In the world of business, problems occur. And it is good to know that many of them can be preventable using the right tools. And that is where process behavior charts come in. They are used in a wide variety of industries, especially in the manufacturing industry, for the purpose of finding out if a process is stable and in control. 

These charts visually monitor the performance of a process using a data-driven approach. And when they are used correctly, they can give you the ability to prevent problems from occurring in real time. In the instance of manufacturing, this means a company can eliminate problems like costly downtime. This makes process behavior charts an invaluable tool in that respect.

Besides that, process behavior charts can do so much more. Here are some of the other benefits.

Benefits of Using Process Behavior Charts in Organization

They tell you when something is wrong in a process

Sometimes it can be hard to tell when a process in trouble and needs to be amended. By looking at a control chart, you can be able to tell when it is time to make some improvements. That way, these charts serve as an early warning system, telling you when a process is about to misbehave.

As we know, in the world of manufacturing, producing a subpar product can be costly in many ways. For example, if your product is of low quality, you run the risk of disappointing customers, which can make them jump ship and seek out the competition. By using a process behavior chart, the problem can be identified it its infancy and corrected before it becomes a real issue.

They prevent unnecessary tampering of the process

Most times, a process behaves the way it should, meaning there’s no need to make any amendments. Tinkering with it would count as unnecessary tampering, which can cause it to misbehave. Tampering with it could accidentally leave it vulnerable to factors that can increase special cause variation, which is not the type of variation you want.

By looking at a control chart, you can make an informed decision in regards to the process; like when to avoid messing with what works. When a process is working correctly, the variation will be random along the center line. This is a good time to tell operators to do nothing and let it do what it does until the chart tells you otherwise.

They help you determine if your improvement efforts are working

Suppose you have a process that is not stable and is out of control. You can make amendments to it, but how can you tell whether your efforts have paid off? By looking at a control chart, of course. The chart can also alert you if your amendments are having the opposite effect; making the process worse rather than fixing it.

On top of assessing the impact of your amendments, process behavior charts can give you the power to predict the future output of a process. When a process is stable and in control, it can be predictable, This type of information can put you in a position to make informed decisions.

They eliminate guesswork when improving a process

Some people have a natural talent when it comes to fixing processes. This allows them to tell exactly what is wrong and how to fix it. These people operate by instinct, and by looking at a process behavior chart, they would just be confirming what their gut feeling has already told them.

However, not everyone has this innate ability, and to level the playing field, they can use a control chart. If they use their gut feeling in this scenario, they would be doing a lot of guesswork and probably fall prey to myths surrounding the performance of processes.

There are many tools that can be used to tell what is wrong with a process. Ensuring that all processes, especially in the manufacturing industry, are running smoothly is essential to customer satisfaction and gaining a competitive advantage. This is essentially what process behavior charts are for, which gives way to the above-mentioned benefits.

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It’s broken down as follows:

P (Plan): Identify your problem and find the root cause using the 5 Whys.

D (Do): After you’ve identified your problem and found the root cause, now brainstorm possible solutions. Test the solution you believe has the most potential. Do a small pilot test.

C (Check): Now you must assess your findings on that small pilot test. If you find that improvement is needed, then go ahead and make the necessary changes and repeat the “check” phase once again.

A (Act): This is the last step when you implement the solution in its entirety.

The advantages of using the PDCA cycle are:

• Encourages continuous improvements
• Less wasted time
• Fosters working as a team
• Cost effective

This simple template can be a great help on Thanksgiving while preparing the family dinner. Since most of the preparation usually falls on one person, this simple tool can make this interactive and fun!

Happy Thanksgiving 2018 from all of us at 6Sigma.com. For more information on our Lean Six Sigma Green belt Training courses and services, please visit 6sigma.com. 

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This simple Six Sigma tool will make a space safer, more productive, improve your mood, and eliminate waste. Since everything is in its place, this will make everything efficient.

Try the 5S tool in a cluttered space at home and see for yourself how this simple template can clean up that cluttered space in the corner of your closet. After this is all done, make sure you sustain the new normal by making this a habit. 

For more information on our Six Sigma training courses and services, please visit 6sigma.com. 

