<?xml version='1.0' encoding='UTF-8'?><rss xmlns:atom='http://www.w3.org/2005/Atom' xmlns:openSearch='http://a9.com/-/spec/opensearchrss/1.0/' xmlns:georss='http://www.georss.org/georss' version='2.0'><channel><atom:id>tag:blogger.com,1999:blog-6706504</atom:id><lastBuildDate>Sat, 20 Mar 2010 13:48:07 +0000</lastBuildDate><title>The Sixth Sigma: Achieve Breakthrough Performance Using Six Sigma</title><description>Achieve Breakthrough Performance through Six Sigma, Lean Manufacturing, and Other Leading Management Practices that Enable Continuous Improvement.</description><link>http://www.sixthsigma.com/</link><managingEditor>noreply@blogger.com (Frank M)</managingEditor><generator>Blogger</generator><openSearch:totalResults>4177</openSearch:totalResults><openSearch:startIndex>1</openSearch:startIndex><openSearch:itemsPerPage>25</openSearch:itemsPerPage><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-5559453732638653835</guid><pubDate>Sat, 20 Mar 2010 13:47:00 +0000</pubDate><atom:updated>2010-03-20T08:48:07.347-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>kan-ban</category><category domain='http://www.blogger.com/atom/ns#'>agility</category><category domain='http://www.blogger.com/atom/ns#'>kanban</category><category domain='http://www.blogger.com/atom/ns#'>software-development</category><category domain='http://www.blogger.com/atom/ns#'>scrum</category><category domain='http://www.blogger.com/atom/ns#'>agile-software</category><title>Agile Kanban Scrum</title><atom:summary type='text'></atom:summary><link>http://www.sixthsigma.com/2010/03/agile-kanban-scrum.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-913751591854414279</guid><pubDate>Fri, 19 Mar 2010 14:31:00 +0000</pubDate><atom:updated>2010-03-19T09:44:17.920-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>automotive-lean-manufacturing</category><category domain='http://www.blogger.com/atom/ns#'>production-facility</category><category domain='http://www.blogger.com/atom/ns#'>jit</category><category domain='http://www.blogger.com/atom/ns#'>lean-manufacturing</category><category domain='http://www.blogger.com/atom/ns#'>automotive</category><category domain='http://www.blogger.com/atom/ns#'>assembly</category><category domain='http://www.blogger.com/atom/ns#'>mclaren</category><title>McLaren Auto Lean Setup for Production</title><atom:summary type='text'>McLaren Automotive launches new MP4-12C model which will be produced using a foundation of lean.  ......   "McLaren has also put a lot of effort into its production process. The U-shaped assembly line is completely open and set up for lean manufacturing and just-in-time parts delivery. "   ...Via Autoblog: McLaren Automotive supercar</atom:summary><link>http://www.sixthsigma.com/2010/03/mclaren-auto-lean-setup-for-production.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-594176907231098057</guid><pubDate>Thu, 18 Mar 2010 17:40:00 +0000</pubDate><atom:updated>2010-03-18T13:44:31.308-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>sustainability</category><category domain='http://www.blogger.com/atom/ns#'>zero-waste</category><category domain='http://www.blogger.com/atom/ns#'>sustain</category><category domain='http://www.blogger.com/atom/ns#'>business-drivers</category><category domain='http://www.blogger.com/atom/ns#'>operational-efficiency</category><category domain='http://www.blogger.com/atom/ns#'>lean-manufacturing</category><category domain='http://www.blogger.com/atom/ns#'>integrated-enterprise-excellence</category><category domain='http://www.blogger.com/atom/ns#'>carbon-footprint</category><title>Lean manufacturing supports zero carbon footprint sustainability</title><atom:summary type='text'>Furniture manufacturing leaders see sustainability and operational efficiency integrated holistically with a target of lowest possible carbon footprint.  ......   "Lean manufacturing processes taught a long time ago that sound environmental practices are not just good business but great business.  GOEMAN: Zero carbon is probably the most holistic driver of sustainability values in application, so</atom:summary><link>http://www.sixthsigma.com/2010/03/lean-manufacturing-supports-zero-carbon.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-1709412003005829960</guid><pubDate>Thu, 18 Mar 2010 00:08:00 +0000</pubDate><atom:updated>2010-03-17T19:12:14.277-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>williams-controls</category><category domain='http://www.blogger.com/atom/ns#'>facility</category><category domain='http://www.blogger.com/atom/ns#'>automotive-lean-manufacturing</category><category domain='http://www.blogger.com/atom/ns#'>lss</category><category domain='http://www.blogger.com/atom/ns#'>country-india</category><category domain='http://www.blogger.com/atom/ns#'>automotive</category><title>Williams Controls Lean India Plant</title><atom:summary type='text'>Williams Controls deploys Lean in its new Indian manufacturing site.  ......   "Patrick W. Cavanagh, Williams Controls President and Chief Executive Officer: Our new state-of-the-art manufacturing facility will employ the latest Lean Six Sigma techniques to help us better serve our Indian customers and give us the capacity needed to expand with customer demand. "   ...Via CNN: India Manufacturing</atom:summary><link>http://www.sixthsigma.com/2010/03/williams-controls-lean-india-plant.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-3344997241569561365</guid><pubDate>Tue, 16 Mar 2010 12:19:00 +0000</pubDate><atom:updated>2010-03-16T07:24:36.390-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>transportation-management</category><category domain='http://www.blogger.com/atom/ns#'>supplier-development</category><category domain='http://www.blogger.com/atom/ns#'>customer-service</category><category domain='http://www.blogger.com/atom/ns#'>software-products</category><category domain='http://www.blogger.com/atom/ns#'>process-design</category><category domain='http://www.blogger.com/atom/ns#'>linde</category><category domain='http://www.blogger.com/atom/ns#'>selection</category><title>Linde Six Sigma Selection Process</title><atom:summary type='text'>Linde using disciplined selection process to choose logistics software from Paragon Software Systems to improve the routing and scheduling of its gas deliveries driving higher customer service levels.  ......   "Martyn Stretch, Global Transport Manager for Linde's cylinder business reports that the Paragon system was chosen following an extensive Six Sigma-based selection process that scored </atom:summary><link>http://www.sixthsigma.com/2010/03/linde-six-sigma-selection-process.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-5293299911506682455</guid><pubDate>Mon, 15 Mar 2010 23:02:00 +0000</pubDate><atom:updated>2010-03-15T18:07:33.809-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>hot-work</category><category domain='http://www.blogger.com/atom/ns#'>ehs</category><category domain='http://www.blogger.com/atom/ns#'>workplace</category><category domain='http://www.blogger.com/atom/ns#'>safety</category><title>Hot Work Caution</title><atom:summary type='text'>Chemical Safety Board bulletin addresses improvements to hot work.  ......   "CSB determined the explosion resulted from welding above an 80-foot-tall storage tank that contained highly flammable hydrogen gas ... "   ...Via EHS Today: Safety Bulletin on Hot Work Hazards</atom:summary><link>http://www.sixthsigma.com/2010/03/hot-work-caution.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-8143742293310577680</guid><pubDate>Mon, 15 Mar 2010 21:35:00 +0000</pubDate><atom:updated>2010-03-15T16:39:31.059-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>medical-manufacturing</category><category domain='http://www.blogger.com/atom/ns#'>boston-scientific</category><category domain='http://www.blogger.com/atom/ns#'>fda</category><category domain='http://www.blogger.com/atom/ns#'>medical-device</category><category domain='http://www.blogger.com/atom/ns#'>process-change</category><title>Boston Scientific Manufacturing Process Change Impact</title><atom:summary type='text'>Boston Scientific, manufacturer of medical devices, experiences business impact from process changes in manufacturing.  ......   "manufacturing process changes to two of its products have not yet been approved by the Food and Drug Administration, and it would stop shipment on those items until the problem is resolved. "   ...Via Forbes: Boston Scientific</atom:summary><link>http://www.sixthsigma.com/2010/03/boston-scientific-manufacturing-process.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-4969902945746084457</guid><pubDate>Mon, 15 Mar 2010 21:22:00 +0000</pubDate><atom:updated>2010-03-15T16:22:00.143-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>healthcare-lean</category><category domain='http://www.blogger.com/atom/ns#'>process-improvement</category><category domain='http://www.blogger.com/atom/ns#'>medical-industry</category><category domain='http://www.blogger.com/atom/ns#'>hospital</category><category domain='http://www.blogger.com/atom/ns#'>healthcare</category><category domain='http://www.blogger.com/atom/ns#'>cycle-time</category><title>Hospital lean assembly line reduces cycle time</title><atom:summary type='text'>Lean manufacturing methods enable Canadian hospital to improve the emergency room cycle times.  The techniques will be applied to additional hospital in the near future.  ......   "A study just published by Dr. Ng's team suggests that adopting an assembly-line process pioneered at Toyota Motor Corp. had slashed the emergency department's lengthy wait times, results many others are hoping to match</atom:summary><link>http://www.sixthsigma.com/2010/03/hospital-lean-assembly-line-reduces.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-5654394523035400188</guid><pubDate>Mon, 15 Mar 2010 20:27:00 +0000</pubDate><atom:updated>2010-03-15T15:27:00.698-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>customer-focus</category><category domain='http://www.blogger.com/atom/ns#'>sap</category><category domain='http://www.blogger.com/atom/ns#'>erp-software</category><category domain='http://www.blogger.com/atom/ns#'>innovation</category><category domain='http://www.blogger.com/atom/ns#'>erp</category><category domain='http://www.blogger.com/atom/ns#'>accelerate</category><category domain='http://www.blogger.com/atom/ns#'>customer-value</category><category domain='http://www.blogger.com/atom/ns#'>engagement</category><title>Accelerate Innovation through Customer Involvement</title><atom:summary type='text'>SAP's co-CEO commit to increased innovation through higher levels of customer engagement and software development speed.  ......   "What we will change is to accelerate the pace of the innovation we deliver to you. We will do that by energizing our entire company to become even more open to and informed by the needs of your company. This is not a new task, as innovation has long but quietly </atom:summary><link>http://www.sixthsigma.com/2010/03/accelerate-innovation-through-customer.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-3828706887224412376</guid><pubDate>Mon, 15 Mar 2010 20:01:00 +0000</pubDate><atom:updated>2010-03-15T15:01:00.483-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>lean-software</category><category domain='http://www.blogger.com/atom/ns#'>software-development</category><title>Lean Techniques Applied to Software Development</title><atom:summary type='text'>Implementing Lean Software Development from Bluesoft on Vimeo.</atom:summary><link>http://www.sixthsigma.com/2010/03/lean-techniques-applied-to-software.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-8539731848156739739</guid><pubDate>Mon, 15 Mar 2010 19:28:00 +0000</pubDate><atom:updated>2010-03-15T14:47:07.550-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>kan-ban</category><category domain='http://www.blogger.com/atom/ns#'>mrp</category><category domain='http://www.blogger.com/atom/ns#'>kanban</category><category domain='http://www.blogger.com/atom/ns#'>cards</category><category domain='http://www.blogger.com/atom/ns#'>simplification</category><title>Kanban Index Cards Trump ERP MRP</title><atom:summary type='text'>Simple kanban solutions can prevent rework and improve process efficiency.  ......   "A simple kanban using index cards can prevent this (as opposed to that expensive computer-based MRP system you probably have). "   ...Via CONNSTEP: Kanban</atom:summary><link>http://www.sixthsigma.com/2010/03/kanban-index-cards-trump-erp-mrp.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-5552053400948196689</guid><pubDate>Mon, 15 Mar 2010 18:52:00 +0000</pubDate><atom:updated>2010-03-15T13:52:00.105-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>teams</category><category domain='http://www.blogger.com/atom/ns#'>teamwork</category><category domain='http://www.blogger.com/atom/ns#'>shopfloor</category><category domain='http://www.blogger.com/atom/ns#'>plant-floor</category><category domain='http://www.blogger.com/atom/ns#'>team-member</category><category domain='http://www.blogger.com/atom/ns#'>toyota</category><category domain='http://www.blogger.com/atom/ns#'>kaizen-blitz</category><category domain='http://www.blogger.com/atom/ns#'>toyota-kaizen</category><title>Perspectives from Toyota's Plant Floor</title><atom:summary type='text'>        ... Insights on Toyota defects from shop floor work teams.</atom:summary><link>http://www.sixthsigma.com/2010/03/perspectives-from-toyotas-plant-floor.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-3375478574591901842</guid><pubDate>Mon, 15 Mar 2010 16:47:00 +0000</pubDate><atom:updated>2010-03-15T11:51:07.445-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>intricon</category><category domain='http://www.blogger.com/atom/ns#'>lean-six-sigma</category><category domain='http://www.blogger.com/atom/ns#'>initiative</category><category domain='http://www.blogger.com/atom/ns#'>margin-improvement</category><category domain='http://www.blogger.com/atom/ns#'>facility</category><category domain='http://www.blogger.com/atom/ns#'>profit-margin</category><category domain='http://www.blogger.com/atom/ns#'>principles</category><category domain='http://www.blogger.com/atom/ns#'>lss</category><category domain='http://www.blogger.com/atom/ns#'>electronics-manufacturing</category><title>IntriCon Lean Six Sigma Gross Margin Improvement Initiatives</title><atom:summary type='text'>IntriCon reports positive results and sees margin improvement through its LSS initiative.  .......   "Sequentially, however, gross margins rose from 20.3 percent in the 2009 third quarter, and were up significantly from the 2009 first-quarter level of 18.4 percent. IntriCon continues to execute gross margin improvement initiatives, such as implementing lean Six-Sigma manufacturing principles in </atom:summary><link>http://www.sixthsigma.com/2010/03/intricon-lean-six-sigma-gross-margin.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-6159469505497081885</guid><pubDate>Mon, 15 Mar 2010 13:51:00 +0000</pubDate><atom:updated>2010-03-15T08:56:27.838-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>lean-techniques</category><category domain='http://www.blogger.com/atom/ns#'>quick-changeover</category><category domain='http://www.blogger.com/atom/ns#'>principles</category><category domain='http://www.blogger.com/atom/ns#'>advantage</category><category domain='http://www.blogger.com/atom/ns#'>volume-increase</category><category domain='http://www.blogger.com/atom/ns#'>orders</category><title>Lean Order Volume</title><atom:summary type='text'>Manufacturer of privacy glass uses lean techniques to adapt to spikes in order volume.  ......   "We employ lean manufacturing principles which allow us to quickly react to large order volumes.  All of our SmartGlass panels are bespoke and made to order which is an advantage and a disadvantage. "   ...Via GLASS ON WEB: Switchable privacy glass</atom:summary><link>http://www.sixthsigma.com/2010/03/lean-order-volume.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-4720770006802539365</guid><pubDate>Sun, 14 Mar 2010 18:14:00 +0000</pubDate><atom:updated>2010-03-14T13:21:31.687-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>workplace</category><category domain='http://www.blogger.com/atom/ns#'>safety</category><category domain='http://www.blogger.com/atom/ns#'>design-process</category><category domain='http://www.blogger.com/atom/ns#'>design-thinking</category><title>Prevention through Design</title><atom:summary type='text'>The Prevention through Design, or PtD, initiative focuses on workplace safety through elimination of hazards and controlled risks.  ......   "Educate business and finance leaders in the value of PtD to their organizations, not only in terms of human lives, injuries and illnesses but also in terms of improving business processes, productivity and creating workplaces of choice. "   ...Via CDC NIOSH</atom:summary><link>http://www.sixthsigma.com/2010/03/prevention-through-design.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-1148812352016687068</guid><pubDate>Sat, 13 Mar 2010 21:33:00 +0000</pubDate><atom:updated>2010-03-13T16:39:21.529-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>lean-practices</category><category domain='http://www.blogger.com/atom/ns#'>execution</category><category domain='http://www.blogger.com/atom/ns#'>lean-initiatives</category><category domain='http://www.blogger.com/atom/ns#'>executive</category><category domain='http://www.blogger.com/atom/ns#'>financials</category><category domain='http://www.blogger.com/atom/ns#'>pall-corp</category><title>Pall Lean Manufacturing Execution</title><atom:summary type='text'>Eric Krasnoff, Pall Chairman and CEO, discusses the company's improving finances and its performance with execution on lean manufacturing projects.  ......   "Pall's strong financial position continues to improve as you've heard, including working capital and the cash conversion cycle. And Pall has a solid track record of reducing global footprint, managing expenses and executing on lean </atom:summary><link>http://www.sixthsigma.com/2010/03/pall-lean-manufacturing-execution.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-5551547837649390683</guid><pubDate>Sat, 13 Mar 2010 03:08:00 +0000</pubDate><atom:updated>2010-03-12T22:10:22.021-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>kaizen-event</category><category domain='http://www.blogger.com/atom/ns#'>kaizen-cards</category><category domain='http://www.blogger.com/atom/ns#'>kaizen</category><category domain='http://www.blogger.com/atom/ns#'>kaizen-blitz</category><title>Kaizen Burst of Improvement</title><atom:summary type='text'></atom:summary><link>http://www.sixthsigma.com/2010/03/kaizen-burst-of-improvement.