Six Sigma For The Service Sector

Introduction

6 Sigma is all about quality improvement and was first pioneered by Motorola in the 1980s. Over the last few years, this methodology has received much recognition and several companies have adopted it in order to meet their targets. Six Sigma's clientele include a long list of well-established manufacturers like General Motors, Ford Motor Co., GE, Honeywell and many more. However, there are still many non-manufacturing companies that have come to the conclusion that 6 Sigma will not work for them. This is because Six Sigma was originally developed for helping the manufacturing industry. Organizations such as health care systems, financial service providers and educational systems all doubt the usefulness of 6 Sigma.

Why The Service Sector Feels That Six Sigma Is Not For Them

The most obvious reason why service companies keep away from 6 Sigma is because they perceive it as a manufacturing tool. Service organizations feel that because their companies have a large amount of human work force, there are no measurable defects to be corrected. However, experts say this is not true. A recent survey has shown that service companies that have invested in Six Sigma are all saving millions of dollars for every project. Human resources makes up a large part of all service organizations. To conquer this problem, leaders of the industry can be trained in 6 Sigma to balance their employment expertise with statistics-based analytical tools. The fear of metrics is another obstacle that stands in the way of the service sector and Six Sigma. Most people feel that 6 Sigma sounds too technical. The importance of metrics is to give an insight into the business working processes. Service based companies need to focus all their attention on developing Six Sigma projects that specialize in their business needs like customer and cash generation. Convincing the service sector about the merits of taking up 6 Sigma has proven to be a big challenge. Most service companies still believe that Six Sigma can only benefit the manufacturing industry.

How 6 Sigma Can Benefit The Service Industry Six Sigma goes in to the details of improving customer service, generating business expansion and gaining knowledge about the service sectors business processes. Most service industries revolve around areas of finance, human resources and sales and marketing. Hence, 6 Sigma delves deeply into the subject of soft skills. Six Sigma can be applied to a company that provides housekeeping services. Firstly, the companies working processes would need to be understood. Using the DMIAC method or the define-measure-improve-analyze-control method, 6 Sigma can definitely implement quality in any industry. As the main aim of this methodology is to reduce defects, the first step would be detecting the particular defect. Secondly, data will be collected to observe how, why and how often these defects occur. Next, the Six Sigma team implements an outstanding employees method of working as the normal method for all employees. Finally, new employees are taught the correct techniques.

6 Sigma is useful in the field of sales and marketing as well. According to Six Sigma data, during sales, too much face time with a customer can prove to be counter-productive. Changing this process can result in an increase in the percentage of sales per product. Other industries that 6 Sigma has assisted in the past are the financial service sector, insurance companies, management companies, educational institutions, high-tech companies, state agencies and many more.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

Value Stream Mapping And Six Sigma

Business processes are similar to a river flowing in a natural direction and carrying information from point A to point B. Value Stream Mapping (VSM) is one of the techniques used in Lean Six Sigma for identifying areas of waste that need to be avoided in both manufacturing as well as office business processes. Aside from identifying areas of waste, VSM also helps in streamlining business processes for achieving higher productivity. VSM is based on scientifically proven methods, making it necessary for organization to employ profession Six Sigma consultants (VSM specialists) during the implementation stage.

The Initial Process

Implementing VSM is a long drawn process where the first step involves mapping the current flow of materials or information in key business processes of an organization. The mapping is done with the help of flowcharts that depict the flow of goods or information from one end to another. The flowchart also contains information about the average time taken for the completion of various sub processes. For generating a comprehensive flowchart, consultants often gather inputs from business heads, floor managers or factory workers. While creating the flowchart, key sub-processes are highlighted using specific icons. This helps in pinpointing areas where waste and inconsistencies are happening. The flowchart also helps in understanding the complexity of a business process, which needs to be simplified for increasing efficiency.

