Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 210,  we continue our "Process Pulse" series with part 2 - the 8 rules of statistical process control.   If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-210 Leave a Review! http://bit.ly/E6S-iTunes

I            Western Electric Rules          - 8 Rules                    

a.       Identifies low probability events. (Roughly a 3 in 1000 probability event)

i.      varies by which Rule

ii.      Seems to vary by geography and culture (some want to flag 1 in 100 probability)

iii.      Events are neither good, nor bad, just different.  The engineer or operator decides if events are favorable or not.

b.      Rule 1: one point more than 3 sigma from center line

i.      May signify a large abrupt change in the process; requires immediate action

c.       Rule 2: nine points in a row on one side of the center line

i.      May signify a shift in the process mean or bias in setpoint

d.      Rule 3:  six points in a row steadily increasing or decreasing

i.      May signify a steady trend, drift due to wear, environment, depletion, or increasing contamination

e.       Rule 4:  fourteen points in a row alternating up and down

i.      May signify two sources, bias, or ‘fudged’ data, over adjustment,  shift-to-shift / machine-to-machine / person-to-person variation

f.       Rule 5: two out of three points (same side) more than 2 sigma from center line

i.      May signify an abrupt process shift, high variation without exceeding the three sigma limit.

g.      Rule 6: four out of five points (same side) more than 1 sigma from center line

i.      May signify a process shift, a step change (operator, procedure, materials)

h.      Rule 7: fifteen points in a row within 1 sigma of center line

i.      May signify reduced process variation (old or incorrect limits).  For Xbar, can signify when variation within subgroup large compared to between subgroups

i.        Rule 8: eight points in a row more than 1 sigma from center line

i.      May signify a mixture of factors, erratic behavior,  over control, two different processes on the same chart

II         Typical errors to doing SPC

a.       Not doing it

b.      Not doing it in real time

i.      Doing it a month after the fact for a customer report but not using it to refine your process

c.       Leaving it up to the engineer or intern

i.      Doing it right means proper training to shop floor and delegating the authority to stop a process if needed

d.      Using lack of software or technology as an excuse

i.      The most effective way is to be done by hand by the operator making the parts.  Shewhart invented it this way.

e.       Choosing the wrong type of chart

f.       Not updating control limits after a significant process change

III      Recap

a.       SPC History- invented by Walter A. Shewhart working for Bell Labs in the 1920s

b.      Monitors the health (pulse) of the process, and detects unanticipated change.  (ekg reading?)

c.       Different types of SPC charts - Most Basic I-MR, XbarR, P, U

d.      Western Electric Rules            - 8 Rules - Identifies low probability events. (neither good, nor bad, just different) 

e.       Typical errors to doing SPC, 1) Not doing it, 2) Not doing it in real time

Outro: Thanks for listening to episode 210 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 209,  we introduce various types of statistical process control charts in "Process Pulse - Part 1."  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-209 Leave a Review! http://bit.ly/E6S-iTunes

 *** The Process Pulse - SPC ***                             

Objection 1:  We don't have time to look at and analyze every data point.

Counter 1: SPC will actually save you time, by avoiding major disruptions you could have detected before they became a problem, and by not spending time on common cause signals 

Objection 2:  We already do SPC, but it really doesn’t help us with anything.

Counter 2:  Why?  Are you doing it real-time?  If you don't use it properly, it's useless. SPC                                                                                 

I            Note!:  Lots of images in this series.  Take a look at the show notes

II         SPC – Statistical Process Control

a.       History- invented by Walter A. Shewhart working for Bell Labs in the 1920s

b.      “Anatomy”

i.      line drawing with connected dots

ii.      individual plotted points in time order with on the X-axis and key measure on the Yaxis

iii.      A center line is drawn at the value of the mean of all measurements

iv.      Upper and lower control limits (sometimes called "natural process limits") that indicate  “out-of-control” situation

c.       Monitors the health (pulse) of the process, and detects unanticipated change.  (ekg reading?)

i.      Trends

ii.      Abnormal changes in variation

iii.      Too far from target

iv.      See prior episodes

1.      E6S-064 - In the eye of the Cash-holder Part 1A- Stable & Capable

2.      E6S-065 - In the eye of the Cash-holder Part 1B- Stable & Capable

d.      Example: An operator on a ceramics coating process monitors the coating weights applied to each part.  The process flags for rule 1 violation for statistically lighter than usual coating weight.

i.      Proper action

1.      Pause the process (where it makes sense)

2.      Inspect the part.  Is it still within specification?

3.      Investigate the process.  Did something change? 

4.      If part is good and nothing changed, make a note that you investigated the process and continue running as is with no changes

5.      If the part is out of spec or something changed in the process.  Seek any necessary help to adjust the process.  Make a note of changes made.  Start the process again.

III      Different types of SPC charts

a.       Most Basic

i.      I-MR – Individual Moving Range (Continuous Data - No subgroups)

ii.      XbarR – Mean and Range (Continuous Data - with rational subgroups)

iii.      P – Proportions Chart (Discrete/Attribute Data – with rational subgroups)

iv.      U – Plots defects per opportunity (DPU) – ((Discrete/Attribute Data – with rational subgroups)

1.      When multiple defect opportunities exist on a single unit –

2.      output will be an “average count” with some decimal places, if multiple units are being examined

b.      Slightly more complex

i.      XbarS – Mean and Standard Deviation (Continuous Data - with rational subgroups)

1.      When subgroup sample sizes are large

ii.      NP – plots individual counts of defective units (as opposed to proportions) – ((Discrete/Attribute Data – with rational subgroups)

iii.      C - plots individual counts of defects (as opposed to defective units) – ((Discrete/Attribute Data – with rational subgroups)

iv.      Z MR– or “Short Run” – plots points in terms of  the “Z” score.  (Continuous Data – no subgroups)

1.      Analyzed in units of standard deviation

2.      Useful for high mix low volume production, where only small samples from each part type are produced. 

3.      Leverages data from all parts run on the same equipment

v.      Laney P and Laney U – adds correction factor for control limits P or U charts to correct for “overdispersion” due to large subgroup sample sizes

c.       Somewhat advanced

i.      EWMA – Exponential Weighted Moving Average (Continuous data - individual with or without rational subgroups)

1.      Plots a combined measurement with some weight given to the previous point and some weight given to the new measurement (no subgroups)

2.      Used to detect small shifts from target when process is in control.

ii.      CUSUM -  Cumulative Sum (Continuous data - individual with or without rational subgroups)

1.      Plots a cumulative sum of the deviations of each sample value from the target value.

2.      Used to detect small shifts from target when process is in control.

iii.      Zone Charts (Minitab only?) – Hybrid of Xbar and CUSUM charts.  (Continuous data - individual with or without rational subgroups)

1.      Plots a cumulative score, based on "zones" at 1, 2, and 3 standard deviations from the center line

2.      Used to simplify interpretation – only one rule (score > 8)

d.      Others?…       

i.      Multivariate

ii.      Rare event charts

Outro: Thanks for listening to episode 209 of the E6S-Methods podcast. Stay tuned for episode 210 for "Process Pulse- Part 2," where we discuss the Western Electric Rules.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 208, we conclude this round of answers to Lean and Six Sigma related questions from Quora. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-208 Leave a Review! http://bit.ly/E6S-iTunes

       I.      Is it compulsory to use statistical tools when doing a Six Sigma Green Belt project (in business)?

    II.      What is the difference between average and proportion defective?

 III.      How many level of sigma is NASA?

 IV.      How do they ensure airplanes operate better than the six sigma threshold?

    V.      Can Six sigma apply on stock market?

 VI.      Why does Kaizen Sigma 6 suck so bad for front line trench employees?

VII.      I do not have a college degree. I have a lot of experience in Account Management. Would obtaining a six sigma green belt help me further my career?

VIII.      Can you manage a hospital with agile methodology, and what are the best books to read for it?

 IX.      How many hours a day should a product owner spend in meetings?

    X.      What are the best books on waterfall startup development methodology?

Outro: Thanks for listening to episode 208 of the E6S-Methods podcast. Stay tuned for episode 209 for our introduction to statistical process control.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 207, we continue with more Lean Six Sigma related questions from Quora. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-207 Leave a Review! http://bit.ly/E6S-iTunes

       I.      Does lean six sigma yellow belt certification look good on your resume when pursuing procurement or buyer positions?

    II.      Does lean six sigma yellow belt certification look good on your resume when pursuing procurement or buyer positions?

 III.      Are there any good case studies of Lean Six Sigma being applied in a human resources department?

 IV.      Can we combine Agile with Six Sigma in software development and how?

    V.      How is RPA connected to Lean Six Sigma?

Outro: Thanks for listening to episode 207 of the E6S-Methods podcast. We continue with more questions from Quora in episode 208.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 206, Jacob returns and answer some more of the most interesting Lean Six Sigma related questions from Quora. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-205 Leave a Review! http://bit.ly/E6S-iTunes

I.      Is PMP tougher than a six sigma black belt?

II.      What kind of projects would qualify as Six Sigma Green Belt projects(in business)?

 III.      Why do you work a job that you don’t enjoy?

IV.      How did Lean Six Sigma get a 3.4 DPMO?

E6S-011 - DMAIC Define Metrics

E6S-012 - FPY RTY Defects

    V.      Is it better to identify waste as TIMWOODI or TIMWOODS?

E6S-072 - 8 Wastes Part1                                          

E6S-073-  8 Wastes Part2                  

E6S-074 - 8 Wastes Part3                                          

E6S-075 - 8 Wastes Part4                                                                              

E6S-077 - 8 Wastes Part5                                                                              

 VI.      What is the difference between Six Sigma and ISO?

VII.      Can I get the list of companies doing poorly with lean six sigma methodology?

Outro: Thanks for listening to episode 206 of the E6S-Methods podcast. We continue with more questions from Quora in episode 207.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 205, a short parable, "Beating the Deer Fly - The Price of Victory." If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-205 Leave a Review! http://bit.ly/E6S-iTunes

Outro: Thanks for listening to episode 205 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

*** Beating the Deer Fly - The Price of Victory ***                  

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 204, we wrap #LeanSixSigmaforGood with Brion Hurley, part 3 of our discussion over how you can use your Lean Six Sigma skills to help people in need and help improve the environment.  All of these details can also be found for free in Brion's book, Lean Six Sigma for Good. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-204 Leave a Review! http://bit.ly/E6S-iTunes

*** #LeanSixSigmaforGood ***      

I            Brion Hurley - Biography

            Brion is the founder and owner of Business Performance Improvement (BPI), a consulting firm in Portland, Oregon. His mission is to help businesses and organizations achieve “triple bottom line” performance using Lean and Six Sigma.

            For 18 years, he was a Principal Lean Six Sigma Consultant at Rockwell Collins (aerospace manufacturer) in Wilsonville, Oregon. He is certified as a Master Black Belt, Lean Master, and has numerous sustainability certifications. He was hired in 1999, and has worked out of 3 different facilities: Cedar Rapids (Iowa), Melbourne (Florida) and Wilsonville (Oregon). He has a bachelor’s degree in Statistics, a master’s degree in Quality Management and Productivity, and lettered four years in football as a placekicker and punter at the University of Iowa.

            In his free time, he helps lead Lean Portland, a group of volunteer consultants who help nonprofits in the Portland (OR) metro area implement Lean and Six Sigma.

            He is also a member of the Institute of Industrial and Systems Engineers (IISE) Sustainable Development division, which is working to bring sustainability to the engineering field. They have conducted a community service project with nonprofits at the IISE Annual Conference every year since 2013.

            He is currently President of Recycling Advocates, a nonprofit organization in Portland that is "dedicated to creating a sustainable future through local efforts to reduce, reuse and recycle."

a.       What's new with Brion Hurley?

b.      Tells us about BPI - Business Performance Improvement

i.      Mission and vision

ii.      What customer is the right fit for your services?

II         Let's talk about your book, Lean Six Sigma for Good - How improvement experts can help people in need and help improved the environment

a.       Why write a book?

III      Beyond Profits - Notable NGO Lean Six Sigma Success Stories

a.       Toyota Production System Support Center: Hurricane Sandy victims - reduced lead time for food delivery from 3 hours to 1.3 hours

IV      People, Planet, Profit = Sustainability

a.       How is it that these things together equal sustainability?

V         You mention BP, Wells Fargo, and Apple as examples of companies who did not observe the "triple bottom line," yet these companies still exist and the bad press about them seems to have faded.  What's your take on this?

VI      You list 17 UN Sustainable Development Goals. 

a.       UN Sustainable Development Goals: https://www.un.org/sustainabledevelopment/sustainable-development-goals/

b.      Which of these resonate most with you?  Why?

c.       How can Lean Six Sigma be applied in these areas?

VII   How we can get started

a.       Offer your assistance and expertise

 i.      Specifically how?  Can you recommend an approach or pitch to sell Lean Six Sigma as a viable approach for the organization?

VIII    What's the deal with the "new" EPA?

a.       What's the buzz in sustainability circles?

b.      What positive could come of the change in the EPA general orders?

IX      Other Topics:

a.       LeanSixSigmaforGood.com

b.      Lean Portland - nonprofit volunteering (6 organizations we've worked with)

c.       Common opportunities we're seeing with nonprofits

d.      Spreading to other cities? Eugene? Seattle? Hartford? Other cities?

e.       IISE service volunteer events (next one in Orlando May 19th with Restore)

X         Best ways to contact Brion Hurley?

Lean Portland: https://leanportland.com

LinkedIn: https://www.linkedin.com/in/brion-hurley-432192/

Instagram: https://www.instagram.com/brionhurley/

Facebook: https://www.facebook.com/brionhurley

Lean Six Sigma for Good website: http://www.leansixsigmaforgood.com/

*** #LeanSixSigmaforGood ***                                                                        

Outro: Thanks for listening to episode 204 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 203, we speak again with Brion Hurley. We talk about how you can use your Lean Six Sigma skills to   help people in need and help improve the environment.  All of these details can also be found for free in Brion's book, Lean Six Sigma for Good. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-203 Leave a Review! http://bit.ly/E6S-iTunes

*** #LeanSixSigmaforGood ***      

I            Brion Hurley - Biography

            Brion is the founder and owner of Business Performance Improvement (BPI), a consulting firm in Portland, Oregon. His mission is to help businesses and organizations achieve “triple bottom line” performance using Lean and Six Sigma.

            For 18 years, he was a Principal Lean Six Sigma Consultant at Rockwell Collins (aerospace manufacturer) in Wilsonville, Oregon. He is certified as a Master Black Belt, Lean Master, and has numerous sustainability certifications. He was hired in 1999, and has worked out of 3 different facilities: Cedar Rapids (Iowa), Melbourne (Florida) and Wilsonville (Oregon). He has a bachelor’s degree in Statistics, a master’s degree in Quality Management and Productivity, and lettered four years in football as a placekicker and punter at the University of Iowa.

            In his free time, he helps lead Lean Portland, a group of volunteer consultants who help nonprofits in the Portland (OR) metro area implement Lean and Six Sigma.

            He is also a member of the Institute of Industrial and Systems Engineers (IISE) Sustainable Development division, which is working to bring sustainability to the engineering field. They have conducted a community service project with nonprofits at the IISE Annual Conference every year since 2013.

            He is currently President of Recycling Advocates, a nonprofit organization in Portland that is "dedicated to creating a sustainable future through local efforts to reduce, reuse and recycle."

IV      People, Planet, Profit = Sustainability

a.       How is it that these things together equal sustainability?

V         You mention BP, Wells Fargo, and Apple as examples of companies who did not observe the "triple bottom line," yet these companies still exist and the bad press about them seems to have faded.  What's your take on this?

VI      You list 17 UN Sustainable Development Goals. 

a.       UN Sustainable Development Goals: https://www.un.org/sustainabledevelopment/sustainable-development-goals/

b.      Which of these resonate most with you?  Why?

c.       How can Lean Six Sigma be applied in these areas?

VII   How we can get started

a.       Offer your assistance and expertise

i.      Specifically how?  Can you recommend an approach or pitch to sell Lean Six Sigma as a viable approach for the organization?

VIII   What's the deal with the "new" EPA?

a.       What's the buzz in sustainability circles?

b.      What positive could come of the change in the EPA general orders?

IX      Other Topics:

a.       LeanSixSigmaforGood.com

b.      Lean Portland - nonprofit volunteering (6 organizations we've worked with)

c.       Common opportunities we're seeing with nonprofits

d.      Spreading to other cities? Eugene? Seattle? Hartford? Other cities?

e.       IISE service volunteer events (next one in Orlando May 19th with Restore)

X         Best ways to contact Brion Hurley?

Lean Portland: https://leanportland.com

LinkedIn: https://www.linkedin.com/in/brion-hurley-432192/

Instagram: https://www.instagram.com/brionhurley/

Facebook: https://www.facebook.com/brionhurley

Lean Six Sigma for Good website: http://www.leansixsigmaforgood.com/

*** #LeanSixSigmaforGood ***    

Outro: Thanks for listening to episode 203 of the E6S-Methods podcast. Stay tuned for episode 204, where we finish off with part 3 of  #LeanSixSigmaforGood.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 202, we speak again with Brion Hurley. We talk about how you can use your Lean Six Sigma skills to   help people in need and help improve the environment.  All of these details can also be found for free in Brion's book, Lean Six Sigma for Good. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-202 Leave a Review! http://bit.ly/E6S-iTunes

*** #LeanSixSigmaforGood ***                  

I            Brion Hurley - Biography

            Brion is the founder and owner of Business Performance Improvement (BPI), a consulting firm in Portland, Oregon. His mission is to help businesses and organizations achieve “triple bottom line” performance using Lean and Six Sigma.

            For 18 years, he was a Principal Lean Six Sigma Consultant at Rockwell Collins (aerospace manufacturer) in Wilsonville, Oregon. He is certified as a Master Black Belt, Lean Master, and has numerous sustainability certifications. He was hired in 1999, and has worked out of 3 different facilities: Cedar Rapids (Iowa), Melbourne (Florida) and Wilsonville (Oregon). He has a bachelor’s degree in Statistics, a master’s degree in Quality Management and Productivity, and lettered four years in football as a placekicker and punter at the University of Iowa.

            In his free time, he helps lead Lean Portland, a group of volunteer consultants who help nonprofits in the Portland (OR) metro area implement Lean and Six Sigma.

            He is also a member of the Institute of Industrial and Systems Engineers (IISE) Sustainable Development division, which is working to bring sustainability to the engineering field. They have conducted a community service project with nonprofits at the IISE Annual Conference every year since 2013.

            He is currently President of Recycling Advocates, a nonprofit organization in Portland that is "dedicated to creating a sustainable future through local efforts to reduce, reuse and recycle."

a.       What's new with Brion Hurley?

b.      Tells us about BPI - Business Performance Improvement

i.      Mission and vision

ii.      What customer is the right fit for your services?

II         Let's talk about your book, Lean Six Sigma for Good - How improvement experts can help people in need and help improved the environment

a.       Why write a book?

III      Beyond Profits - Notable NGO Lean Six Sigma Success Stories

a.       Toyota Production System Support Center: Hurricane Sandy victims - reduced lead time for food delivery from 3 hours to 1.3 hours

IV      People, Planet, Profit = Sustainability

a.       How is it that these things together equal sustainability?

Outro: Thanks for listening to episode 202 of the E6S-Methods podcast. Stay tuned for episode 203,  where we continue our discussion with Brion Hurley, #LeanSixSigmaforGood - part 2.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 201, we speak again with Johanna Ficatier from the Mayo Clinic about her work to reduce unnecessary hospital readmission.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-201 Leave a Review! http://bit.ly/E6S-iTunes

***Reducing Hospital Readmissions ***                 

I            Johanna Ficatier - Biography

Johanna Ficatier is a Senior Health Systems Engineer at Mayo Clinic Rochester (Minnesota), where she also holds the academic rank of instructor in health systems engineering.  Johanna has a Master of Science in Engineering Management from the University of North Carolina at Charlotte, she is also Lean Six Sigma Green Belt and Project Management Professional (PMP) certified. Johanna has worked in Japan in the Industrial Equipment and Machine Tools Industry in the positions of Mechanical Design Engineer and Global Engineering Coordinator. She turned to the healthcare industry in 2014, first as a research assistant while pursuing her Master's degree. She joined the department of Management Engineering and Internal Consulting at Mayo Clinic in 2016. 

II         30 Day Readmission Rate

a.       Key measure of good quality of care and effective care transition

b.      Avoidable readmissions result in excess costs and reduced quality of life for the patient

c.       Through the Hospital Readmissions Reduction Program (HRRP) included in the Affordable Care Act (ACA), the Center for Medicare and Medicaid Services (CMS) calculates the expected readmission rate within 30 days, and penalizes the hospitals performing with an excess readmission ratio for certain specific conditions

III      All cause readmissions: patients who return to the hospital for any reason within 30 days

a.       Readmissions to another hospital are difficult to track

b.      CMS defined Performance period based on 3 years of claims data, only captures Medicare / Medicaid patients

IV      Goals:

a.       Reduce further the 30 day readmission rate

 i.      All-readmissions UHC target 10.3% (Q4 2015)

ii.      Focus on CMS-targeted diagnosis (CHF, AMI, PN, COPD, THA/TKA)

b.      Improve the discharge process / care coordination for specific patients population

i.      English as a Second Language (ESL) patients

ii.      Community patients

V         Geography of Readmissions

VI      Readmissions by Service

VII   Fishbone diagram - Input factors

VIII   Key Findings:

a.       Need for data for physicians to understand quantitatively their practice / areas for improvement

b.      Services such as community care coordinator can be available, but there is a need to make the different proponents aware of it, especially in big hospitals

***Reducing Hospital Readmissions ***

Outro: Thanks for listening to episode 201 of the E6S-Methods podcast. Stay tuned for episode 202,  "Lean Six Sigma for Good - Part 1."  We speak again with Brion Hurley about his new book and the best ways for Lean Six Sigma practitioners to use their powers for good. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 200, we cap our "Speaking Upwards" series wtih TEDxer, Raymond Poole and talk his path to landing a TEDx talk. Be sure to watch Ray's TEDx talk about "Realistic Optimism" and many other valuable videos and resources at www.cfcornerman.com. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-200 Leave a Review! http://bit.ly/E6S-iTunes

*** Speaking Upwards - Public Speaking with TEDxer Raymond Poole***    

I            Ray Poole Biography:

Ray Poole is a husband to Rebecca Poole who was born with cystic fibrosis. A graduate of the University of Connecticut with a Bachelor’s degree in Mechanical and Materials Engineering and later Indiana University with a Master’s in Business Administration (MBA), Ray has recently worked as an Engineering Manager and a Product Manager in the electrical industry.

Ray became involved with the Cystic Fibrosis Foundation (CFF) and was named “Milwaukee’s Finest” and is a member of the CFF Leadership Board chairing the Tomorrow’s Leaders group for young professionals. Ray holds a third degree black belt in Tae Kwon Do and has trained and competed in several martial arts including Muay Thai and Jujitsu which influenced the title of his first book: “Lessons from a CF Cornerman: 38 Lessons I Learned During my Wife’s Illness and Lung Transplant” which is available on Amazon. To learn more about their story, hear Ray’s TEDx talk, or get the latest updates on new projects, visit www.CFCornerman.com. Find all social media links and enter your email address on the contact page for updates. Also consider checking out our last interview with Ray Poole on episode E6S-143   Focus From a Cornerman's Perspective.

II         We last spoke in later 2016.  What's changed with you since then?

a.       Ray: I am launching the Hospital Comfort Kit for patients and families admitted to the hospital. It is an alternative to the standard flowers and candy that people sent and contains items many people don’t realize will help. A small cooler, water bottle, and Bluetooth speaker can all make the daily experience better. We even include a “Hospital Survival Guide” with a ton of helpful hints and explanations. It will be available in late May 2018. Visit http://www.cfcornerman.com/products.html for updates and to purchase. A portion of the profits will go to charity.

b.      If you are interested in great networking opportunities, professional development events (like public speaking and personal branding), and a chance to support a great cause consider Tomorrow’s Leaders at your local CFF chapter. https://www.cff.org/Get-Involved/Participate/Tomorrows-Leaders/

III      Importance of "Speaking Upwards"  - Describe the public speaking up-skilling you needed for each stage in your career.

d.      Public speaking as a CF Cornerman - What from your experience could you leverage?  What was like starting from zero?

e.       Public speaking as an author  - With each "level-up" in venue, what do you do to "level-up" your style or approach?

IV      The path to TEDx - https://youtu.be/DN9F89NjyFw

a.       How to get a TEDx - https://www.youtube.com/watch?v=KkZar59hf3g

i.      How might someone know if they have a good TEDx topic? 

b.      Upping your game

i.      Toastmasters

1.      What did you work on specifically? What's your "bad habit?"

2.      Why should someone considering joining Toast Masters?

ii.      Speaking "metrics" (umms, ahhhs, Soooo, "and-and-and," ticks, fidgets, favorite words, etc?)

iii.      Post-mortem on your TEDx. What would you do differently?

V         Anything you'd like to add that I didn't ask?

VI      Links:

a.       http://www.cfcornerman.com/

b.      raypoole@cfcornerman.com

*** Speaking Upwards - Public Speaking with TEDxer Raymond Poole***    

Outro: Thanks for listening to episode 200 of the E6S-Methods podcast. Stay tuned for episode 201, when we speak with repeat guest Johanna Ficatier on her work with the Mayo clinic to reduce patient readmission rates.   Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 199, we continue with "Speaking Upwards wtih TEDxer, Raymond Poole" and talk about public speaking in the work place.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-199 Leave a Review! http://bit.ly/E6S-iTunes

*** Speaking Upwards - Public Speaking with TEDxer Raymond Poole***    

I            Ray Poole Biography:

Ray Poole is a husband to Rebecca Poole who was born with cystic fibrosis. A graduate of the University of Connecticut with a Bachelor’s degree in Mechanical and Materials Engineering and later Indiana University with a Master’s in Business Administration (MBA), Ray has recently worked as an Engineering Manager and a Product Manager in the electrical industry.

Ray became involved with the Cystic Fibrosis Foundation (CFF) and was named “Milwaukee’s Finest” and is a member of the CFF Leadership Board chairing the Tomorrow’s Leaders group for young professionals. Ray holds a third degree black belt in Tae Kwon Do and has trained and competed in several martial arts including Muay Thai and Jujitsu which influenced the title of his first book: “Lessons from a CF Cornerman: 38 Lessons I Learned During my Wife’s Illness and Lung Transplant” which is available on Amazon. To learn more about their story, hear Ray’s TEDx talk, or get the latest updates on new projects, visit www.CFCornerman.com. Find all social media links and enter your email address on the contact page for updates. Also consider checking out our last interview with Ray Poole on episode E6S-143   Focus From a Cornerman's Perspective.

I            Importance of "Speaking Upwards"  - Describe the public speaking up-skilling you needed for each stage in your career.

a.       Public speaking as an engineer - Think back to your first presentation to management as an engineer.  How did you prepare?  How did you feel leading up to it?  How did it go?  Looking back, knowing what you know now, what would you have changed?

i.      selling your ideas?

ii.      methods of persuasion?

iii.      convincing management?

b.      Public speaking as a Black Belt Project Leader - From engineer to BB, how did your style pivot?

i.      Presenting to executives in the boardroom?

ii.      Presenting to a mixed crowd (with executives, engineers, finance folks and hourly (union?) front-line workers?

c.       Public speaking as a Product Manager -

i.      interfacing with customers?

d.      Public speaking as a CF Cornerman - What from your experience could you leverage?  What was like starting from zero?

e.       Public speaking as an author  - With each "level-up" in venue, what do you do to "level-up" your style or approach?

Outro: Thanks for listening to episode 199 of the E6S-Methods podcast. Stay tuned for episode 200, part 3 of "Speaking Upwards" series with TEDxer Raymond Poole.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 198, we speak again with author, cornerman and new TEDxer, Raymond Poole in part 1 of our "Speaking Upwards" series - "The Back Story." If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-198 Leave a Review! http://bit.ly/E6S-iTunes

*** Speaking Upwards - Public Speaking with TEDxer Raymond Poole***    

I            Ray Poole Biography:

Ray Poole is a husband to Rebecca Poole who was born with cystic fibrosis. A graduate of the University of Connecticut with a Bachelor’s degree in Mechanical and Materials Engineering and later Indiana University with a Master’s in Business Administration (MBA), Ray has recently worked as an Engineering Manager and a Product Manager in the electrical industry.

Ray became involved with the Cystic Fibrosis Foundation (CFF) and was named “Milwaukee’s Finest” and is a member of the CFF Leadership Board chairing the Tomorrow’s Leaders group for young professionals. Ray holds a third degree black belt in Tae Kwon Do and has trained and competed in several martial arts including Muay Thai and Jujitsu which influenced the title of his first book: “Lessons from a CF Cornerman: 38 Lessons I Learned During my Wife’s Illness and Lung Transplant” which is available on Amazon. To learn more about their story, hear Ray’s TEDx talk, or get the latest updates on new projects, visit www.CFCornerman.com. Find all social media links and enter your email address on the contact page for updates. Also consider checking out our last interview with Ray Poole on episode E6S-143   Focus From a Cornerman's Perspective.