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-6954061987936006753</guid><pubDate>Fri, 12 Mar 2010 00:36:00 +0000</pubDate><atom:updated>2010-03-11T19:40:25.027-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>green-belt-in-six-sigma</category><category domain='http://www.blogger.com/atom/ns#'>lean-six-sigma</category><category domain='http://www.blogger.com/atom/ns#'>yellow-belt</category><category domain='http://www.blogger.com/atom/ns#'>lss</category><category domain='http://www.blogger.com/atom/ns#'>government</category><category domain='http://www.blogger.com/atom/ns#'>black-belt</category><title>Lean Six Sigma Cornerstone</title><atom:summary type='text'>County leader embraces Lean Six Sigma in the public interest, driving efficiency and customer service while educating staff and encouraging adoption of the methodology.  ......   "As you all know, I made Lean Six Sigma the corner stone of my administration’s reform effort.  Now in our third year of implementation, we are making tremendous strides.  Nearly every county department is engaged in our</atom:summary><link>http://www.sixthsigma.com/2010/03/lean-six-sigma-cornerstone.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-7976491094967936823</guid><pubDate>Wed, 10 Mar 2010 18:22:00 +0000</pubDate><atom:updated>2010-03-10T13:25:42.085-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>initiative</category><category domain='http://www.blogger.com/atom/ns#'>success-factors</category><category domain='http://www.blogger.com/atom/ns#'>workforce</category><category domain='http://www.blogger.com/atom/ns#'>state-oklahoma</category><category domain='http://www.blogger.com/atom/ns#'>smb-market</category><title>Oklahoma partners for Six Sigma best practices</title><atom:summary type='text'>Oklahoma looks to develop its base of small to medium size businesses with strategies such as lean and Six  Sigma.  ......   "Whether a company conducts improvement initiatives under Baldridge, Six Sigma, or Lean Manufacturing, quality represents a key yardstick that businesses and customers use to measure success. All of these programs aim to streamline, integrate, and improve operating </atom:summary><link>http://www.sixthsigma.com/2010/03/oklahoma-partners-for-six-sigma-best.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-4200349192538176539</guid><pubDate>Wed, 10 Mar 2010 02:10:00 +0000</pubDate><atom:updated>2010-03-09T21:13:39.133-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>branson</category><category domain='http://www.blogger.com/atom/ns#'>strategies</category><category domain='http://www.blogger.com/atom/ns#'>development</category><category domain='http://www.blogger.com/atom/ns#'>customer-service</category><category domain='http://www.blogger.com/atom/ns#'>adaptive-talent</category><category domain='http://www.blogger.com/atom/ns#'>talent</category><title>Creative strategy for situations beyond control</title><atom:summary type='text'>Branson's Virgin America develops talent that can adapt and respond to abnormal situations.  ...  "Employees must also develop their own creative strategies for dealing with customers, especially during flight delays and other situations beyond their control." http://bit.ly/bIPnnA</atom:summary><link>http://www.sixthsigma.com/2010/03/creative-strategy-for-situations-beyond.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-9042950479926853524</guid><pubDate>Tue, 09 Mar 2010 16:55:00 +0000</pubDate><atom:updated>2010-03-09T11:58:10.904-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>lean-six-sigma</category><category domain='http://www.blogger.com/atom/ns#'>lean-champion</category><category domain='http://www.blogger.com/atom/ns#'>lss</category><category domain='http://www.blogger.com/atom/ns#'>lean-context</category><category domain='http://www.blogger.com/atom/ns#'>lean-concepts</category><category domain='http://www.blogger.com/atom/ns#'>government</category><category domain='http://www.blogger.com/atom/ns#'>lean-culture</category><category domain='http://www.blogger.com/atom/ns#'>erie-county</category><title>Lean Six Sigma Project Execution Improvement</title><atom:summary type='text'>Erie county solicits proposals for lean six sigma professionals to drive implementation, culture change, and project execution through training.  ......   "The County seeks professional training and consultation services to assist in the implementation of Lean Six Sigma Methodologies and Culture Change Program in a performance based system envisioned by the County Executive. The Lean Six Sigma </atom:summary><link>http://www.sixthsigma.com/2010/03/lean-six-sigma-project-execution.