Could Six Sigma have more harmed than helped?

I started my career in the heyday of Total Quality Management (TQM) in France, beginning of the 1980’s and witnessed over the following years how the TQM trainings and deployments built a quality-aware culture in the companies and spread to everyday’s life. Over time though, other “Japanese Methods” became fashionable and the hype was on … Continue reading Could Six Sigma have more harmed than helped?

Why Big data may supersede Six Sigma

In this post, I assume in near future correlation will be more important than causation* for decision-making, decisions will have to be made according to “incomplete, good enough” information rather than solid analyses, thus big data superseding Six Sigma. *See my post “my takeaways from Big data” on this subject In a world with increasing … Continue reading Why Big data may supersede Six Sigma

ToC, Lean, Six Sigma and the fourth industrial revolution

According to its promoters, the fourth industrial revolution (Industry 4.0) will bring big changes and re-boost industry in Western Europe with the integration of digital technologies in smart resources and connected objects. Embedded smart technologies will free the future processes from some human weaknesses and limitations, if not from human attendance. With less needs for … Continue reading ToC, Lean, Six Sigma and the fourth industrial revolution

What is TLS? The Synergy of ToC, Lean and SixSigma

TLS stands for Theory of Constraints, Lean and Six Sigma. TLS is meant to be the combination of 2 or all of these…philosophies, approaches, methodologies, you name them. I discovered Lean (but we didn’t call it Lean then) and Theory of Constraints at the same time, when I joined a Yamaha Corp. subsidiary in 1989. … Continue reading What is TLS? The Synergy of ToC, Lean and SixSigma

The fallacy of bottom-up Lean initiatives – Part 1

Yes, Lean initiatives can be started bottom-up, but I doubt they’ll get very far and last for long. Here is why. Bottom-up Lean initiatives, e.i. improvements, are opportunities for improvement found by shopfloor people, line leaders or shop management. “Improvement” is most often understood in a broad meaning and bring up suggestions ranging from make … Continue reading The fallacy of bottom-up Lean initiatives – Part 1