six sigma

ISO 9001 & Six Sigma Infographic

Certification and maintenance of ISO-based management systems (i.e. ISO 9001, 14001, etc.) is often a requirement for doing business with certain customers and sectors. While many organizations struggle to find value with respective their certification efforts, those that use international standards in conjunction with improvement tools such as Six Sigma and APQP wonder how they could have ran a business without a formal management system. Each organization must use the requirements and guidelines of various tools and methods that are most suitable to their own unique vision.

Visual communication through ISO 9001 & Six Sigma Infographic

The fine folks at Midlake Products up in the Buckeye state ("O.H.I.O." ...while moving your arms to form the letters, of course), have shared with us their ISO 9001 & Six Sigma Infographic. This visual tools is used at Midlake to outline how their operations, as well as other manufacturers, can grow their business by adopting quality practices and standards. We hope you enjoy this visual aid. Special thanks to Jim Moore for passing this illustration along for us to share with our readers.

ISO 9001 & Six Sigma Infographic

We are eager to receive feedback on the use of this infographic or other visual communications tools that you believe are of value. Comment below with a link on where our readers can find these additional tools. Perhaps you have a tool, blog or other message that you would like us to share with our readers in an upcoming blog? Contact us at info@cmsicharleston.com.

For more information about the ISO 9001 & Six Sigma Infographic or Midlake Products, visit them online at www.midlake.com.

CMSi acquires IP rights to Quality Minds, LLC

April 6, 2012 ImageWe are happy to announce that an agreement has been reached for the acquisition of the intellectual property rights to materials and products owned by Quality Minds, LLC of Charleston, South Carolina.  President Stephen Deas founded Quality Minds in 1997.  Since inception, Stephen has captured his 20+ years of organizational improvements lessons into an extensive catalog of workshops and online professional development courses.  Late Thursday evening, Stephen & I signed an agreement allowing the rights for distribution and ownership of the Quality Minds series to be purchased by CMSi.

One of core strategies for CMSi's 2012 business plan is to further diversify offerings to existing and potential customers - both in the southeastern United States as well as internationally.  The CMSi Advisory Board has challenged us to broaden our breath of SMEs (subject matter experts) as well as creating products that can be offered online.  As a service organization, our primary target has been to add product options for our customers.  Downloadable products will allow us to serve our customer-needs globally, day and night, via online training courses, templates and other tools.

A few online courses that will be made available for download in the coming weeks:

  • ASQ Certification Prep Course for Certified Quality Engineers (CQE)
  • ASQ Certification Prep Course for Certified Quality Auditors (CQA)
  • ASQ Certification Prep Course for Certified Six Sigma Greenbelts (CSSGB)
  • ASQ Certification Prep Course for Certified Six Sigma Blackbelts (CSSBB)
  • Minitab
  • Lean Concepts & Tools
  • Process Mapping
  • SPC
  • FMEA
  • Problem Solving

We believe that the Quality Minds online series will be one of the major catalysts that takes CMSi to the next level both within the Charleston, SC region as well as globally.

Problem Solving Workshop

Concentric offers a state-of-the-art Problem Solving Workshop that can be used to both train employees on problem solving tools/methods while also solving the organizations most troublesome problems.  This is an outline for the 40-hour workshop:

 

