the organization who is involved in Six Sigma.
  • Raising the level of organizational competency with respect to Six Sigma.
  • Being the highest level of technical expertise regarding Six Sigma in the organization.
  • Developing and conducting training sessions.
  • Transferring lessons learned.
  • Assisting upper management to drive change.
  • Leading large and complex projects.
  • Fostering an organizational culture of continuous improvement.

 Who should attend?

      • The Six Sigma Master Black Belt program is intended for outstanding individuals who have the aptitude and desire to master the complexities of the training program and fulfill the role of the Master Black Belt.

Course Prerequisites

Candidates for the Lean Six Sigma Master Black Belt certificate must be previously certified as a Lean Six Sigma Black Belt prior to enrolling for this course, or must complete the Key Performance Lean Six Sigma Black Belt training program prior to enrolling in this course.  Candidates should have college level math skills and are required to utilize statistical analysis software.

Candidates must have been certified as a Black Belt for at least six months and must have completed at least two projects as a certified Black Belt prior to enrolling in the Master Black Belt program.

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Lean Six Sigma and the European economy long term.

By on March 7, 2012 in Lean Six Sigma, Uncategorized

Measurements for Lean Six Sigma project dealing with FTE’s; i.e. labour productivity is measured as real output per hour worked. Multifactor productivity, a broader measure of efficiency, is measured as real output per unit of combined inputs (capital, labour, etc). In essence, this is the efficiency of all or your factors of production.

Progress in productivity constitutes a significant source of increased standard of living. In the long run, increases in real hourly earnings are tied to productivity gains. The European economy has been able to produce more goods and services over time, not by requiring a proportional increase of resources such as labour, but by making production more efficient. The overall performance of any company, operating in any industry, is comprised of at least seven key criteria:

  • effectiveness
  • efficiency
  • innovation
  • productivity
  • profitability
  • quality
  • quality of work life
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Does Europe have an enough young and growing population? Will that be enough to address the productivity gaps?

By on November 15, 2011 in General, Uncategorized

Europe’s population is aging. More and more workers, especially the Baby Boomers, are or will be approaching retirement age in the very near future. When this group of workers begins to leave the labour force, it will place great demands on the existing workforce and on the economy as a whole.

Europeans relocating from other parts of the continent or immigration will not address the full shortage of workers in the European economy. In order to successfully meet the challenges of the demographic shift and the high demands of today’s employers, we need to tackle the labour issue from both the supply and demand sides of the equation.

It is important to understand that all companies compete in a global market place and, more often then not, are competing with companies with a greater cost advantage. To ensure European companies are able to sustain themselves, they must look at how they can improve operational efficiencies to maintain their competitive advantage.

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