II         We last spoke in later 2016.  What's changed with you since then?

a.       Ray: I am launching the Hospital Comfort Kit for patients and families admitted to the hospital. It is an alternative to the standard flowers and candy that people sent and contains items many people don’t realize will help. A small cooler, water bottle, and Bluetooth speaker can all make the daily experience better. We even include a “Hospital Survival Guide” with a ton of helpful hints and explanations. It will be available in late May 2018. Visit http://www.cfcornerman.com/products.html for updates and to purchase. A portion of the profits will go to charity.

b.      If you are interested in great networking opportunities, professional development events (like public speaking and personal branding), and a chance to support a great cause consider Tomorrow’s Leaders at your local CFF chapter. https://www.cff.org/Get-Involved/Participate/Tomorrows-Leaders/

Outro: Thanks for listening to episode 198 of the E6S-Methods podcast. Stay tuned for part 2 of "Speaking Upwards with TEDxer Raymond Poole" in episode 199 - "Public Speaking."  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 197, "CX for Job Seekers - Part 3" we say "TALE(n)O!" to the canned rejection letter, and yes to the more personal touch.   If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-197 Leave a Review! http://bit.ly/E6S-iTunes

***Rejected! CX for Job Seekers - Message to HR: TALE(n)O***            

Dear Applicant,

We appreciate you taking the time to express your interest in (Open Position). We carefully reviewed your information and we have decided to pursue other applicants who more closely match the requirements/preferences for the position.

Thank you for your interest. While you were not selected for this position, we encourage you to apply again in the future for openings that match your qualifications.

We wish you good luck in your future endeavors.

Sincerely,

Talent Management

I            This is the type of rejection letter "my friend" recently received after going through several rounds of interviews

a.       Interviews

i.      Screening call with assistant recruiter

ii.      Screening call with lead recruiter

iii.      Phone interview with hiring manager

iv.      2-days of interviews at two different facilities in two different states, having met with all the executives in HR, Marketing, Operations, Manufacturing and Quality...

1.      During which most were very impressed with his background

b.      Follow-up emails with the lead recruiter to verify timing of any decisions

c.       And to top it off, when asked about their reimbursement policy for gas mileage, because their reimbursement was $90 short of the IRS standard, no response.

d.      All-in-all:  if another job opened up with this company, I would not reapply, based on my experience with how HR handled the process. Poor way to engage with people

Objection 1:  Everyone else does it this way

Counter 1: Never good reason to do anything.  Challenge the status quo and ask, "why?"

Objection 2:  Recruiters are too busy with all the applicants they get to do anything else. They don't have time to spend with the discards

Counter 2:  OK maybe, but doubtful. And it's definitely not true everywhere.  And if you've taken the time to meet someone in person, your relationship is beyond a canned email.  It can be email, but it cannot be so impersonal from a "do not reply" mailbox.  That's like getting broken up with via text from a burner phone.  Have some class! (forgive me, I just finished watching John Oliver)

Objection 3:  Companies do this to avoid liabilities.

Counter 3: On this, I call bullshit.  This is a complete cop-out. If you cannot trust people to communicate without jeopardizing the company legally, you should not have hired them.                                                             

There is only one logical reason for the canned rejection letter, and that is the discomfort of delivering bad news.  Too many hiring managers hide behind recruiters to deliver the bad news in order to save face, but the recruiters don't have enough information to answer any questions the candidate might have in response.  Manager tools (www.manager-tools.com) says the hiring manager should make the final phone calls to deliver both happy and sad news, and I agree.      

II         Rejection with Class - In contrast hear the audio of a different type of rejection. 

a.       Interviews

i.      30 min call with recruiter

ii.      30 min call with hiring manager

b.      Personalized email rejection

i.      although still from a "do not reply" email account, but still had the signature of the HR director by name

c.       Highly personal voicemail by the recruiter

i.      took 1 minute and 9 seconds of her time

ii.      Made 100% the difference of whether or not I would reengage with this company.  Hell yes, I would.  That's a person putting the human back in human resources.  That's a HR professional! (Welcome back. We've missed you.  Stay long and invite your friends.)

***Rejected! CX for Job Seekers - Message to HR: TALE(n)O***                                                                                    

III      Recap                                                                                                

Outro: Thanks for listening to episode 197 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 196,  "Kai-Zen and the Art of Everything Part 2- Journey Through Gumption," I read more passages from Robert Pirsig's iconic book, "Zen and the Art of Motorcycle Maintenance," and elaborate on how these same messages apply in business and, more specifically, Lean Six Sigma.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-196 Leave a Review! http://bit.ly/E6S-iTunes

*** Kai-Zen and the Art of Everything - Part 2 - Journey Through Gumption ***                                                                         

I            Fill up with gumption

a.       Pg 310- Robert Pirsig - Zen and the Art of Motorcycle Maintenance

      I like the word ``gumption'' because it's so homely and so forlorn and so out of style it looks as if it needs a friend and isn't likely to reject anyone who comes along. It's an old Scottish word, once used a lot by pioneers, but which, like ``kin,'' seems to have all but dropped out of use. I like it also because it describes exactly what happens to someone who connects with Quality. He gets filled with gumption.

      The Greeks called it enthousiasmos, the root of ``enthusiasm.'' which means literally ``filled with theos,'' or God, or Quality. See how that fits? A person filled with gumption doesn't sit around dissipating and stewing about things. He's at the front of the train of his own awareness, watching to see what's up the track and meeting it when it comes. That's gumption....

      If you're going to repair a motorcycle, an adequate supply of gumption is the first and most important tool. If you haven't got that you might as well gather up all the other tools and put them away, because they won't do you any good.

      Gumption is the psychic gasoline that keeps the whole thing going. If you haven't got it there's no way the motorcycle can possibly be fixed. But if you have got it and know how to keep it there's absolutely no way in this whole world that motorcycle can keep from getting fixed. It's bound to happen. Therefore the thing that must be monitored at all times and preserved before anything else is the gumption.

i.      Call it gumption, moxie, grit, pride, love or drive.  It's what keeps people coming through the work-doors every day.  It's what people who hate the journey use to keep going. 

ii.      Consider that last line.  "the thing must be monitored at all times and preserved before anything else...."

1.      As a trainer, it is not enough for me to deliver content and knowledge. I must also feed gumption. Gumption keeps people engaged and learning.  Gumption gets people to come back in time from breaks

2.      As a project manager, I need to feed the gumption of team members and subject matter experts.  They're already protecting it thinking I'll take it away, but if I give them some more gumption, then there is a surplus for when I may need to borrow some of it  later. 

3.      Black Belts need gumption.  They will face countless obstacles. It's only the gumption that gets them through. 

a.       This is why I carefully screen Black Belts I train. I'm looking for gumption.

b.      I "help superstars take flight." Meaning, you bring your own gumption, and I give you some extra tools to help put it to good use.

II         Avoid the value rigidity trap

a.       Pg 317 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance

      As the course description of gumptionology indicated, this internal part of the field can be broken down into three main types of internal gumption traps: those that block affective understanding, called ``value traps''; those that block cognitive understanding, called ``truth traps''; and those that block psychomotor behavior, called ``muscle traps.'' The value traps are by far the largest and the most dangerous group.

      Of the value traps, the most widespread and pernicious is value rigidity. This is an inability to revalue what one sees because of commitment to previous values. In motorcycle maintenance, you must rediscover what you do as you go. Rigid values make this impossible. The typical situation is that the motorcycle doesn't work. The facts are there but you don't see them. You're looking right at them, but they don't yet have enough value. This is what Phædrus was talking about. Quality, value, creates the subjects and objects of the world. The facts do not exist until value has created them. If your values are rigid you can't really learn new facts.

      This often shows up in premature diagnosis, when you're sure you know what the trouble is, and then when it isn't, you're stuck. Then you've got to find some new clues, but before you can find them you've got to clear your head of old opinions. If you're plagued with value rigidity you can fail to see the real answer even when it's staring you right in the face because you can't see the new answer's importance.

i.      This sounds an awful lot like ego, but it is more external.  This trap comes when nothing fits the existing model.  When it doesn't fit the existing model, you create a new model to make sense of it. 

ii.      In root cause analysis, this is when you must abandon preconceived notions, thinking you know the answer because you've "seen it before."

1.      I've fallen in this trap.  One of our products was "growing stuff."  I commissioned several tests to see what it was. My presumption was that it was bacteria from the DI water lines, because "I'd seen it before."

2.      Some tests supported it was bacteria.  Some did not.  There was a mix of "mu" results and red herrings

3.      The engineering manager in charge of the DI water insisted it was not the water, because she has it cleaned and tested every year.  But she was not giving concrete evidence, just wanted her word to count for it.

4.      Turns out it was not the DI water, and was not even bacteria, but crystallized impurities that resemble bacteria in how they agglomerate.

a.       and it was not solved by me, or by the engineering manager, or by the engineer who was assigned to fix it or by anyone else who should have solved it because they were the experts.  It was solved by the newest, least rigid, person to join the company - the one I hired because of  her gumption. E6S-153 Yelena's Story from Russia to Riches

b.      Pg 22- Robert Pirsig - Zen and the Art of Motorcycle Maintenance

      I sat in the grass with him at the shoulder of the road, defeated staring into the trees and underbrush. I answered all of Chris's questions patiently and in time they became fewer and fewer And then Chris finally understood that our cycle trip was really over and began to cry. He was eight then I think.

      We hitchhiked back to our own city and rented a trailer and put it on our car and came up and got the cycle, and hauled back to our own city and then started out all over again by car.  But it wasn't the same. And we didn't really enjoy ourselves much.

      Two weeks after the vacation was over, one evening after work, I removed the carburetor to see what was wrong but still couldn't find anything. To clean off the grease before replacing it, I turned the stop-cock on the tank for a little gas.  Nothing came out. The tank was out of gas. I couldn't believe it. I can still hardly believe it.

      I have kicked myself mentally a hundred times for that stupidity and don't think I'll ever really, finally get over it. Evidentially what I saw sloshing around was gas in the reserve tank which I had never turned on. I didn't check it carefully because I assumed the rain had caused the engine failure. I didn't understand then how foolish quick assumptions like that are. Now we are on a twenty-eight-horse machine and I take the maintenance of it very seriously. 

i.      To work on "value rigidity" trap, consider the message from Alison Donaghey

                              E6S-163 Think Opposite with Alison Donaghey

III      Prepare a ready mind

a.       Pg 323 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance

      When beginning a repair job you can list everything you're going to do on little slips of paper which you then organize into proper sequence. You discover that you organize and then reorganize the sequence again and again as more and more ideas come to you. The time spent this way usually more than pays for itself in time saved on the machine and prevents you from doing fidgety things that create problems later on.

      You can reduce your anxiety somewhat by facing the fact that there isn't a mechanic alive who doesn't louse up a job once in a while. The main difference between you and the commercial mechanics is that when they do it you don't hear about it...just pay for it, in additional costs prorated through all your bills. When you make the mistakes yourself, you at ]east get the benefit of some education.

i.      Approach seems similar to project planning, creating a work break-down structure, network diagram and agile user stories

E6S-039    Work Breakdown Structure part 1

E6S-041    Work Breakdown Structure LSS Part 3

E6S-098    Network Diagram

E6S-178    Agile Requirements Gathering- User Stories Part 1

E6S-179    Agile Requirements Gathering- User Stories Part 2

IV      Scale it down

a.       Pg 324 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance

      Impatience is close to boredom but always results from one cause: an underestimation of the amount of time the job will take. You never really know what will come up and very few jobs get done as quickly as planned. Impatience is the first reaction against a setback and can soon turn to anger if you're not careful.

      Impatience is best handled by allowing an indefinite time for the job, particularly new jobs that require unfamiliar techniques; by doubling the allotted time when circumstances force time planning; and by scaling down the scope of what you want to do. Overall goals must be scaled down in importance and immediate goals must be scaled up. This requires value flexibility, and the value shift is usually accompanied by some loss of gumption, but it's a sacrifice that must be made. It's nothing like the loss of gumption that will occur if a Big Mistake caused by impatience occurs.

i.      Sounds like Agile to me

1.      scaling down to smaller more immediate deliverables and scope

2.      new jobs and unfamiliar techniques

E6S-100    Agile Part 1                

E6S-101    Agile Part 2    

E6S-103    Agile Part 3                

E6S-104    Agile Part 4    

E6S-141    LSS and/or Agile? Part 1       

E6S-142    LSS and/or Agile? Part 2       

E6S-161    Project Planning Part 2 - The Agile/SCRUM Way

E6S-162    Project Planning Part 3 - The Agile/SCRUM Way

E6S-178    Agile Requirements Gathering- User Stories Part 1

E6S-179    Agile Requirements Gathering- User Stories Part 2

      My favorite scaling-down exercise is cleaning up nuts and bolts and studs and tapped holes. I've got a phobia about crossed or jimmied or rust-jammed or dirt-jammed threads that cause nuts to turn slow or hard; and when I find one, I take its dimensions with a thread gauge and calipers, get out the taps and dies, recut the threads on it, then examine it and oil it and I have a whole new perspective on patience. Another one is cleaning up tools that have been used and not put away and are cluttering up the place. This is a good one because one of the first warning signs of impatience is frustration at not being able to lay your hand on the tool you need right away. If you just stop and put tools away neatly you will both find the tool and also scale down your impatience without wasting time or endangering the work.

ii.      5S perhaps

E6S-109 Intro to 5S

E6S-110 5S on the Brain - Gabriela Spagnol Part 1

E6S-111 5S on the Brain - Gabriela Spagnol Part 2                

V         Recap

a.       Fill up with gumption

b.      Avoid the value rigidity trap

c.       Prepare a ready mind

d.      Scale it down

Outro: Thanks for listening to episode 196 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 195,  "Kai-Zen and the Art of Everything - Part 1" I read passages from Robert Pirsig's iconic book, "Zen and the Art of Motorcycle Maintenance," and elaborate on how his message applies in business and Lean Six Sigma.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-195 Leave a Review! http://bit.ly/E6S-iTunes

*** Kai-Zen and the Art of Everything Part 1 - Scientific Method ***                                                                         

I            Asking the right questions

a.       Pg 105 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance

      "The real purpose of scientific method is to make sure Nature hasn't misled you into thinking you know something you don't actually know.  There's not a mechanic or scientist or technician alive who hasn't suffered from that on so much that he's not instinctively on guard. That's the main reason why so much scientific and mechanical information sounds so dull and so cautious. If you get careless or go romanticizing scientific information, giving it a flourish here and there, Nature will soon make a complete fool out of you. It does it often enough anyway even when you don't give it opportunities.  One must be extremely careful and rigidly logical when dealing with Nature: one logical slip and an entire scientific edifice comes tumbling down. One false deduction about the machine and you can get hung up indefinitely. 

      In Part One of formal scientific method, which is the statement of the problem, the main skill is in stating absolutely no more than you are positive you know.  It is much better to enter a statement 'Solve Problem: Why doesn't cycle work?' which sounds dumb but is correct, than it is to enter a statement 'Solve Problem: What is wrong with the electrical system?' when you don't absolutely know the trouble is in the electrical system.  What you should state is 'Solve Problem: What is wrong with cycle?' and then state as a first entry of Part Two: 'Hypothesis Number One: The trouble is in the electrical system.'  You think of as many hypotheses as you can, then you design experiments to test them to see which are true and which are false.

      This careful approach to beginning questions keeps you from taking a major wrong turn which might cause you weeks of extra work or can even hang you up completely.  Scientific questions often have a surface appearance of dumbness for this reason. They are asked in order to prevent dumb mistakes later on. 

i.      This is the essence of the Define phase as well as any exploratory phase of a new project or design

1.      Good problem statements are difficult to craft.  Too often they contain a bias for a root cause or even a solution.

a.       E6S-009          DMAIC Define Project Definition part 1

b.      E6S-010          DMAIC Define Project Definition part 2

2.      The dangers of bad problem statements:

a.       Waste time solving the wrong problem

i.      Even worse, never realize or admit it and continue throwing good money after bad.  Stuck in the "sunk cost" fallacy.  - The Sunk Cost Fallacy

ii.      It is also the basis of good coaching and consulting. Good consultants ask the dumb questions, and continue to follow up on these questions until they are exhausted.  Often the dumb questions are too often overlooked by those who "know better."

iii.      Similar approach also used during an 8D, "Is/ Is-Not" analysis, sorting only what we know for sure before embarking on hypotheses. 

iv.      Inferential Statistics and Hypothesis Testing "hedges" their bets. No more absolutes or "proof," only probabilities, including the probability of being wrong.  We cannot accept the null hypothesis, only fail to reject it.  We can reject the null hypothesis, but still have a 5% risk of being wrong. (assuming alpha risk = 0.05).  More on hypothesis testing in future episodes.

II         Testing hypotheses

a.       Pg 107 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance

      To test properly the mechanic removes the plug and lays it against the engine so that the base around the plug is electrically grounded, kicks the starter lever and watches the spark plug gap for a blue spark. If there isn't any he can conclude one of two things: (a) there is an electrical failure or (b) his experiment is sloppy. If he is experienced he will try it a few more times, checking connections, trying every way he can think of to get that plug to fire. Then, if he can't get it to fire, he finally concludes that A is correct, there's an electrical failure, and the experiment is over. He has proved that his hypothesis is correct.

      In the final category, conclusions, skill comes in stating no more than the experiment has proved. It hasn't proved that when he fixes the electrical system the motorcycle will start. There may be other things wrong. But he does know that the motorcycle isn't going to run until the electrical system is working and he sets up the next formal question: "Solve problem: what is wrong with the electrical system?"

      He then sets up hypotheses for these and tests them. By asking the right questions and choosing the right tests and drawing the right conclusions the mechanic works his way down the echelons of the motorcycle hierarchy until he has found the exact specific cause or causes of the engine failure, and then he changes them so that they no longer cause the failure.

      An untrained observer will see only physical labor and often get the idea that physical labor is mainly what the mechanic does. Actually the physical labor is the smallest and easiest part of what the mechanic does. By far the greatest part of his work is careful observation and precise thinking. That is why mechanics sometimes seem so taciturn and withdrawn when performing tests. They don't like it when you talk to them because they are concentrating on mental images, hierarchies, and not really looking at you or the physical motorcycle at all. They are using the experiment as part of a program to expand their hierarchy of knowledge of the faulty motorcycle and compare it to the correct hierarchy in their mind. They are looking at underlying form.

i.      Root Cause Analysis using  PDSA (Plan-Do-Study-Adjust) or PDCA (Plan-Do-Check-Act) cycle - Iterative cycle until you've exhausted the options.  Following the bread-crumbs

ii.      Continue filling out the "Is/Is-not"

iii.      Similar basis for Shainin, Red-X methods

III      The novice advantage

a.       Pg 313 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance

      The first time you do any major job it seems as though the out-of-sequence reassembly setback is your biggest worry. This occurs usually at a time when you think you're almost done. After days of work you finally have it all together except for: What's this? A connecting-rod bearing liner?! How could you have left that out? Oh Jesus, everything's got to come apart again! You can almost hear the gumption escaping. Pssssssssssssss.

      There's nothing you can do but go back and take it all apart again -- after a rest period of up to a month that allows you to get used to the idea. There are two techniques I use to prevent the out-of- sequence-reassembly setback. I use them mainly when I'm getting into a complex assembly I don't know anything about.

      It should be inserted here parenthetically that there's a school of mechanical thought which says I shouldn't be getting into a complex assembly I don't know anything about. I should have training or leave the job to a specialist. That's a self-serving school of mechanical eliteness I'd like to see wiped out. That was a ``specialist'' who broke the fins on this machine. I've edited manuals written to train specialists for IBM, and what they know when they're done isn't that great. You're at a disadvantage the first time around and it may cost you a little more because of parts you accidentally damage, and it will almost undoubtedly take a lot more time, but the next time around you're way ahead of the specialist. You, with gumption, have learned the assembly the hard way and you've a whole set of good feelings about it that he's unlikely to have.

i.      Similar approaches in Design Thinking (Empathize, Define, Ideate, Test, Prototype) and Lean Startup- Build Measure Learn - iterative problem solving, based on PDSA i.e. failing forward

1.      This is how new entrants disrupt an existing market. They take the leap to learn something and find a new innovation that eluded the incumbents. 

2.      Or be one who clung to the old model: E6S-180 Parable for our times-AP - QP July 2007

ii.      Don't be this guy: E6S-136 Jonny B Ermuda -Tale of a Project Lost                       

IV      The ego disadvantage

a.       Pg 321- Robert Pirsig - Zen and the Art of Motorcycle Maintenance

      If you have a high evaluation of yourself then your ability to recognize new facts is weakened. Your ego isolates you from the Quality reality. When the facts show that you've just goofed, you're not as likely to admit it. When false information makes you look good, you're likely to believe it. On any mechanical repair job ego comes in for rough treatment. You're always being fooled, you're always making mistakes, and a mechanic who has a big ego to defend is at a terrific disadvantage. If you know enough mechanics to think of them as a group, and your observations coincide with mine, I think you'll agree that mechanics tend to be rather modest and quiet. There are exceptions, but generally if they're not quiet and modest at first, the work seems to make them that way. And skeptical. Attentive, but skeptical, But not egoistic. There's no way to bullshit your way into looking good on a mechanical repair job, except with someone who doesn't know what you're doing.

      -- I was going to say that the machine doesn't respond to your personality, but it does respond to your personality. It's just that the personality that it responds to is your real personality, the one that genuinely feels and reasons and acts, rather than any false, blown-up personality images your ego may conjure up. These false images are deflated so rapidly and completely you're bound to be very discouraged very soon if you've derived your gumption from ego rather than Quality.

i.      Ego kills all that is good. 

1.      Destroys relationships, causes wars, ruins businesses

2.      Ego is the underlayment for all failed continuous improvement deployments

E6S-038    Why LSS Projects Fail

a.       Deployments implode when false successes are celebrated but turn up empty

b.      Program detractors put their egos, their own image, above what is best for the company.  Will wage war.

c.       Or program only targeted to make a "big splash" for a new executive, but not really meant the make a lasting difference

ii.      Ego-driven leaders will continue to double-down on a bad decision, even long after they know it's bad, all to protect their legacy/ego

E6S-063 Zombie Projects

iii.      Good consultants, Black Belts, and leaders must take a step back from their egos, or at least recognize if their actions are ego-driven

V         Unanswered questions - red herrings and dead ends

a.       Pg 327 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance

      I want to talk now about truth traps and muscle traps and then stop this Chautauqua for today. Truth traps are concerned with data that are apprehended and are within the boxcars of the train. For the most part these data are properly handled by conventional dualistic logic and the scientific method talked about earlier.... But there's one trap that isn't...the truth trap of yes-no logic.

      Yes and no -- this or that -- one or zero. On the basis of this elementary two-term discrimination, all human knowledge is built up. The demonstration of this is the computer memory which stores all its knowledge in the form of binary information. It contains ones and zeros, that's all.

      Because we're unaccustomed to it, we don't usually see that there's a third possible logical term equal to yes and no which is capable of expanding our  understanding in an unrecognized direction. We don't even have a term for it, so I'll have to use the Japanese mu.

      Mu means ``no thing.'' Like ``Quality'' it points outside the process of dualistic discrimination. Mu simply says, ``No class; not one, not zero, not yes, not no.'' It states that the context of the question is such that a yes or no answer is in error and should not be given. ``Unask the question'' is what it says.

      Mu becomes appropriate when the context of the question becomes too small for the truth of the answer. When the Zen monk Joshu was asked whether a dog had a Buddha nature he said ``Mu,'' meaning that if he answered either way he was answering incorrectly. The Buddha nature cannot be captured by yes or no questions.

      That mu exists in the natural world investigated by science is evident. It's just that, as usual, we're trained not to see it by our heritage. For example, it's stated over and over again that computer circuits exhibit only two states, a voltage for ``one'' and a voltage for ``zero.'' That's silly!

      Any computer-electronics technician knows otherwise. Try to find a voltage representing one or zero when the power is off! The circuits are in a mu state. They aren't at one, they aren't at zero, they're in an indeterminate state that has no meaning in terms of ones or zeros. Readings of the voltmeter will show, in many cases, ``floating ground'' characteristics, in which the technician isn't reading characteristics of the computer circuits at all but characteristics of the voltmeter itself. What's happened is that the power-off condition is part of a context larger than the context in which the one zero states are considered universal. The question of one or zero has been ``unasked.'' And there are plenty of other computer conditions besides a power-off condition in which mu answers are found because of larger contexts than the one-zero universality.

      The dualistic mind tends to think of mu occurrences in nature as a kind of contextual cheating, or irrelevance, but mu is found throughout all scientific investigation, and nature doesn't cheat, and nature's answers are never irrelevant. It's a great mistake, a kind of dishonesty, to sweep nature's mu answers under the carpet. Recognition and valuatian of these answers would do a lot to bring logical theory closer to experimental practice. Every laboratory scientist knows that very often his experimental results provide mu answers to the yes-no questions the experiments were designed for. In these cases he considers the experiment poorly designed, chides himself for stupidity and at best considers the ``wasted'' experiment which has provided the mu answer to be a kind of wheel-spinning which might help prevent mistakes in the design of future yes-no experiments.

      This low evaluation of the experiment which provided the mu answer isn't justified. The mu answer is an important one. It's told the scientist that the context of his question is too small for nature's answer and that he must enlarge the context of the question. That is a very important answer! His understanding of nature is tremendously improved by it, which was the purpose of the experiment in the first place. A very strong case can be made for the statement that science grows by its mu answers more than by its yes or no answer. Yes or no confirms or denies a hypothesis. Mu says the answer is beyond the hypothesis. Mu is the ``phenomenon'' that inspires scientific enquiry in the first place! There's nothing mysterious or esoteric about it. It's just that our culture has warped us to make a low value judgment of it.

      In motorcycle maintenance the mu answer given by the machine to many of the diagnostic questions put to it is a major cause of gumption loss. It shouldn't be! When your answer to a test is indeterminate it means one of two things: that your test procedures aren't doing what you think they are or that your understanding of the context of the question needs to be enlarged. Check your tests and restudy the question. Don't throw away those mu answers! They're every bit as vital as the yes or no answers. They're more vital. They're the ones you grow on!

i.      Dead end?  Keep following up on unanswered questions.  Expand scope, and ask again.

1.      Check the data.  Red herring's exist - data that is false, but appears real and contradicts other data. 

a.       These include assumptions and anecdotal data or faulty recall

b.      The "Is/Is-not" method helps identify conflicting data

2.      Check the measurement system.  When you cannot measure the effect you are looking at, perhaps it is the measurement that is flawed.  Expand the scope of your investigation

E6S-049 Rule out the Ruler - MSA Part 1

E6S-050 Rule out the Ruler - MSA  Part 2

E6S-053 Rule out the Ruler - MSA Part 3                         

E6S-055 Rule out the Ruler - MSA Part 4A          

E6S-056 Rule out the Ruler - MSA Part 4B          

E6S-057 Rule out the Ruler - MSA Part 5A                      

E6S-058 Rule out the Ruler - MSA Part 5B                      

E6S-059 Rule out the Ruler - MSA Part 5C

a. Example: When testing chemical concentration in the laboratory.  It was learned that the variation in the process could be completely explained by the variation in the instrument  (meaning, it was the instrument, and not the process), which if undiagnosed would give is
"mu" or really complete noise without a signal.  When tested further, it was learned that the variation in readings could be correlated to temperature swings in the laboratory.  In essence, the instrument was not only measuring variations in chemical concentration, it was also measuring the "concentration of heat" in the room, i.e. temperature. 

3.      Check your alpha risk.  Sometimes "mu" can look like both rejecting and accepting the null hypothesis, depending on the alternate hypothesis you choose (one-tailed vs. two-tailed).  More on this in a future episode.

VI      Recap

a.       Ask the right questions

b.      Test hypotheses

c.       Take the advantage - be a novice

d.      Part ways with ego

e.       Follow up on unanswered questions - expand scope and ask again.

Outro: Thanks for listening to episode 195 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**                                                                         

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 194, Part 1 of  "Aaron's MBA Homework."  Yes, Aaron is recycling some of his homework to double as podcast content.  This week Aaron reflects on his own leadership experiences, high and low.   If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-194 Leave a Review! http://bit.ly/E6S-iTunes

My Leadership Profile

Aaron Spearin

Jack Welch Management Institute

JWI 510: Leadership in the 21st Century

October 22, 2017

Introduction

In his book, Winning, Jack Welch outlines eight rules that should be followed in order to become a well-rounded leader.  In this paper, I describe two formative leadership experiences, a college resident assistant and a global quality manager, and describe how my leadership style has evolved from that of a coercive and authoritarian style to one a more affiliative and coaching style. I also highlight which of Jack’s rules and aspects of my emotional intelligence that I need to work on in order improve my social skills, build a network and create an aura of positivity about myself.   