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The company culture is what makes Six Sigma a success in the long run. The success rate in saving company costs speaks for itself. Just ask Toyota, Motorola, GE or any of the Fortune 500 companies who subscribe to the Six Sigma methodologies. These five benefits listed in the below infographic are just the beginning of how powerful Six Sigma is for your business or organization.

For more information on our Six Sigma training courses or services, please visit 6sigma.com.

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The Tools and Methodologies Used by Both TPS and Lean

5S: This is a system to organize the workplace and then maintain it. This system originated from the Toyota Production System.

• Sort (Seiri): Only keep what is needed and discard the rest.
• Straighten (Seiton): Make sure everything needed for work as its own place.
• Shine (Seiso): Make sure everything is clean free of dirt, dust and contaminates so that problems can be easily noted and taken care of.
• Standardize (Seiketsu): Create a process of standards; make things visible so that it is easy to identify what are normal conditions and what isn’t.
• Sustain (Shitsuke) implement protocols for maintaining established desired standards.

Kaizen: This Japanese philosophy focuses on the mindset of continuous small improvements over the long haul.

Kanban: A method (could be a board) for managing the actual process of a product or service.

P.D.C.A: Plan-Do-Check-Act  — this is used for implementing improvements

• Plan: Create the plan and expected results
• Do: Carry out the plan
• Check: Confirm the results you achieved
• Act: Review estimated expected results and repeat again

Poke-Yoke: Mistake proofing, when you design the product with the mindset of avoiding specific errors in the actual design.

Root Cause Analysis (RCA): Conducting RCA will ensure that the issue won’t happen again. One great tool for RCA is the 5 Whys.

5 Whys: Keep asking why to the previous answer until a satisfactory answer is achieved.

As you can see, the same tried and true methods still work today. The tools or methods need not be complicated to achieve great results. Want to learn more about these Six Sigma tools and methodologies? For more information on our Six Sigma training courses or services, please visit 6sigma.com.

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Using Lean principles, Six Sigma can also help eliminate waste (Muda) in all its forms. When we talk about Six Sigma and waste, it is usually intangible waste, such as over-processing or time-related waste. But environmental waste also tolls heavily on efficiency and profits. Waste results from a high carbon footprint, producing a negative effect on the environment. By reducing yours, you can ensure your business stays efficient, profitable, and green. Today, learn how you can safeguard the environment by calculating your carbon footprint.

The Dangers of High Carbon Emissions

It’s essential that your business is aware of its carbon footprint. Your environmental impact can not only be detrimental to the planet, but to your company’s success. Energy experts concur that excessive carbon emissions indicate inefficiencies in a business’s operations. Therefore, by reducing your carbon emissions, you can increase savings. Studies show that carbon- and water-saving projects are directly related to a strong bottom line. The average household can save more than $2000 per year through reducing emissions by only 20%. Think how much a large business, with many more incomings and outgoings, could save by taking control of their carbon footprint. By reducing waste, you can increase savings and drive profits. Using eco-friendly vehicles, light bulbs, and resources all help. You could also invest in solar power and wind turbines, as well as encourage sustainable / green practices in your employees.

Six Sigma is incredibly useful here as it enables you to make lasting changes to your operations through intensive project work. Create a project team, including Yellow, Green, and Black Belts, targeted at reducing waste and inefficiencies. Techniques like DMAIC and root cause analysis will shed light on issues of waste and why they arise. For example, none-value-adding processes may be contributing to a buildup of waste, sapping cash, and reducing efficiency. If you don’t know what to look for, you may not even notice these issues, which will then go unchecked.

How to Calculate Your Carbon Footprint

Calculating your carbon footprint will give you a better idea of how your business operations affect the planet. It will also show you which of these actions are most damaging, many of which have a negative effect on your success. Our method for calculating carbon emissions focuses on the consumption of several key resources. These include electricity, natural gas, fuel oil, and water, as well as the level of waste produced. For electricity, the calculation is as follows:

(kWh/yr) x EF (kg CO₂e/kWh) = your emissions for the entire year (kg CO₂e/yr).