Future State Of Value Stream Mapping

In the next step, VSM consultants discuss each step depicted in the flowchart with the management for finding out ways that would streamline and optimize the whole business process. In Six Sigma terminology, this is referred to as Future State Value Stream Mapping (FSVSM). A number of methods can be used during FSVSM process but only those need be selected that help in streamlining processes without affecting the day-to-day operations of an organization. One such method is Cellular Manufacturing, which can be used during FSVSM. Although it is a simple concept, it requires adequate planning on part of the consultants as well as the management. Takt Time is another method that is used for evaluating lead-time of manufactured goods or services rendered. This method is commonly used in organizations where the main objective is to deliver goods or services in time, for e.g. courier companies. Another method is known as Kanban, which forms a part of Just In Time (JIT) manufacturing system. It helps in maintaining low inventory levels and work in progress without affecting the quality or volume of manufactured goods.

Effectiveness In Automotive And Other Manufacturing Industries

VSM has proven to be very effective in organizations that make use of large and complex assembly line manufacturing processes. Automobile manufacturing companies are probably the best examples as far as the effectiveness of VSM is concerned. Top automobile companies such as Ford and Toyota have successfully implemented VSM in their business processes, which has in turn helped these companies in manufacturing high quality products while reducing costs at the same time.

Although concepts of VSM are applicable in all types of manufacturing organizations, companies other than automobile companies may find it a little difficult to implement VSM word for word. Some consultants also feel that benefits associated with VSM are sometimes over-hyped when it comes to implementing VSM in non-automotive companies. Personal opinions may vary but what is certain is that VSM does help in reducing waste if implemented properly.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

Business Process Management - The Six Sigma Approach

Managing a business entails a wide variety of responsibilities and project managers have to be up to the task. Fortunately, there are Business Process Management technologies in place to help processes run more smoothly. However, Six Sigma does more than just help processes run more smoothly. Six Sigma is a methodology. It allows for continuous of improvement of processes, on a project-by-project basis.

Implementing Six Sigma into your business takes a high level of commitment, because it does not go project-to-project. There needs to be 100% commitment from all levels of management, especially upper management. Six Sigma is intended to be a methodology that is implemented throughout the entire organization, and without full support from the very top of the management chain down, the resistance to the change that is inevitable in any organization will triumph and Six Sigma will just be another business management project that had limited success.

What Makes Six Sigma Truly Different

Six Sigma is truly different from the average BPM technology because it is a methodology and a program of mentorship that begins with top management and funnels down to the people who really make things happen in an organization. With the full support of upper management, business managers are able to support their own teams of managers to learn and implement the Six Sigma technology.

There is intensive training involved prior to the deployment of Six Sigma and through out the process. Six Sigma likens the leaders of the implementation process to the belt levels in martial arts, because to implement Six Sigma properly requires dedication and training to ensure success. Greenbelts are those who have undergone two weeks of training in the Six Sigma methodology. Blackbelts undergo four weeks of training and they are able to oversee the Greenbelts. Then, the Master Blackbelt is highly trained to be the Six Sigma program manager for the entire organization. There is a chain of mentorship from top to bottom that will ensure that the deployment goes smoothly and that there is continued success with the program. In fact, deployment does not even begin until the appropriate people are trained to the Greenbelt level.

The business leaders become the Champions, and are there to support the Master Blackbelts. One key with Six Sigma is that the Champion does not just sit back and take a passive role. They are concerned with how the processes are managed. They are concerned with the method of implementation, not just the end results. And this is how Six Sigma intends it to be. They want to create a BPM that is designed from the needs of the business, by the Champions, based on hard numbers.

Six Sigma Methods

Six Sigma has two unique methods through which their product is deployed. The first one is called DMAIC - Define, Measure, Analyze, Improve, and Control. This is ideal if a business has an undefined problem within existing products, services, or processes. The second is DFSS - Design for Six Sigma. DFSS is still in the developmental stage. The aim of DFSS is to create a new product, service, or process that is defect-free in the eyes of the customer.

An organization determines its objectives in terms of numerical value to the company and then they take this information and the method they have chosen to the training table where the belt trainees will use these to amass knowledge and learn to put these objectives and methods into deployment.

Summary

Six Sigma's client list speaks volumes for the effectiveness of the Six Sigma method. These clients include Honeywell, Sears, GE, 3M, Home Depot, the Bank of America, and JPMorgan Chase. Six Sigma is also moving into the public and health care sectors.

