All Features
Eric Clower
In July of 2008, I stepped out of an engineering leadership role and into an operational role. The transition was exciting and overwhelming. While I had been in and around manufacturing for a little more than a decade, I had never operated as a part of supply chain or production management. The…
Tim McMahon
A management system is the framework of processes and procedures used to ensure that an organization can fulfill all tasks required to achieve its objectives. A lean management system consists of the discipline, daily practices, and tools that you need to establish and maintain a persistent,…
Steve Moore
The following words of an anonymous poet as he (or she) immortalized the lessons from Deming’s funnel experiment.
“Tamper, tamper is the game, try to make all the same. Squeak and tweak it every day, off we go to the Milky Way.”
—Anonymous
I offer a corollary that may help…
R. Eric Reidenbach Ph.D.
“Our corporate mission is to deliver the ‘Best Value in Energy and Related Services,’” according to a large Midwestern electric and gas utility company. This is a mission statement, which after a minor modification (just change the industry), could be posted on any boardroom wall and inserted into…
Georgia Institute of Technology
The cross-functional team at Piedmont Newnan was made up of employees that deal with the process daily. For this process improvement project, they focused on case carts, which are used for pulling together all supplies needed for surgical procedures.
Pam Murphy, a…
H. James Harrington
With the onset of Six Sigma methodology, many organizations have spent large sums of money to make all of their products and processes as close to six sigma as they can. I agree that the higher the level of sigma value, the better the quality of the output is if it’s not screened. But is that the…
Donald J. Wheeler
In the 1940s the War Production Board trained approximately 50,000 individuals in how to use process behavior charts (also known as control charts). At that time the computations were done by hand, and the emphasis was on making things as easy as possible for those doing these computations. As a…
James Wells
How many times has this happened to you? You’re leading a Six Sigma project on a transactional process of some kind, something not directly tied to manufacturing or measurement of product quality. You get to the measure phase of your Six Sigma project and struggle to figure out how to satisfy the…
Knowledge at Wharton
Toyota’s legendary lean processes didn’t come out of nowhere. They were forged by the fire of urgency in post-World War II Japan when resources were scarce. Toyota innovated—and continued to innovate. Today, the Toyota Production System is the most respected manufacturing and inventory control…
R. Eric Reidenbach Ph.D.
One of my clients, a wireless business-to-business (B2B) telecom company, was experiencing a significant problem in their call center. They were absolutely inundated with calls—most of them problems. They were spending a significant amount of money trying to manage the call center—adding new call…
Knowledge at Wharton
In 2008, the University of North Carolina (UNC) Health Care System faced a challenge: Length of stay per patient at this major nonprofit health system and academic medical center was longer than it needed to be. If administrators could figure out how to cut the length of stay by an average of just…
Steven Ouellette
In the past couple of articles, we have been having fun together testing whether a measurement device is usable for the crazy purpose of determining if we are actually making product in or out of specification. Last month, we performed a measurement systems analysis (MSA) “potential study” using a…
Barbara A. Cleary
What is known as “point mentality” is a knee-jerk response to what appears to be a problem. We may learn this when we take our child’s temperature and find that it’s high; we are inclined to do something right away—give ibuprofen, orange juice, and bed rest—rather than waiting to see if this is a…
Jon Miller
Editor's note: At the time this interview was published by Gemba Research LLC, Toyota hadn't announced a fix to the sticky accelerator issue that caused the company to recall approximately 2.3 million select vehicles. On Feb. 1, the company announced that its engineers have developed a solution…
Donald J. Wheeler
In my column of Jan. 7, “The Right and Wrong Ways of Computing Limits,” I looked at the problems in computing limits for average charts. This column will consider the right and wrong ways of computing limits for charts for individual values. As before, a data set will be given that you can use to…
Tom Pyzdek
While we work to improve quality and efficiency, our leaders manage our organizations into oblivion. Literally. Something is terribly wrong. Leaders of major corporations in virtually all industries do things that cause them to, either accidentally or deliberately, destroy billions of dollars in…
Steve Moore
The purpose of this article is to give you an appreciation of the Quincunx as an educational tool for teaching some of the theory behind the tools and concepts of so-called modern quality management. The Quincunx is often seen in the possession of organizations practicing in-house education of…
The Un-Comfort Zone With Robert Wilson
In the early 1970s I was a young teenager who was completely caught up in the Zeitgeist. I admired the long-haired rebels and radicals who were engaged in protesting the establishment and developing the counter-culture. I didn’t really know what any of that meant, but to me it was all about…
Steven Ouellette
If you can’t trust your measurement system, you can’t do anything with the data it generates. Last month, in “ Letting You In On a Little Secret,” we talked about the purpose of measurement system analysis (MSA) and I gave you a neat spreadsheet that will do MSA for you, as well as some data (…
H. James Harrington
In the first column of this three-part series, I reviewed an interview that was conducted in 1988 with F. James McDonald, president of General Motors. In this interview he explained what GM was doing to improve quality and customer satisfaction. Typical activities that GM was involved in during…
Donald J. Wheeler
Today virtually everyone uses software to create process behavior charts, yet the available software is notoriously unreliable in terms of the way the limits are computed. This column will explain and illustrate the difference between the correct and some of the incorrect ways of computing three-…
H. James Harrington
The world is changing so fast today that it is almost impossible to keep up with the latest trends in your own profession. If you are not spending at least two hours per day updating yourself in your chosen profession, you probably are behind the current state of the art. It has been estimated that…
Mike Micklewright
Can you imagine producing products with a tremendous amount of variation? I’m sure many of you know this all too well. I mean, here you’re trying to produce the same products, trying to ensure consistency, and many of the products you produce have different shades of color, many function…
Steven Wachs
The purpose of using control charts is to regularly monitor a process so that significant process changes may be detected. These process changes may be a shift in the process average (X-bar) or a change in the amount of variation in the process. The variation observed when the process is operating…
Knowledge at Wharton
The financial services sector has been a laggard in adopting lean tools and practices, perhaps because of their manufacturing origins. But those attitudes are slowly changing. As more banks discover the benefits of lean operations—such as lower costs, fewer errors, faster cycle times and far…