My Leadership Experiences

My Current Role

My current role may be best described as a temporary leader. My core duties consist of training and coaching as an internal consultant. I have no direct reports and no formal authority outside the classroom.  My teams can be a week-long class full of students, after which we go our separate ways, or they can be a random selection of project managers, whom I coach and manage collectively as if they were part of the same team.  At times, I lead a group of leaders who have greater authority than I do.  I have the responsibility to challenge, guide, and motivate these teams to stretch beyond their comfort zones, status quo and paradigms. To whichever group I am attached, I am granted the temporary authority of a trusted advisor or subject matter expert.

Key Leadership Experiences

One key leadership experience came during my senior year(s) at the University of Connecticut. In an effort to partially pay my way through school, I worked as a resident assistant (RA). I was responsible to foster a healthy living and study environment for forty residents on my floor and work in cooperation with eleven of my other RA peers, to collectively manage nearly 500 residents in four buildings. On a typical night each RA would be on-duty, make the rounds to ensure there was no drug use or underage drinking, no smoking in common areas, and that quiet hours were being observed.  We were like mall cops, and I was good at it.  I even earned a nickname from one of my colleagues- “Buster.” If anything was going down, I’d be there to “bust it up.”  Often, my peers would ask me to help back them up during rounds, especially as Thursday nights or the weekends approached, and if they did not feel safe doing rounds alone. I was almost always available and on-call. 

We had several interesting incidents of breaking up parties, arresting drug dealers, catching vandals, and damage control from campus riots and after a 3-alarm blaze left 120 students homeless.  High adrenaline incidents like these and the "Buster" persona really fed into my leadership style at the time, which was more coercive and a bit authoritative.  My ego also became enveloped in this persona, and I had a reputation that I was proud of – that is until we had a change in our leadership, a new boss.  This, I believe, was the first time I received a negative review about my performance.  My boss acknowledged that I was always available and depended on, but I was negligent in other core aspects of the job.  There was a reason “residents assistants” were once called “Dorm Moms,” and not “Dorm Cops.”  It was because the role is intended to be more well-rounded and holistic, like that of a caregiver.  I was not doing my in-service events to foster diversity and inclusion. I was not spending my budget for floor social activities.  I was only fulfilling the role of “Buster,” a narrow and one-sided approach. 

Receiving a negative review was a real shock to my ego. It was a first for me, but inevitably “Buster” needed to go, and a kinder, gentler “Aaron” emerged.

Another formative experience came over a decade later, when I was a quality manager, supporting a global supply chain for semiconductor fabrication chemistry. The field is extremely challenging, teetering on the hairy edge of technology and capability.  I serviced some of the most demanding customers in the world, like Intel, Samsung and TSMC.  During this time, I built a very cohesive team, promoted from within and took the department from constant fire-fighting to forging a strategic path for where we needed to be in order to keep our leading market position.  Below are a few lessons I have internalized from that experience, some of which I am still trying to mentally sort:

·         Leading from the middle is difficult without clear leadership or a vision at the top

·         It does not matter how hard you work or how well you perform if your support network is weak

·         Perceptions of my negative nature overshadowed my actual accomplishments

I took the role, somewhat begrudgingly, because the company was in dire straits.  They needed someone fast, and the leadership team unanimously chose me.  I was given only two days of onboarding from the previous quality manager, who held the position for 10+ years and had completely checked out. Some of her final words to me were, “I will miss everyone here, except for [insert my boss’s name].”  She was beloved by the company, and she kept the program alive. However, she did so by constantly juggling tactical issues and addressing only the symptoms to systemic problems, but not the problems themselves.  I took a different, more transformational approach, and frankly, did not make as many friends. I held other groups accountable for quality work, cut out the unnecessary bureaucracy of the quality management system, automated mundane tasks and upskilled the department.  All of this was in-line with the vision of my executive vice president. We made quick progress until the day he was let go from the company.  Soon after, I became crowded out by other leaders and detractors. I resigned from the company, somewhat embittered, but I was happy to leave behind the 11 PM telephone calls, Saturday work, cut-throat culture and the fear of falling asleep again during my morning commute.  

Not all is lost.  Perhaps it only serves to repair my ego, but I have regained some sense of absolution by observing the dysfunction that remained after I left.  Two other quality managers were quickly burned through, the scope of the role was reduced to half the size, and the number of supporting engineers increased ten-fold. In addition, 98% of my detractors have since been fired or demoted, while the team members that I developed and recruited were promoted.

My Leadership Strengths

With regards to the teachings of this course, I believe my experiences outlined above embody two of Jack Welch’s foundational principles: #1 Mission and Vision, and #4 Voices and Dignity (Welch, 2005). I believe these experiences also demonstrate rules 1 and 5 of Jack’s 8 Rules of Leadership (Reference):

1. Relentlessly upgrade their team as they recruit and develop superb people, and then make full use of every opportunity to coach, evaluate, and build self-confidence

5. Have the courage to make unpopular decisions when required and gut calls even when they may not have all the information they would like to have

I take great pride in people and team development. This cannot be done without a clear mission and vision or without acknowledging the voice and dignity of each team member.  I also found that when upgrading the skills of one team member, or adding a new “A”-player to the mix, other team members tend to up their game as well.  The magic formula, though, in my mind is finding where team members complement one another, rather than compete.

            Making unpopular decisions and gut calls was part of what made me so unpopular as the quality manager. The mission of the program was to advocate for the customer, not only by what their written requirements were but also for the spirit behind those requirements.

E6S-070          What to expect when you're not Spec-ing Part 1a    

E6S-071          What to expect when you're not Spec-ing Part 1b

When there is a true north with a mission and vision, it is rather easy to make such difficult decisions. However, the challenge comes when not everyone is following the same mission and vision.  Sometimes advocating for the customer puts you at odds with your own operations. 

My Emotional Intelligence

The emotional intelligence (EI) strengths I most typically demonstrate are motivation, and empathy (Goleman, 1998).  I tend to lead with a mix of coaching, affiliative and democratic styles (Goleman,2000).  This, I believe, is more by design and not by my nature. I believe my RA experience helped me find this part of my leadership style. I rarely have formal authority. I can only encourage others to stretch themselves.

However, when I have had formal authority over a team, empathy and motivation were still my “go-to” traits. I believed in a vision of how things could be better, and I delegated great authority to my direct reports so they could help find the path to get there. There were times when I had to receive unhappy news or be told that I was incorrect in some of my assumptions, but I am proud we had such open communication within the team. With each disproven hypothesis, we inched forward toward our vision.

Despite my ability to become more empathetic over the years, I have been more stymied by my inability to be social and outwardly enthusiastic.  This goes hand-in-hand with people generally perceiving me as negative, which does not help build the supportive network I need when I am faced with an unpopular decision.    

My DiSC Profile

E6S-171          DiSC over DMAIC Part 1    

E6S-172          DiSC over DMAIC Part 2    

Based on my DiSC profile, high “C&D” (conscientiousness & dominance), I tend to see the world critically with a detailed eye for what is wrong and a belief that I have the power to change it (Wiley, 2012).  It makes sense that I gravitated to transformation consulting roles. However, my experience has taught me to lead more with my medium “S” (steadiness), to ensure that wherever I go, I bring a team along.  I learned that others are not as readily persuaded by data, but more by emotions and relationships.  Nor may they even be willing or believe they are able to change the status quo.  Sometimes, especially if I know a project is politically charged, the first order of business is not to look at the data or study the problem, but rather to first focus on the people, join the project teams for lunches, and create relationships before embarking on the potentially divisive work.

E6S-099 Vic Wilson - Semper Gumby

Despite my ability to form harmonious teams and create relationships with my medium “S,” my “I” (influence) in DiSC is almost zero. It is not that I cannot influence others. It is that I would rather not, and it takes quite a bit of energy just to stand up and force myself to try. The high “C” in me gets frustrated that others are not motivated by what (to me) seems obvious, and the high “D” in me does not have the patience to persuade them otherwise.

Leadership Skill Development

Based on my experiences, lessons learned, and the JWMI’s teachings so far, it is clear to me I need devote more effort to generating enthusiasm and an optimistic energy around me. This is contrary to my natural tendencies according to my DiSC profile, but it seems to be a clear missing link in my leadership development.  This will help develop my EI social skills and help me build my network which I believe will allow me to communicate with greater candor without it being perceived as negativity or criticism (Welch, 2005).  To begin this work, I will start small, first by altering my rhetoric to speak more positively about how things could be, rather than focus negatively on what is currently wrong.  Searching for the positive words should force me to see the positive aspects of a situation.  I will work on my body language and attempt to acquaint myself with new people. Within my own teams, I will more actively look for ways to celebrate small victories in order to build the momentum and confidence to tackle larger challenges.

Conclusion

I briefly described two formative leadership experiences, one as a resident assistant in college and one as a global quality manager supporting the semiconductor industry.  My leadership style evolved from coercive and authoritative to a more affiliative and coaching style.  I still am lacking in emotional intelligence when it comes to social skills and building a network, and I don’t quite live up to one of Jack’s rules to spread positive energy and optimism. I outlined some small steps to address these, starting with the words I choose and looking for opportunities to accentuate the positive, rather than the negative.

References

Goleman, D. (1998). What makes a leader. Harvard Business Review 76(6), 93-102.

Goleman, D. (2000), Leadership that gets results. Harvard Business Review 78(2), 78-79.

Welch, J. & Welch, S. (2005). Winning. New York, NY: Harper

Wiley (2012), Everything DiSC® Workplace®, John Wiley & Sons

Outro: Thanks for listening to episode 194 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 193,  "CRUDDR," as in your value-streams.   "CRUDDR Your Value Streams." If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-193 Leave a Review! http://bit.ly/E6S-iTunes

*** CRUDDR Your Value Streams ***                                                                        

I            CRUDDR - What comes after analyzing the value streams

II         Recall episodes:

a.       E6S-044 Value Stream Essentials Unbalanced Flow prt 1

b.      E6S-045 Value Stream Essentials Unbalanced Flow prt 2

c.       E6S-062 VS Essentials Part 4 - Spaghetti & Process Load

d.      E6S-072 8 Wastes Part1        

e.       E6S-073 8 Wastes Par2         

f.       E6S-074 8 Wastes Part3        

g.      E6S-075 8 Wastes Part4        

h.      E6S-077 8 Wastes Part5        

i.        E6S-080 Critical Path in VSM Part 1            

j.        E6S-081 Critical Path in VSM Part 2

k.      E6S-083 Value-Add Flow Analysis +FSVSM

III      Why CRUDDR? Because too many folks default to the most expensive and delayed solutions to Value-Streams.  CRUDDR prioritizes actions

IV      What is CRUDDR - Acronym to help prioritize the types of actions to look for to improve value Streams. Stands for Cut, Repair, Unchain, Distribute, Duplicate, Robotize

a.       C - Cut non-value added work.  Just stop doing it.  This is free

b.      R - Repair broken steps. This means anything creating defects, rework or other yield related issues

c.       U - Unchain BVA or NNVA steps.  Remove them from the critical path. Make them parallel. These are internal processes and should not add to the overall lead time the customer experiences

d.      D - Distribute non-level workload.  Break up the value-added work and redistribute through-out the value stream  (a.k.a. heijunka)

e.       D - Duplicate constrained resources.  People or equipment that are at the remaining time constraints or bottlenecks

f.       R - Robotize repetitive/tedious value-added tasks . (finally what everyone wanted- automation; but more accurately autonomation). This is last because no money or time should be spent automating non-value added work.  Automation as a rule should be limited to those areas that are hazardous or tedious to the point they cause errors and/or injury.  (a.k.a. jidoka)

Outro: Thanks for listening to episode 193 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 192, we give an update on Lean Six Sigma salary trends.  "Climbing Still?"  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-192 Leave a Review! http://bit.ly/E6S-iTunes

***Purchase Detailed 2000-2016 Salary Trend Analysis***

I            Described below is an excerpt from "Beyond the Classroom - Is Lean Six Sigma Right for Me?" It shows a partial analysis of salary trends by Lean Six Sigma certifications between 2000 and 2016. (Source: Quality progress 2000-2017 Salary Surveys; American Society for Quality)

a.       According to surveys, topping off the list, LSS MBBs earn an average of $128,000 annual salary (USD), trailed by Black Belts at $103,300, Green Belts a $91,000. and survey respondents with no certification at $82,000.  These  results are the average of all US-based survey respondents between 2015 and 2017.

***Purchase Detailed 2000-2016 Salary Trend Analysis***

II         What's the difference? See E6S-176- "Are You Climbing Up?"

III      Trending over time

a.       Salaries show an increasing trend between 2000 and 2017. 

b.      Green Belt salaries rose from $65k to about $93k, (then dipping a bit in 2017 to $91k) while non-certified respondents' salaries rose from $58k to only $88k, with a sharp rise between 2016 and 2017.  Non-certified, certified Black Belts, and certified MBBs should a similar "spiked" patter in 2017, which seems to be skewing the rest of the trends.  It is uncertain what has led to this.  It  may be a change in ASQ's methodology with how they analyze and report the numbers.  Plus, they only report mean salary, when they should report median.  This would reduce the skew from extreme salaries that are out-of-the-norm. 

c.       Unfortunately, these salary trends are misleading.  The survey providers do not account for changes in the cost of living. 

i.      Adjusting for the cost of living, the salaries for non-certified respondents appear stable over the years between $81k and $88k, in 2017 equivalent dollars. (except what appears to be a below average history between 2012 and 2016

ii.      Salaries for certified GB respondents were stable over time between $87k and $93k in 2017 equivalent dollars

1.      See episode E6S-064 - In the eye of the Cash-holder Part 1A- Stable & Capable for more background on what is statistically "stable"

iii.      A full salary trend analysis is available for purchase. It provides a deeper comparison for all belt salary trends and adjusts to annual changes in cost-of-living.  Purchase Detailed 2000-2016 Salary Trend Analysis

Outro: Thanks for listening to episode 192 of the E6S-Methods podcast.  Stay tuned for episode 193, "CRUDDR."   Yeah, we'll explain it later.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 191,  HAPPY NEW YEAR ! And Happy Anniversary.  Yes, we are 4 years away from day 1.  Jacob and I do a reflection on 2017 and look forward to 2018.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-191 Leave a Review! http://bit.ly/E6S-iTunes

*** Hello 2018-  Four Away ***                                                                        

I            2017 Reflection

a.       What went well - Aaron?

i.      Personal/Professional?

1.      Highlight of my year - trip to Sydney Australia for work

a.       Loved it... just about everything about it. Want to move there, but can't afford it.

2.      Started my MBA - Jack Welch Management Institute

3.      Got my gall bladder removed - finally can eat my favorite foods without torture

4.      Selling my house

5.      Buying a new house....

6.      And learned I'm going to be a grandfather

ii.      E6S-Methods related?

1.      Invited to be part of the Accendo Reliability Network - Coming Soon

a.        accendoreliability.com

2.      Landed a nice deal to teach Design of Experiments to a global adhesives company

3.      Hit over 3000 subscribers weekly (beating new forecast - but nowhere near old forecast)

b.      Not so well?

i.      Personal/Professional?

1.      Too much drama in my personal life

ii.      E6S-Methods related?

1.      Did not cover most of the episode topics I planned to

a.       The ISO 13053 Lean Six Sigma Standard - WTF...?

b.      Topics in Systems Thinking

c.       Monte-Carlo Simulations in micro-lending

d.      More tools - SPC, Regression, DOE, Hypothesis Testing (oh my)

2.      Not well prepared for each week (in danger of pod-fading)

a.       Lots of rebroadcast episodes

b.      Lots of article reviews (which feels like cheating)

c.       missed 2 full weeks of releasing nothing

c.       Favorite Episodes

i.      Aaron:

1.      158 Project Schedule Planning Part 1 - Near PERTfection Task Duration Estimation

2.      171-172 DiSC over DMAIC Series

3.      173-174 TaleNO - New Hire Application Journeys Part 1

ii.      Jacob?

iii.      Audience favorites?

1.      Top "Likes"

a.       (6 likes) 033RB (Rebroadcast) Fifty Shades of Black Part 1

b.      (4 likes) 166 I Quit- Kiss My ASQ Good-Bye!

c.       (2 likes) 144 Completely Intentional- Mistake Proofing Part 1

d.      (2 likes) 153 Yelena's Story from Russia to Riches -Holiday Special

e.       (2 likes) 176 Are you climbing up? - LSS Salary trends

2.      "Dislikes"

a.       (2 dislikes) 158 Project Schedule Planning Part 1 - Near PERTfection Task Duration Estimation

b.      (1 like / 1 dislike) 164 "Sweet 16 Debate" Part 1 -  Smart Tips for Successful Black Belts

3.      In iTunes right now

a.       171 DiSC over DMAIC Part 1

b.      172 DiSC over DMAIC Part 2

c.       177 Soft Cost of In-House Rework - PFOnline.com, June 2008

4.      2017 Website Hits

a.       This year's episodes

i.      176 Are you climbing up? - LSS Salary Trends

ii.      168 Know-Nothing Black Belt

iii.      171 DiSC over DMAIC Part 1

iv.      167 Project Schedule Planning Part 4 - Project Timeline, Yes you Gantt

b.      All episodes

i.      033RB (Rebroadcast) Fifty Shades of Black Part 1

ii.      098 Network Diagram

iii.      068 Capability Indices - eye of cashholder Part 3b

iv.      176 Are you climbing up? - LSS Salary trends

v.      124 FMEA 10*10*10 Explodes Repeatedly Without Warning  -Part 3 Scoring

5.      All-time (most website hits adjusted for age)

a.       033RB (Rebroadcast) Fifty Shades of Black Part 1 (score = 3)

b.      176 Are you climbing up? - LSS Salary trends (score = .71)

c.       098 Network Diagram (score = .46)

d.      061 Value Stream Mapping - Value Stream Essentials Part 3B (score = .36)

e.       029 KISS for Power Point (score = .35)

II         2018 Looking forward

a.       All those episodes we didn't get to this year

b.      Plus More Guests & Topics

 i.      Six Sigma Ranch (Winery)

ii.      Hiring a Black Belt - Your Resumes

iii.      Healthcare - Reducing Hospital Readmissions

iv.      Design Thinking in Financial Services

v.      Project Management at Disney

vi.      SMED in the NASCAR Pit Crew

vii.      Update on salary trends

c.       A listener request:  Eric Gaschk liked episode 188 Transformation IT - Global Automotive

i.      Comment: I enjoyed the "real world" lessons related in this podcast, and I have passed this on to colleagues in our company's IT department. I would like to hear more episodes like this.

III      Final thoughts?

Outro: Thanks for listening to episode 191 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 153, we carry forward the holiday spirit with an inspiring story about a Black Belt, Yelena, "From Russia to Riches." Here we go. http://bit.ly/E6S-153RB Leave a Review! http://bit.ly/E6S-iTunes

Yelena's Story from Russia to Riches - Perseverance of a Fighting Spirit

Yelena was only five-years-old when she left her birthplace in Uzbekistan for a better life in Russia. As Russian minorities in a primarily Uzbek country, her whole family uprooted to escape the overflow from the Osh riots as the USSR began to fall apart.   They moved to a small village of less than 900 people, where Yelena's father half-jokingly feared his daughters' brightest futures were to become milk maids at the government farm.  Setting their sights on something more, Yelena and her family became America bound.  It was in the Fall of 1997, just five years after the official end of the Cold War era, when Yelena landed in the United States and began attending public school. She didn’t know English.  She was starting from scratch with the language and culture.  She found it hard to make American friends, but luckily she was part of a small Russian community in the Berkshire Mountains of Western Massachusetts.  Yelena used to tell me of the depression she witnessed in Russia, and how alcohol was one of the only things people could turn to to occupy themselves during the cold winter months.  This may be why she abstained from alcohol all-together.  Unfortunately, just moving to America was not the key to her living the American Dream. When she was still young, her family fell on some hardship, which left behind a fractured family unit that did not have the means to support itself: young children and a mother with no formal job experience. 

Yelena grew depressed herself and became overweight in her high school years. In many cases, she was still a public school outcast, a swan who had not yet discovered herself.  But then one day something happened, and she completely turned her life around.  She decided to change and not be a victim.  She took control over her diet, got involved in sports (varsity tennis), and excelled academically.  She started a friendly competition between her and her older sister to “out-win” each other in life.  She worked to put herself through college and graduated with a BS in Chemistry.  She took a job as a quality control technician with a small electroplating company that she interned with.  She was earning a respectable wage, even by most American standards,  much of which she gave back to her mother to help pay the bills. Considering her starting salary was nearly 20-times the equivalent salary she would earn in Uzbekistan, she had truly made it.  She was already a “rags-to-riches” girl.  She could have claimed "victory" and stopped there.  But she was not done! 

To give you more insight on Yelena, while most American families were having neighborly battles of decoration for the “Holiday Spirit,” or camping out in lines, not for toilet paper or bread rations, but to get the best deals on the hottest new gadgets, Yelena waited all year to spend her Christmas vacations with orphans.  In the dead of winter, Yelena and a small band of church-goers spent several weeks each year, braving sub-arctic temperatures and frozen lake ice roads, traveling across Siberia to perform and sing Russian Christmas carols to orphanages along their route. She literally did this until she was forced to stop, having played guitar until stress fractures in her hand allowed her to play no more.  This was around the time Yelena and I met. 

Yelena and I first met during a brief meeting with her (then) boss, regarding a Lean Six Sigma Black Belt course I was leading.  She was a quiet, unassuming girl, sitting prim and proper in the corner of her boss’s office, having barely spoken a word.  Luckily, our two companies ended up striking a deal, and Yelena did enroll in my course.  It took less than a week for me to recognize the “spark” that was Yelena.  She brought an unbelievable energy to the class and raised the bar for all students.  She not only impressed all the instructors, but also her classmates, who included competitors from different companies, some who even wanted to poach her from her employer.  Collectively, we spent over 200 hours together as I taught her in the class and continued to coach her through her projects.  She was my star pupil. Even to this day, some 7 (now 8) years later, I believe she still holds that title.  What more, for her, this was yet another large turning point in her life.  She struggled between her loyalty to her company and the reality that she was in a company with poor morale and minimal advancement opportunity.  This just didn't mesh with her drive to continue to grow, learn, and expand her horizons. She continued to work her way through school, this time Graduate school, while still helping to support her mother. While I was coaching her through her projects, I was also giving her career advice, giving her a market perspective for her skills, and working with her on her resume.  Within the next 2-3 years, she finally decided to take the leap from her stagnant chemist role to a full-time process improvement engineering position with another company, a large company called Assa Abloy, a global manufacturer of the famed Sargent brand locks. It was at this point I convinced her to come and work for me instead.

It was a hard choice for her to make, but she had created a real clear vision of the future she wanted, and she recognized she could best realize that future if she came to work for me.  We worked closely together. I continued to work with her on her career, and she became my right-hand for my most important technical projects.  When we parted ways a couple years ago, I knew she would be the best legacy I could leave with my former company.  “Where did you find this girl?” I would hear.  I simply stated I had been scoping her out and coaching her for several years. She and I still keep in touch, but her life is very much different than when we first met.  She has forged her dream life with a man named Joel. They enjoy a comfortable home and a baby girl of their own (now two), who's growing up all too quickly.  Yelena is still rocking out in her career, and has her eyes set on a future PhD.  She also enjoys a new perspective on what she is worth, earning double what she was as a QC chemist, (although I know she is still very thankful to the company that gave her her start).  She also continued to add to her skills, this time in quality systems, and she continues to strengthen her network for whenever she chooses to go in a new direction.  She also recently completed her first half-marathon, (that's 13+ miles). 

From the 11-year-old Russian girl who came to this country less than twenty years ago, to a modern American woman, she made her success journey something extraordinary.  I am proud to have been, even if only temporarily, a spoke in wheel of the vehicle that helped her along that journey.

Outro: Thanks for listening to episode 153 of the E6S-Methods podcast.  Stay tuned for episode 154, for our 3rd anniversary show as we welcome 2017.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, brought to you by E6S Industries, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 190E, we wrap up with Stave 5 of the audio release of "A Business Carol," as well as some final words. To get the full commercial free release (for free), fill out the form at http://e6s-methods.com/book-releases or email me, "Aaron,"  directly at aaron@e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-190E; http://bit.ly/E6S-iTunes

I            A Business Carol: Basically, what is the story about?

a.       What inspired you to write it?

II         Without giving up too much, tell us about Dave?  I think we all have a “Dave” in our offices.

III      Quotation: “Anwar, really!  Be present.  You’re worrying about the past.  You’re worrying about the future.  You’re missing the present, this current moment.” “Be. Here. Now.”

IV      Some Cameo Appearances: Economist Adam Smith, Dr. Deming, First IBM PC, A sinister future,

V          Quotation: “Stop hoarding tiny crumbs while the loaf of life grows stale right in front of you. Break the bread and spread it around.”

VI       A Business Carol is available to download for free at the links in the show notes.  And – as valuable listeners Anwar and I have teamed up to give you an audio version of the book featuring ME (Aaron Spearin) as the narrator.

a.       Free audiobook: http://e6s-methods.com/book-releasees  

i.      Submit your info on the form to receive the free audiobook A Business Carol.

VII   Who is Dr. Anwar El-Homsi? Author, Engineer, Statistician, and Systems Thinker: He has over 20 years of quality, reliability, and statistics experience in a variety of industries.  Dr. El-Homsi held engineering and management positions at Verizon, Space Systems Loral, and Cisco Systems and he has been a Consultant for Fortune 100 to privately held companies and non-profit organizations such as are Bausch & Lomb, Bombardier, GM, American Red Cross, JPMorgan Chase, Excellus BlueCross, Preferred Care, Wegmans, and Abraxis BioScience. Dr. El-Homsi specializes in Design and Innovation, Design Thinking, Lean Six Sigma (LSS) and Design for Six Sigma (DFSS), Reliability Engineering, and Statistical Analysis. He is the originator of the CREŌ problem solving model and the author of four books: “Harmonization”, “A Business Carol”, “Corporate Sigma”, and “TPS-Lean Six Sigma”. 

Outro: Thanks for listening to episode 190E of the E6S-Methods podcast. Be sure to get your free copy of "A Business Carol" and share it with a friend.  "Break the bread and spread it around."  Jacob and I wish all of you listeners out there a Happy Holiday, whichever one you celebrate.  Happy Kwanzukkahstmas. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, brought to you by E6S Industries, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 190D, we continue with Stave 4 of the audio release of "A Business Carol" To get the full commercial free release (for free), fill out the form at http://e6s-methods.com/book-releases or email me, "Aaron,"  directly at aaron@e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-190D; http://bit.ly/E6S-iTunes

I            A Business Carol: Basically, what is the story about?

a.       What inspired you to write it?

II         Without giving up too much, tell us about Dave?  I think we all have a “Dave” in our offices.

III      Quotation: “Anwar, really!  Be present.  You’re worrying about the past.  You’re worrying about the future.  You’re missing the present, this current moment.” “Be. Here. Now.”

IV      Some Cameo Appearances: Economist Adam Smith, Dr. Deming, First IBM PC, A sinister future,

V          Quotation: “Stop hoarding tiny crumbs while the loaf of life grows stale right in front of you. Break the bread and spread it around.”

VI       A Business Carol is available to download for free at the links in the show notes.  And – as valuable listeners Anwar and I have teamed up to give you an audio version of the book featuring ME (Aaron Spearin) as the narrator.

a.       Free audiobook: http://e6s-methods.com/book-releasees  

i.      Submit your info on the form to receive the free audiobook A Business Carol.

VII   Who is Dr. Anwar El-Homsi? Author, Engineer, Statistician, and Systems Thinker: He has over 20 years of quality, reliability, and statistics experience in a variety of industries.  Dr. El-Homsi held engineering and management positions at Verizon, Space Systems Loral, and Cisco Systems and he has been a Consultant for Fortune 100 to privately held companies and non-profit organizations such as are Bausch & Lomb, Bombardier, GM, American Red Cross, JPMorgan Chase, Excellus BlueCross, Preferred Care, Wegmans, and Abraxis BioScience. Dr. El-Homsi specializes in Design and Innovation, Design Thinking, Lean Six Sigma (LSS) and Design for Six Sigma (DFSS), Reliability Engineering, and Statistical Analysis. He is the originator of the CREŌ problem solving model and the author of four books: “Harmonization”, “A Business Carol”, “Corporate Sigma”, and “TPS-Lean Six Sigma”. 