If you wish to calculate your footprint for other resources, such as natural gas or water, simply alter the above figures appropriately. Kilowatts per hour would become therms per year for natural gas, and liters per day for water. Similarly, you would need to multiply your water figure by 365 before multiplying again by your EF.

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We all know and understand the strength and value behind Lean Six Sigma. Similarly, additional intensive analysis strategies like Design for Six Sigma (DFSS) can bolster your work to create enormous value. Don’t underestimate DFSS, as it can work in virtually any setting, and is incredibly simple to use. Work-out, on the other hand, is quite often underestimated, and, as a result, rarely used. We think that should change. Work-out will not only complement but improve the effects of proven-to-be-effective Lean and Six Sigma tools. Start working with Work-out now to maximize your success!

Make Improvements that Last and Make Them Quickly

As far as systematic, structured improvement tools go, Work-out is one of the best. Work-out brings your team together, encouraging collaboration and teamwork, to develop improvements rapidly. Additionally, any improvements that result from Work-out will also be more stable than those that come from inferior methods. Furthermore, Work-out improvements usually take anywhere between ninety and one-hundred-and-twenty days. It’s important that you trust your team to get the job done properly. Without them, you aren’t likely to succeed.

We believe that your people are at the center of your organization. And it is these same people, who are working in the job on a daily basis, who will ensure Work-out is successful. Work-out is designed to engage and motivate your team so that they can get the job done. It encourages creative thinking from those working close to the processes requiring improvement. In our experience, those closest to the process will have the best ideas about where it can be improved.

How to Get Started Building Your Work-Out: Fulfilling Roles and Assigning Responsibilities

Your Work-out should begin with setting yourself a challenge. This should be highly specific and measurable, with a clear goal in mind. Be sure to link your goal to your business priorities. The key thing is to identify a cross-functional sample of participants for your Work-out project. You should ideally have this data already assembled before the event, as planning and prep-work can take up to six weeks. Moreover, implanting your Work-out will take even longer, at ninety days and over. Your preparatory work is extremely important here as the event itself should only last two or three days. All your efforts up till then will culminate in a grand payoff, but only if you’ve done it right. When it comes to planning your event, think of it in the following three stages:

• Designing your event and preparing your team.

• Conducting your event.

• Implementing your conclusive decisions.

Furthermore, it’s also important for you to be aware of the key players in the Work-out process. Many people take part in Work-out events. As such, you should have many different roles to help manage yours.

• Participants. Those who take part in the event (up to 100). Team members who are closely acquainted with the process in question.

• Sponsor. Your senior manager who works alongside the designer and agent to scope the Work-out.

• Agent. Reports to the sponsor and helps ensure consistency of metrics and usage between teams of participants.

• Driver. People who set out action plans for implementation, ensuring decisions correspond with agreed timelines.

• Designer. An expert assistant who works with the sponsor and agent to scope the project, and ensure adequate sample participants.

• Lead and additional facilitators. Lead facilitators introduce the issue and those involved, running the event according to the schedule. Additional facilitators will help run the event, providing support, and prompting team discussion.

• Decision-making panel. Made up of the sponsor and senior managers. They consider recommendations and give an immediate decision for approving implementation.

First Stage of Work-Out: Design and Prep-work

Remember, design and preparation can take a lot of time, so it’s best to give yourself plenty of time. Our recommended timeline should have you designing and preparing four to six weeks before your intended date. Work with your senior lead or sponsors to ensure adequate preparation. Additionally, make sure you select an adequate topic with a relevant challenge statement defining clear goals that identify value. Your priorities here should be to select your participants and organize the Work-out event while ensuring your players are competent in their roles. Once you’ve prepared your team, you can begin communicating with your participants.

Second Stage of Work-Out: Conducting Your Event

Think of your event as an orchestra. If used properly, everything will run smoothly, all the smaller pieces working in tandem. But if you haven’t tuned your strings section (or neglected to choose a sponsor), then your orchestra (or Work-out event) will suffer for it. The event should aim to capture all possible ideas that are relevant to your initial challenge statement. Following on, you then need to filter them through prioritization, selection, and careful presentation and documentation. You should aim to create an outcome you can manage. Choose several realistic, actionable plans, with clear goals, and leverage them against the challenge statement. Focus on the following:

• Finding opportunities and recognizing issues.