Six Sigma is not a company that moves in and takes charge, deploying BPM technology based on what they see as the needs of the business. Instead, they allow the business leaders to tell them what they need Six Sigma to do and they essentially design Six Sigma to tailor fit the needs of their business. Not only do the allow this approach, but they train the business leaders and the staff of the company in the knowledge they need to see what needs to be done. Only then is Six Sigma deployed.

Peter Peterka is President of 6 Sigma us. For additional information on Six Sigma Black Belt or other Six Sigma Online Training contact Peter Peterka.

Taking on Six Sigma Programs

There is very little doubt that a successful implementation of a Six Sigma program can benefit an organization. However, the probability and the level of success depend on several key factors including the overall strategy and approach, such as proper training and development of internal resources, and selection and appropriate utilization of outside resources. The strategy and approach include numerous vital considerations, including proper project selection, resource and management time requirements, relevant knowledge/experience, fair evaluation of results and cost/benefit analysis of the in- house vs. outsourcing options. We offer a handful of guidelines for making this crucial decision, taking into account unique issues and challenges in the Biopharma and Pharma industries. Both advantages and disadvantages of in- house and outsourcing options are provided along with critical success factors.

Based on a wild guess by a close associate of mine, there are well over 2,000 restaurants in the Manhattan area and its surrounding boroughs. Although I cannot validate the absolute accuracy of his count, I do trust it is in the ballpark, since he happens to be one of those guys who seem to know everything about everything in life (and more). His dream is to be on Jeopardy; if it ever happens, I already feel sorry for the other two contestants, who will undoubtedly be decimated on national TV. And, oh yes, he also happens to be a food- lover. There is definitely some credibility to his estimate.

There is a point to be made by this story (trust me!). Despite the overwhelming number of restaurants in the city-that-never-sleeps, there are only a dozen or so which I truly enjoy and actually look forward to visiting. I am certain that even if I try every single one of these 2,000 locations, the cant-miss list will be no longer than 50. So, assuming my buddys figure is
fairly accurate, what do I make of the other 1,950 establishments? Not much, I am afraid. Unfortunately, there are plenty of examples like this in life. Having spent many, many years in several universities (too embarrassing a number to admit), I have studied under approximately 100 professors. However, there are only three whom I regard as great teachersindividuals who have significantly influenced my life and whose lessons I actually remember.



Tragically, the example does not stop here. There are a plethora of Six Sigma experts out there. A simple search on Google on six sigma consultant yielded a whopping 70,000+ returns. Most of these folks, I am afraid, are mediocre at best.

So, as you consider or embark on a Six Sigma program, how do you select your competent and trust-worthy advisor(s)? With so many self-proclaimed experts, how do you find one who is right for you? Should you involve outsiders at all? How do you know if you can do this successfully only with your internal resources? As you ponder these fundamental questions, the following guidelines may be of interest.

Proper Training and Development of Internal Resources
The word internal should be emphasized here, since it is my strong belief that long term and/or ongoing dependence on external resources is not healthyfinancially or strategically. Rather, the external help should be utilized on an as-needed basis for very specific reasons. We do not depend on our medical doctors to keep us healthyrather, we best make use of them for regular check-ups and to help us quickly recover from an illness. A business organization utilizing external resources is no different. As a guideline, the rationale for external assistance can fall under two high- level categories. These are:

Assistance in Training of Internal Resources
For on- going success of your Six Sigma program, it is crucial that internal knowledge and competence are first developed then continually retained. Your specific training needs depend on your existing capabilities and the level and timing of your targets. First, get an idea for the number of certified master black belts, black belts and green belts currently in your organization. There are numerous ways out there to obtain these titles, so find out how, when and via which organization these individuals were certified. Next, consider the Six Sigma project experience of these individuals and the significance of the past results. As a basic rule of thumb, each black belt should deliver approximately $1M in savings or in cost-avoidance each year. As another rule of thumb, the ratio of black belt to green belt should be between 1:3 and 1:6. One master black belt for each division or location with as many as 1,000 to 1,500 people is often sufficient. In deciding which individuals should be trained,
consider the candidates interest level, current position and background on basic statistical tools (or willingness to learn). These individuals should also possess the knowledge of the
business (i.e., do not pick someone who just joined the company last week) as well as the respect from his/her peers (i.e., do not pick someone because you do not have any other plans for him/her). Lastly, resist the temptation to over-train. It is of no benefit to the organization to have everyone trained, unless the skills are put to use and bottom- line benefits are realized from early on.