Outro: Thanks for listening to episode 190D. Be sure to get your free copy of "A Business Carol" and share it with a friend.  "Break the bread and spread it around."   Stay tuned for episode 190E to wrap up the whole story. Jacob and I are working on an entire new catalog of episodes for 2018.  If there is anything in particular you would like to learn more about, now is the time to let us know.  Just email me, "Aaron," aaron@e6s-methods.com. Until then, have a great holiday and continue to enjoy the rest of 2017.  Be present, and enjoy it. Cheers!  www.E6S-Methods.com. Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, brought to you by E6S Industries, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 190C, we continue with Stave 3 of the audio release of "A Business Carol" To get the full commercial free release (for free), fill out the form at http://e6s-methods.com/book-releases or email me, "Aaron,"  directly at aaron@e6s-methods.com, and I'll send you the link to download all 8 audio files.  For now, please enjoy stave 3. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-190C; http://bit.ly/E6S-iTunes

I            A Business Carol: Basically, what is the story about?

a.       What inspired you to write it?

II         Without giving up too much, tell us about Dave?  I think we all have a “Dave” in our offices.

III      Quotation: “Anwar, really!  Be present.  You’re worrying about the past.  You’re worrying about the future.  You’re missing the present, this current moment.” “Be. Here. Now.”

IV      Some Cameo Appearances: Economist Adam Smith, Dr. Deming, First IBM PC, A sinister future,

V          Quotation: “Stop hoarding tiny crumbs while the loaf of life grows stale right in front of you. Break the bread and spread it around.”

VI       A Business Carol is available to download for free at the links in the show notes.  And – as valuable listeners Anwar and I have teamed up to give you an audio version of the book featuring ME (Aaron Spearin) as the narrator.

a.       Free audiobook: http://e6s-methods.com/book-releasees  

i.      Submit your info on the form to receive the free audiobook A Business Carol.

VII   Who is Dr. Anwar El-Homsi? Author, Engineer, Statistician, and Systems Thinker: He has over 20 years of quality, reliability, and statistics experience in a variety of industries.  Dr. El-Homsi held engineering and management positions at Verizon, Space Systems Loral, and Cisco Systems and he has been a Consultant for Fortune 100 to privately held companies and non-profit organizations such as are Bausch & Lomb, Bombardier, GM, American Red Cross, JPMorgan Chase, Excellus BlueCross, Preferred Care, Wegmans, and Abraxis BioScience. Dr. El-Homsi specializes in Design and Innovation, Design Thinking, Lean Six Sigma (LSS) and Design for Six Sigma (DFSS), Reliability Engineering, and Statistical Analysis. He is the originator of the CREŌ problem solving model and the author of four books: “Harmonization”, “A Business Carol”, “Corporate Sigma”, and “TPS-Lean Six Sigma”. 

Outro: Thanks for listening to episode 190C. Be sure to get your free copy of "A Business Carol" and share it with a friend.  "Break the bread and spread it around."   Stay tuned for episode 190D for Stave 4. Jacob and I are working on an entire new catalog of episodes for 2018.  If there is anything in particular you would like to learn more about, now is the time to let us know.  Just email me, "Aaron," aaron@e6s-methods.com. Until then, have a great holiday and continue to enjoy the rest of 2017.  Be present, and enjoy it. Cheers!  www.E6S-Methods.com. Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, brought to you by E6S Industries, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 190B, we continue with Stave 2 of the audio release of "A Business Carol" To get the full commercial free release (for free), fill out the form at http://e6s-methods.com/book-releases or email me, "Aaron,"  directly at aaron@e6s-methods.com, and I'll send you the link to download all 8 audio files.  For now, please enjoy stave 2. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-190B; http://bit.ly/E6S-iTunes

I            A Business Carol: Basically, what is the story about?

a.       What inspired you to write it?

II         Without giving up too much, tell us about Dave?  I think we all have a “Dave” in our offices.

III      Quotation: “Anwar, really!  Be present.  You’re worrying about the past.  You’re worrying about the future.  You’re missing the present, this current moment.” “Be. Here. Now.”

IV      Some Cameo Appearances: Economist Adam Smith, Dr. Deming, First IBM PC, A sinister future,

V          Quotation: “Stop hoarding tiny crumbs while the loaf of life grows stale right in front of you. Break the bread and spread it around.”

VI       A Business Carol is available to download for free at the links in the show notes.  And – as valuable listeners Anwar and I have teamed up to give you an audio version of the book featuring ME (Aaron Spearin) as the narrator.

a.       Free audiobook: http://e6s-methods.com/book-releasees  

i.      Submit your info on the form to receive the free audiobook A Business Carol.

VII   Who is Dr. Anwar El-Homsi? Author, Engineer, Statistician, and Systems Thinker: He has over 20 years of quality, reliability, and statistics experience in a variety of industries.  Dr. El-Homsi held engineering and management positions at Verizon, Space Systems Loral, and Cisco Systems and he has been a Consultant for Fortune 100 to privately held companies and non-profit organizations such as are Bausch & Lomb, Bombardier, GM, American Red Cross, JPMorgan Chase, Excellus BlueCross, Preferred Care, Wegmans, and Abraxis BioScience. Dr. El-Homsi specializes in Design and Innovation, Design Thinking, Lean Six Sigma (LSS) and Design for Six Sigma (DFSS), Reliability Engineering, and Statistical Analysis. He is the originator of the CREŌ problem solving model and the author of four books: “Harmonization”, “A Business Carol”, “Corporate Sigma”, and “TPS-Lean Six Sigma”. 

Outro: Thanks for listening to episode 190B. Be sure to get your free copy of "A Business Carol" and share it with a friend.  "Break the bread and spread it around."   Stay tuned for episode 190C for Stave 3. Jacob and I are working on an entire new catalog of episodes for 2018.  If there is anything in particular you would like to learn more about, now is the time to let us know.  Just email me, "Aaron," aaron@e6s-methods.com. Until then, have a great holiday and continue to enjoy the rest of 2017.  Be present, and enjoy it. Cheers!  www.E6S-Methods.com. Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, brought to you by E6S Industries, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 190A, we kick off the holidays with a rebroadcast of Stave 1 of the audio release of "A Business Carol" To get the full commercial free release (for free), fill out the form at http://e6s-methods.com/book-releases or email me, "Aaron,"  directly at aaron@e6s-methods.com, and I'll send you the link to download all 8 audio files.  For now, please enjoy stave 1. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-190A; http://bit.ly/E6S-iTunes

I            A Business Carol: Basically, what is the story about?

a.       What inspired you to write it?

II         Without giving up too much, tell us about Dave?  I think we all have a “Dave” in our offices.

III      Quotation: “Anwar, really!  Be present.  You’re worrying about the past.  You’re worrying about the future.  You’re missing the present, this current moment.” “Be. Here. Now.”

IV      Some Cameo Appearances: Economist Adam Smith, Dr. Deming, First IBM PC, A sinister future,

V          Quotation: “Stop hoarding tiny crumbs while the loaf of life grows stale right in front of you. Break the bread and spread it around.”

VI       A Business Carol is available to download for free at the links in the show notes.  And – as valuable listeners Anwar and I have teamed up to give you an audio version of the book featuring ME (Aaron Spearin) as the narrator.

a.       Free audiobook: http://e6s-methods.com/book-releasees  

i.      Submit your info on the form to receive the free audiobook A Business Carol.

VII   Who is Dr. Anwar El-Homsi? Author, Engineer, Statistician, and Systems Thinker: He has over 20 years of quality, reliability, and statistics experience in a variety of industries.  Dr. El-Homsi held engineering and management positions at Verizon, Space Systems Loral, and Cisco Systems and he has been a Consultant for Fortune 100 to privately held companies and non-profit organizations such as are Bausch & Lomb, Bombardier, GM, American Red Cross, JPMorgan Chase, Excellus BlueCross, Preferred Care, Wegmans, and Abraxis BioScience. Dr. El-Homsi specializes in Design and Innovation, Design Thinking, Lean Six Sigma (LSS) and Design for Six Sigma (DFSS), Reliability Engineering, and Statistical Analysis. He is the originator of the CREŌ problem solving model and the author of four books: “Harmonization”, “A Business Carol”, “Corporate Sigma”, and “TPS-Lean Six Sigma”. 

Outro: Thanks for listening to episode 190A. Be sure to get your free copy of "A Business Carol" and share it with a friend.  "Break the bread and spread it around."   Stay tuned for episode 190B for Stave 2. Jacob and I are working on an entire new catalog of episodes for 2018.  If there is anything in particular you would like to learn more detail about, now is the time to let us know.  Just email me, "Aaron," aaron@e6s-methods.com. Until then, have a great holiday and continue to enjoy the rest of 2017.  Be present, and enjoy it. Cheers!  www.E6S-Methods.com. Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 189, we review an article by David Niles about "Securing a Seat at the Top for Six Sigma."  Is it a basic need, or just nice to have? If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-189 Leave a Review! http://bit.ly/E6S-iTunes

Outro: Thanks for listening to episode 189 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 51, our first E6S-Methods Holiday Special, “Beware the Lean Six Sigma Project Holiday Blues.” If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-051RB Leave a Review! http://bit.ly/E6S-iTunes

****Beware LSS Holiday Blues****           

Objection 1:  My project is too important for people to give up on; it will be there when I get back. 

Counter 1: The bigger the project, the bigger the risks.  More moving parts, more stakeholders to keep contained on your side, more people to keep momentum with.

Objection 2:  We don't get a lot of holidays/vacation so it's not an issue     

Counter 2: Holidays and vacation times off are only part of the equation; also at issue are end-of-year rushes, travel restrictions, holiday distractions.

I            The weeks between Thanksgiving and New Years can present a significant Risk to projects                    

a.       Typical long holidays and vacations. 

b.      Added stresses & distractions from holiday shopping.

c.       Personal Experiences:

i.      Big Project 1: Interrupted by holidays and new prevailing internal priorities for short gains, over the larger scope project.  Project paused in November without proper closure, and team never reconvened. Several key action items were never implemented.

ii.      Big Project 2: Interrupted by holidays and end-of-year rush to get new equipment up and running.  Project closure required a significant rescoping of the goal.  Cut scope back by about 70%, and closed by delivering training so they could take over, which was politically difficult.

II         Even if it's not a holiday risk, End-of-Fiscal year risks also exist.   

a.       People rushing to finish up their end-of-year objectives. 

b.      Final sales blitzes.

c.       Travel restrictions & budget cuts, hiring freeze, cancelled capital expense, etc.                                                       

III      In addition to the Western Holidays, eating up November & December, Global projects also can be impacted by other external factors.  Different cultures have other times of year that present risks

a.       Golden Weeks - Chinese New Year Jan or Feb & National Day Oct;

b.      Brazilian Carnival – February

c.       Summer vacation seasons      

IV      What to do if...:

a.       You’ve got time to plan

i.      Pre-plan to avoid the holiday risks or other large external factors

1.      Choose resources that will be available without interruption

2.      Scope & budget appropriately

b.      It’s already too late, the holidays are approaching.

 i.      Keep the pressure on your team members and stake holders

ii.      Find a sensible pause point or shrink the scope

1.      if the project gets tabled or killed, all is not lost.

iii.      Enlist substitute resources who will be more available.  These may become the new permanent resources for your team.

                ****Beware LSS Holiday Blues****                                                                                                                                                                                                                       

Outro: Thanks for listening to episode 051RB of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 188, we break the rules...  Our guest share his insights for a large legacy IT systems overhaul, how they rebounded from a failure, and what it took to be successful. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-188 Leave a Review! http://bit.ly/E6S-iTunes

I            sustaining a total business transformation requires the synchronization of three critical components: people, processes and technology.

a.       Strong focus on building a dedicated and highly capable team

b.      Project governance delivered across the project hierarchy: project sponsors, steering committee, management sounding board, project management office (PMO).

c.       Enterprise Portfolio Management approach created to effectively manage multiple competing programs

d.      Developed a robust integration platform enabling more than 100 systems and vendors to seamlessly integrate

e.       Delivered business process optimization through redesign exercise and use of workflow automation

f.       Built and enhanced project delivery capability in the organization (testing, training, quality management, change readiness, etc.)

g.      Created master data management strategy

II         Is there anything else you'd like to discuss that I didn't ask about?

Outro: Thanks for listening to episode 188 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 187, be wary the werewolf.  Where is he?  Who is he? Who is next?!  Jacob and I refer to a game known as "Are You a Werewolf" as part of this year's Halloween special. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-187 Leave a Review! http://bit.ly/E6S-iTunes

I            If I move a muscle, I’m dead. Jane, who I’m pretty sure is a Werewolf, is jumping from one player to the next, testing will and looking for weakness. She’s looking for a sign of guilt or discomfort and it’s not just her. The room is full of people looking for someone to lynch.

II         https://alistapart.com/article/managing-werewolves

III      Mafia  - https://en.wikipedia.org/wiki/Mafia_(party_game)

Outro: Thanks for listening to episode 187 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Zombie projects can poison your portfolio                                                                            

***Zombie Proj-ocalypse: y = Zombie^(x)***                                                            

Objection 1:  It is no different if a project is out there without resources, vs. getting killed completely.

Counter 1: Projects that languish without official closure still suck energy from the company, even if only popping up in peoples’ “someday maybe” list.  Make a decision. Kill it for good one way or another.

Objection 2:  We need to keep that project open, just in case.  It's good for the long-term, but no immediate.

Objection 3:  That project is stuck in improve, backlogged resourcing, and they will get to it when its priority number comes up.                                                                               

Counter 2&3: Lower priority projects will always take the back seat to whatever the next years’ buzz projects will be.  If they are low priority this year, they will likely always be.  Make them a priority or kill them.

I            What makes it a Zombie Project? It is “living dead.”  Consumes resources but never provides benefit.  A parasite that robs other projects in the portfolio of resources.

II         How to recognize the symptoms of a zombie project. Moves slow-“Smells Bad.” People run away from it screaming. 

a.        slow moving; actions not being completed, Resources getting pulled away;

i.      IT project pipelines aging for over a year, full of “to-be-prioritized” projects

1.      IT Implementation of a Product Sun-setting Project

2.      Literally hundreds of projects in queue at “Improve” phase (per company) in many companies, waiting for an IT solution.

b.      The same or similar project had been done a couple times before in the same area (not a replication)                                   

i.      PTAP actions not complete, new process owner not accountable     

1.      Stage-gate (re)deployment – 2X

2.      Gold Accounting Project – 3X

3.      Product Rationalization – 5X

III      The root causes of a zombie project. Several possible:

a.       It's not actually very important.  There is limited support for the project.  Doesn't support the strategy, others' metrics, or they don't believe the improvement is possible.

b.      The true root causes of the previous project problems were never found or corrected; poor execution of a control plan.

c.       Project was sponsored to make up for or clean up after inadequate process management.

d.      Project manager not persistent enough. 

i.      Railroaded by stakeholders

ii.      Not seeking out and following the data

iii.      Not challenging the “old ways”

IV      What to do if you have a zombie project.                

a.      Cut its head off by: Finally getting to the root cause, system cause and political cause, and correcting it forever, or killing the project before it goes too far.

b.      Or cut it into smaller immediately achievable bits. Smaller scoped tasks                  

V         How to avoid your project from turning into a Zombie

a.      Multi-Generational Plan approach.

i.      Find quick wins. –

ii.      Interem manual processes instead of waiting for final product

b.      Avoid relying on resources outside your influence to control the timing and priority of your “improve” phases implementation, where possible. 

VI      Other Resources

a.      http://www.zdnet.com/article/the-truth-about-zombie-projects/ The truth about zombie projects - Michael Krigsman

b.      http://motivate2b.com/3-steps-to-wow-projects/ Thomas Juli

c.       http://thecriticalpath.info/2010/10/15/zombie-projects/ DEREK HUETHER

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 145, we interrupt our regularly scheduled program for this Halloween special about those project management vampires - Projects of the Night Taking to Flight.  If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-145RB Leave a Review! http://bit.ly/E6S-iTunes

Outro: Thanks for listening to episode 145 of the E6S-Methods podcast.  Stay tuned for part 2 of "Completely Intentional - Mistake Proofing" in episode 146. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or through our website, we reply to all messages.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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http://www.quickbase.com/blog/the-project-management-vampire-how-to-protect-your-team

The Project Management Vampire – How to Protect Your Team

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 136, please enjoy an excerpt from my "coming soon" book, "Is Lean Six Sigma Right for Me?" with a story about Jonny B. Ermuda in a "Tale of a Project Lost." If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo in the artwork, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-136RB Leave a Review! http://bit.ly/E6S-iTunes

Jonny B. Ermuda - A Tale of a Project Lost

Excerpts from Is Lean Six Sigma Right For Me?

When it comes to stakeholders, the project manager will encounter no shortage of “jerks” when it comes to their projects.  These jerks can come in many forms and from any part of the business.  They can be your boss, your champion/sponsor, your team members, or even someone you had no idea was remotely involved with your project.  What does a “jerk” do?  They block the progress of your project through a number of means.

Depending on a jerk’s stature within the organization, they may engage in this subterfuge with a different tactic.  While the term “jerk” may seem harsh as a label for a book, it is intended that the proper color is cast on the actions of these project detractors, so the potential practitioners reading this can empathize with the emotional aspects of many projects. 

The Straits of Resistance act as a vortex, funneling any project swiftly into the seas of no return....

Now that we know what makes a jerk a jerk, (i.e. what their behaviors are), let’s now ask, “Why is a jerk a jerk?  What are their motivations to act in such jerky fashions?”  There are many potential reasons, and they are not exclusive.  In a nutshell, the practitioner will come across these three main motivations: Fear, Confusion, and Ego.  It can be imagined that each one of these feeds another or can be drawn in a Venn diagram with significant overlap. In this we have a seemingly inescapable, “Bermuda Triangle,” where projects get lost unless the practitioner effectively addresses at least two of these three main resistance motivations.  

The Story of Jonny B. Ermuda

Not long after completing his training, Jonny was eager to demonstrate his new knowledge and skills and beat the statistics around all the programs that fail to deliver on-time, in-scope, and within budget. Jonny recently left his IT role and joined his company’s Operational Excellence program as part of a two-year rotation. Jonny sought out his own certification project to improve the Accounts Receivable bill-to-cash process- to improve the turnaround time.  He managed to get the backing of a sponsor, Annette, the local controller for the Northeast Region. (See E6S-021 It Takes a Village- LSS Champion & Community - Part 1). Jonny put together a project charter and a business case to share with Annette.  Jonny’s analysis was deep and sound, and had the promise of great savings, if he is successful. Annette is enthusiastic and curious to see if Jonny can pull it off.  She approves his charter, as-is, with one small note to expand the scope to all of North America, since they share the same billing system.  They work together to brainstorm a list of team members to represent the various departmental interests.  They decide on Jeff, Johanna, Corina, Alex and Gregory, to represent Accounts Receivable (AR), Receiving, Procurement, Planning, and Quality, respectively. (See E6S-027 Building a Project Team). Jonny’s plan is clean and is shaping up as diligently as it was taught in his class. It is in-line with all the best practices he studied for the certification exams. As far as Annette is concerned, Jonny is the real expert, and she trusts him to manage the project as he sees fit.  As far as Jonny is concerned, he is the best person for the job. He was given a large tool-set to pull from and the authority to move forward with a lofty goal.  As far as the team members are concerned..., well, with the exception of Jeff, they did not yet know about the project, and none of them had worked with Jonny in the past. Nonetheless, Jonny gets his signatures and crew, loads his goods, and sets sail. 

Jonny greets his crew the day they set sail.  Jeff and Johana remember each other from another project they both worked on.  Corina, Alex and Gregory work together on a regular basis.  None of them are aware of Jonny's capabilities or his history.  They know only that he’s been authorized to lead them on this voyage.  Jonny takes charge in the classic style – by calling a kick-off meeting. (See E6S-036 Team 10K - (Team Building) Push to Perform)

“Thanks, Everyone, for meeting with me,” starts Jonny.  "You’ve been selected by Annette to help me out with this project.  Our goal is to shorten the bill-to-cash time in AR.  That’s why Jeff is on the team, as the ‘SME.’” Jonny glances around the room as he speaks, and promptly reengages with his computer to display his work.  “So I did some digging to prepare for this meeting and went through a lot of data analysis.  I found some interesting things.  Firstly, it takes 50-90 days to get paid after billing.  Jeff, does that sound right?”

Jeff shrugs, “Uhh, yeah, I guess. That sounds pretty typical.”

“Great!” Jonny continues.  “So there’s that.  Also, looking at the capability, you’ll see our Cpk is 1.2. That’s a 3.6-sigma process, which is NOT good. It’s really bad, actually.  We want a 6-sigma process.  That’s 3.4 defects per million opportunities.  We’re at like 17 thousand DPMO.  The data is also non-normal, so we have a lot of work to do if we want to get below the 75-day USL.”  (See E6S-067 In the eye of the Cash-holder- Part 3A- Capability Indices)

Johanna cocks her head to the side and interjects, “Wait a minute.  Where did that 75-day number come from? Our average bill-to-cash cycle is less than 60 days.”  There is a moment of silence in the room.  Jonny tucks his chin a bit and gives a mild shoulder shrug. “I think your data is wrong,” Johanna continued.  Jonny didn’t know it yet, but he was sailing through the Fog of Confusion.

“I got this data right from the reports in our ERP system.”  Jonny pulls out a massive spreadsheet and projects it on the screen to share with the rest of the team.  He scrolls down through hundreds of lines, and does a hotkey shortcut to the end. “See?  Over 1,200 data points. So I’m not sure where your 60-day number comes from.”  Jonny slips into the Flight Straits of Resistance. He didn’t really see it coming.  He miscalculated where the Fog of Confusion and Malfunctioning Instruments of Ego would meet and what affect that might have on his project.  The Straits of Resistance act as a vortex, funneling any project swiftly into the seas of no return, where Fog of Confusion, Malfunctioning Instruments of Ego, and Rough Waters of Fear meet- the Bermuda Triangle of Projects.

Jonny pulls up his control chart for the data.  It is a jumbled mess of black and red colors, resembling a tiger striped caterpillar.  “It’s kind of hard to see, but this is what the data looks like as a run chart,” Jonny explains.  “All the black points are what’s normal for the process, and the red points are out-of-control.”

“Out-of-control?” questioned Jeff.  His eyebrows crinkled and his eyes crossed as he attempted to make out what the caterpillar represented.  Gregory, of course, was quite familiar with these types of graphs, though he’s kept quiet until now. (See E6S-064 - In the eye of the Cash-holder Part 1A- Stable & Capable)

“Yeah, out-of control basically means beyond those 3-sigma control limits.  We use these for some customers, but we don’t usually use more than 30 data points at a time.  This is just a jumble.”  Gregory turns to Jonny.  “What are we looking for in this chart?”

Jonny fumbles a bit.  “Well, I guess just to get a feel for the variation and the average performance. See here.” Jonny points to the x-bar notation.  “This is the average performance for the project: 58.796 days.”

“Yeah,” pipes in Jeff.  “That’s right. That’s the average we report on our metrics. Well, we round it to 58 days. That’s what Johanna was talking about a minute ago.” Johanna raises her eyebrows, and nods briskly, rapidly shaking her curls in agreement. 

“OK. That makes sense. So we’re on the same page?” Jonny checks the room and receives approving looks from most of the team, with the exception of Alex.

“What about the 75 days?  Where did that come from?” asks Alex.  “Just looking at the data, it’s clear we’re doing better than that.”

“On average” answers Gregory. “But we’re talking about an Upper Specification Limit, meaning we want all transactions to happen faster than 75 days, or whatever that limit was.  I’m not sure where that came from either.” Gregory looks down at the table, tapping his pen.  Other than his chiming in here and there, Gregory appears very distracted and removed from the conversation, like there’s somewhere else he’d rather be. 

“OK, yeah. That 75-day value is one that Annette came up with.  That’s where she wants to get it to.  She says that’s a good benchmark,” Jonny explains.  Johanna and Jeff exchange glances.  Gregory chuckles to himself and begins to gather his belongings.  The rest of the team follows suit.  Jonny notices the meeting time is almost up and proceeds to adjourn.  “I’ll send out an invite for the next meeting,” says Jonny. (SeeE6S-008 Running a Team Meeting) “Let me know what day of the week works best for you next week.”  The team acknowledges Jonny’s closing remarks and splinters into cliques as they withdraw back to their normal work areas.  Luckily for Jonny, Gregory had helped tow him from the Flight Straits of Resistance.  However, he is left drifting with Malfunctioning Instruments of Ego.  If he does not take decisive action to understand the fears, egos and confusion of his stakeholders, he and his project will meet their end in the Bermuda Triangle of Projects.

How SHOULD Jonny's story have started?  

How might his story continue? 

What comes next?  

How does it end?

Does he get the girl?
Happily ever after?
Crash and burn?

You choose. 

Continue with your version Jonny's story in the comments section. 

To avoid the project Bermuda Triangle or its evil Straits of Resistance, a practitioner must become informed with the various interests around his or her project.  This is referred to as stakeholder analysis.  The depth to which this analysis must go varies greatly.  It is possible that a practitioner “wins” a group of stakeholders who have a prior positive experience with the application of Lean Six Sigma and experiences "smooth sailing."  Most commonly, though, a significant amount of stakeholder analysis must be performed, and a risk mitigation and communication plan must be drafted and continually be revised throughout the life cycle of each project.  (See E6S-024 Stakeholder Management - Part 1)

This stakeholder analysis and communication plan can best be summed up as “politics.” For many LSS practitioners, it is indeed a dirty word, and it takes the practitioner away from what they might consider as value-added in the project, (away from data analysis), and slows the project down.  Rest assured, yes, it will indeed slow the project down.  However, it is more value-added than it may appear.  What value is any activity if it does not get accepted or embraced by the user or new owners?  Exactly zero.  It is important that practitioners accept politics as a way things get done within organizations and recognize that despite whatever branding your project may have associated with it, it is not immune to politics, even if the practitioner and the project were hand-selected by the CEO.  This does not make the Bermuda Triangle disappear.  Considering the extra potential for ego and fear, it could actually make the dangerous pull from the Straits of Resistance much worse.... 

Outro: Thanks for listening to episode 136 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  And please don't forget to finish Jonny B. Ermuda's story in the comments section for this episode.  We love hearing from our listeners and learning about how you use Lean and Six Sigma.  Feel free to email us, aaron@e6s-methods.com, or contact us through our website, we reply to all messages.  Please leave a review on iTunes at your earliest convenience.... ehem. I mean right now so that this podcast does not die a slow painful death likes so many other podcasts do.  Don't forget to you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down?    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 186, Jacob and I wrap up this part on our "Hiring a Black Belt" series by reviewing a third Black Belt job description.  This one I think we liked.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-186 Leave a Review! http://bit.ly/E6S-iTunes

Process Engineer / Lean Six Sigma Blackbelt

Columbus, OH 43215

What you will do:

Lead complex, strategic, and multi-generational project programs within our organization

Implement/lead Lean Six Sigma projects to improve business performance in alignment with key cross-functional initiatives

Embrace the role as a change agent by driving the required cultural transformation and the adoption of successful Lean Six Sigma process improvement practices, and by diagnosing barriers to project success and facilitating resolution

Partner with a highly skilled team of change agents working with all functional areas of the business as well as customers and suppliers

Train Champions, Yellow Belts, Green Belts, and Black Belts in Lean Six Sigma methodology

Drive a continuous improvement culture through the successful completion of LSS tools and report measurable results that are aligned to the organization’s strategic priorities

Qualified candidate will possess excellent leadership capabilities, customer centricity, problem solving skills, and experience in the implementation of change initiatives, workflow simplification, process improvement and project management

Role Requirements:

Education: BS/BA in Engineering, Business, or related degree

Minimum Qualifications:

3+ years leading and implementing Lean Six Sigma projects

Lean Six Sigma Black Belt certification (ASQ or company certification)

Experience working in corporate functions: HR, IT, Finance, and/or Supply Chain

Proficient in statistical software packages (Oracle preferred)

Ability to instruct and train on multiple subjects (DMAIC, Value Stream Maps, Statistical Analysis, Minitab, Takt Times, SIPOC, QFD, SPC, WIP and Line Balancing, DOE, etc.)

Job Type: Full-time

Job Location:

Columbus, OH

Required education:

Bachelor's

Required experience:

Lean Six Sigma: 1 year

Process E: 1 year

(Like that they included project management as a qualification. Yuck... ASQ Cert required.  A bit buzzwordy but probably a good thing... What "Oracle" software does statistics? Enterprise software leveraging "R" open source.   1 pager. NICE!)                                                                                                                                                                 

Outro: Thanks for listening to episode 186 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 185, Jacob and I continue reviewing another open Black Belt job description, and giving our two cents. Are they asking for the right things? If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-185 Leave a Review! http://bit.ly/E6S-iTunes

The Lean Leader will support the Plant Manager by developing, executing and facilitating an enterprise wide lean management system for our four branches. The Lean Leader will collaborate with all key stakeholders to lead and facilitate events and document progress to lean goals.

Essential Duties & Responsibilities:

% Time

Job Responsibilities

20%

Coaches and teaches continuous improvement methodologies and imbeds lean data based thinking into others. Respectfully challenges the status quo and encourages his or her fellow employees to get better every day.

