Michael Lee Stallard
DECEMBER 9, 2010
Research from two well-respected organizations makes it clear that we have a big collective blind spot that’s dragging down productivity, innovation and economic performance. All the Six-Sigma, Lean, benchmarking and metrics in the world won’t help us lead people if we fail to recognize these realities.
Deming Institute
JUNE 30, 2020
Learning to do things “right” is important and all sorts of training exist for doing so, including Lean Six Sigma, Kaizen, Plan-Do-Study-Act, Statistical Process Control, and ISO certifications to name just a few. 2009) Start with why: How great leaders inspire others to take action. Effectiveness/Efficiency Matrix.
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Skip Prichard
JULY 15, 2019
More importantly, he offers concrete examples of how any organization—large or small, and regardless of industry—can innovate in ways that delight customers and attract top-level talent. What do leaders often get wrong when they think of innovation ? Many of them have little understanding of what innovation actually means.
Harvard Business Review
MAY 5, 2011
The stories of how they have kept their processes fit are less well known than those of famous process fitness fanatics such as Toyota, with its Toyota Production System (also known as Lean), and GE, with its Six Sigma program. A new CEO ( Ellen Kullman ) who took over in 2009 has kept the program intact. What are their secrets?
Harvard Business Review
MARCH 23, 2011
Thus, today we have a number of process "religions": Statistical Process Control was followed by Total Quality Management, Business Reengineering, Six Sigma, Lean, and Business Process Management (BPM, which emphasizes process management software). Brad Power is a consultant and researcher in process innovation.
Harvard Business Review
MAY 13, 2014
Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches (“ Workout ,” “Six Sigma,” and “Lean”) that reinforced their success and that many companies emulated. You need to think like a portfolio manager, allocating resources both to innovate in your core and for the future.
Harvard Business Review
OCTOBER 22, 2013
Innovation starts with new and novel ideas. When we surveyed over 300 global executives between 2008 and 2009, one of the primary concerns they expressed was their inability to compete long term without a solid innovation engine that can grow their top line. Finding ideas is never the problem — initially. Find Pivots.
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