- Assistance in Delivering Bottom-Line Results
In this role, you are asking the external resources to deliver specific results using Six Sigma and perhaps other tools and techniques. Prior to the selection of external resources, it is essential that you take the lead in defining the objectives and setting the success criteria. Having the consultants define their own scope of work can be a dangerous thing. Can you imagine getting in a cab and letting the driver decide on where you want to go? In this approach, clearly communicate your objectives and goalsthe cab driver (external resources) can decide and/or advise you on specific routes to take, but you need have a clear picture of your goal and destination.

Resource and Management Time Requirements
You can tell a lot about a person by observing where he/she spends most of his/her time and money. You spend your time and money on the things you regard as important. This point (other than being a reminder that I should give my fiance a call) has applicability in business as well. If you want to ensure a successful Six Sigma initiative, be sure to fall in love with the program. Allocate enough budget and resources to get it off the ground properly. If your organization already has a Six Sigma program (perhaps running for several years) that has hit a plateau, be the change agent to rejuvenate it and turn things around.

Perhaps your organization has had too many distractions in the past and never quite successfully implemented a Six Sigma program. These distractions, in the Biopharma and Pharma industries, can come in many flavors. Typical list of distractions for most FDA regulated organizations include:
Customer complaints (written and verbal)collection, analysis and closure;
CAPAboth externally (as a result of customer complaint, for example) and internally generated (as a result of non-conforming product, for example);
Supplier quality problems and/or inadequate process capability;
Potential major contract manufacturing decisions (especially important for many Biopharma companies at this point in time); and
Compliance issuesperhaps an adverse FDA audit results and/or receipt of warning letters.
Avoid the common mistake of believing that the Six Sigma program is yet another thing to worry about in addition to the urgent items listed above. Instead, view Six Sigma initiative as

a means to effectively resolve the above issues. For example, Six Sigma is not another separate effort on top of your ongoing attempt to improve your quality issues or to shorten a long turnaround time, etc. Rather, Six Sigma tools and techniques should be used as tools to help resolve your quality problems, shorten your lead time, etc.

Management also needs to devote some time on its own to learn the basics of Six Sigma. Management does not need to know how to perform DOE and ANOVA but, at a minimum, it

should be familiar with the key terms and be aware of the overall approach. There are many operational improvement tools and techniques availablehowever, understanding of Six Sigmas well-defined, consistently followed and established approach will prove exceptionally valuable.
If the management lacks either the knowledge or the experience of running Six Sigma programs, seek external help. In doing so, resist the temptation of letting the external resources taking control of your program. They are your helpers, but the client must take the ownership, set the direction and make the final key decisions. From a potential pool, seek out the ones with both Six Sigma and life science industry-specific knowledge/experience. During the initial screening, make sure that you will feel comfortable with your selection at a personal level. And most importantly, clearly communicate your expectations and demand bottom line results from early on.

Relevant Knowledge and Experience
There is no single, official Six Sigma training program or consistent requirements for green, black and master black belts. There are many organizations that certify people, but are not all the same. Make sure the consultants you are dealing with are certified with a reputable organization.
Avoid letting this be a training ground for your external resources. Certification may a good indication, but it is often insufficient. Being an expert means much more than just getting the required training and holding a certificate. It takes several years of applying various Six Sigma tools in real- life settings (specifically in life science industry) to be of true value. Remember one simple ruleany external resource you hire should be significantly better qualified in his/her specific area of expertise than your internally available capabilities.

Prior to making your final selection, insist on meeting the people who will actually be working with you and your team. This may not be an issue when you are dealing with independent contractors, but can be a major point when dealing with large consulting companies. Look for actual industry experienceavoid lifetime consultants. There is no suitable substitute for real- life experience. Although it is not impossible, it is very difficult for someone who lacks the actual experience to relate to the issues you may be facing. Someone who can recite a hundred cookbooks verbatim but has no real- life cooking experience is not a real chef, in my opinion.