10%

Leads, organizes and directs the objectives and activities of his or her direct reports who are the lean core team members.

10%

Develops and implements a lean management system and ensures that all elements such as standardized processes, problem solving and governance are in place to drive sustainable results.

10%

Utilizes value stream mapping and various lean tools to select the right blend of kaizen events, projects and just do it’s that drive business improvement.

10%

Leads and facilitates lean activities such as kaizen events and lean process reviews.

10%

Works with the event or project leader prepares for kaizen events using A3 techniques.

10%

Develops and executes a 6-12 month lean transformation roadmap for the branches including plant and back office improvements.

5%

Conducts lean assessments and cultural reviews and develops an action plan to address opportunities for improvement.

5%

Coordinates with third party lean consultants where applicable.

5%

Benchmarks internally and externally to identify and standardize best practices.

5%

Develops metrics and cost tracking mechanisms to quantify safety, quality, cost and cash improvements

Education & Certification Requirements:

Required or Preferred

Degree or Certification

Required

Bachelor’s degree preferably in an engineering discipline.

Preferred

Lean and or Six Sigma Black Belt certification.

Minimum Experience:

Years

Type of Experience

5-7 years

Demonstrated lean application experience and training at the “Gemba”.

Skills, Knowledge & Abilities:

Skill Knowledge or Ability

Explanation

Process oriented thinker

Focuses on the process more than results. Believes the right process will bring the right results

Exceptional relationship-building skills

Leads by building relationships and trust. Demonstrates respect for people by creating the mindset that performing waste free work exudes the ultimate respect for fellow employees.

Lean knowledge

Possesses hands on knowledge in value stream mapping, standard work, pull systems, inventory right sizing and policy deployment.

Communication

Clearly exchanges thoughts, ideas and messages through written, verbal and non-verbal methods that promote an understanding with the target audience. Creates accurate and punctual reports, shares information and ideas with others in a timely manner. Listens carefully and attentively.

Problem Solving

Is able to solve complex problems using various tools and gets to root cause. Drives preventative thinking into the application of countermeasures.

Attention to Detail

Is attentive to detail and accuracy, performs quality work, continuously looks for improvements, finds root cause of problems, owns/acts on problems, seeks opportunities to increase effectiveness and efficiency.

Accountability & Dependability

Meets commitments, works independently, accepts ownership of projects and outcomes, takes personal responsibility and sets objectives/standards, stays focused under pressure, meets attendance/punctuality requirements, shows a sense of urgency about getting results.

Mathematical Reasoning

Able to apply basic Algebra and Geometry concepts. Able to add, subtracts, multiply, and divide whole numbers, fractions, and decimal equivalents.

Analysis/Reasoning

Ability to deal with problems with many variables in standardized and non-standardized situations.

Writing

Ability to generate messages that instigate appropriate action, create standard work and controlled documents.

Self-Management

Tackles problems and takes independent action, seeks out new responsibilities, acts on opportunities, generates new ideas, practices self-development, demonstrates a bias for action without prompting.

Ability to Execute

Targets and achieves results, prioritizes and manages tasks effectively, maintains an organized system to monitor progress, overcomes obstacles, and accepts accountability.

Innovation

Generates new ideas, challenges the status quo, pursues ongoing improvements, supports change, and solves problems creatively.

(WOW!  Accounted for 100% of the person's time down to a 5% precision. Still a bit prescriptive and tactical in the Responsibilities. Says a Six Sigma cert is preferred, but language really wants a Lean coach to develop a kaizen culture.  Does not value the use of statistics. Still a bit long.)                                                                                                                                                                      

Outro: Thanks for listening to episode 185 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 184, Jacob and I review some open Black Belt job descriptions to see if they're really looking for the right qualifications in a candidate.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-184 Leave a Review! http://bit.ly/E6S-iTunes

Six Sigma Black Belt

Columbus, OH 43085

$110,000 a year

We have two direct hire roles available in Columbus, Ohio for Six Sigma Black Belts who will lead and implement Lean Six Sigma projects to improve and automate sales processes (Opportunity to Quote, Quote to Cash) in alignment with key initiatives across the organization. This role will be part of a highly skilled team of change agents working with all functional areas of the business as well as customers and suppliers. Candidate will develop, execute and sustain effective front end process improvements that drive efficient sales process and productivity improvements utilizing Lean Six Sigma methodologies.

Responsibilities:

This position serves as a change agent by driving the required cultural transformation and the adoption of successful Lean Six Sigma process improvement practices and by diagnosing barriers to project success and facilitating resolution.

Work with cross-functional teams to map current state processes, determine process improvements, install future state process and implement monitoring and control systems

Apply Lean and Six Sigma tools and methodology to improve sales processes or solve customer problems by reducing cost/waste or improving quality and/or capability

Assist in identifying and reducing "non-value added" sales activities

Develop "standard work instructions" for each Sales Operations area

Prepare and maintain "current" and "future" state value stream maps identifying waste and opportunities for improvement

Work with IT teams to automate future state processes in CRM, CPQ and ERP systems to improve the customer experience

Interact with all levels within the organization to drive continuous improvement in client's sales and order management processes

Interview salesforce and customers to understand client issues and creatively apply solutions to real-world issues with world-class results

Ability to organize and schedule people and tasks; Use goals to guide actions and create detailed action plans; manage multiple projects

Support project teams to achieve and sustain improvement benefits

Requirements:

Possess excellent leadership and facilitation capabilities, customer centricity, problem solving skills, data analysis skills, and experience in the implementation of change initiatives, workflow simplification, process improvement and project management.

Bachelor’s Degree (Engineering or Business) required

Black Belt or Green Belt (trained or certified). Green belt must train up to a Black Belt within 6 months of starting in the position

A minimum of 5 years of continuous Improvement experience

MBA and PMO certification preferred.

Ability to interact with all levels within the organization to drive continuous improvement in client's sales and order management processes

Proven track record of operational execution

Working knowledge and proven application of the principles and philosophies of Lean Six Sigma

Ability to foster cross-team learning and team building skills

Execution orientated, with a strong sense of urgency around tangible results

Able to demonstrate leadership without formal authority

Strong written and oral communication / presentations skills

Work well in a team environment, with sound negotiation and issue resolution skills

Excellent facilitation skills

Polished interpersonal skills

Objective and fair when dealing with sensitive situations; Find a win-win approach

Strong customer focus - understand what drives customer satisfaction and prioritize customer needs

Ability to apply systems thinking to generate solutions; focus on process rather than isolated events; Use tools to define problems; Be systematic in identifying problem areas and opportunities

Being open to change (positive or negative) in response to new information, different or unexpected circumstances, and/or to work in ambiguous situations.

Accepting and adhering to high ethical, moral, and personal values in decisions, communications, actions, and when dealing with others.

Ability to work independently in fast-paced environment with little supervision.

Prior experience using word processing, spreadsheet, statistical analysis and presentation software.

Ability to identify root cause of problems and creatively problem solve.

Quality-Focused, Attentive to Detail and Results-Oriented.

(very prescriptive on "Responsibilities" on "how" one should conduct themselves, Should focus on outcomes rather than activities and tasks.  Assumes there is a "script" to follow.  Would prevent a "free thinker" from applying.  Redundant in Requirements sections. Way too long!)

Outro: Thanks for listening to episode 184 of the E6S-Methods podcast.  Stay tuned for episode 185 for part 2 of "Hiring a Black Belt - Job Postings"  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

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Intro:  Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 183, Jacob and I continue with our answers to Lean Six Sigma questions from Quora.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-183 Leave a Review! http://bit.ly/E6S-iTunes

X         Can one directly apply for a Black Belt without doing the Green Belt Six Sigma?

XI      How will Lean Six Sigma help me in finding out my career path? Should I take training on Green belt, Black belt or Master Black belt?

XII   Is it worth it for a college student to get a Six Sigma Green Belt Certification?

XIII     Will Six Sigma Green Belt certification really help you grow in your career?

XIV   Is it worth paying 10k for Green belt Six Sigma for only 2 days?

XV   I want to get Six Sigma Green Belt certified. Does the certification need to be from ASQ or others can also certify?

XVI   What are the work experience requirements for Six Sigma Green, Black, and Master Black Belts?

XVII What's the benefit of doing Six Sigma Green Belt training from ASQ?

XVIII  How will the six sigma green belt certification help with marketing and sales tasks?

XIX  How can someone with 3 years of work experience in Pharmaceutical sector and Green belt certification in Six sigma start a career as an actuary?

XX   Can we do the Six Sigma green belt without experience?

XXI  Biotech engineering degree, Six Sigma Green belt, an MBA, and 4 years exp in quality-related positions, what are my career options?

XXII   Can Six Sigma Green Belt be self taught?

XXIII    What is the salary of six sigma Green belt analyst?

XXIV    I do not have a college degree. I have a lot of experience in Account Management. Would obtaining a six sigma green belt help me further my career?

XXV    How good is a six sigma black belt certification without practical experience?

Outro: Thanks for listening to episode 183 of the E6S-Methods podcast.  Stay tuned for episode 184, "Hiring a Black Belt" Part 1, where Jacob and I critique a few public job postings to see if they really hit the mark. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 182, Jacob and I ease back into podcasting after a long break, answering some top Lean Six Sigma questions from Quora.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-182 Leave a Review! http://bit.ly/E6S-iTunes

I            Is Lean Six Sigma still relevant?

II         What is the relevance of Lean Six Sigma belts to Robotic Process automation?

III      Is there any alternative for Lean Six Sigma?

IV      Do employers care who you get your Lean Six Sigma from?

V         Which institute is good for Lean Six Sigma training from ASQ or KPMG?

VI      Why is a Lean Six Sigma implementer generally external to the organization?

VII   How relevant is the Certified Lean Six Sigma Black Belt certification from IASSC?

VIII                     What careers are there for lean six sigma black belts?

IX      Do top Management Consulting firms value candidates with Lean Six Sigma Green Belt certification?

Outro: Thanks for listening to episode 182 of the E6S-Methods podcast.  Stay tuned for episode 183 for the second half of "Questions from Quora Answered." Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 65, “In the Eye of the Cash-holder” Part 1B, we continue our discussion of “stable & capable” processes with reference to customer or client expectations. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-065RB Leave a Review! http://bit.ly/E6S-iTunes

I            Capable –

a.       99.7% of process output falls within customer specifications, based on the normal curve. 

i.      Equivalent to Cpk=1; caveat: rules of thumb often updated to 1.33 min acceptable Cpk.

ii.      Cpk =2 is equivalent to a 6 Sigma process, or 3.4 Defects Per Million Produced

b.      Visualized using a histogram and “goal posts,” for customer specifications.

II         Stable & Capable – There are 4 combinations of stable/capable

a.       Not stable, not capable

i.      Special cause variation, and significant OOS (out-of-spec) condition

b.      Not stable, but capable

i.      Special cause variation, but process variation is statistically within specifications

c.       Stable, but not capable

i.      Common cause variation, but significant OOS condition

d.      Stable and capable

i.      Common cause variation, and process variation is statistically within specifications

c.       Stable, but not capable

i.      Common cause variation, but significant OOS condition

d.      Stable and capable

i.      Common cause variation, and process variation is statistically within specifications

Outro: Thanks for listening to episode 64 of the E6S-Methods Podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 64, we introduce the concepts of stable and capable processes, and what they mean “In the Eye of the Cash-holder.” (That’s your customer.) If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-064RB Leave a Review! http://bit.ly/E6S-iTunes                                                                                                                                                                               

****In the Eye of the Cash-holder***                                                   

Objection 1:  In spec is good enough.  Variation doesn't matter.

Counter 1: Any variation from target results in depleted function of your customer.  Although customer specs are wide, customers often have to account for supplier variation in some other way, and end up releasing lower quality goods into the market.  Variation is evil according to taguchi, not just to customers, but to society as a whole.

Objection 2:  Cpk and other fancy jargon is on its way out.

Counter 2:  Perhaps, but new jargon will surely take its place to describe process variation relative to outcome expectations

Objection 3:  This is old stuff.  Everyone knows this.  Why are we bothering still?       

Counter 3: It is true that these topics are almost 100 years old.  Yet still, many industries still have processes without specifications (business processes, etc), and the idea of measuring process variation is still new and novel.                                                                   

Stable & Capable

I            Stable

a.       Displays Common Cause process variation:  normal & random (typically). A.k.a. Show’s no variation patterns that are statistically unlikely

i.      Shows no Special Cause variation

1.      As statistically detected by Western Electric rules (more in future casts). 

a.       Example: one point beyond 3 sigma on either side of the mean.  <3 in 1000 probability of occurrence by random chance alone. (special cause)

2.      Or visually detected through graphical analysis, some intuition and expertise (not as rigorous, but better than nothing)

b.      Detectable using control charts, AKA: process control charts, statistical process control charts (SPC), sometimes statistical quality control charts (SQC), depending on context.

i.      Time ordered charts plotting process inputs or outputs, tracking history

ii.      Uses history to judge the likelihood of future patterns in variation

Outro: Thanks for listening to episode 64 of the E6S-Methods Podcast.  Stay tuned for episode number 65, where we continue our discussion of process stability and capability,“In the Eye of the Cash-holder” Part 1 B.   Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

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Intro:  Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 20, Part 4 of 4 of the Financial Benefits Series, LAYOFFS: if you must you must. We discuss alternative ways to protect operations and your improvement programs from the damage and disruptions that come with the “Classic” Layoff. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-020RB Leave a Review! http://bit.ly/E6S-iTunes

***Layoffs - If you must, you must - be proactive.***              

Disclaimer: The best way to disassociate your improvement program with layoffs is to not layoff.  But if you must, you must.  Included in this cast are proactive tactics to avoid damaging operations and improvement initiatives as a result.  This advice does not apply to when a company's market falls through and simply must cut to avoid bankruptcy.                

I            The importance of not laying off because of a successful project: Argument about what happens after a layoff, especially when it is associated with an improvement project.                                                         

II         Why hard savings are so heavily pushed.      Primarily due to ulterior motives, not for the overall health of the company: Share Holder "value" calling the shots, consultants pushing ROI, Internal posturing.  Basically by individuals who are more interested in their own payback.                                                        

III      Alternatives to the classic "layoff."   List common alternatives, (pros & cons)

a.       Classic Layoffs – Managers give some sort of economic reason why layoffs are necessary.  The laid-off individuals don’t get a clear message why they were selected, but they are escorted away, and the survivors are left to wonder who’s next.  Some companies do this so predictably every year, that the employees participate in a “Death Pool,” betting on who goes next.  Typically, though, layoffs seem to follow similar patterns for individuals let go:

i.      Low Seniority – the “new” guy. Sometimes used as a tactic by labor unions.  Hire expendable new people to save yourself when the time comes.  But also used when no other meaningful reason is found.

ii.      Poor Performance – Often a poor performer will be let go during a round of lay-offs.  Generally, though, performance is not brought up as a reason, and the company resorts to a lay-off, restructuring, and change of job function rather than focus on the performance problem

iii.      Political Outcast – When the person just doesn’t fit in with the “in-crowd.”  High School all over again.  Cronyism can fit into this category, where experienced people are replaced with the friends of newly added leadership.  In this area, performance and contribution are ignored, and people are often let go because they are different than others.

iv.      High Seniority – Also known as “ageism.”  Sometimes offered “early retirement” to avoid litigation. Singled out because they are highly paid individuals who may have hit a ceiling in their company contributions, (i.e. solid performers but may not be executive bound, but have accrued many years of incremental raises, have impending health risks, and are expensive to keep on the books.)  Probably more typical in the U.S.  I’ve heard that this is why workers become highly political, focusing more on their relationships with executives than value-added work, when they hit their 50’s, and become “yes” people.

b.      Alternatives

i.      Cross-train and move to another area (sales, PM…other area).  This is probablythe most popular recommendation given for Lean programs

1.      Pros:

a.       Moves people from where they are no longer needed to where they are needed. 

b.      Cross-training fills gaps when normal operations suffer an upset, perhaps an operations floating resource. 

c.       Keeps the “natives” in check, i.e. doesn’t create the normal backlash with regular layoffs. 

d.      Also a good way to wait for natural attrition to take place, and more importantly, preserves the integrity of your Continuous Improvement program.

2.      Cons:

a.       Is it worth it?  A typical lean project increases capacity for production, and probably reduces the direct labor requirement.  This means less line workers, and more sales.  How many line workers successfully transfer into a sales role?  Or do you play a “shell game” and move around 5-10 resources to cover these skills gaps & demands?  This would require a lot of human capital investment to be effective, and may be equally disruptive to the workforce as the layoff (i.e. spending more money as a result of the project rather than realizing the savings.) 

ii.      Pull trigger a month or 2 before the project. When you know you’re going to do a project and you’ve determined your financial benefits valuation, determine up-front how many and who will go before the project starts.

1.      Pros

a.       Layoff is not contingent on project success, and is less associated with the LSS program (LSS is the hero instead of the villain... fora while)

b.      Workers and managers feel the pain of being short-staffed, which encourages participation and can spark a new innovative approach (invention is born of necessity)

2.       Cons

a.       It’s a risk.  Calculated risk up front that the LSS project will be successful (but a pretty good bet)

b.      Operations will knowingly take short term hit to metrics (yield, OTD, %OT maybe) before the project starts

c.       Stealth mode won’t work long.  It’s only a matter of time before people catch on to this tactic.  Smarter workers will notice the pattern, and people talk.

iii.      Fire for cause instead (and look up-stream).   Instead of choosing the weakest link to layoff, and using as an easy-out for poor performance, Fire for cause, but also look upstream.  For every individual contributor who is consistently doing a poor job, there is a manager and/or director who    is also doing a poor job in letting it persist, which is a more egregious failure. Why should they get off so easy?

1.      Pros

a.       Peers can get behind dismissal for poor performance.  They see it themselves, it affects them.  Some have been hoping for it for a while.

b.      Raises the bar for all performance expectations

c.       Saves on unemployment benefits (at least in US).  Those fire for (just) cause do not collect benefits, (unless wrongful dismissal is later determined by a court).

2.      Cons

a.       Still can shine poorly on LSS program if done after a project is successful, especially if the person fired is part of the solution. Best to not associate with the program at all.

b.      It’s not easy. Proper Performance Management takes hard work, consistency, and deliberate effort to develop individuals and a team.  People who disagree with this aren’t doing it right.                                                                                                    

Outro: Thanks for listening to episode 20 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

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Intro:  Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 181, we speak with reliability expert, Fred Schenkelberg, and get his take on the day in the life of a reliability engineer.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-181 Leave a Review! http://bit.ly/E6S-iTunes

I            Fred Schenkelberg is an international authority on reliability engineering. He is the reliability expert at FMS Reliability, a reliability engineering and management consulting firm he founded in 2004. Fred left Hewlett Packard (HP)’s Reliability Team where he helped create a culture of reliability across the corporation to assist other organizations. His passion is working with teams to improve product reliability, customer satisfaction, and efficiencies in product development; and to reduce product risk and warranty costs. Fred’s areas of expertise are: reliability program development, accelerated life test design and analysis, reliability statistics, risk assessment, test planning, and training. He has a Bachelor of Science in Physics from the United States Military Academy and a Master of Science in Statistics from Stanford University.

II         Links

a.        accendoreliability.com   for Accendo Reliability the reliability education project

i.      articles, podcasts, webinars, resources, and courses to help reliability professionals master the craft of creating and maintaining reliable products and systems. and, 

b.      reliabilty.fm the reliability engineering podcast network

c.       www.linkedin.com/in/fmsreliability/

III      Questions for Fred

a.       What is Reliability?

i.      I've heard the definition that Quality is Reliability at time zero?  Have you heard this?

ii.      Is it similar to Actuary Sciences?

b.      How did you first get into Reliability?

c.       What's a "Day in the Life like" for a reliability engineer?

d.      Key Challenges?

e.       How does one get started?

f.       What would you like to promote?

g.      Where can people get in touch with you?

Outro: Thanks for listening to episode 181 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 180, we blast to the past for a "Parable of our Times," in a retrospective on Circuit City. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-180 Leave a Review! http://bit.ly/E6S-iTunes

I            A Parable for Our Times - Quality Progress July 2007

Outro: Thanks for listening to episode 180 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 179, we continue with part 2 of our "Agile Requirements Gathering - User Stories" series.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-179 Leave a Review! http://bit.ly/E6S-iTunes

***Purchase Detailed 2000-2016 Salary Trend Analysis***

II         What is a User Story?

a.       Describes the functionality or feature a product will deliver to a user

b.      Helps to create a simplified description of a requirement

c.       States the requirements from the viewpoints of different stakeholders

d.      More ‘Human’ than standard functional requirements

i.      Should require the team to have a conversation

ii.      Stories should evolve with scrum team discussion and technical feedback

e.       A common template used for user stories is:

i.      “As a < role >, I want to < do what > so I can < benefit how > .”

f.       How does someone gather the requirements for a User Story?

i.      Understanding the needs of the Customer / Client

1.      Jobs to be Done

2.      Features or Functionality that clients are looking for

3.      Feedback from the clients/users

4.      Usage Analytics

g.      New Research available

h.      Hypothesis that the team would like to prove

III      Different people could be providing information in different formats. What becomes critical is the ability to synthesize them and present them in a way of what is the problem that the user/customer is facing.

Outro: Thanks for listening to episode 179 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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I            Requirements Gathering

a.       Here’s a set of requirements usually provided to a team that they are expected to build a product off of.

i.      Product should have a steel body

ii.      Product should have 4 wheels

iii.      Product should have rubber attached to wheel

iv.      Product should have multi speed transmission

What is the product that you would build?

b.      Now, if the requirements were given in a slightly different way such as:

i.      As a user, I want to mow my lawn quickly and easily

ii.      As a user, I want to be comfortable while mowing my lawn

What would you build now??

c.       What is the difference between the two scenario’s?

i.      Scenario 1 spend more time giving the “how” I am expecting you to build or gave in detail what needed to be done without giving any context to “what” needs to be build and “why” its needs to be build.

ii.      Scenario 2 only explained the issue or the experience that the customer is looking for and why it is necessary for them.

d.      The method of representing the what and the why vs the how is what’s usually referred as User Story.

Outro: Thanks for listening to episode 178 of the E6S-Methods podcast.  Stay tuned for episode 179, "Agile Requirements Gathering - User Stories Part 2."  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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***Purchase Detailed 2000-2016 Salary Trend Analysis***

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 177, we review another article, this time covering the "Soft Costs of Rework," paying particular attention to the coating and finishing industry.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-177 Leave a Review! http://bit.ly/E6S-iTunes

I            The Soft Cost of In-house Rework - Products Finishing June 2008

Outro: Thanks for listening to episode 177 of the E6S-Methods podcast.  "Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 176, we ask, "Are You Climbing Up?" and discuss salary trends in the Lean Six Sigma field as well as a review of Aaron's own salary history, adjusted for cost of living. Spoiler - I wasn't always climbing up. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-176 Leave a Review! http://bit.ly/E6S-iTunes

***Purchase Detailed 2000-2016 Salary Trend Analysis***

I            Described below is an excerpt from "Beyond the Classroom - Is Lean Six Sigma Right for Me?" It shows a partial analysis of salary trends by Lean Six Sigma certifications between 2000 and 2016. (Source: Quality progress 2000-2016 Salary Surveys; American Society for Quality)

a.       According to surveys, topping off the list, LSS MBBs earn an average of $128,000 annual salary (USD), trailed by Black Belts at $103,300, Green Belts a $91,000. and survey respondents with no certification at $82,000.  Theseresults are the average of all US-based survey respondents between 2014 and 2016.

***Purchase Detailed 2000-2016 Salary Trend Analysis***

II         What's the difference?

a.       Green Belt

i.      2 week's worth of training over the course of 2 months (some trainers cram it to 5-6 long days)

ii.      Prices range $1500-$6000 depending on quality. (some train only to pass exam, which is much cheaper.  Not "training" but test preparation)

iii.      Curriculum includes the DMAIC framework, SPC, capability and measurement system analysis,  basic problem solving tools, Lean practices, and some inferential statistics, (parametric continuous and discrete data)

iv.      Certification criteria vary widely, some exam based, some project based

1.      some certify via exam

2.      some certify by leading a project and demonstrating usage of the tools

3.      some certify by being part of a larger Black Belt project, assisting with tools

v.      Green Belt candidates are often coached by experienced Black Belts or MasterBlack Belts

b.      Black Belt

i.      4-5 week's worth of training over the course of 4-5 months (some curriculum is extended to include DFSS methodology)

1.      Some providers develop a GB+ approach to training, giving the GB basics and building upon the basics in 2-3 weeks to achieve BB. Some providers retrain all DMAIC framework again in BB, even if you have GB cert. (I generally recommend belts to go straight to BB, rather than GB.)

ii.      Prices range $6000-$17000 depending on quality. (some train only to pass exam, which is much cheaper.  Not "training" but test preparation)

iii.      Curriculum includes all the GB basics, advanced problem solving tools, deeper statistical analysis, team leadership, project management fundamentals, presentation skills, advanced Lean topics, multiple regression and Design of Experiments and optimization, non-parametric inferential statistics, data transformations.

iv.      Certification criteria vary widely, some exam based, some project based

1.      some certify via exam (given "proof" of having completed 2 projects)

2.      some certify by leading 2 projects, demonstrating usage of the tools, and generating significant financial savings (usually $100,000 per project); Sometimes this also requires a 2-year commitment before certification is awarded.

v.      BB candidates are usually coached by experienced MasterBlack Belts. Some companies implemented "Senior Black Belt" and "Black Belt Buddies" to coach new candidates.

c.       Master Black Belt

i.      Must be an experienced Black Belt plus 2-3 more weeks  training.

ii.      In addition to the cost of Black Belt training, prices range $5000-$10000 depending on quality and extent of necessary training.  Training is based often on the practical needs of the program within the sponsoring business.

iii.      Curriculum is more customized by business, but includes Train-the-trainer, advanced presentation skills, advanced design optimization and basic reliability, program and portfolio management, advanced leadership.

iv.      Certification criteria vary widely, some exam based, some project based

1.      There are some institutions who now offer MBB cert "by test," but only after you've submitted a portfolio for review, demonstrated you've been working as an MBB, and then paying $2500+ to take the exam.

2.      Black Belt Cert + Completion of larger organizational projects + delivery of training + MBB training completion + published contribution to BoK

v.      MBB candidates are usually coached by senior executives and top-level program leaders. 

III      Trending over time

a.       Salaries show an increasing trend between 2000 and 2016.  

b.      Green Belt salaries rose from $65k to about $93k, while non-certified respondents' salaries rose from $58k to only $82k. 

i.      Unfortunately, these salary trends are misleading.  The survey providers do not account for changes in the cost of living.  The fact that all salaries are on the rise is an indicator that year-to-year, costs are changing. The only clear distinction from these graphs is that GB certs generally earn between $5k- $10k more than non-certified respondents, and the GB salary trend seems to rise faster than non-certified respondents, increasing the gap.

ii.      A full salary trend analysis is available for purchase. It provides a deeper comparison for all belt salary trends and adjusts to annual changes in cost-of-living

IV      I once thought I was climbing up, but sometimes I was sliding back: Looking at my salary history, I gave myself a great pat on the back for having increased my pay by 5.7X. But then when I adjusted for cost of living changes over the same time frame, I learned it was 4.3X, and sometimes, when I thought I was gaining money, I was actually losing money. I then overlaid my career timeline on top of my salary trends for some pattern analysis (shown in image)

a.       Insights

i.      Based on my certifications, there is a lag of a couple years before the cert seems to pay dividends, with the exception of Black Belt. That paid off very quickly, but mostly due to changing companies

ii.      Steepest career climbs happened between companies, not within.

iii.      Staying within a company showed a stagnation in pay rise, and even dipped downward, partly due to stagnation, and partly due to the economy

iv.      The steepest & longest climbs were the result of my Black Belt and Master Black Belt certifications and experience

v.      Higher level degrees (after bachelors) ISO auditor certificate did not seem to contribute to pay rise

b.      What if I stayed? Theoretical brain exercise.  How does the "job hopping" 2-5 years compare to staying in the same place? - If I just stuck with the same company, took the standard 2.5% annual raises, and got promoted every 4 years with a 10% bump, (which seems standard), where would I be?

i.      The upside of leaving:

1.      My actual salary rise (4.3X) is much greater than my theoretical salary would be- only 1.7X my 2002 starting salary, a very slow and steady climb,  (adjusted for cost of living)

2.      Greater variety of experiences and challenges

3.      Broader network

ii.      The downside of leaving:

1.      Leaving friends behind and starting all over again

a.       FOMO

2.      "Grass is greener" complex (wanting to go back)

3.      Tough to keep the resume brief

4.      Looking like a "job hopper" to employers

Outro: Thanks for listening to episode 176 of the E6S-Methods podcast.  "Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 175,  we debate the recommendations from an ASQ Quality Progress article, "What Comes After the Low-Hanging Fruit?"  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-175 Leave a Review! http://bit.ly/E6S-iTunes

                                                                                                                                                            What Comes After the Low-Hanging Fruit?  - Quality Progress 2008 August                          

Outro: Thanks for listening to episode 175 of the E6S-Methods podcast.  Stay tuned for episode 176, "Are You Climbing Up?" where Aaron analyzes salary trends in the Lean Six Sigma industry and normalizes his own salary history against the changes in cost of living.  "Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 14 (Part 4 of 4), we wrap up our “Measure the Right Stuff” project metrics series with Project Goal Setting: the 70% rule of thumb. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-014RB Leave a Review! http://bit.ly/E6S-iTunes

I            How to set a reasonable goal based on history (70% to Entitlement rule)               

a.       Definitions:

i.      Baseline – Average performance within the observation history

ii.      Entitlement – The best performance achieved within the observation history.

b.      Teach the rule of thumb, the mathematics and the history behind the rule

i.      Maximize metric : Goal = Baseline+ (Entitlement max- Baseline)*0.70                               

1.      Example: Process % yields, Sales success rate, Net promoter score

ii.      Minimize metric: Goal = Baseline - (Baseline – Entitlement min)*0.70                    

1.      Example: DPU, DPMO, % Returns/Complaints, Throughput Time, Call Center Time to Pickup

c.       Cautions: Unstable metrics: It is not recommended to determine Baseline and Entitlement on metrics and systems showing Non-normal or “Special Cause” variation

i.      Trends – process is trending one way or another.