• Creating solutions.

• Deciding on how to implement your solution.

We find that team vs. team sessions can help generate the best results, creating sharper ideas in your participants. Facilitators should lead your teams to develop specific statements that outline problems, as well as generate solutions. Be sure to prioritize according to costs and benefits, as well as risks. You’ll soon be driving your teams toward compelling conclusions for your decision-making panel to discuss.

Third Stage of Work-Out: Put Your Improvement Decisions into Practice!

Now all you need to do is take your decisions and implement them into the process. You’ll need to work closely with your drivers and agent here, to avoid going off track. Be ready to provide support, while sponsors and you should keep panel members in the loop until the project’s end.

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Infographic: What is the DMAIC Roadmap?: The DMAIC process that Six Sigma has created doesn’t leave anything up to chance. This infographic outlines the process in an easy to view chart.

Is the Spirit of Six Sigma Encrypted Inside Amazon? The reason Amazon is so successful is that their approach to sales is “Know your customer very, very well,” and they do. This is a core fundamental concept!

Six Sigma, The Tools of Leadership: So what is required to lead well? Leaders must carry an intention that is transmitted to the team, so that the team feels it and are running on that fuel. It has to be authentic to be felt, and once the team feels it, you are guaranteed a fun ride to success. Six Sigma requires management to be part of the team, and not just sit idle and dish out commands.

Seven Wastes of Lean Six Sigma: Do you understand the Seven Wastes? This infographic provides a colorful look at the principles.

Kaizen + Lean Tools = Perfect Marriage: The Kaizen philosophy, developed by Masaaki Imai, has provided the groundwork for some of the world’s leading successful companies, such as Toyota. This philosophy promotes continuous improvement, that a day should never go by without having an improvement. One should always be performing small continuous steps towards set goals every day.

Enjoy what you’ve read? Then why not enroll in one of our Six Sigma training courses and get educated on the proven methodology used at Fortune 500 companies worldwide! Contact us for more information on our classes.

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What Does Lean Focus On?

Lean focuses on reducing the eight types of waste (Muda).  Defects, overproduction, waiting, non-utilized talent, waste from transportation, inventory waste, waste from motion, unnecessary processing. Additionally, Lean principles aim to reduce waste by identifying and eliminating it. Lean also improves production by maximizing flow and identifying non-value-adding steps you should remove. Anything that does not add value for the customer is a potential threat to production. As such, Lean uses a holistic approach that aims to build a culture of continuous improvement and in-depth analysis.

Lean Principles, Tools, and Techniques

• PDCA. Standing for Plan, Do, Check, Act, PDCA is a rapid cycle-based strategy used to drive process improvement.

• 5S is a 5-step method for creating and maintaining an intuitive and efficient workplace. The 5 Ss stand for Sort, Set In Order, Shine, Standardize, Sustain.

• 8 Types of Waste. Lean aims to eliminate the eight waste types: defects, overproduction, waiting, non-utilized talent, waste from transportation, inventory waste, waste from motion, and unnecessary

• Value Stream Maps. VSMs are a visual method for displaying the key process steps in production.

• Flow is the unhindered movement of a process.

• Pull describes how customer demand is used to dictate process flow, i.e. what the customer wants, or might want, determines what a company produces.

What does Six Sigma Focus On?

Six Sigma and Lean share many similarities. As such, they complement each other very well. However, Six Sigma focuses primarily on reducing variation, just one of the seven types of waste Lean tackles. Six Sigma is used to complete improvement projects, aimed at solving process issues. It is also highly data-oriented, involving validation of hypotheses using statistics. Six Sigma knowledge is classified using a belt-based hierarchy styled on martial arts (Yellow, Green, Black, and Master Black Belt). The higher the belt, the more adept you are at using Six Sigma. Furthermore, one of Six Sigma’s primary tools is a 5-step method with which to complete improvement projects.

Six Sigma Ideas, Tools, and Techniques

• DMAIC. This 5-step method uses the following steps, Define, Measure, Analyze, Improve, and Control to improve production processes. Furthermore, DMAIC also allows you to identify the problem and develop creative solutions through deep analysis.