Check your consultants background. Check references and speak with previous clients. Ask about a specific FDA requirement during your initial screening. If ever in doubt, politely walk awaythere are literally hundreds more who will be more than happy to do business with you. Some time and effort spent on the selection process will save you lots of headaches and easily hundreds of thousands of dollars (or perhaps millions) in the future.

Fair Evaluation of Results
If there is ever a doubt whether a program was a success or not, chances are that it wasnt. Success, when it comes to bottom line improvements, should not be an entirely subjective thing. A true Six Sigma success should transform the biggest doubters into enthusiastic believers.

Be sure to ask for and to check references. Have the former clients truly achieved success? How long did the relationship last? Any project lasting in excess of six to 12 months may indicate some potential issues ahead. Any good consultant should work him/herself out of a job. If the consultant you are dealing with seems more interested in finding ways to stick around longer, rather than helping you deliver results, then I am afraid you got the wrong person in there.

Ask very specific and pointed questions to judge their life science industry knowledge. Are they up-to-date on the latest biotech trends? How many other pharmaceutical clients have they had? Ask about one or two compliance issues they have solved (without compromising confidential agreements with other clients, of course). Have them provide case studies from other organizations that have faced similar situation/issues you are now attempting to resolve. Ask about their approaches, outcomes and the satisfaction of the clients. Ask for references and check them to make sure their clients share the same opinion.

Based on the external resources previous experiences, what range of lead time reduction can you expect? Have they performed significant projects dealing with complaints and/or CAPA? What were the results? What did it take them to implement these improvements? What level of success can you expect in three months? With respect to quality, what tools and techniques do they have to identify sources of variability? Once identified, how do they reduce/eliminate the variability? How many companies have they worked with that were operating under consent decrees? What (if any) specific Six Sigma tools and techniques do they adopt to help with FDA audit process? What (if any) specific experiences do they have in migrating from clinical to commercial production? If a productivity gain was achieved, has the client been able to sustain it after the initial jump? Be sure to get a rough estimate of what the consultants can deliver. Make sure they are consistent with your own expectations and, most importantly, hold them accountable for delivering real bottom line results.

Cost/Benefit Analysis of In-House vs. Outsourcing
Consider the level of knowledge, experience, available resources and bottom line improvements gained in the past. If an organization has consistently achieved the highest levels of success on its own, there are no compelling reasons to involve external resources. If, on the other hand, there are disputes as to the effectiveness of your program or you currently



lack the knowledge/experience/resources, having the right external resources to fill in the gap can be a very smart move.

In choosing external help . . . shop around! With so many providers, the difference in cost can be mind-boggling. If you are used to dealing with hourly rates for outside help, expect to pay anywhere between $100/hour (usually for an independent contractor who is getting desperate for work) and up to $500/hour (for a well-established and well marketed consultancy or an individual regarded as one of leading experts). Keep in mind that more expensive consultants or better known organizations do not necessarily deliver better results.

With the right approach during negotiations, most consultants will be more than happy to tie their paychecks to performance and/or savings delivered. This can create a mutually beneficial relationship. It will minimize your risk and give competent yet lesser known consultancies/organizations an opportunity to prove its capabilities. If you are willing to go this route, clearly define the roles for the outside consultants and communicate your expectations both verbally and in writing.

Another option may be to have your selected external resources to work for a few weeks at a deep discount with the understanding that after the trial period, the rates will increase to a pre-defined level provided that you, as the client, decide to continue the relationship. Despite the long-awaited uptick in the economy, the supply still far outnumbers the demand with regards to Six Sigma consultants. Use this to your advantage and be selective.

The success of the program depends mostly on you. Seek external resources to compliment specific areas where you currently lack sufficient knowledge/ experience/resources. Most importantly, be demanding of both your internal and your carefully selected consultants. The journey is not an easy one, but the rewards can be quite satisfying.

For more information or to contact us, email us at info@tefen.com.
Tefen ( www.tefen.com) is a publicly traded, international operations consulting firm with seven offices in United States, Europe and Israel. The firm has over twenty years of experience in improving the overall operational effectiveness of Fortune 500 clients around the world. Tefen designs and implements solutions that enhance operational performance throughout an organization. All of Tefen's support programs are ISO 9001 and TCS (Total Customer Satisfaction) certified. Our hands-on approach has achieved success in delivering quantifiable and value-driven results. For more information or to contact us, email us at info@tefen.com


Doing Business In Canada? The Quality of Your French is Key!lina mohamDoing business in Canada often involves translating various business related documents from English to French and French to English, as the case may be.