1.      degrading – may not be capable of hitting the goalbased on an entitlement at the begining of the trend

2.      improving – may not be worth a project, if it’s improving already.  Just determine why and standardize.

ii.      Steps – may mark a change in the process/people/policies, change in measurement system or metric,

iii.      One-offs (outside 3-sigma) – May be a fluke, typo or other undocumented non-repeatable condition.

II         Recap Episode                                                                                                                                                                                                                                                                  

Outro: Thanks for listening to episode 14 of the E6S-Methods Podcast.  Stay tuned for episode number 15, where we discuss tools for help create a consensus and project scope. We discuss common tools like SIPOC, MacroMap, 5-Why’s, and others.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr, and share it.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 13 (Part 3 of 4), we reveal the path to choosing leading metrics for projects over the more common lagging business metrics.  We illustrate two tools that can be used to scope down to more leading metrics for your projects.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-013RB Leave a Review! http://bit.ly/E6S-iTunes

I            Leading vs. Lagging indicator metrics                     

a.       Explain with examples Leading vs. Lagging             

i.      Most Business metrics are lagging indicators for what correlates to long-term success.  Lagging means, behind the curve, cannot use to change directions very quickly.

1.      On-time delivery

2.      Customer Satisfaction

3.      New Product Hit Rate

4.      Repeat Sales

5.      New Product % of Overall Sales

6.      Net Promoter Score

7.      First Pass Yield; Or Rolled-throughput Yield

8.      Days Lost Time

9.      Customer Returns/Credits

b.      Drill down from common business metrics to "six sigma" metrics related. Six Sigma projects need to scope down closer to some leading indicators that are closer to the specific processes.    Indicators where a fast course correction can be taken in order to preserve the higher level business metrics. Get closer to the inputs.  Y=f(x). (Recommended Tools: Fishbone Diagram, Force Field Analysis)

i.      % On-time Delivery – May be a function of yield or capacity constraints.  (metrics not mutually exclusive) Y=f(x)

1.      Turn-around Time or Throughput Time – The time it takes to produce 1 piece from order to delivery.  (Not to be confused with Cycle Time, which is machine time only.)

2.      % On-time Start

3.      % Equipment Up-time

4.      % In-process yields

5.      Inventory Levels

6.      Order Entry Error Rate

7.      % Supplier Conformance (Logistics reliability, both incoming and outgoing)

ii.      % First Pass Yield (or RTY) Y=f(x)

1.      In-process Defect Rate (per unit)

2.      Training effectiveness/Standard Work

3.      % On-Time Preventative Maintenance

4.      % Supplier Conformance (incoming quality)

5.      Design Effectiveness

6.      % Gauge R&R/ Measurement Systems

iii.      Days Lost Time

1.      Training Effectiveness/Standard Work

2.      % Hazard Evaluation Rate

3.      Job Hazard Risk Score

4.      % On-Time Preventative Maintenance

Drill your project metrics down to the process level, (closer to the inputs), so as to measure leading indicators of success, rather than long-term lagging business indicators.

II         *** Measure the right stuff***

III      Recap Episode                                                                                  

Outro: Thanks for listening to episode 13 of the E6S-Methods Podcast.  Stay tuned for episode number 14, (Part 4 of 4), where we wrap up our “Measure the Right Stuff” series with Project Goal Setting, the 70% Rule of Thumb. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr, and share it.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  . In this episode number 12 (Part 2 of 4), we unwrap the mystery of choosing project metrics.  We uncover the hidden waste within common business metrics, from yield to defects, and the challenges with introducing more accurate Six Sigma metrics. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-012RB Leave a Review! http://bit.ly/E6S-iTunes

I            First Pass Yield (FPY) vs. (RTY) Rolled-Throughput Yield

a.       Terms

i.      First Pass Yield (FPY)- common business metric, (aka Final Test Yield, or First Time Good)

1.      FPY= (#Processed-#Defective/(#Processed) * 100%

ii.      In-Process Yield (IPY) – First Pass Yield for the Individual Process Step (fairly common)

1.      IPYn=(#Processed - #Defective)/#Processed*100%

iii.      Rolled Throughput Yield (not-so-common) – The probability a part or transaction will move from beginning to end error-free.

1.      approximated by = IPY1*IPY2*IPY3*IPY4*.....IPYn

2.      More accurately measured by RTY= e^(-DPU)

II         Defective Rate

a.       Defective – A unit that contains at least one defect (i.e. a defective part)

b.      Defect – An output of a process that does not meet a defined specification - Must be Measurable!

i.      Relationship #Defects >/= #Defectives

ii.      Nicks, Dents, Scratch, Width out of Tolerance, Incorrect information, etc.

c.       Defects Per Unit (DPU)– Average number of defects on a single unit or part

i.      Example: One “Defective” part has a dent, and scratch, and missing hardware.  This is 3 Defects on one unit.  DPU=3.

III      First Pass Yield (FPY) vs. (RTY) Rolled-Throughput Yield (continued)

a.       RTY tells the whole story that FPY misses, a more honest operations business metric.

b.      RTY takes into account rework and the “hidden factory”, not just Scrap.

c.       RTY </= FPY

d.      Examples

i.      5-step process with rework

ii.      Batch Chemical Manufacturing with Rework

e.  Challenges of RTY

i.      First Pass Yield is the long-standing incumbent standard

ii.      Math more difficult and not easily proven as valid without greater familiarity with statistics

iii.      In-Process Yields may not be captured

iv.      Defects per Unit are often not captured.  Most pieces are rejected after the first defect is spotted, and no more time is spent on the pieces.

IV      Other defect measures:  DPPM vs. DPMO

a.       DPPM - Defective Parts Per Million- Count of defective parts per 1 million parts produced. One defective part may have multiple defects, but only counts once.

b.      DPMO – Defects Per Million Opportunities – Count of total defects per million opportunities to create a defect.

i.      Benefits: More precise DMAIC project metric.  Analysis can allow honing in on a key process step or specific opportunity associated with a high defect rate.

ii.      Challenges: Defining what constitutes an “opportunity” can be difficult, and not universally recognized.

V         Final Note: DMAIC projects should focus on eliminating individual defects.  As such, DPU and DPMO make better DMAIC project metrics.  This allows the project to scope down and focus on the key defects.  The reality of DMAIC projects is that the number of defects can be reduced without actually decreasing the count of defective parts.  Project success may not register an impact on business metrics.  If DPU is not well measured at the start, the most obvious defects can be replaced by other defects that were previously undocumented. A sampling plan may be necessary in these cases at the start of a project to capture these data.  

VI      *** Measure the right stuff***

Outro: Thanks for listening to episode 12 of the E6S-Methods Podcast.  Stay tuned for episode number 13, (Part 3 of 4). “Lag or Lead”. We discuss the differences in and examples of Lagging vs.  Leading metrics, and which are best suited for projects.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr, and share it.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 11 (Part 1 of 4), we unwrap the mystery of choosing project metrics.  We focus on the dangers and pitfalls associated with choosing metrics, how a metric can look great while also hurting the company, and how important it is to monitor Consequential metrics along with the Primary project metric.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-011RB Leave a Review! http://bit.ly/E6S-iTunes

Why do you need Metrics?

Metrics are used to drive improvements and help businesses and project leaders focus their people and resources on what’s important.

In many organizations, the improvements made from projects need to be quantified for savings and having good metrics is key to be doing a thorough benefit analysis at the end of the project

Metrics help point the team on:

·         Where the process/project has been

·         Where the process/project is heading

·         Whether something is going wrong

·         When the project has reached its goal

Good metrics will:

·         Drive the strategy and direction of the organization

·         Provide focus for the organization, department or employee

·         Help make decisions

·         Drive performance

I            How to choose a solid metric & avoid bad ones                  

a.       Examples of how to cheat a metric (pig tails, OTD, $ per line item, product yields)            

i.      Pig Tails (Reference Freakonomics podcast “The Cobra Effect”  http://freakonomics.com/2012/10/11/the-cobra-effect-full-transcript/).  : Overpopulation of pigs, Fort Benning.  Goal was to decrease wild pig population. What resulted was an over abundance of pigs.  Metric was a measure of pig tails turned in (hunted and killed). People paid $40 on a per tail basis.  Was easier to raise and slaughter your own pigs for their tails than to hunt them down.  Large farms were created just to harvest tails for money.  When these farms were shut down, farmers released the pigs into the wild.... and now a bigger pig problem.

1.      Pitfalls: ignoring the human “cheating/gaming” or “lazy”  or “innovative” nature; over-confidence in the “pig-tail” metric tie to the end goal (business metric improvement), not paying close enough attention to the consequential metrics        

ii.      OTD example: Wish to improve On-time-delivery There are many ways to achieve this goal, some would be a detriment to the business.  (First discuss why OTD is something to be improvedOTD--> Cust Satisfaction & faster payment --> Greater credility & loyalty, organic growth--> brand enhancement and new business:

1.      Change the customer lead-time terms to account for internal company constraints.

2.      Re-negotiate delivery promise dates when it’s clear they will be missed.

3.      Reduce capacity constraints and remove waste and time traps to improve throughput time in the value stream.

4.      Put a cap on orders to only work on what can be delivered on-time... or only do the easier products.

5.      Add overtime or another shift to handle capacity

6.      Stock inventory to pull off the shelf in-time.

Each appears to achieve the singular goal of improving OTD, but only addressing the capacity constraints and time traps does so without having a negative impact on the customers or the business.

II          There are several types of metrics that should be measured during a project (primary, secondary, consequential, financial and business)                      

a.       Make an example (product yields?) including secondary and consequential metrics.                      

i.      Primary: Reduce % Scrap in assembly department.

ii.      Secondary (a good side effect): Improved On-time delivery due to product availability.

iii.      Consequential Metric Type 1 (negative effect due to mismanaged metric, not project success.  Achieves primary metric at the expense of the business):

1.      Reduce % scrap by inserting a rework step before quality inspection.

2.      Reduce % scrap by slowing down the process by 50%.

3.      Reduce % scrap by increasing headcount in area.

4.      Changing production mix to easier parts (that the customer didn’t order).

Ref( Thomas Pyzdek “Denominator Improvement”  Gaming the metric.  http://www.sixsigmatraining.org/introduction-to-six-sigma/gaming-the-metrics.html.

iv.      Consequential Metric Type 2 (negative side effect due to project success ... i.e. chain reaction): Increase in finished goods inventory, due to increased output.

v.      Financial Benefits: Financial estimates of “soft” benefits and P&L proof of “hard” benefits.

1.      Ref: Good Article in iSixSigma by Michael Ohler February 26, 2010 http://www.isixsigma.com/methodology/metrics/be-consistent-six-sigma-project-metric-selection/

Outro: Thanks for listening to episode Thanks for listening to episode 11 of the E6S-Methods Podcast.  Stay tuned for episode number 12, (Part 2 of 4). From Yields to Defects, how to choose metrics, and how to uncover the hidden waste within these common business metrics.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr, and share it.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 174, "CX for Job Seekers - Part 2" we say again, "TALE(n)O!" to promote a good customer experience for job seekers to land the best candidates.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-174 Leave a Review! http://bit.ly/E6S-iTunes

***CX for Job Seekers - Message to HR:  TALE(n)O***                                                                            

Objection 1:  Everyone else does it this way

Counter 1: Never good reason to do anything.  Challenge the status quo and ask, "why?"

Objection 2:  We paid for those options, so we turn them on

Counter 2: Many software companies sell on their "bells an whistle" feature capabilities that may seem exciting, but are rarely useful. And they only make sense for the HR person, who is NOT the customer of this process.  The more information you take, the more you need to manage, the less valuable/reliable it is, and the more security you will need on your database.

Objection 3:  These are standard-required information everyone must provide for EEO purposes  

Counter 3: Challenge this.  Some information is required by law.  But is it required for ALL candidates, or just the one you hire?                                                                          

I            What the job seeker experience is like using these systems              

a.       Consider these Job Seeker Personas (made using Xtensio free templates)

b.      Anthony

 i.      High D, High C Personality

ii.      Career Driven

iii.      Entrepreneurial

iv.      Tests his boundaries -ask for forgiveness

v.      Frustration with process and status quo

c.       Gerald

i.      High C, High S

ii.      Process Oriented

iii.      Perfectionist

iv.      Loyal & Compliant - asks for permission

v.      Slow and Steady

d.      Customer Experience Map     

i.      Search for job postings>>Find job posting fitting qualifications>>Read job description>>Customize resume>>Draft custom cover letter>>Hit the Apply Button>>Upload Resume>>Copy/Paste Cover Letter>>Fill out name and address>>Add Education>>Add Work experience>>Starting & End Dates            Starting & Ending Salary>>Reason for leaving>>Supervisor Names & Telephone Number>>Add Certifications>>Certification Year>>Certification Number>>Add References>>Current Salary>>Desired Salary>>Desired Locations/Relocation>>Minimal qualification questions>>Race/Ethnicity Questions>>Veterans Status>>Disability status>>Electronic Signature of Accuracy>>Confirmation Email>>"Application Experience" Survey>>Wait…….>>Wait….>>Wait….>>Process Ends  

1.      How would unemployed Anthony or Gerald fair on this journey?

a.       Anthony starts optimistic, but gets frustrated with the process.  Has a negative for the majority of the process.  Happy to get a call, but doesn't make up for the experience. He's not interested in giving feedback on the survey. Not enough value for his time.

b.      Gerald start negative, still overwhelmed that he's lost his job.  he continues to be negative until he gets to share his expertise. He's ultimately very happy to get a call, but his overall experience is negative. Normally, he'd fill out the survey, but he needs to focus on finding a job instead.

2.      CJM Anthony or Gerald if employed, but looking?

a.       Anthony starts neutral, but ends very negatively. By the end of the process, he's not sure he wants the job. He's not interested in giving feedback on the survey. Not enough value for his time.

b.      Gerald starts off skeptical, feeling guilty for looking elsewhere. He has a relatively neutral/positive experience for most of the journey, but get uncomfortable with the questions he believes ask too much, making the whole experience feel a bit disloyal. He begrudgingly completes the feedback survey, hoping it will help someone in the future.

3.      CJM Anthony or Gerald if employed, but recruited?

a.       Anthony starts off positive, already sold on the opportunity.  He turns neutral through the typical questions, but turns negative when he has to answer questions that are already part of his resume.  He gets frustrated with the process, and ultimately abandons the journey. Doesn't finish the application.

b.      Gerald starts off neutral, but cautious. The more he continues on his journey, the less sure he is about completing the process.  The only reason he completes the application is because he gave his word to the recruiter that he would, but he doesn't feel good about it.  Asking for a feedback survey is asking too much.

c.       If he was unemployed?

4.      View all Application Journey Maps:           

II         The best candidates are very selective about jobs, the experience matters              

a.       This will get worse in a good economy. More candidates will be able to afford being choosey.

b.      A bad experience lets the desperate through

III      Our negative experiences while job seeking

a.       Abandoned application half-way - sent scathing feedback when asked about it.... (no call-back)

b.      Sent resume only and didn't fill out the rest

c.       Left an application thinking it submitted, but not really knowing

d.      Opted to not share salary information

e.       Was astounded by the bureaucracy activated by a very small company who was better off with an email

f.       Extremely weak screening questions by HR professionals who don't understand the job skills

IV      Our positive experiences while job seeking  

a.       Big company starting the process with only a resume

b.      Companies no longer asking for cover letters (acknowledging they don't read them)

c.       Direct contact by the hiring manager, without going through an HR screener                                 

V         ***CX for Job Seekers - Message to HR: TALE(n)O***                                                                           

Outro: Thanks for listening to episode 174 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr, and share it.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 173, "CX for Job Seekers - Part 1" we say "TALE(n)O!" as we outline the typical customer journeys for job seekers, and how they are neither good for the candidate nor for the hiring manager.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-173 Leave a Review! http://bit.ly/E6S-iTunes

***CX for Job Seekers - Message to HR: TALE(n)O***                                                                            

Objection 1:  Everyone else does it this way

Counter 1: Never good reason to do anything.  Challenge the status quo and ask, "why?"

Objection 2:  We paid for those options, so we turn them on

Counter 2: Many software companies sell on their "bells an whistle" feature capabilities that may seem exciting, but are rarely useful. And they only make sense for the HR person, who is NOT the customer of this process.  The more information you take, the more you need to manage, the less valuable/reliable it is, and the more security you will need on your database.

Objection 3:  These are standard-required information everyone must provide for EEO purposes  

Counter 3: Challenge this.  Some information is required by law.  But is it required for ALL candidates, or just the one you hire?                                                                          

I            What the job seeker experience is like using these systems              

a.       Consider these Job Seeker Personas (made using Xtensio free templates)

b.      Anthony

i.      High D, High C Personality

ii.      Career Driven

iii.      Entrepreneurial

iv.      Tests his boundaries -ask for forgiveness

v.      Frustration with process and status quo

c.       Gerald

i.      High C, High S

ii.      Process Oriented

iii.      Perfectionist

iv.      Loyal & Compliant - asks for permission

v.      Slow and Steady

d.      Customer Experience Map     

i.      Search for job postings>>Find job posting fitting qualifications>>Read job description>>Customize resume>>Draft custom cover letter>>Hit the Apply Button>>Upload Resume>>Copy/Paste Cover Letter>>Fill out name and address>>Add Education>>Add Work experience>>Starting & End Dates            Starting & Ending Salary>>Reason for leaving>>Supervisor Names & Telephone Number>>Add Certifications>>Certification Year>>Certification Number>>Add References>>Current Salary>>Desired Salary>>Desired Locations/Relocation>>Minimal qualification questions>>Race/Ethnicity Questions>>Veterans Status>>Disability status>>Electronic Signature of Accuracy>>Confirmation Email>>"Application Experience" Survey>>Wait…….>>Wait….>>Wait….>>Process Ends  

1.      How would unemployed Anthony or Gerald fair on this journey?

a.       Anthony starts optimistic, but gets frustrated with the process.  Has a negative for the majority of the process.  Happy to get a call, but doesn't make up for the experience. He's not interested in giving feedback on the survey. Not enough value for his time.

b.      Gerald start negative, still overwhelmed that he's lost his job.  he continues to be negative until he gets to share his expertise. He's ultimately very happy to get a call, but his overall experience is negative. Normally, he'd fill out the survey, but he needs to focus on finding a job instead.

2.      CJM Anthony or Gerald if employed, but looking?

a.       Anthony starts neutral, but ends very negatively. By the end of the process, he's not sure he wants the job. He's not interested in giving feedback on the survey. Not enough value for his time.

b.      Gerald starts off skeptical, feeling guilty for looking elsewhere. He has a relatively neutral/positive experience for most of the journey, but get uncomfortable with the questions he believes ask too much, making the whole experience feel a bit disloyal. He begrudgingly completes the feedback survey, hoping it will help someone in the future.

Outro: Thanks for listening to episode 173 of the E6S-Methods podcast.  Stay tuned for episode 174, for part 2 of "CX for Job Seekers."  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr, and share it.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 172, "DiSC over DMAIC" Part 2, we continue our discussion on the DiSC personality types, and when to leverage the strengths of each dimension throughout the DMAIC phases of a project.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-172 Leave a Review! http://bit.ly/E6S-iTunes

II          More in Depth Explanation of DiSC

a.       D - Dominance; i - Influence; S - Steadiness; C - Conscientiousness

c.       The typical behaviors are outlined below:

i.      Dominance “D”

1.      Sees the big picture

2.      Direct or Blunt

3.      Accepts challenges. Risk taker

4.      Impatient

5.      Wants to be known for his/her authority

ii.      Influence “I”

1.      Enthusiastic

2.      Optimistic

3.      Likes to collaborate. Social

4.      Dislikes being ignored.

5.      Wants to be known for their status

iii.      Steadiness “S”

1.      Doesn't like to be rushed

2.      Calm manner

3.      Team consensus oriented

4.      Humility

5.      Driven to maintain order

6.      Wants to be known for their agreeableness, easy to get along with

iv.      Conscientious “C”

1.      Detailed oriented

2.      Fears being wrong (or being exposed as wrong)

3.      Objective reasoning

4.      Slow to get to the point

5.      Wants to be known for their expertise

d.      These dimensions are expressed in classical patterns that correlate with typical tendencies.

i.      High “D” High “I” combination exhibits tendencies toward likability and pushiness, classic salesperson traits. 

ii.      High “C,” High “Ds” gravitate toward change-agent roles.  They see the world unfavorably, and believe they have the power to change it. 

iii.      High “C” High “S” are the classic “perfectionists,” and tend to gravitate to mid-level analytical roles. They master the status quo and do their best to optimize and maintain it. 

iv.      High “I” High “S” are masters at going with the flow.  No one quite understands what they do for the company, but they tend to be extremely popular, read politics well, and support the “winning” team. 

v.      NOTE: these are only tendencies, which should not be confused with competencies. 

1.      assuming a High “D” is no good with data this would be false.  They could be completely competent with deep data analytics, but their preference would be to stay high level.

2.      a High “C” can be the life of the party, can stand before a room and “perform,” in a manner that comes naturally to a High “I,”

III      When to invoke which "Spirit" animal with DMAIC (D-Lion; i-Peacock; S-Golden Retriever, C-Owl)

a.       Define Phase -

i.      Charter

1.      Project Definition (C-Owl; D-Lion)

2.      Project Scoping (C-Owl; D-Lion)

3.      Business Case (C-Owl; D-Lion)

ii.      Stakeholder Analysis (S-Golden Retriever, C-Owl)

iii.      Voice of Customer (i-Peacock, S-Golden Retriever, C-Owl)

iv.      Execution Discipline - (D-Lion)

b.      Measure Phase

i.      Baseline Measurement

1.      Stability & Capability Studies (S-Golden Retriever, C-Owl)

2.      Measurement System Analysis (S-Golden Retriever, C-Owl)

3.      Graphical Analysis (S-Golden Retriever, C-Owl)

ii.      Process Mapping (S-Golden Retriever, C-Owl)

iii.      Cause & Effect Brainstorming

1.      Fishbone (S-Golden Retriever, C-Owl)

2.      C&E Matrix (S-Golden Retriever, C-Owl)

3.      FMEA (S-Golden Retriever, C-Owl, D-Lion -to stop-)

iv.      Team Management

1.      Task & Resource Management (C-Owl; D-Lion)

2.      Stakeholder Management (S-Golden Retriever, i-Peacock, D-Lion)

3.      Meeting Management (C-Owl; D-Lion)

c.       Analyze Phase

i.      Y=F(X) Root Cause Analysis

1.      Hypothesis Testing (S-Golden Retriever, C-Owl)

2.      Modelling (S-Golden Retriever, C-Owl)

3.      Regression (S-Golden Retriever, C-Owl)

4.      Design of Experiments (S-Golden Retriever, C-Owl)

ii.      Execution Discipline - (D-Lion)

d.      Improve Phase

i.      Brainstorming Facilitation (i-Peacock, S-Golden Retriever, D-Lion -to stop-)

ii.      Solution prioritization (D-Lion -for speed-, S-Golden Retriever -for patience & consensus-, C-Owl -to elicit details)

iii.      Pilot Testing (C-Owl; D-Lion)

iv.      Mistake Proofing (S-Golden Retriever; D-Lion; i-Peacock)

v.      Team Management

1.      Task & Resource Management (C-Owl; D-Lion)

2.      Stakeholder Management (S-Golden Retriever, i-Peacock, D-Lion)

3.      Meeting Management (C-Owl; D-Lion)

e.       Control Phase

i.      Standard Work

1.      Procedures (i-Peacock -for simplicity-, S-Golden Retriever -for validity-, C-Owl -for accuracy-, D-Lion -brevity-)

2.      Metric Dashboards (i-Peacock -for simplicity-, S-Golden Retriever -for validity-, C-Owl -for accuracy-, D-Lion -brevity-)

3.      Visual Controls (S-Golden Retriever, i-Peacock)

ii.      Control Plan (C-Owl; D-Lion)

iii.      Project Transition Planning (S-Golden Retriever - for patience-, C-Owl -for detailed knowledge-, i-Peacock & D-Lion - to keep pushing-)

Outro: Thanks for listening to episode 172 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr, and share it.  Didn't like what you heard? Join our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 171, "DiSC over DMAIC," we review the basics of the DiSC personality types, and discuss when you should be "someone else" for the sake of your project. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-171 Leave a Review! http://bit.ly/E6S-iTunes

I            Recall: Several past episodes referring to the DiSC model (personality profile)

a.       E6S-004          DMAIC vs. Just-do-it.  Part 1           

b.      E6S-005          DMAIC vs. Just-do-it.   Part 2          

c.       E6S-025          Stakeholder AnalysisPart 2

d.      E6S-028          Presentation Planning- Part 1             

e.       E6S-029          Presentation Planning- Part 2 

f.       E6S-036          Team 10K - Team Building

II          More in Depth Explanation of DiSC

a.       D - Dominance; i - Influence; S - Steadiness; C - Conscientiousness

b.      Similar Assessments

i.      "Spirit" Animals

1.      D-Lion, i-Peacock, S-Golden Retriever, C-Owl

2.      D-Lion, i-Peacock, S-Lamb, C-Owl

3.      D-Lion, i-Otter, S-Golden Retriever, C-Beaver

4.      D-Bull, i-Peacock, S-Golden Retriever, C-Owl

5.      "BOLT" - D-Bull, C-Owl, S-Lamb, i-Tiger

6.      Bird (D-Eagle, i-Peacock, S-Dove, C-Owl)

ii.      D.A.R.E.. (D-Driver, C-Analytic, S-Relater, i-Expressive)

c.       The typical behaviors are outlined below:

i.      Dominance “D”

1.      Sees the big picture

2.      Direct or Blunt

3.      Accepts challenges. Risk taker

4.      Impatient

5.      Wants to be known for his/her authority

ii.      Influence “I”

1.      Enthusiastic

2.      Optimistic

3.      Likes to collaborate. Social

4.      Dislikes being ignored.

5.      Wants to be known for their status

iii.      Steadiness “S”

1.      Doesn't like to be rushed

2.      Calm manner

3.      Team consensus oriented

4.      Humility

5.      Driven to maintain order

6.      Wants to be known for their agreeableness, easy to get along with

iv.      Conscientious “C”

1.      Detailed oriented

2.      Fears being wrong (or being exposed as wrong)

3.      Objective reasoning

4.      Slow to get to the point

5.      Wants to be known for their expertise

d.      These dimensions are expressed in classical patterns that correlate with typical tendencies.

i.      High “D” High “I” combination exhibits tendencies toward likability and pushiness, classic salesperson traits. 

ii.      High “C,” High “Ds” gravitate toward change-agent roles.  They see the world unfavorably, and believe they have the power to change it. 

iii.      High “C” High “S” are the classic “perfectionists,” and tend to gravitate to mid-level analytical roles. They master the status quo and do their best to optimize and maintain it. 

iv.      High “I” High “S” are masters at going with the flow.  No one quite understands what they do for the company, but they tend to be extremely popular, read politics well, and support the “winning” team. 

v.      NOTE: these are only tendencies, which should not be confused with competencies. 

1.      assuming a High “D” is no good with data this would be false.  They could be completely competent with deep data analytics, but their preference would be to stay high level.

2.      a High “C” can be the life of the party, can stand before a room and “perform,” in a manner that comes naturally to a High “I,”

III      When to invoke which "Spirit" animal with DMAIC (D-Lion; i-Peacock; S-Golden Retriever, C-Owl)

Outro: Thanks for listening to episode 171 of the E6S-Methods podcast.  Stay tuned for episode 172, for part 2 of "DiSC over DMAIC."  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr, and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 170, we continue with "Virtual Meeting BB-Basics" Part 2. We discuss the basics to running a successful virtual meeting and some software solutions that are available. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-170 Leave a Review! http://bit.ly/E6S-iTunes

Objection 1:  I'm not comfortable with a camera facing me during my meetings.