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-6078636453940688447</guid><pubDate>Mon, 08 Mar 2010 13:52:00 +0000</pubDate><atom:updated>2010-03-08T08:55:57.904-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>scm</category><category domain='http://www.blogger.com/atom/ns#'>education</category><category domain='http://www.blogger.com/atom/ns#'>business-improvement</category><category domain='http://www.blogger.com/atom/ns#'>training</category><category domain='http://www.blogger.com/atom/ns#'>six-sigma</category><category domain='http://www.blogger.com/atom/ns#'>motorola</category><category domain='http://www.blogger.com/atom/ns#'>country-china</category><category domain='http://www.blogger.com/atom/ns#'>emerging-markets</category><category domain='http://www.blogger.com/atom/ns#'>supply-chain-management</category><title>Global talent development includes Six Sigma perspective</title><atom:summary type='text'>In order to satisfy growth in emerging economies, investment in talent development is needed to sustain operations: "Motorola University China, for instance, has 203 instructors who deliver 130 courses across subjects including Six Sigma business improvement and supply chain management." http://bit.ly/aNqZi3</atom:summary><link>http://www.sixthsigma.com/2010/03/global-talent-development-includes-six.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-4814168184940947058</guid><pubDate>Sun, 07 Mar 2010 20:54:00 +0000</pubDate><atom:updated>2010-03-07T15:56:31.380-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>problem-solving</category><category domain='http://www.blogger.com/atom/ns#'>toyota-production-system</category><category domain='http://www.blogger.com/atom/ns#'>toyota</category><category domain='http://www.blogger.com/atom/ns#'>root-cause-identification</category><category domain='http://www.blogger.com/atom/ns#'>toyota-kaizen</category><title>Toyota Problem Tracking</title><atom:summary type='text'>Problem tracking processes enable insights into unanticipated use cases, errors, and flaws.  ......   "If you put a lot of parts together to form a complex electromechanical machine and make it talk to itself via software, it can behave, sometimes, in ways you cannot anticipate. "   ...Via washingtonpost: Toyota</atom:summary><link>http://www.sixthsigma.com/2010/03/toyota-problem-tracking.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-6923253651876291361</guid><pubDate>Sat, 06 Mar 2010 22:47:00 +0000</pubDate><atom:updated>2010-03-06T17:50:49.246-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>process-excellence</category><category domain='http://www.blogger.com/atom/ns#'>itt-corp</category><category domain='http://www.blogger.com/atom/ns#'>efficiency</category><category domain='http://www.blogger.com/atom/ns#'>economy</category><title>ITT Six Sigma Process Efficiency Focus</title><atom:summary type='text'>ITT CEO perspective on economy, hiring, and efficiency via WSJ: "We are not expecting the economic restoration in 2010 to give us at-capacity rates in all of our businesses," he says. He's also using the Six Sigma quality-improvement process to improve efficiency." http://bit.ly/a65PWB</atom:summary><link>http://www.sixthsigma.com/2010/03/itt-six-sigma-process-efficiency-focus.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item><item><guid isPermaLink='false'>tag:blogger.com,1999:blog-6706504.post-6373361646799292738</guid><pubDate>Fri, 05 Mar 2010 19:55:00 +0000</pubDate><atom:updated>2010-03-05T14:58:52.674-05:00</atom:updated><category domain='http://www.blogger.com/atom/ns#'>volvo</category><category domain='http://www.blogger.com/atom/ns#'>automotive-lean-manufacturing</category><category domain='http://www.blogger.com/atom/ns#'>assessment</category><category domain='http://www.blogger.com/atom/ns#'>production-facility</category><category domain='http://www.blogger.com/atom/ns#'>lean-manufacturing</category><category domain='http://www.blogger.com/atom/ns#'>automotive</category><title>Lean production assessment kickstarts Volvo truck manufacturing implementation</title><atom:summary type='text'>Lean manufacturing is implemented at Volvo Truck production facility in Australia.  The plants implementation strategy includes understanding the baseline performance: "In order to become more productive and efficient, Volvo has decided to implement the Japanese production philosophy Lean Production. With consideration to this, Volvo wanted a comprehensive investigation of the current situation </atom:summary><link>http://www.sixthsigma.com/2010/03/lean-production-assessment-kickstarts.htm</link><author>noreply@blogger.com (Frank M)</author><thr:total xmlns:thr='http://purl.org/syndication/thread/1.0'>0</thr:total></item></channel></rss>