In Canada, the Official Languages Act awards equal official status to English and French. As a result, various trade documents, labels and operating/instruction manuals must be provided in both languages.

If youre doing business in Quebec, The Charter of the French language and various regulations make the use of French mandatory in various communications and business related situations.

Depending on your industry or the type of work do, choosing the right translation company might turn out to be a bigger challenge than you think.

Where can I find a translator who understands my business?

Dont kid yourself! Truly qualified translators are hard to find, especially for law, finance, medicine, science, engineering and most areas and industries involving any form of specialized knowledge.

In many industries, the single most important cause of product recall is mislabeling, often caused by inaccurate translations.

Product labels hardly qualify as complex technical documents. Now, if simple labels containing at most a few lines of text are so often botched, imagine what happens to really complex documents like commercial agreements, scientific research and technical reports when they are translated by the wrong people.

The translation industry is almost entirely unregulated

No special licence is required to work as a translator or operate a translation company.
Legally, anyone can offer translation services, on any subject-matter, in any language combination.
Unlike doctors, lawyers, charted accountants, actuaries and engineers, to name a few, translators are not required by law to belong to a professional order such as a Law Society, a College of Physicians or an Order of Engineers which verify qualifications and control admissions.
What does it mean to be certified?

The term "certified" is widely used by translation companies to promote their services. What does it mean?

This term may be used either to describe the translator or the translation itself.

When used to describe the translation itself, it often refers to an affidavit or other sworn statement provided by a translator to confirm the accuracy or correctness of the translation.

When translators are certified, it is usually through membership in an association of translators. Translators joins such associations freely and for various reasons. They are not obligated by law or statute to belong to a professional order or obtain a licence to practice their trade.

Hiring a "certified" translator does not guarantee the actual quality of the translation, especially for industry-specific and technical documents.

Technical translations require specific knowledge and relevant expertise

When the translation is legal, financial, medical, scientific or technical in nature, the most qualified translator will likely be a bilingual professional, with a degree in that field or a closely related area and industry specific experience, both in English and French.

A translator with the relevant technical background and industry knowledge will usually produce a better quality translation than a translator without similar qualifications, which is why so many companies using outside translators have an in-house review process to verify the accuracy and style of the translation.

Improve The Quality Of Your Technical Translations

Twelve Translation Facts

Certain documents require more attention than others. Generally speaking, the more specialized or technical your document, the more difficult it will be to find a qualified translator.

It takes more than a translation degree to be an effective translator of legal, financial, medical, scientific or technical material.

For specialized translation work, you should always use a translator with relevant academic knowledge and industry-specific experience.

Certain companies offer translation services in over 100 language combinations, on any subject, including most technical areas. The lack of regulations in the industry encourages some to overstate their qualifications.

More than a few translation companies lack the required expertise to correctly evaluate the quality of their services in all the language combinations they offer.

Make sure at least one of their managers speaks your language combination, French and English, if you are doing business in Canada and ask about their actual qualifications. If the managers are not sufficiently qualified, they will be unable to assess the quality of their translators or of the work they produce.

Generally, a company specializing in only a few languages will provide better quality translations, in those languages, than a company working in a large number of language combinations. This is especially true when technical or specialized documents are to be translated.

For technical matters, sensitive issues and important documents, you should always look for a translation company with genuine experts who have studied and worked in your field or industry, even if this means you will have to use more than one translation service provider for all the language combinations you need.

Remember that the language barrier often prevents material errors and discrepancies from being detected immediately. Poorly written translations and material flaws usually end up being reviewed and corrected at extra cost.

Unless you are dealing with bilingual experts, you should always review your important translated documents with an employee or colleague who speaks the language of the translation to verify its quality and accuracy.

If your work is specialized and technical and must meet specific industry standards, dont expect an accurate and professionally written translation from someone who has never studied in your field or worked in your industry.

