Obaidul Gani, MSIE,P.E,CSSBB, CLE

These are strong tools, part of the basic tools of 6Sigma And like with any statistical tool, make sure your data fulfil the basic conditions for the analysis. Like for example... Do you see the correct and mandatory distribution of your data? PS If not, you might want to take look in your statistical toolbox.

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😇 Lean purists, 🤓 Six Sigma nerds, and 🙂 TPM over-simplifiers ... (I can use those terms because I’m also one) Here is a proven, successful, flexible, easy, and engaging system to embed continuous improvement methodologies, practices, and mindsets into your organizational structure, and enable these "High-Performance Teams" that we keep hearing about. Each pillar team has cross-functional collaboration and focuses on a specific area of expertise, improvement, and sustainment. 🎖 Leadership & Steering (LS): Your cultural foundation, your compass, and your support mechanism. 🌿 Safety & Environmental (SE): Your foundation of respect for people and the environment. 🧹 5S Workplace Organization (WO): Your foundation of organization, efficiency, and discipline. 🌱 People Development (PD): Your foundation for growing your employee skills. 🎯 Focused Improvement (FI): Your enabler of productivity and problem-solving capabilities. 🔄 Daily Management System (DMS): Your process of communication and escalation, driving action at all levels. 💰 Cost Deployment (CD): Your guide to follow the money. 🏆 Quality Management (QM): Your journey from controls to assurance, reducing the total cost of quality. 🔧 Autonomous Maintenance (AM): Your processes for self-reliant equipment care and controls. 🔩 Machine Reliability (MR): Your engine that improves OEE at the lowest maintenance costs. 🏭 Capital & Equipment Management (CEM): Your processes that allow the right investments to be launched optimally. 📦 Supply Chain Management (SCM): Your journey from reactive scheduling to proactive capacity planning, flow, and lead time optimization. 🛍 Commercial Excellence (CE): Your collaboration that delivers new solutions that enable growth. 🌐 Digital Transformation (DT): Your extra gear that accelerates advanced improvements using the latest technologies. The result? All employees engage in continuous improvement through a pillar system that becomes the way we do business. 👨‍🎓Do you know the critical skills that you and your leaders need to succeed? 🤔Do you know which ones you or your Leaders have NOT mastered yet? The first step is to assess where you are… The good news is we’ve made this very easy for you, with the most comprehensive yet easy OpEx Skills Assessment available! For FREE! Find the link from Author (Sebastian Alonso, from Belt Course) in the Comments to access it. And consider sharing this your network and tagging someone who could benefit as a Pillar Leader! #TPM #WCM #TPMPillars #WCMPillars #Lean #PillarSystem #DigitalTransformation #OpExSystem #OpEx #BeltCourse #ContinuousImprovementPillars #OpExPillars #SkillsAssessment #DevelopmentPlan #SkillsMatrix

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Six Sigma still a powerful tool in modern manufacturing? While newer methodologies emerge, Six Sigma's focus on data-driven quality control remains valuable for ensuring consistent outputs. ⚙️ Take a deeper look: https://lnkd.in/gSSTRdgv #sixsigma #manufacturing #qualitycontrol

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A comment I made on Jim Womack's recent LEI post regarding kaizen which you may find of interest: "At Pratt & Whitney where I worked in the 1990s, Shingijutsu kaizen consultants required us to complete all the items listed in the kaizen newspaper during the kaizen week. A representative from all the support functions — facilities, IT, purchasing, engineering, quality, finance, etc. — was required to stop by each kaizen area a few times a day to see if they had any action items, and if so those were to be completed immediately. Only under rare circumstances could an item be left incomplete on the kaizen newspaper at the end of the kaizen week, typically because it required making or procuring something that was essential to improving product flow. The responsibility for completing the open item was mine, as the business unit manager. There is no point to engaging in kaizen if the items on the kaizen newspaper are not completed in real time. In cases where the 'kaizen newspaper was gathering dust and that none of the problems had been addressed,' that is the sole responsibility of the company, not the kaizen consultant." https://lnkd.in/eywQPTZt #lean #leanhealthcare #leanmanufacturing #leanleadership #leanthinking #leantransformation #CEO #management #leadership #business #leanmanagement #respectforpeople #leansixsigma #kaizen #tps #leanconstruction #agile #Toyota #TPS #leaders #classicalmanagement #change #reallean #fakelean #leadershipdevelopment #innovation

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What is LEAN Engineering? Learn more at https://lnkd.in/eDnJWCMB #continuousimprovement #leansixsigma #qualityassurance Come join the discussion, "How do I Deploy Lean Six Sigma in my Organization?" at the "Lean Six Sigma Deployment Group" (https://lnkd.in/dPznv-3). Get free access to my book "Why they Fail... and the simple key to success" (learn the reason why 90% of Continuous Improvement Efforts (like Lean and Six Sigma) either Fail or Quit within 18 months.)