Outline for Team Problem Solving Workshop

1.    The PDCA Cycle 
2.    Form a Team 
    a.  Who should be on the team?
    b.    How the team should be organized
    c.    The Team Leader
    d.    Responsibilities of team members
    e.    Consequences if this step is skipped
3.    Define the Problem 
    a.    Using the 5W2H method
    b.    Tools to use
    c.    Determining if the problem is related to measurement (MSA) or process 
    d.    Consequences if this step is skipped
4.    Containment Action 
    a.    Protecting the customer
    b.    Validating the action
    c.    Verify that the containment action works
    d.    Consequences if this step is skipped
5.    Find the Root Cause: Tools and Techniques 
    a.    Tools to use (Ishikawa “Fishbone” Diagram, Brainstorm & Rank)
    b.    The 5 Why’s - Ask why five times
    c.    Is/Is Not Tool
    d.    Consequences if this step is skipped
6.    Corrective Action 
    a.    Action, responsibility, due date
    b.    Verify that the corrective action effectively addresses the cause(s)
    c.    Improve the quality system by looking at all aspects of the quality system 
    d.    Consequences if this step is skipped
7.    Evaluate effectiveness & Corrective Action Impact 
    a.    Monitor/Evaluate long-term effectiveness
    b.    1st Piece verification + Last-off comparison
    c.    Process audits
    d.    Application of actions taken to similar products or processes
    e.    Consequences if this step is skipped
8.    Preventive Action 
    a.    What is preventive action (vs. corrective action)?
    b.    Preventive action tools & techniques
    c.    Use of C&E Matrix to prioritize by highest risk
    d.    Deep dive into FMEA
9.    Management Review 
    a.    How to structure a follow up meeting
    b.    Reporting the status of Corrective & Preventive Action
    c.    What should management review?
    d.    Consequences if this step is skipped
10. Improving the Problem Solving Process
    a.    Using PDCA to improve the Team-based problem solving process
    b.    TGR/TGW Analysis
    c.    Evaluating the tools & techniques used
    d.    Reporting results to top management
    e.    Evaluating management commitment
    f.     Updates to procedures
    g.    Identification of new training & competency needs
    h.    Other resources needed for continual improvement

Problem Solving Workshop

Concentric offers a state-of-the-art Problem Solving Workshop that can be used to both train employees on problem solving tools/methods while also solving the organizations most troublesome problems.  This is an outline for the 40-hour workshop:

 

Outline for Team Problem Solving Workshop

1.    The PDCA Cycle 
2.    Form a Team 
    a.  Who should be on the team?
    b.    How the team should be organized
    c.    The Team Leader
    d.    Responsibilities of team members
    e.    Consequences if this step is skipped
3.    Define the Problem 
    a.    Using the 5W2H method
    b.    Tools to use
    c.    Determining if the problem is related to measurement (MSA) or process 
    d.    Consequences if this step is skipped
4.    Containment Action 
    a.    Protecting the customer
    b.    Validating the action
    c.    Verify that the containment action works
    d.    Consequences if this step is skipped
5.    Find the Root Cause: Tools and Techniques 
    a.    Tools to use (Ishikawa “Fishbone” Diagram, Brainstorm & Rank)
    b.    The 5 Why’s - Ask why five times
    c.    Is/Is Not Tool
    d.    Consequences if this step is skipped
6.    Corrective Action 
    a.    Action, responsibility, due date
    b.    Verify that the corrective action effectively addresses the cause(s)
    c.    Improve the quality system by looking at all aspects of the quality system 
    d.    Consequences if this step is skipped
7.    Evaluate effectiveness & Corrective Action Impact 
    a.    Monitor/Evaluate long-term effectiveness
    b.    1st Piece verification + Last-off comparison
    c.    Process audits
    d.    Application of actions taken to similar products or processes
    e.    Consequences if this step is skipped
8.    Preventive Action 
    a.    What is preventive action (vs. corrective action)?
    b.    Preventive action tools & techniques
    c.    Use of C&E Matrix to prioritize by highest risk
    d.    Deep dive into FMEA
9.    Management Review 
    a.    How to structure a follow up meeting
    b.    Reporting the status of Corrective & Preventive Action
    c.    What should management review?
    d.    Consequences if this step is skipped
10. Improving the Problem Solving Process
    a.    Using PDCA to improve the Team-based problem solving process
    b.    TGR/TGW Analysis
    c.    Evaluating the tools & techniques used
    d.    Reporting results to top management
    e.    Evaluating management commitment
    f.     Updates to procedures
    g.    Identification of new training & competency needs
    h.    Other resources needed for continual improvement