Counter 1: Yeah. I get it.  Treat it like being in-person.  It's the same as being in the same room.  Everyone can see you.  Act the same.  Not a time to be overly comfortable.  Managers who use video conferencing generally don't make it optional for teams. 

Objection 2:  I am not fast enough with chatting to participate well in meetings. Not computer savvy.

Counter 2: This can be a significant challenge. This experience could require quite a bit of mutli-tasking ability.  I generally do not use the chat function, and keep it a audio meeting.  Other options exist to have a separate person moderating the virtual meeting while you facilitate discussion. 

Objection 3:  My company won't pay for virtual meeting software…                                                                                  

Counter 3: Do whatever you can.  There are some free options available.  But bandwidth and security may be a risk.                                                                                   

III      Facilitation skills needed?

a.       Basic

b.      Advanced

IV      Basic tech needed to run remote meetings   

a.       bare essentials: Email + conference calling

b.      screen sharing

i.      screen sharing plus chat?

ii.      Screen sharing plus included phone

iii.      screen sharing plus delegated screen control

iv.      screen sharing plus video

c.       collaborative work-screen                                                      

V         Typical virtual meeting solutions available               

a.       audio, video, text, file transfer, screen share

i.      Skype for business

ii.      Jabber

iii.      Same-time

b.      Plus screen share, delegated screen control, recording, notes and a whiteboard, and some collaboration

i.      Qwest Conferencing

ii.      GoToMeeting

iii.      WebEx

iv.      Google Hang-outs

v.      JoinMe (free)?

VI      Other collaboration platforms:

a.       The 18 best tools for online collaboration - By Craig Stewart March 07, 2017 

i.      Slack

ii.      InVision

iii.      Google Keep

iv.      Trello – (free)

v.      appear.in – (free)

vi.      Yammer

vii.      Red Pen

viii.      Mural

ix.      GoVisually – (free)

x.      MindMeister

xi.      Conceptboard

xii.      Ideaflip

xiii.      Scribblar

xiv.      BinFire

xv.      ProofHub

xvi.      ConceptInbox

xvii.      Cage

b.      Hipchat

c.       Microsoft Teams (Combo Skype for Business & OneDrive)

d.      Atlassian brand collaboration tools (wikis, document sharing, Jira)

Outro: Thanks for listening to episode 170 of the E6S-Methods podcast.  Stay tuned for episode 171, "DiSC over DMAIC,"- when to leverage the different DiSC personality strengths to effectively execute projects.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr, and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 169, "Virtual Meeting BB-Basics" Part 1, we discuss the basics to running a successful virtual meeting. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-169 Leave a Review! http://bit.ly/E6S-iTunes

Objection 1:  I'm not comfortable with a camera facing me during my meetings.

Counter 1: Yeah. I get it.  Treat it like being in-person.  It's the same as being in the same room.  Everyone can see you.  Act the same.  Not a time to be overly comfortable.  Managers who use video conferencing generally don't make it optional for teams. 

Objection 2:  I am not fast enough with chatting to participate well in meetings. Not computer savvy.

Counter 2: This can be a significant challenge. This experience could require quite a bit of mutli-tasking ability.  I generally do not use the chat function, and keep it a audio meeting.  Other options exist to have a separate person moderating the virtual meeting while you facilitate discussion. 

Objection 3:  My company won't pay for virtual meeting software…                                                                                  

Counter 3: Do whatever you can.  There are some free options available.  But bandwidth and security may be a risk.                                                                                   

I            Reasons for virtual meetings            

a.       43% US work from home (telecommute) Forrester

b.      40-60% of IT & Manufacturing work is off-shored (from US)

i.      http://www.statisticbrain.com/outsourcing-statistics-by-country/

c.       global supply chain

d.      projects with customers and/or vendors                                            

II                    Challenges

a.       Timing issues (esp across continents, time zones)

b.      Focus/Concentration of all attendees

c.       Multi-tasking while on virtual meeting

d.      Unable to judge the other person's reaction/mood (unless video capabilities is utilized). Inability to understand or recognize body language

e.       Ability to have follow up conversations - Booking meetings is always hard

III      Facilitation skills needed?

a.       Basic

b.      Advanced

IV      Basic tech needed to run remote meetings   

a.       bare essentials: Email + conference calling

b.      screen sharing

i.      screen sharing plus chat?

ii.      Screen sharing plus included phone

iii.      screen sharing plus delegated screen control

iv.      screen sharing plus video

c.       collaborative work-screen                                                      

Outro: Thanks for listening to episode 169 of the E6S-Methods podcast.  Stay tuned for episode 170, for part 2 of "Virtual Meeting BB-Basics." Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr, and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 168, we discuss the idea of employing a "Know-Nothing Black Belt" through our commentary on yet another 2009 iSixSigma article from Aaron's information hoard.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-168 Leave a Review! http://bit.ly/E6S-iTunes

Link to original article: The Merits of ‘Know-nothing’ Belts and Champions, by Karl Williams, iSixSigma.com

Outro: Thanks for listening to episode 168 of the E6S-Methods podcast.  Stay tuned for episode 169, where we discuss the basics of virtual meeting.  "Ain't no BB without IT." Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then clip it in Clammr, and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 167, we discuss the beautiful, the magnificent, the "I can't live without it!" Gantt chart, in part 4 of our "Project Shedule Planning" series.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-167 Leave a Review! http://bit.ly/E6S-iTunes

I            Recall: Project Schedule Planning

a.       Break work down into estimable tasks (i.e. Work Breakdown Structure - WBS)

i.      E6S-039 Work Breakdown Structure (WBS)

ii.      E6S-041 WBS in LSS

b.      Estimate the task time and arrange in Network diagram to find the critical path and float times

i.      E6S-098 Network Diagramming - Know your float before you crash .

c.       Develop project schedule

i.      E6S-158 Project Schedule Planning Part 1 - Near PERTfection Task Duration Estimation

1.      If you do not incorporate SD, you can almost guarantee you'll underestimate the total duration

d.      E6S-161 & E6S-162 Project Schedule Planning - The Agile (err SCRUM) Way (off-topic for this discussion)

And Now Gantt Charting

II         But First: Task Dependencies

a.       Finish to Start - Most common dependency. Finish one task before starting another

i.      What has to complete before another task begins?

1.      Install door after the doorway is framed.

b.       Start to Start - Activities done in parallel with end times independent

i.      What can be done at the same time?

1.      Install one door while someone else frames other doorways. 

c.        Finish to Finish - Activities done in parallel that must complete at the same time

i.      What needs to complete when another task ends?

1.      Dependent Parts of an Assembly: Door hardware shipment should arrive when the doors arrive, even with different supply chain times.

d.       Start to Finish - (rare) Activities that cannot start without knowing when a future activity will end. (I actually think it's common, but likely goes undocumented.  Part of human nature.)

i.      What can begin once an end date is known?

1.      Resource Commitments: Start door installation contract can be signed once the door installation end date is known.

III      Identify Lead or Lag Time -

a.       Lead Time (Start to Start) - The amount of time one task must start before another task can start

i.      Allows to shift from "Finish to Start" to "Start to Start." Removes larger level "batching" dependencies, and allows some portion to be done in parallel. (not the same as a customer order "lead" time or "process lead time")

1.      House must be primed before painted to vs. some walls must be primed beforehand, but once dry, they can be painted, while other walls are still being primed

b.      Lag Time (Finish to Start) - The amount of time one task must wait before another task can start

i.      Inserts Value-added "wait" time between tasks.  

1.      Painting the house while primer is still wet vs. Painting the house once the primer is dry.

IV      Convert your Network diagram into your Gantt - Changes the view of dependencies from a "map" to a visual timeline

a.       Use thetask estimates from PERT or 3-point method for each task

i.      Decide how you will incorporate Standard Deviation (task level?, overall roll-up?, major deliverables?) E6S-158

b.      Use Network diagram to determine start and end of each task.  E6S-098

c.       Start drawing boxes for each task, starting at the start date and filling in to the end date.

i.      Note any float or slack

1.      different from variation due to lag time, which is set, and Standard Deviation, which is pure uncertainty

ii.      Nice Simple video by James Marion https://www.youtube.com/watch?v=3a0jh2VuhNI

V         ***OR*** Backwards Planning. (rather than stretching forward based on task times. Decide the task budget by setting a firm end date)

a.       Target an end date

b.      Decide when each deliverable must be done by, working backwards,

c.       Adjust your staffing, dependencies, budget, etc. to hit these milestones

VI      Gantt Charting Tools

a.       Microsoft Project - most popular. 

i.      Goes straight to Gantt. Creates WBS (list) and Network Diagram backwards from Gantt

b.      Instantis - Oracle Licensed Cloud software specifically for Six Sigma - A Black Belt's "favorite"

i.      Despite common perception, this is a project management tool, not a dumping ground for project data. But Gantt charts only

c.       Thomas’ Planner-www.thomasplanner.com

i.      Nice "Freemium" Online tool.  Again, Straight to Gantt charting

d.      Smart Draw-

i.      Nice tool, cheaper than most, Network Diagrams, Gantt,  plus full process mapping capability

e.       Microsoft Visio -

i.      Cheaper then Project, Network Diagrams, Gantt,  plus full process mapping capability

f.       Customized Excel Spreadsheet -

i.      Cheap, but may require elite skills. Many templates available, varying quality

g.      Pencil & Paper -

i.      Cheapest and perhaps the best option.  If it is a pain to change the project Gantt, perhaps project timelines wouldn't change as often.

VII   Time to execute.  Now that you've done all the planning... Do the hard part and MANAGE!

Outro: Thanks for listening to episode 167 of the E6S-Methods podcast.  Stay tuned for episode 168, where we discuss the "Know-nothing Black Belt." Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 166, "I quit!" If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-166 Leave a Review! http://bit.ly/E6S-iTunes

The things I wanted, but decided to quit instead

I            The Upside of Quitting - Freakonomics

a.       http://freakonomics.com/podcast/new-freakonomics-radio-podcast-the-upside-of-quitting/

II         Kiss my IISE Good-Bye

a.       Was selected to speak for 4 different tracks 2017 IISE Annual Conference, Pittsburgh, PA -

b.      Unlike most participants, I pay out of pocket (not sponsored by my day job)

i.      Couldn't find good discounts for hotels, and discovered speakers don't even get a discount. So I opted out. Would have cost me $1.5K all-in, and the monetary return would have been near zero

ii.      The biggest possible audience I'd have is 50 in-person, vs. the 2000+ I have every week already

iii.      Downside - Miss creating the valuable in-person connections.  Made some great connections in the IISE ELSS 2015, which are priceless connections

c.       Am I wrong?  What do you think?

III      Kiss my ASQ Good-bye!

a.       My ASQ Black Belt Recertification came around, and I learned I missed my Grace Period, which started while I was on strike duty, and I simply forgot about it, and misunderstood how it worked.  So I no longer was able to fill out the journal for recertification based on my contributions to the BoK, and instead needed to re-sit for the ASQ exam, $300 and 4 hours of my time on a Saturday.

i.      Decided to just let it go.  I'm far more qualified than the ASQ certification reflects. It was helpful 10 years ago to get me the FT BB role where I was able to gain real experience, but keeping it going forever, in an area where not much changes, I'm going to let it go.

ii.      Downside - Some employers may look at the ASQ current certification roster, and not find my name.  - But this would probably be the wrong role for me.  My resume is more valuable than the ASQ stamp of approval.

b.      Am I wrong?  What do you think?

IV      Kiss my E6S Good-bye?

a.       Almost. I was close to shutting down the podcast.... again.

b.      Lot's of emotional conflicts the podcast

i.      very time consuming, tough to balance with life/work

ii.      existential crises - turned 40, grandfather passed away, state of the country, USA - future outlook unclear

c.       Very limited payback

i.      3-years out, haven't yet found a Business Model or any way to cover costs

ii.      Out of 2000 listeners, have only heard from 10-15 of you. I'm lacking what they call "Social Validation"

d.      But with Special Thanks to Ken Heskett

i.      Ken reached out to me a couple months ago looking for advice on how to transition into a healthcare career after having been outside of it for a while. I gave him some advice but also passed on his questions to one of our podcast guests, Johanna Ficatier in episode E6S-151           

ii.      A Couple weeks ago, Ken wrote this to me.

Hi Aaron,

I am a little behind on my podcasts and just listened to your interview with Johanna Ficatier - that was very encouraging to me!  The search has proved harder that I had anticipated, seems like everyone wants 2+ yrs healthcare experience (as you mentioned on your podcast).  I am still searching for a position, meanwhile gaining experience and education as much as possible.

Your advice to me has been extremely helpful. I approached a doctor-friend of mine who owns his own clinic and he has opened up his practice for my help (and is even paying me, making it better).  I have been consulting on a couple different Lean projects with him and getting my feet wet in the healthcare world. 

Thank you so much for your sage advice and for the quality podcasts - all very helpful!

1.      Was very touching and exactly the encouragement I needed at the time.

e.       Also great congratulations to Philip Prendeville for completing his thesis,

i.      Tailoring the Agile approach to machine building: Facilitating improved communication across departments. By Philip Prendeville. A project submitted in partial fulfilment requirements For a Bachelor of Science (Hons) in Process and Engineering Management from Limerick Institute of Technology, Submitted: March 2017, under the guidance of Dr. Emma Kelly

ii.      Thank you for sharing it with us, and allowing us to be part of your journey.  I look forward to reading it.

V         My ask to you.  Yes you...

a.       Am I wrong?  What do you think?

b.      What are you quitting, if anything?

Outro: Thanks for listening to episode 166 of the E6S-Methods podcast.  Stay tuned for episode 167, part 4 of our project schedule planning series, "Yes, I Gantt!" Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your source for expert advice on Lean, Six Sigma, and performance improvement methods. In this episode number 34, “Fifty Shades of Black” Part 2, we continue our discussion over Lean Six Sigma commoditization, and how to cut through the gray area. “Seriously.... Will The Real Black Belt, Please St.... oh, there you are...”    If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-033RB Leave a Review! http://bit.ly/E6S-iTunes

***Fifty Shades of Black. Will the real Black Belt please stand up?***                             

Objection 1: Why can't you LSS guys get it straight and standardize? BBs should be the same no matter where you go.

Counter: The fact is that there is no true unifying body.  All certification programs are businesses, driven by tuition dollars.  Each has similar certification criteria, but most can be gamed. 

Objection 2---Just because I didn't spend lots of money on training doesn't make me a worse GB or BB.---         

Counter: Agreed.  But there is a correlation, (in Aaron’s experience).  The proof is in the pudding.  Be the proof, not the pudding.               

I            The positives and negatives of LSS commoditization, and Root causes.                

a.       Information has been democratized.  The masses are becoming more aware.

b.      But the BOK associated with the titles has been diluted. It's tough see who the experts are. 

c.       Root Causes

i.      A need for customization at the business level (leave out the tools the company won't use),

ii.      Popularity sprung up numerous training programs, universities, distance learning & self-study.  High unemployment rates have led to the creation of free/state funded training programs, giving training to the unemployed, regardless of expertise, competence, etc. 

1.      People can now choose to be BBs/GBs instead of needing to be selected by their business leaders, based on their performance. 

2.      More and more earn their certifications without having any practical experience.               

II         Not all GBs, BBs candidates are created equal                   

a.       The quality of a GB or BB is not in their certification, or even where they obtained their training.

i.      Self-study certified BB can be better than a BB graduating from a top-ranked certifiying body (though less likely). 

ii.      The difference is in performance. 

1.      Certification and training doesn't garrantee performance. 

2.      This can only be determined by looking into the details of theiir project acheivements, drilling into their resumes, and good screening during an interview.

3.      Focusing on the results, how, and why... and not so much "how many"                                                      

III      Not all GB & BB training/certification programs are created equal (Don’t take the brand name for face value.... you’d be surprised.)

a.       Some training programs offer coaching through 2 projects and a test before certifying, to officially stamp a BB/GBs capabilities. 

b.      Other programs give enough training to pass the ASQ exam or equivalent.  They don't certify or coach through projects.(academic) 

i.      ASQ exam is based on an "honor" code, and only requires a signature to verify 2 projects were completed.  The rest of the certification is based on ability to complete a multiple choice exam.  

ii.      Having an ASQ certification only proves to me that the candidate wanted to be certified and put in the effort to do so.                                                                                           

Outro: Thanks for listening to episode 34 of the E6S-Methods Podcast.  Stay tuned for episode number 35, “Blended Smoothie” Ditch your serial DMAIC approach.  Subscribe to past and future episodes on iTunes or stream us live on-demand with Stitcher Radio. Follow us on twitter @e6sindustries. Find us on LinkedIn to join a discussion. Outlines and graphics for all shows are posted on our website, www.E6S-Methods.com. “Journey Through Success” If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.     Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your source for expert advice on Lean, Six Sigma, and performance improvement methods. In this episode number 33, “Fifty Shades of Black” we debate the good, bad and the ugliness of Lean Six Sigma commoditization. “Will The Real Black Belt, Please Stand up?”    If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-033RB Leave a Review! http://bit.ly/E6S-iTunes

Objection 1: Why can't you LSS guys get it straight and standardize? BBs should be the same no matter where you go.

Counter: The fact is that there is no true unifying body.  All certification programs are businesses, driven by tuition dollars.  Each has similar certification criteria, but most can be gamed. 

Objection 2---Just because I didn't spend lots of money on training doesn't make me a worse GB or BB.---         

Counter: Agreed.  But there is a correlation, (in Aaron’s experience).  The proof is in the pudding.  Be the proof, not the pudding.               

I            The positives and negatives of LSS commoditization, and Root causes.                

a.       Information has been democratized.  The masses are becoming more aware.

b.      But the BOK associated with the titles has been diluted. It's tough see who the experts are. 

c.       Root Causes

i.      A need for customization at the business level (leave out the tools the company won't use),

ii.      Popularity sprung up numerous training programs, universities, distance learning & self-study.  High unemployment rates have led to the creation of free/state funded training programs, giving training to the unemployed, regardless of expertise, competence, etc. 

1.      People can now choose to be BBs/GBs instead of needing to be selected by their business leaders, based on their performance. 

2.      More and more earn their certifications without having any practical experience.               

II         Not all GBs, BBs candidates are created equal                   

a.       The quality of a GB or BB is not in their certification, or even where they obtained their training.

i.      Self-study certified BB can be better than a BB graduating from a top-ranked certifiying body (though less likely). 

ii.      The difference is in performance. 

1.      Certification and training doesn't garrantee performance. 

2.      This can only be determined by looking into the details of theiir project acheivements, drilling into their resumes, and good screening during an interview.

3.      Focusing on the results, how, and why... and not so much "how many"                                                      

III      Not all GB & BB training/certification programs are created equal (Don’t take the brand name for face value.... you’d be surprised.)

a.       Some training programs offer coaching through 2 projects and a test before certifying, to officially stamp a BB/GBs capabilities. 

b.      Other programs give enough training to pass the ASQ exam or equivalent.  They don't certify or coach through projects.(academic) 

i.      ASQ exam is based on an "honor" code, and only requires a signature to verify 2 projects were completed.  The rest of the certification is based on ability to complete a multiple choice exam.  

Having an ASQ certification only proves to me that the candidate wanted to be certified and put in the effort to do so.                   

Outro: Thanks for listening to episode 33 of the E6S-Methods Podcast.  Stay tuned for episode number 34, Part 2 of “Fifty Shades of Black.” We continue our discussions around screening candidates and training programs.  Subscribe to past and future episodes on iTunes or stream us live on-demand with Stitcher Radio. Follow us on twitter @e6sindustries. Find us on LinkedIn to join a discussion. Outlines and graphics for all shows are posted on our website, www.E6S-Methods.com. “Journey Through Success” If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.     Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your source for expert advice on Lean, Six Sigma, and performance improvement methods. In this episode number 30 we discuss the burning platform, as compelling story to get early project momentum: Light it. Sell it. Jump In! We also show an example of how to convert a boring problem statement into a compelling, meaningful story. Here we go.   If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-030RB Leave a Review! http://bit.ly/E6S-iTunes

*** Light it. Sell it. Jump In!***                                                                               

 Objection ...1) Why should I have to sell my team on this? They need to just play along.…

Counter 1: The project manager needs to be a constant advocate and main salesperson for the project.  Remember "Sell, Sell, Sell" is a key project manager/Black Belt responsibility.  The burning platform is an effective tactic to get early momentum.

Objection  2) No need for a welcome letter, I'll just schedule a meeting.…                                                                        

Counter 2: Team members are already unsure about their role in a project, how they can help, and how this will impact them.  A strong welcome messages tells them you've taken control and have a plan, and ensures them that their participation is in the best interest of the company. It also gives them the pride of being a part of something bigger than their normal routine.                                                                                

I            Origins of the "burning platform"                 

a.       Tell story- Metaphor from an ocean oil drilling platform.  The rig is on fire and you have the choice of staying on the platform or jumping 100 feet down into the ocean.  Staying means certain death.  Jumping, while extremely daunting, gives you a chance at life.

b.       Cite references

i.      http://www.problem-solving-techniques.com/Burning-Platform.html          

ii.      Anti “burning platform” but pro “compelling story”—semantics--- very long justification for view http://www.xonitek.com/press-room/company-news/real-leaders-never-say-burning-platform/

iii.      Claimant to the founder of the burning platform story… encourages readers to not take the “disaster” so literally.      http://www.connerpartners.com/series/the-burning-platform         

II         How to translate the problem statement into the bigger picture.                 

a.       Project Definintion

i.      Problem Statement: According to plant management, the 2009 “OTD” metrics did not meet quality standards and were declining in Q4.  As 2010 volumes increase, the situation is expected to worsen, negatively impacting customer satisfaction and over-time work.

ii.      Objective: Analyze the value stream, identify process waste and determine actions to improve process throughput time from order entry through shipping.

b.       Example of a burning platform letter, compared to the Problem & Objective Statement.    You can read the full letter below:

i.      Main message: “You have already seen the impact of inaction.  If we continue to not address this, we expect it to get worse, and in order to maintain our current level of comfort, we need to act now.  You are important to this cause. Please join in.”

Subject:  Six Sigma Lean Kaizen Event – Value-Stream Mapping in AB-Processes

Dear Colleague,

You are invited to participate in week-long kaizen event, March 8-12, 2010, in cooperation with Customer-X.  During this time you will become familiar with the “value stream.”  By the end of the week, you will identify key improvement opportunities to further reinforce our company’s excellent operational foundation, solidifying our business as we head through 2010 and into 2011.

2009 proved to be a very trying year for our company.  During the beginning of the year volumes dropped too low to maintain headcount.  As the year progressed, volumes began returning, yet for business reasons, headcount remained unchanged.  On-time delivery and first pass yield metrics became sporadic and on a gradual decline.  By the end of 2009, each operator in the area, (including shipping/receiving), was doing the equivalent work of 1 ¼ operators, (compared with 2008).  On our current trends, to maintain quality in the face of the customer, the expected load each operator will need to do will continue to increase. For 2010, volumes in SC are again expected to rise another 10%, primarily in small package sizes, which puts the bulk of excess work on workers in packaging, labeling, bar-coding and material handling areas (shipping, receiving) of the company.  Unfortunately, adding significant headcount to our workforce for a potential 10% in extra business will kill our profitability and put our market leadership in jeopardy.

This is the harsh reality in a competitive business.  To remain competitive in the market, (keep all our jobs), and prosper in our own lives, action is critical, and the time to act is now. You are a key person to affect the necessary changes to our West Haven operations.  Please respond to me as soon as possible to confirm your participation.  We will meet a couple times prior to the event to make necessary preparations and key deliverables owed to Customer-X. I look forward to working with each of you to implement creative solutions to these problems. Thank you for your urgency in this matter.

Best Regards,

Aaron Spearin, MBB

(OK… Looking back, it’s a tad over-the-top and sensational, but you get the picture.., and it worked.  Light it and Sell it.)

III      How to make a team member feel welcome and enthusiastic.                     

a.       Ideas on how to crystalize "WIIFM" (What’s in it for me),

i.      What is the pain of failure or inaction?

ii.      What is the pleasure of success?

iii.      Think beyond the surface problem, and extrapolate on what could happen with inaction vs. action.

1.      Do your homework and paint the picture with details. Spell enough out to let their imaginations take over.          

iv.      “Help me, Obi-Wan Kenobi. You're my only hope.” – Princess Leia, Star Wars.  Assure them of their importance to the mission.                              

Outro: Thanks for listening to episode 30 of the E6S-Methods Podcast.  Stay tuned for episode number 31, Team Meeting Delegation. Can’t be in the meeting? Keep the momentum going by training a backup. “When you can’t, ensure someone can.”    Subscribe to past and future episodes on iTunes or stream us live on-demand with Stitcher Radio. Follow us on twitter @e6sindustries. Find us on LinkedIn to join a discussion. Outlines and graphics for all shows are posted on our website, www.E6S-Methods.com. “Journey Through Success” If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.     Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 165, we continue our "Sweet 16" debate over the 2009 iSixSigma article, 16 Smart Tips for Successful Black Belts. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-165 Leave a Review! http://bit.ly/E6S-iTunes

iSixSigma Magazine Article, July/Aug 2009: 16 Smart Tips for Successful Black Belts by Nilakanta Srinivasan

I            Ensuring Successful Team Meetings

a.       Tips#8 Extend the Formal Invite

i.      For GBs, the GB should do the inviting... For BBs, the Champion should do the inviting

1.      why?  Is this based on an assumption that the BBs have no credibility in these areas?  I can see the Champion and BB together kicking off the first couple meetings, but by week 3-4, the BB should be able to carry on without formal interference by the Champion.

b.      Tipe#9 Forgo the Confirmation

c.       Tip#10 Publish the Attendee List

1.      I'm a big fan of this. I do not protect the guilty.  It's not a judgement.  I'll put together 2 lists, invitees and attendees side-by-side.  Those offended can either show up, or defend why they should not be on the invitee list. 

II         Building Relationships

a.       Tip#11 Make it Personal

i.      Writer recommends balancing emails with face-to-face and phone calls. 

1.      I agree, don't rely on email.  Too passive.  When dealing with Stakeholders, reach them in the way they want to be reached, but with the Champion, need to keep it personal.

III      Keeping Projects on Track

a.       Tip#12 Draw Attention to Delays

i.      Writer insists this with cause management to perk up and take action

1.      I agree with being transparent and up front about delays, but it's my experience that it still ends up falling on the belt. Management doesn't spring into action unless the belt sends an escalation request.

b.      Tip#13 Show the Money

1.      I have mixed opinions on showing financial benefits

a.       Yes it's nice to gain program credibility and support

b.      But it brings along with it quite a bit of evil and becomes program defeating

c.       Tip#14 Know When to Say "No"

i.      writer says to create a cumbersome project timeline change process to make changing it painful

1.      Not sure I agree.  Following the Manager-Tool approach to project updates, if a project is late, it's only late once. Being more late doesn't necessarily create the sense of urgency.  It's already late. But the more often you have to show you've missed a deadline, after deadline after deadline, the more each one hurts and you avoid the next.  And this is not where I would add the extra bureaucracy.

IV      Filling the Pipeline

a.       Tip#15 Search for Many Problems

1.      Why is the BB on the search?  Matches my experience, but it's not supposed to be how it works. AND, most often, problems found by BBs are not embraced by leadership. 

b.      Tip#16 Know the Timeline

i.      writer suggests using historical durations and WIP to estimate completion rate (capacity)

1.      If anything, this should be flipped.  Balance the WIP based off of capacity and past performance.  Not the opposite. And should be at the MBB level.

ii.      also suggest that knowing this as a metric would somehow motivate belts to perform better

1.      Where are all these crappy belts coming from?  Is this the best way to manage them?  No.  Be a manager. This insinuates the BB is the reason for a low completion rate.

Outro: Thanks for listening to episode 165 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website. We reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 164, we debate yet another iSixSigma article from Aaron's hoarded archives, 16 Smart Tips for Successful Black Belts. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-164 Leave a Review! http://bit.ly/E6S-iTunes

iSixSigma Magazine Article, July/Aug 2009: 16 Smart Tips for Successful Black Belts by Nilakanta Srinivasan

I            "Deliver results faster by applying these fundamental management skills"

a.       "These tips should not be mistaken for unprofessionalism or unethical shortcuts. They are simply smart ways to delivers results in large corporations."

II         Getting the Champion's attention

a.       Tip#1 Keep it Formal

i.      Writer suggests formal presentations are in order

1.      For me, it depends on "how formal." If "formal" means having enough information to communicate the problem, then yes.  If formal means putting hours into a slide deck to impress the Champion, then no.  Get a Champion who doesn't need fluff.  An Champion who values fluff won't withstand resistance in an organization.

