We interviewed top CEOs to create a list of the Top 10 Problems businesses will attempt to solve. Here is what we found.
If we expect our students to do anything new, we must go beyond presenting to facilitating our their learning. A true adult learning environment led by an experienced instructor blends both these styles into an engaging and active learning environment.
The hoshin planning process can be summarized with three "S" words: Structure, Stretch, and Sustainment.
Wondering what your data analysts are telling you? Use this glossary to translate.
TNT Express organized an improvement team to focus on fast and consistent delivery of shipments at one of the company’s major airport hubs. By applying innovation tools within a Lean Six Sigma project, TNT was able to reduce average lead times by 50%.
How can you anticipate something that no one ever expected? The answer is simple: You have to think three steps ahead. Part of the Connect the Dots Series by CEO David Silverstein, this book explores the depths of strategic thinking and how failure to think strategically leads to unintended consequences, plus tools and techniques for anticipating and managing unintended consequences.
The Innovator's Toolkit is for those who are interested in the big picture of organic growth and want to become innovation-elite organizations, as well as for those who need to execute a single innovation project. This second edition offers new techniques, updated exhibits and examples, and a new section on why so many fail at innovation—and how you can succeed.
The 5S radar chart is used to report on the effectiveness of a 5S program. This template allows users to visually demonstrate their 5S efforts.
Looking to hire the perfect data analyst who already knows your business inside and out? Stop looking and start building! Shannon Murphy, Product Manager with The Lean Methods Group, explains how to build that "purple unicorn" at the 7th DisruptHR Denver.
St. Anthony's Hospital needed to minimize the time its patients were on ventilators. After running ANOVA and regression analyses, they were able to establish clear protocols and procedures which reduced ventilator days by 38% and saved $650,000 per year.
One of the largest and most successful Turkish companies found its Lean Six Sigma program stagnant. With a commitment to custom online and classroom learning, Borusan was able to reduce costs, increase student retention, and improve student satisfaction.
After forming an improvement team, Charleston Area Medical Center used a rapid-improvement approach to streamline paperwork, shorten registration time and dramatically reduce (by 70%) the lead time for getting emergency patients treated.
Graphic Packaging decided to deploy Lean techniques throughout its organization to improve operations. After reeling in €175,000 in annual, hard savings from just three Lean projects at their plant in England, they expanded to Spain and France.
The Private Banking division of a major financial institution was experiencing a 40% error rate in its mortgage-related contract closures and processing. Using root cause analysis, the company was able to reduce its payroll by 97 FTEs, saving $18 million.