• Project Charter. Six Sigma uses a single-page document to outline the process issue, project goal, scope, and a timeline. Moreover, the charter forms an essential framework for the trajectory of an improvement project.

• Pareto Chart. Pareto Charts display information about potential causes of process issues in a cascading bar chart format. Additionally, you should also organize problems from largest to smallest.

• Hypothesis Testing. Hypothesis Testing is a way of providing statistical precision to root causes of process problems, so you can make the best decisions.

• Design of Experiments. Methods of controlled testing, with which to assess how efficient processes are. DoE also allows you to select the best conditions, materials, and methods for each.

• Statistical Process Control. SPC enables you to monitor your processes, ensuring they consistently satisfy customer demand.

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One tip we recommend you try why finding the right Six Sigma practitioner is to request testimonials. These can be from past or current students, or even companies who employ personnel from this particular course. Regardless, testimonials will offer needed insight into your practitioner. Though, practicing this tip can face numerous obstacles. In today’s article, we will outline our three-step approach to asking for testimonials from your online practitioner.

The Approach

Never begin asking for testimonials without a clear mission in mind. First, what type of practitioner are you considering? Do they offer certification, training, or only certificate examinations? Next, decide what information you want to receive. Do you want to read only testimonials from current students or should you request ones from certified Six Sigma employees as well? Once you have compiled your fundamental goal for using your practitioner, contact them

This step will provide you with the first indication of how official your practitioner in question is. If basic contact information, such as email addresses, phone numbers, or a physical address are hard to find, chances are you should find a new provider. If you do have contact information, first begin by sending an email. Briefly, explain that you’re interested in their program (specify which one if there are multiple). Then, ask for a list of testimonials from past or current students. Additionally, you can also request contact information for people who have taken the course, like references on a resume. 

The Response

How and when your Six Sigma provider responds will be your next indication of their program. If you have to wait more than two working days to receive a response via email, look for a new provider. Not only is this unprofessional, but it also indicates the level of attention you can expect to receive from staff if you enroll in the course.

If you get a response back but without any testimonials, this is another warning sign that you should consider a new recruiter. While the practitioner may be caught off guard by your response, providing feedback, positive or negative, on the course is not out of the question. Furthermore, if you received a reply but an answer as to why testimonials would not be provided, try giving them a call. This is also an opportunity to ask questions about the program directly to the provider and to feel out how they will interact with you.

The Conclusion

The end goal of this process is to receive testimonials from your potential Six Sigma practitioner. Now at the final step, your job is to form a conclusion. To help, here are some basic guidelines you can follow to decide if your practitioner is worth your time.

If you receive testimonials without hassle, move forward with said provider. Likewise, if they also provide positive and negative reviews about the course, it’s a safe bet you can trust the information given. However, if you do not receive testimonials, have difficulty communicating with the provider, or face a prolonged delay in contact, walk away. Of course, it can be irritating to have wasted time on an ill-repute practitioner. However, it’s better to waste an email, phone call, and a few days than weeks of partaking in a program, only to not receive what you expected.

Following this simple, three-step guide to asking for testimonials will put you on track to finding the right Six Sigma provider!

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Certificate, Certification, and Training

The first, and simplest form of due diligence to practice is clarifying what exactly you need. When searching for a practitioner, it can be easy to click on the first few links that show up. However, keep in mind that programs’ orders correlate to their amount of paid advertising. Furthermore, multiple practitioners will attempt to blur the lines of what their programs offer. This is where due diligence comes into play!

If you have years of experience practicing the Six Sigma methodology, a practitioner who provides a formal certificate after passing an online course is the best option for you. Likewise, if you’re new to Six Sigma and need a basic understanding of the process, a training practitioner is the better option. Lastly, a certification program is ideal for those who want to combine the training and certification test process under one practitioner. While this is usually the most expensive option, it does provide the most experience and formal understanding of Six Sigma. 

Where Does the Accreditation Come From?