2.      And why is it the BB is trying to solicit the Champion, rather than the Champion soliciting a BB?

b.      Tip#2 Stick to the Script

c.       Tip#3: Keep Moving Forward

i.      Suggests trying with the Champion 3 times before giving up, but then suggests escalating to the Champion's manager

1.      Why is it so formal with the Champion, if it's so easy to escalate to their manager?

III      Bypassing Gatekeepers

a.       Tip#4 Make Direct Contact

b.      Tip#5 Be Specific

c.       Tip#6 Emphasize the Urgency

d.      Tip#7 Meet Regularly

IV      Ensuring Successful Team Meetings

a.       Tips#8 Extend the Formal Invite

i.      For GBs, the GB should do the inviting... For BBs, the Champion should do the inviting

Outro: Thanks for listening to episode 164 of the E6S-Methods podcast.  Stay tuned for Part 2 of our "Sweet 16 Debate" Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 163, we speak with speaker, author, and successful business owner, Alison Donaghey, about her message and new book, Think Opposite: Using the Domino Effect to Change Your Business, Change the World.   If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-163 Leave a Review! http://bit.ly/E6S-iTunes

I            BIO: Thought Strategist ... what an ideal way to describe Alison Donaghey who also serves as a speaker, successful business owner, consultant and author of Think Opposite: Using the Domino Effect to Change Your Business, Change the World.  Alison specializes in challenging people to suspend their belief and explore the opposite of what they believe.  Then they proceed with clarity because they either remain firm in their original belief or they shift to apoint of view that they are more aligned with.  She can share countless examples of how encouraging others to question their status quo often leads to improvements not only in their world but the world.

II         What is "Domino Thinking?" What does that mean?

a.       Think Opposite!

i.      Shift our thinking

ii.      Suspend beliefs

iii.      Better Connection and Communication

III       "There was an old lady who swallowed a lie..."

a.       Our conditioning

i.      Girls can't throw

ii.      Boys don't cry

iii.      Post-pone the good things in life and save up

iv.      Anecdote from book:

1.      Friend took trip to Haiti with daughter and met some "under-privileged" girls and invited them to the high-end hotel and swim in the pool.

a.       You were not impressed by this demonstration of generosity.  How could this be bad?

IV      How do you balance "thinking opposite" questioning our "truths," etc, with delaying decisions, indecisiveness or being too risk averse?  How do we avoid falling into that trap or the perception of such a trap?

V         The Problem with Homogeneous Thinking?

VI      What is the Hell Yeah? 

a.       Why is it needed?

b.      How does the "Hell Yeah" related to "Domino Thinking"

VII   Challenge to audience: Think opposite once a day!

VIII                      Reference Links

a.       http://ctrnetwork.com/profile/ThinkOpposite

b.      https://www.facebook.com/dominothinking/

c.       https://twitter.com/AlisonDonaghey

d.      https://www.instagram.com/dominothinking/

e.       https://www.linkedin.com/in/alisondonaghey

f.       website - dominothinking.com

g.      email info@dominothinking.com

Outro: Thanks for listening to episode 163 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

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Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 162, part 3 of our "Project Schedule Planning" series, continuing again with the Agile,.. err SCRUM way.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-162 Leave a Review! http://bit.ly/E6S-iTunes

Estimation in Agile (SCRUM):

I            What is Estimation used for?

a.       For the team – So that can confirm what they are able to commit to

b.      For the team – So that there is an idea/project plan on how much work is needed for the project to be completed

c.       For the leaders/stakeholder – So that they know when what they are looking for will be done/available for use

II         Estimation methods:

a.       Absolute Estimation

i.      Days

ii.      Hours

b.      Relative Estimation

i.      T-Shirt Sizes

ii.      Progressive Series

iii.      Fibonacci Series

III      Challenges with Traditional Estimation processes

a.       Attempts to estimate things with highest level of precision when the least is known about the work

b.      Make promises about dates without understanding the scope and capacity

c.       Use valuable time asking for hour estimates that change many times; esp from wrong people

d.      Does not account for skill level of the team; takes a generic approach to the to task to be done

e.       Humans are terrible at absolute estimation

IV      Question: So, if not time; what should I be estimating things on?

a.       A: Estimations should be based on complexity and uncertainty associated with that task. A higher estimate means that the work that the team must do has a higher risk associated with it. Hence, the premise in Agile that try to make your stories as small so that the complexity and uncertainty associated with it is reduced as much as possible and the estimates are closer to accurate as a result.

V         Who should be estimating the work?

a.       It is always recommended that the people who are involved in the project should be the one’s estimating. Why? Because:

i.      They have a better understanding of their capacity and what’s on their to-do lists

ii.      They are able to discuss and get different view points on how the approach the task/project and determine the complexity/risk associated with it

VI      How does Relative Estimations work?

a.       Read out the task or story

b.      Team asks questions to clarify acceptance criteria and story as needed

c.       Discuss to ensure everyone fully understands the details of the task/story

d.      Everyone individually estimates points at the same time using a “blind” vote method

  i.      Poker playing cards

ii.      Planning poker.com website for remotely located teams

iii.      Apps on phones that are developed https://agilescout.com/top-5-iphone-and-android-planning-poker-apps-agile/

iv.      Post it notes with numbers/text printed on them

v.      Using digits / fingers 

e.       Discuss differences in estimates        

i.      Bring out the hidden assumptions

ii.      Update acceptance criteria or story as necessary

f.       Re-estimate again until:

i.      Team reaches agreement

ii.      Majority – pick the one that was chosen by majority

iii.      In case of a debate still choose the higher one – To err on the side of caution

VII   Advantages of Relative Estimation which is done by the team

a.       Work is estimated by people who are doing the work, not the managers

b.      Discussions help bring out the complexity of the story

c.       Group discussions lead to better estimation

d.       Everyone’s opinion is heard, builds ownership within the team

e.        Easier to agree on relative size of stories

f.        It’s quick and fun!!

Outro: Thanks for listening to episode 162 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  Want to join our LinkedIn Group. Just click the link.  Start a new discussion or join one that's already there. If you heard something you like, then Clammr and share it with a friend, 24 seconds at a time.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 161, part 2 of our "Project Schedule Planning" series, this time the Agile,.. err SCRUM way.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-161 Leave a Review! http://bit.ly/E6S-iTunes

Estimation in Agile (SCRUM):

I            What is Estimation used for?

a.       For the team – So that can confirm what they are able to commit to

b.      For the team – So that there is an idea/project plan on how much work is needed for the project to be completed

c.       For the leaders/stakeholder – So that they know when what they are looking for will be done/available for use

II         Estimation methods:

a.       Absolute Estimation

i.      Days

ii.      Hours

b.      Relative Estimation

i.      T-Shirt Sizes

ii.      Progressive Series

iii.      Fibonacci Series

III      Challenges with Traditional Estimation processes

a.       Attempts to estimate things with highest level of precision when the least is known about the work

b.      Make promises about dates without understanding the scope and capacity

c.       Use valuable time asking for hour estimates that change many times; esp from wrong people

d.      Does not account for skill level of the team; takes a generic approach to the to task to be done

e.       Humans are terrible at absolute estimation

IV      Question: So, if not time; what should I be estimating things on?

a.       A: Estimations should be based on complexity and uncertainty associated with that task. A higher estimate means that the work that the team must do has a higher risk associated with it. Hence, the premise in Agile that try to make your stories as small so that the complexity and uncertainty associated with it is reduced as much as possible and the estimates are closer to accurate as a result.

V         Who should be estimating the work?

a.       It is always recommended that the people who are involved in the project should be the one’s estimating. Why? Because:

i.      They have a better understanding of their capacity and what’s on their to-do lists

ii.      They are able to discuss and get different view points on how the approach the task/project and determine the complexity/risk associated with it

VI      How does Relative Estimations work?

a.       Read out the task or story

b.      Team asks questions to clarify acceptance criteria and story as needed

c.       Discuss to ensure everyone fully understands the details of the task/story

d.      Everyone individually estimates points at the same time using a “blind” vote method

i.      Poker playing cards

ii.      Planning poker.com website for remotely located teams

iii.      Apps on phones that are developed https://agilescout.com/top-5-iphone-and-android-planning-poker-apps-agile/

iv.      Post it notes with numbers/text printed on them

v.      Using digits / fingers 

e.       Discuss differences in estimates        

i.      Bring out the hidden assumptions

ii.      Update acceptance criteria or story as necessary

f.       Re-estimate again until:

i.      Team reaches agreement

ii.      Majority – pick the one that was chosen by majority

iii.      In case of a debate still choose the higher one – To err on the side of caution

VII   Advantages of Relative Estimation which is done by the team

a.       Work is estimated by people who are doing the work, not the managers

b.      Discussions help bring out the complexity of the story

c.       Group discussions lead to better estimation

d.       Everyone’s opinion is heard, builds ownership within the team

e.        Easier to agree on relative size of stories

f.        It’s quick and fun!!

Outro: Thanks for listening to episode 161 of the E6S-Methods podcast.  Stay tuned for episode 162 where we continue our discussion on project schedule planning within the agile SCRUM framework and ruminate the challenges of attempting agile with a waterfall mindset.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  We'd love to hear your thoughts on our LinkedIn Group. Why not join a discussion there?  Just click the link to join.  If you heard something you like, then Clammr and share it. Use Clammr to cut a 20 second snippet of audio and share the link with a friend.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 160, we continue our discussion with healthcare improvement specialist, Shana Dykema, on her work applying Task Driven Activity-Based Costing, (TDABC), at the Medical University of South Carolina.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-160 Leave a Review! http://bit.ly/E6S-iTunes

I            Who is Shana Dykema? 

Biography: Shana Dykema, MHA, CPPS is an Improvement Facilitator in the Performance Improvement Department at the Medical University of South Carolina. She is a Certified Lean Six Sigma Green Belt and a Certified Professional in Patient Safety. Prior to joining MUSC, Shana managed the South Carolina Hospital Association’s High Reliability and Just Culture initiatives in 26 hospitals across the state.  Her experience also includes clinical rotations in multiple specialty areas, and over six years in healthcare clinical, laboratory, and translational research.

 Shana received her B.A. and Master’s in Healthcare Administration and attended medical school at the University of South Carolina. She is a member of the American Society for Quality, Institute of Industrial & Systems Engineers, Society for Health Systems, National Association for Healthcare Quality, and International Society for Performance Improvement.

a.       How did you get into Healthcare?

b.      What is Healthcare Administration vs. other Healthcare degrees?

c.       How did you get into performance improvement as opposed to other parts of administration?

II         Tell us a bit about MUSC. Medical University of South Carolina – Changing What’s Possible

a.       http://www.muschealth.org/pn/yir-2014/quality/high-reliability/index.html

III      What is TDABC? Time-Driven Activity-Based Costing-

a.       Costing system used to more accurately and easily assign costs to process steps using two parameters: cost of each resource and the quantity of time required.

IV      Why is TDABC better than other methods?

a.       Traditional ABC: staff estimates a percentage of time given to a total task, not individual steps

                                                              i.      Time estimates aggregated for whole process

                                                            ii.      Difficult to identify waste

b.      RCC (Relative Cost to Charge): total cost/total charges; this ratio is then multiplied by a diagnosis’ charge to obtain its cost

                                                              i.      Difficult to find true cost

                                                            ii.      Difficult to identify waste

c.       RVU (Relative Value Unit): a service is assigned a value that reflects its relative effort, skill, and training required to complete; total expenses are divided by total RVUs to generate a cost per RVU

                                                              i.      Overestimates specialty care

                                                            ii.      Underestimates primary care

                                                          iii.      Difficult to identify waste

V         How to perform TDABC analysis:

a.       1. Choose your process.

b.      2. Define your process cycle or value stream.

c.       3. Develop your process map(s).

d.      4. Obtain time estimates for each process.

e.       5 & 6. Estimate the cost and capacity of resources.

f.       7. Calculate your total cost.

VI       How is TDABC helpful with Lean?

a.       Waste identification?

b.      Does this work better than a Value Stream Map or Value-add Flow Analysis?

VII    How is TDABC helpful in Healthcare?

a.       Does TDABC affect how healthcare costs are allocated or paid for?

VIII                     What are some challenges with this method?

a.       Technical/tactical challenges with performing the TDABC analysis?

b.      Social/Organizational Change challenges?

IX      Better information = better decisions (solutions to implement, implementation complexity, strategic decisions, etc.).

X         Is there anything you'd like to add that I haven't asked you about?

XI      If anyone wants to get in touch with you, what's the best way to do so?

a.       email? dykema@musc.edu
 

Outro: Thanks for listening to episode 160 of the E6S-Methods podcast.  Stay tuned for episode 161 where Jacob and I return to project task estimation techniques, this time the agile way. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 159, we speak with healthcare improvement specialist, Shana Dykema, on her work applying Task Driven Activity-Based Costing, (TDABC), at the Medical University of South Carolina.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-159 Leave a Review! http://bit.ly/E6S-iTunes

I            Who is Shana Dykema? 

Biography: Shana Dykema, MHA, CPPS is an Improvement Facilitator in the Performance Improvement Department at the Medical University of South Carolina. She is a Certified Lean Six Sigma Green Belt and a Certified Professional in Patient Safety. Prior to joining MUSC, Shana managed the South Carolina Hospital Association’s High Reliability and Just Culture initiatives in 26 hospitals across the state.  Her experience also includes clinical rotations in multiple specialty areas, and over six years in healthcare clinical, laboratory, and translational research.

 Shana received her B.A. and Master’s in Healthcare Administration and attended medical school at the University of South Carolina. She is a member of the American Society for Quality, Institute of Industrial & Systems Engineers, Society for Health Systems, National Association for Healthcare Quality, and International Society for Performance Improvement.

a.       How did you get into Healthcare?

b.      What is Healthcare Administration vs. other Healthcare degrees?

c.       How did you get into performance improvement as opposed to other parts of administration?

II         Tell us a bit about MUSC. Medical University of South Carolina – Changing What’s Possible

a.       http://www.muschealth.org/pn/yir-2014/quality/high-reliability/index.html

III      What is TDABC? Time-Driven Activity-Based Costing-

a.       Costing system used to more accurately and easily assign costs to process steps using two parameters: cost of each resource and the quantity of time required.

IV      Why is TDABC better than other methods?

a.       Traditional ABC: staff estimates a percentage of time given to a total task, not individual steps

i.      Time estimates aggregated for whole process

ii.      Difficult to identify waste

b.      RCC (Relative Cost to Charge): total cost/total charges; this ratio is then multiplied by a diagnosis’ charge to obtain its cost

i.      Difficult to find true cost

ii.      Difficult to identify waste

c.       RVU (Relative Value Unit): a service is assigned a value that reflects its relative effort, skill, and training required to complete; total expenses are divided by total RVUs to generate a cost per RVU

i.      Overestimates specialty care

ii.      Underestimates primary care

iii.      Difficult to identify waste

V         How to perform TDABC analysis:

a.       1. Choose your process.

b.      2. Define your process cycle or value stream.

c.       3. Develop your process map(s).

d.      4. Obtain time estimates for each process.

e.       5 & 6. Estimate the cost and capacity of resources.

f.       7. Calculate your total cost.

VI       How is TDABC helpful with Lean?

a.       Waste identification?

b.      Does this work better than a Value Stream Map or Value-add Flow Analysis?

VII    How is TDABC helpful in Healthcare?

a.       Does TDABC affect how healthcare costs are allocated or paid for?

VIII                     What are some challenges with this method?

a.       Technical/tactical challenges with performing the TDABC analysis?

b.      Social/Organizational Change challenges?

IX      Better information = better decisions (solutions to implement, implementation complexity, strategic decisions, etc.).

X         Is there anything you'd like to add that I haven't asked you about?

XI      If anyone wants to get in touch with you, what's the best way to do so?

email: dykema@musc.edu

Outro: Thanks for listening to episode 159 of the E6S-Methods podcast.  Stay tuned for the second half of this interview with Shana Dykema and her work using TDABC at MUSC.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 158, we insert ourselves back into project schedule planning with "Near PERTfection," and compare several methods of task duration estimation.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-158 Leave a Review! http://bit.ly/E6S-iTunes

I            Recall: Project Schedule Planning

a.       Break work down into estimable tasks (i.e. Work Breakdown Structure - WBS)

i.      Episode 039: Work Breakdown Structure (WBS) ***Bite-size Project Planning With the WBS*** http://bit.ly/E6S-039

ii.      Episode 41: WBS in LSS http://bit.ly/E6S-041***How Do You Eat the Lean Six Sigma Elephant...? Wicked Bite-Sized with the WBS.***

b.      Estimate the task time and arrange in Network diagram to find the critical path and float times

i.      E6S-098 Network Diagramming - Know your float before you crash . http://bit.ly/E6S-098

c.       Develop project schedule

II         But how do we estimate task duration?

a.       Historical data, given a detailed history

b.      Anecdotal data. Gathering input from others

c.       Bottom up, educated guesses

III      In this episode we'll concentrate on different methods of duration estimation and how they can impact the overall timeline.

a.       3-point estimates

b.      Monte Carlo Simulations

c.       Rule of Pi

IV      Consider this example where the critical path determine by 3 tasks un series that each take 5 days, most likely

a.       Intuition- add up the "Most Likely" - 5+5+5=15

b.      3-point estimates (simple) - add up the estimated averages

i.      (optimistic + most likely + pessimistic)/3 at each step

1.      (3 + 5 + 9)/3 = 5.667

2.      All summed up --> 5.667+5.667+5.667=17

ii.      SD = (optimistic - pessimistic)/6

1.      Convert 15 Days to Z-score with SD and mean of 17 Days to determine probability ("NORMSDIST" function in excel or Statistics Tables)

2.      Estimated Mean +/- 2 × SD is approximately 95%

c.       3-point PERT analysis (Project Evaluation and Review Technique) add up the estimated averages

i.      (optimistic + 4*most likely + pessimistic)/6 at each step

1.      (3 + 4*5 + 9)/6 = 5.333

2.      All summed up --> 5.333+5.333+5.333=16

ii.      SD = (optimistic - pessimistic)/6

1.      Convert 15 Days to Z-score with SD and mean of 16 Days to determine probability ("NORMSDIST" function in excel or Statistics Tables)

2.      Estimated Mean +/- 2 × SD is approximately 95%

d.      Monte Carlo = Identify each process step as a distribution.  Simulate 20,000 trials and measure probability based on aggregated distributions (converges on normal)

i.      Triangular Distribution Estimates.

ii.      Beta PERT Distribution Estimates

e.       Unofficial rule of Pi?  - Sum it up, and multiply by Pi (3.14)

V         So what does this all mean?

a.       If you do not incorporate SD, you can almost guarantee you'll underestimate the total duration

b.      When reporting likely durations, consider giving the 95% answer for total duration, or some range.

c.       Hand 3-point calculations are not very difficult for aggregating step durations if you have excel,

d.      Most methods tend to agree somewhat around the 95% range, especially the PERT 3-point and Beta Monte Carlo methods

e.       Monte Carlo offers greater precision if there is significant historical data on task duration

Outro: Thanks for listening to episode 158 of the E6S-Methods podcast.  Stay tuned for episode 159 where we continue our discussion on project schedule planning, this time the "agile" way.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 157, we present the Lean Six Sigma Employee Engagement Survey and demonstrate how to measure program maturity.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-157 Leave a Review! http://bit.ly/E6S-iTunes

Submit information below to download the presentation files or video for this post.

Outro: Thanks for listening to episode 157 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 156, we clean house a bit with a review of an old iSixSigma article called, " Black Belts Should Create Balanced Project Portfolios," by William Rushing.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-156 Leave a Review! http://bit.ly/E6S-iTunes

I            iSixSigma article. 2008-ish - Black Belts Should Create Balanced Project Portfolios - William Rushing; McKesson

a.       https://www.isixsigma.com/implementation/project-selection-tracking/black-belts-should-create-balanced-project-portfolios/

II         Key Questions asked/answered in article (Let's debate)

a.       Question 1: Should I spend all my time working on projects that save money for my organization by reducing costs or expenses?

i.      Answer: No. Your organization is only one of many customers you service as a Black Belt. Do not forget about external customers (those who supply you raw materials or those who buy your products and/or services).

b.      Question 2: If I scope out projects that will save my organization money, will it help foster Six Sigma in my organization?

i.      Answer: Not always. If you only look to save money, you might miss out on adding value to your organization. For example, it might be tempting to scope out a project that addresses employee attrition. It might take you three months to finish the project that reduces attrition by 25 percent. Attrition, however, might not be a big concern of the production supervisor, who is suffering a long-term problem of increasing amounts of scrap metal that is compounded by the increasing costs of metal.

c.       Question 3: Do my external customers really care about Six Sigma?

i.      Answer: They might not be familiar with Six Sigma, but they are concerned about product quality, costs and associated delivery of said product. They might not care if you use total quality management, Six Sigma, Lean Six Sigma or theory of constraints. They just want the best from your organization at a low price.

III      Aaron's key opinions on key points

a.       Grand assumption that BBs are picking their own projects, which is anti- what most programs profess should be done (but is too common). Also grand assumption of significant autonomy on the part ofthe BB.

b.      Find the prioritization of "Six Sigma Propagation" over "Corporation's Bottom line" interesting.

i.      I definitely have taken the longer, less profitable, but politically pallitable path to promote program propagation.

c.       Don't agree with the timeframe maturity levels outlined in Figure 2

i.      10 years in LSS is actually still very adolescent in my opinion. Personally believe 30 horizon closer to high maturity

ii.      Maturity cannot be judged by age... (as I am living proof), but by behaviors

d.      Opinions about figure 3?  Should we NOT have projects outside the sphere of influence/control?

i.      how do we know unless we try?  Influence is on a continuum and dynamic over time.

ii.      In what universe does the BB have the "Power to Change" anything?  Not as a hired gun for projects.  Always someone else actually in charge.  

Outro: Thanks for listening to episode 156 of the E6S-Methods podcast.  Stay tuned for episode 157 for another recorded presentation from NEQC, this time on "Simple Measures of Lean Six Sigma Maturity." Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**

Email me: aaron@e6s-methods.com

Leave a Review! http://bit.ly/E6S-iTunes;

Donations: http://bit.ly/E6S-Donate

Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 155, we just ask "Ctrl+Shift+Esc" to break us out of here.  "Down with the Dogma!"    Jacob and I discuss where and when we think certain rules just shouldn't apply, or no longer make sense and may actually do more harm.  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-155 Leave a Review! http://bit.ly/E6S-iTunes

When the rules don't make sense, press Ctrl+Shift+ESC to make an intelligent decision – Even ISO has an escape clause for standard operating procedures – just requires a waiver proving you thought through it. Dogma kills the customer experience.  Puts more emphasis on the process than the individual or customer.

I            Situation: Handicap Accessibility

a.       Denied handicap parking – Rules say you must have a tag.  Security forced a paraplegic person to move his car (rental), because it did not have the proper tags

 i.      What’s wrong with this picture?

b.      Do not use elevator in the event of a fire – Same paraplegic student on 3rd floor during fire drill. One local person told him to use the elevator.  Another criticized him for doing so.  Student looked at the man dumbfounded.  “Really? – Are you not seeing this wheelchair situation?”

II         Customer Service Calls

a.       Amex made an error on a fraud claim against my corporate card. I called them to correct the error.  They then told me about what additional steps I needed to take, print the document, fax to this number and just write down what the error is….

i.       OK. That may be your process, convenient for you, but that’s why I called…. To fix it now

ii.      I told him that required me to find and connect to a printer, then find a fax machine to fix an error that I hoped to have fixed on this phone call.

1.      He then said, “Oh, I’ll just go talk to them.  They sit by me….”

III      LSS and Project Management

a.       ROI and financial benefits

b.      If no big $, doesn't make the cut, despite the practical benefits

IV      What about Dogma in Agile?

a.       2 week sprints

b.      Misuse of daily stand-ups (doing the process but not getting the right value)

c.       Give me dates! (old dogma sneaking in)

V         Work Rules

a.       You service all your clients remotely on the phone, but your boss demands you sit at your office desk all day, (in another state), even though there is a shortage of desk space for people who need it.  Why?

VI      Red lights at midnight?  When there is no traffic around.  I had an ex who was stopped by police because she stopped at a red light.  He told her to NEVER stop for a red-light in that neighborhood again. It was a bad neighborhood.  He said “Down Dogma” when it didn’t make sense, or actually made things worse

VII   Captain “Sulley” – USAirways plane landing on the Hudson River. Put down the dogma. Broke the standard and save many lives.

VIII                      Disclaimer – Rules are there for a reason.  This is not to say we should relax the rules in most situations. It means that we should look at the situation and be aware as to whether the rules could make things worse or not.  “Do these rules apply here?”

a.       Requires empowering others

b.      Requires hiring people willing to think and make a choice

i.      Not everyone is comfortable making decisions.  They want rules, but sometimes the rules don’t work.

Outro: Thanks for listening to episode 155 of the E6S-Methods podcast.  Stay tuned for episode 156, where  I interview Rodolfo Dominguez, for his insights and experiences while undergoing a massive IT systems overhaul.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

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The Offer:  BETA- Advanced practical lessons in rich and robust problem solving methods.

DMAIC training: sustained yield improvement and defect reduction 

·         Advanced Root-Cause Analysis, Statistical Process Control, Process Capability, Design of Experiments, Inferential Statistics

Lean training: maximize efficiency, reduce waste, minimize working capital

·         Operational wastes, 5S, Value-stream Mapping, Work Leveling, Value-Added Flow Analysis, Kaizen

Change Leadership

·         Stakeholder Analysis, Effective Communication and Presentations, Organizational Politics

Project Management

·         Scope Management, Schedule Planning, Work-breakdown, Team Management, Risk Mitigation

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Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 154,  HAPPY NEW YEAR ! And Happy Anniversary.  Yes, we are 3 years down, but still looking up.  Jacob and I do a reflection on 2016 and look forward to 2017.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-154 Leave a Review! http://bit.ly/E6S-iTunes

*** Hello 2017- Three Gone ***                                                                        

I            2016 Reflection

a.       What went well?

i.      Personal/Professional?

1.      Nice vacations and time with family

2.      Back to giving training, meeting new people every week

ii.      E6S-Methods related?

1.      100+ views on FMEA song in You-tube

2.      Close to 2000 subscribers weekly (back on track)

3.      Some great feedback from listeners doing really interesting work

b.      Not so well?

i.      Personal/Professional?

1.      Strike Duty - Ugh

2.      Too much travel

ii.      E6S-Methods related?

1.      Subscriber lag during strike duty and more

2.      Make a Wish Foundation Fundraiser attempt

c.       Favorite Episodes

i.      Aaron:

1.      FMEA 10*10*10 Series

2.      125 Back Stricken and Stricken Back - walk with dog and Strike duty reflection

3.      116 Back pocket 5-Why MacGyver

ii.      Jacob?

1.      Agile Episodes 101

2.      141 LSS and/or Agile?

3.      So What's

iii.      Audience favorites?

1.      141 LSS and/or Agile Part 1

2.      140 Harmonization with Dr. Anwar El-Homsi

3.      124 Score! FMEA 10*10*10 Part 3

4.      Oldies Still in iTunes (2015):

a.       092 Lean Six Sigma and the Environment with Brion Hurley

b.      090 If Tools Ruled - LinkedIn post

c.       077 The 8 Wastes - Go the Extra MILE MR TOYOTA - Part 5

5.      All-time (most website hits)

a.       029 KISS for Power Point

b.      033 Fifty Shades of Black Part 1

c.       061 Value Stream Mapping - Value Stream Essentials Part 3B

d.      035 Blended DMAIC Smoothie

e.       049 Rule out the Ruler Part 1

II         2017 Looking forward

a.       Episode plans

i.      More Guests & Topics

1.      Shana Dykema - Task-Driven Activity Based Costing for Lean in Healthcare

2.      The ISO 13053 Lean Six Sigma Standard - WTF...?

3.      Topics in Systems Thinking

4.      Monte-Carlo Simulations in micro-lending

5.      More tools - SPC, Regression, DOE, Hypothesis Testing (oh my)

b.      Product/Service/Event Ideas

i.      Value Stream Mapping Essentials Kit - Materials & Instructions (lagging)

ii.      Self-paced Subscription-based Lean Six Sigma certification program

1.      Black Belt only (Beta coming soon)

iii.      Book: Is Lean Six Sigma Right for Me? (ugh)

c.       Recent changes

i.      CEUs for listening to the podcast - you can order a report on the website

Outro: Thanks for listening to episode 154 of the E6S-Methods podcast.  Stay tuned for episode 155, where, finally, we say, "Down with Dogma," where Jacob and I discuss where and when we think certain rules just shouldn't apply, and may actually do more harm.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron", aaron@e6s-methods.com, or on our website, we reply to all messages.  If you heard something you like, then Clammr and share it.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes

Like / Dislike  **We'd Appreciate Your Opinion**