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When I was in class for my first Six Sigma certification, I heard from Bill Smith that the main expectation for Six Sigma DMAIC were to have the function Y = f (X) transformed into a solvable equation. Where Y meaning Key Process Output Variable and X meaning Key Process Input Variable (the called vital few KPIV controlling the KPOV: the 80/20 principle). The tool that should be used by any Black Belt would be the DOE (Design of Experiments) in the Improvement gate of DMAIC to generate this equation and it had to be statistically tested by implementation. Also, before the Six Sigma training, when I was in class for TMS/TPS training I learned from Monden that Tagushi on his experimental designs basic expectation were to have an equation that describes the behavior of any output variable in a process using input variables. The Tagushi approach further describes the loss function as the main component for the importance of process variation or unneveness under cost perspective, quality spec’s management and business impact. Imagine an engineer having an equation to help understand process and variables relations, also imagine an administrator and manager, being able to properly know how to communicate with his/her team members what really matters and need to be improved. Now imagine being able to access both scientific methods to make value delivery happen, let’s talk if you need to know more.

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Hi everyone, Please see my new blog on assessing if risk exists within lean standard work. I decided to assess if this true and if it is, what can be done to mitigate the risk. https://lnkd.in/eRX-NMFU

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TGIF: Here are three questions I must answer frequently. I would like to calibrate with my colleagues and understand your experience implementing digital tools to upgrade your quality management system. IF Quality 4.0 is the integration of new technologies into the organization to change the way organizations manage quality, mainly in manufacturing, is it working? IF Quality 4.0 represents a shift towards more proactive, data-driven, and technology-enabled approaches to quality management, with the ultimate goal of delivering higher quality products and services to customers, is it happening? IF in Quality 4.0, data is collected from various sources throughout the production process, including sensors on machinery, feedback from customers, and inputs from employees, are you seeing the benefits in real-time or near real-time to identify patterns, trends, and anomalies that may indicate issues or areas for improvement? My quick response is always a resounding "yes – but.” 

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These classes are a terrific way to uncover through the shared learning process what is working in other organizations. Together we become stronger #MarylandManufacturing #leanculture #continousimprovement

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🌟 New Article! Check out Leanademy's latest article on the DMAIC process—the backbone of Lean Six Sigma. 📊 Whether you're a seasoned pro or new to process improvement, this guide covers the five key steps. From defining project scope to sustaining gains, you covered with DMAIC. 🔗 Read the full article here: https://bit.ly/3XkKUt7 Let's optimize our processes together! 💡 Feel free to share and spread the knowledge. 🚀 #leansixsigma #DMAIC #problemsovling

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Every quality professional should know these iconic quality gurus and their key contributions! From Philip Crosby's zero-defects mantra to Dr. Deming's continuous improvement philosophy, each guru offers invaluable insights to elevate your organization's quality practices. Take a look at what each guru brings to the table: 🔹Philip Crosby emphasized achieving zero defects as the ultimate quality goal and introduced the 14 Steps to Quality Improvement, guiding organizations toward proactive quality management. 🔹Dr. Edwards Deming championed continuous improvement, advocated for building quality into products, and emphasized long-term, collaborative supplier relationships through his 14 Obligations of Top Management. 🔹Dr. Joseph Juran provided a structured Quality Trilogy approach, stressing quality planning, control, and improvement, along with the importance of awareness, infrastructure, and regular quality reviews. 🔹Dr. Walter Shewhart laid the foundation for Statistical Quality Control and introduced control charts as tools to monitor process variations and identify causes of defects. 🔹Dr. Kaoru Ishikawa introduced Company Wide Quality Control (CWQC), promoted Quality Circles for collaborative problem-solving, and gave us the Ishikawa (Fishbone) diagram for visualizing potential causes of problems. 🔹Dr. Armand Feigenbaum believed in Total Quality Control (TQC), emphasizing that quality is everyone's responsibility but requires strong leadership and organization. With their collective wisdom, we gain insights into various facets of quality management, from strategic planning and continuous improvement to problem-solving and process optimization. Their teachings provide a roadmap to excellence, guiding us in creating quality-centric cultures and achieving organizational success. Explore their key contributions in our carousel, delve into their philosophies, and let's continue our quality journey inspired by these legends! #QualityGurus #ContinuousImprovement #QualityManagement

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Stop overcomplicating your Six Sigma projects. I know you want to make a big impact. But you only need to focus on one improvement at a time: -Identify the most critical issue -Analyze the root causes -Implement a targeted solution By breaking down your projects into manageable steps and concentrating on the highest-priority problems, you can drive meaningful change without getting bogged down in complexity. Simplify your approach, and you'll be amazed at the results you can achieve.

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The Impact of LEAN in Healthcare https://lnkd.in/ewRABfyT #continuousimprovement #leansixsigma #qualityassurance Come join the discussion, "How do I Deploy Lean Six Sigma in my Organization?" at the "Lean Six Sigma Deployment Group" (https://lnkd.in/dPznv-3). Get free access to my book "Why they Fail... and the simple key to success" (learn the reason why 90% of Continuous Improvement Efforts (like Lean and Six Sigma) either Fail or Quit within 18 months.)

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How Hospitals can Benefit from a LEAN Model https://lnkd.in/eYy88MS8 #continuousimprovement #qualityassurance #leansixsigma Come join the discussion, "How do I Deploy Lean Six Sigma in my Organization?" at the "Lean Six Sigma Deployment Group" (https://lnkd.in/dPznv-3). Get free access to my book "Why they Fail... and the simple key to success" (learn the reason why 90% of Continuous Improvement Efforts (like Lean and Six Sigma) either Fail or Quit within 18 months.)

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