While it’s important to understand what type of program your practitioner offers, it’s even more so to recognize where accreditation will come from. Is your practitioner offering a training course through a university or an online program? Does the Better Business Bureau support the program’s accreditation? Have industry leading corporations used a particular certificate exam to test their employees? These questions and more are an easy way to not only assess the legitimacy of your course but to also clarify where your accreditation comes from. A Six Sigma certification is only worth as much as the provider!

Quality vs. Quantity of Content

Lastly, finding a reputable practitioner can be done by assessing the quality and quantity of the course’s content. For example, most classroom Black Belt certification courses take between four to six weeks to complete. If you find a practitioner online who offers a similar course, does their curriculum take the same amount of time? Likewise, the quality of the course work provided should help you determine whether your practitioner is the right fit or not. Most legitimate certification courses require you to complete a Six Sigma project to receive feedback on your process improvement skills. If you practitioner offers no hands-on experience, they may be lacking in content quality. Additionally, another due diligence tip is to analyze the platforms on which these courses run. Is a practitioner using an up-to-date software for their projects? Is your practitioner providing the correct examples for you to practice; i.e. service industry versus manufacturing?

Slightly questioning and researching Six Sigma practitioners can easily determine if they are the right fit for your needs. Remember, Six Sigma is a business process improvement method that requires discipline, structure, and most importantly, due diligence!

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Experience

When interviewing for a new position, you are sure to be asked about your past work experiences. What projects you managed, how you tackled difficult situations, and more, will all be assessed by your interviewer. Likewise, when searching for a Six Sigma accreditor, first look at what experiences you will gain. If a training program is only a few weeks long and offers no hands-on experience, chances are, they are a poor accreditor. Additionally, further warning signs of poor training would be a lack of communication with other students, reluctance to critique your work and progress, and no availability to work on certified Six Sigma projects.

Course Work

Whenever applying to a new course or training program, it’s important to see exactly the institute plans to teach you. Whether you’re seeking a Black Belt certification or just beginning as a White Belt, it’s vital to know what your course covers. Likewise, if you have access to the training program’s content, compare it to other programs. This allows you to assess their similarities and differences. This tip is a easy was to see if you’re facing a poor accreditor based on the lack of relevant content. Remember, the goal of a Six Sigma training program should focus on exposing you to the methodology, not just taking your money.

Past Users

When you shop online, it’s commonplace to read reviews of products you might wish to purchase. Likewise, search for reviews of past individuals who have taken the Six Sigma training course(s) you’re interested in. Are past students now senior managers at well-known corporations? Do they run their own consulting firm? Or have they become stagnant in their progress? Furthermore, if you’re interested in gaining a higher Six Sigma certification, sometimes the best method to find the right training program is to just ask your manager. Chances are, your employer has a list of preferred programs that they trust and send their colleagues to.

Your Next Steps

At the end of the day, finding the perfect Six Sigma training course depends on three things. They are your time limitations, your budget, and most importantly, your own preference. Six Sigma certification is an invaluable asset that will progress you within your career faster than most other certifications. Take the time to carefully find the right program for you and always be on the watch for poor accreditors!

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What Makes an Honest Practitioner?

First, the positives; what makes an honest practitioner? Certified Six Sigma will first provide evidence of their qualifications. Typically, this includes a certificate from a training program. For Black Belts, a four-week course is almost always mandatory. Additionally, their certification should be accredited from a formal institute or company. However, be aware that many fake accreditors will try and pass off their certifications as authentic! You can read more about this in our recent article, Fake Accreditation.

Second, your applicant should provide concrete examples of working on Six Sigma projects. For Certified Black Belts and above, full-time, project managerial roles are the standard. These professionals devote their time to assisting executives while managing the majority of core operations. Likewise, said employees will have experience training others, as well as mentoring Certified Green Belts along their own Six Sigma journey. Finally, they should be excellent communicators. From discussing business process improvements with management to managing customer relations, Six Sigma employees take pride in their roles and have a dire passion for constant improvement.

What is NOT an Honest Practitioner?