When translating technical or specialized documents, look for translators with specialized knowledge and professional experience which are relevant to your work or industry.  Bruno Gingras LL.B,

After a successful carrer as a commercial lawyer in the province of Qubec, Bruno Gingras is now chief operating officer of About Translations Ltd., a Canadian company providing industry-specific French and English translation services in the areas of law, business and finance, medicine and pharmacology, engineering, science and technology. The company is associated with Traductions propos Lte of Montral, Qubec.



Are you in search of the best help in relation to antique clocks. TomAre you in search of the best help in relation to antique clocks.
When you are on the lookout for top information relating to antique clocks, it will be easier said than done extricating the best information from foolish antique clocks submissions and help so it is wise to know how to moderate the information you are presented with.

Antique Clock - Bargain Prices
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Here's several tips which we think you should use when you are searching for information about antique clocks. Please be aware that the advice we give is only relevant to internet information about antique clocks. We do not offer you any assistance or guidance if you are receiving information offline.

Find antique clocks
Your relevant result is a click away!



A terrifc piece of advice you can follow when offered help and advice regarding a antique clocks web site is to find out who owns the site. Doing this could reveal the owners antique clocks authorizations The easiest way to work out who is at the back of the antique clocks website is to look on the 'contact' page or 'about this site' information.

All respectable sites giving you information on antique clocks, will nearly always have an 'about' or 'contact' page which will list the people behind the site. The details should tell you some indication regarding the owner's proficency and credentials. This means you can conduct an appraisal about the webmaster's depth of experience, to advise you on the topic of antique clocks.
Peter Coates is the webmaster for http://www.antique-grandfather-clocks.info

A Holistic View of Six Sigma

"Only the overall review of the entire business as an economic system can give real knowledge" - Peter F. Drucker

No one needs to emphasize the holistic approach the Six Sigma deployment takes on overall business processes. All processes in an organization present at least one opportunity for improvement. Having a limited picture about the limitations of Six Sigma and its applications projects an all together different picture.

At the enterprise level, each company must consider the entire application of the project and this is certainly beyond the line employee level.

A Little Background

We have all known Six Sigma as a deployment strategy related to company activities and we have examples for justification. We have many glaring examples of successful and not so successful companies in recent history. Motorola, DuPont and General electric are some cases in point. Also known to us are the failures of deployment mostly in non- manufacturing businesses.

While thinking along the same lines, if in your understanding, Six Sigma is not applicable to your organization or industry, perhaps what first step you may take is answer whether it can improve the financial situation of your company within an acceptable timeframe. This fundamental answer must be obtained even before the project selection process. Answers to whether Six Sigma can work in all processes and parts of the organization must be put into place.

Thinking Beyond The Shop Floor

Notions and misconceptions such as those confining Six Sigma to the shop floor and relegating it as something of a quality implementation tool dedicated for manufacturing industry must be shown its due place for it to show results of any significance. The ‘beyond the factory’ approach encompasses almost all non-manufacturing aspects of the economy, not excluding those in the new economy group. For example, law offices, non-profit organizations, online business and the transport sector.

Three Critical Steps To Take Six Sigma Benefits Beyond The Shop Floor

Holistic thinking does not exclude non-production activities within organizations. Activities that don’t produce physical products but are still parts of production activities that go into manufacturing, as well as service industry sectors, such as transport industry or consultancy firms, contribute to the economy in a larger meaning by value creation. The following critical steps help reap major benefits in implementation:

• The Strategic Deployment: Think through the overall deployment of Six Sigma initiatives across the entire organization.
• The Tactical Deployment: Tactically selecting, conducting and closing the projects in all those environments.
• Methodical Deployment Of Operational Tools: Applying the analytic techniques of Six Sigma properly when facing common challenges beyond the shop floor, such as skewed (non-normal) distributions of cycle times, or the predominance of discrete data.

Holistic thinking In Six Sigma calls for adopting a statistical approach in its entirety to all aspects of conducting business and looking beyond statistics is an embedded part of deployment. Judgmental timing and accuracies assume the same degree of significance of decision making. There is not one single sure-fire formula to ensure the success of it.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solutions – Six Sigma Online ( http://www.sixsigmaonline.org ) offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.