Now, the negatives; what to look for in a dodgy practitioner. Every year, hundreds of individuals claiming to be Six Sigma employees will submit phony resumes to employers, hoping to trick a recruiter into believing their qualifications. Yet, there are a few obvious signs that said applicant is not exactly who he claims to be. First, there should be not difficulty with asking concrete questions about the business methodology. Whether an applicant is beginning as a White Belt or is a Master Black Belt, all Six Sigma professionals have a base understand of the business process and can explain how and where to implement it.

Next, no evidence of Six Sigma projects is an obvious warning sign. Unfortunately, no governing body dictates whether a Six Sigma certification is legitimate or not. Because of this, employers expect examples of working on projects with other Six Sigma professionals as evidence of their qualifications. Finally, a dodgy practitioner will have no enthusiasm. As a Six Sigma professional, you understand the need for discipline, structure, and desire to better your business processes. Without this passion and self-determination, you can never truly be a Six Sigma employee.

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A brilliant aspect of the entire Six Sigma methodology is that one of its critical steps should add value to your business – getting rid of waste. Of course there is much more to Six Sigma, but the simplicity of adding value/getting rid of waste is brilliant.

Now let’s apply that to learning any new skill. There are three preliminary questions you should ask yourself, that will help eliminate waste when you take on learning a new skill.

1. How interested are you in this new skill?

If you are very interested learning this new skill, then it is never a waste. In fact, it would add value to your quality of life because of your interest level. A high interest level leads to inspiration and creativity by using this new skill.

2. Do you know your learning style?

If you’re a visual (spatial) learner, you prefer to use images/pictures relating to and understanding the space around.

If you’re an aural (auditory or musical) learner, you prefer using music or actual sounds when learning

If you’re a verbal (linguistic) learner, you enjoy the spoken or written word and you learn through this medium.

If you’re a physical (kinesthetic) learner, you prefer being interactive, meaning you want to actually perform the skill physically to learn it.

3. What is the goal of this new skill?

Are you learning for learning’s sake, or is this for a possible future application? Regardless, it is important to know why you want to take this on.

4. Do you have the time to spare?

This is very important, because it is the biggest reason as to why people quit the learning process of a new skill. If you can move your schedule around and make time, make sure this is done before and not after.  Not having the time and quitting is considered poor planning, and that is always wasteful.

If you would like more information on our Six Sigma courses or services, please click here.

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What is a Gantt Chart?

Before you start using Gantt Charts, you must understand what they are, and how they fit into your Six Sigma toolkits. First of all, a Gantt chart is used for purposes of project management. It’s a popular and effective method of displaying activities, tasks or events against a period of time. Each activity is represented by a bar on the chart. The size and position of which show the start date, duration and end date of the activity. Gantt charts will typically illustrate such things as:

• The activity in question.
• When the activity begins and ends.
• How long it lasts.
• Where activities overlap.
• When the project begins and ends.

But why use a Gantt chart? What does it offer? Well, by using one, it can help determine responsibility for tasks, as well as potential problems that may occur. This information can be very useful to have in the early stages of your project, and the Gantt chart makes it easier to absorb by displaying it in a visual manner. It can also help identify critical paths, such as task sequences and minimum delivery times, so don’t dismiss the Gantt chart as just another Six Sigma tool. It could make your project far simpler to deal over time.

How to Use a Gantt Chart

Below are the key steps involved in creating a strong Gantt chart that is bound to be an effective asset to your project:

1. Identify the Essential Processes. All your activities necessary to project completion need to be included if a Gantt chart is to work. Establish your essential tasks by breaking down the processes to determine importance. Calculate timescales for delivery before ranking them by length. 

2. Identify the Task Relationships. Your chart should illustrate how project tasks are linked and how they affect one another (sequential tasks), and how they work when independently (parallel tasks). Remember, some tasks rely on other tasks being completed beforehand, so bear this in mind when designing your chart. For example, your need to have finished an article before it can be posted online. 

3. Input Activity Data into a Template. Software like Gantto, Microsoft Project or Excel, and Matchware can also be used for this purpose. But sometimes, creating your own template is the best option. 

4. Track the Progress. As your project makes progress, it will start to change, so be sure to keep track of how. Regularly update your chart with new information, to ensure it is up-to-date and completely accurate. The better your data, the more likely your Six Sigma success!

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