Asian Quality

Lean Six Sigma in the AmLaw 100

Sam — Wed, 08 Sep 2010 14:53:44 +0000

Seyfarth Shaw is not your typical 739-lawyer firm. For one thing, in the midst of an economic downturn, and in the face of what the Association of Corporate Counsel terms a “slow-motion riot” by corporate clients everywhere, Seyfarth reported gains in gross revenues (+ 5.5%), net profits(+3.5%), and profits-per-partner (+5.5%) last year. (Check back here though for follow-up on the firm’s all-associate conference call today)In an AmLaw Daily interview several months ago, Seyfarth’s chairman, Steve Poor, attributed the firm’s performance to its clear-eyed recognition of fundamental flaws in the large-firm economic model and the anticipation of what might happen to that model should the rising revenue waters recede. Poor stated, “Everyone loves rate-insensitive work,” he says. “But we realized several years ago: That model is fundamentally flawed. We realized a day like [the downturn] would come.” Armed with that realization, the firm redoubled its efforts to provide more cost-effective services. At last week’s “Controlling Legal Costs” conference at Manhattan’s Harvard Club, Seyfarth stole the show with a stunning presentation by Boston-based partner Lisa Damon about the depths of its dedication to process improvement and cost-cutting through Lean Six Sigma methodologies.Six Sigma process management, for those of you who haven’t encountered it, is a management philosophy that rigorously defines and measures and refines a business’s core processes and maps them back reiteratively to that business’s conceptualization of “success.” As Damon put it, this type of thinking has traditionally been “anathema” to lawyers. Lawyers have not been interested in process-based efficiencies, she noted, because we have made so much money from inefficiency. The more inefficient a process is; the longer it takes. The longer it takes; the more hours we bill the clients. The more hours we bill the client; the more money we make…up to the point when the client fires us.Probably true…but Seyfarth is through the looking glass now. As part of their Lean Six Sigma implementation, their internal Green Belt teams precisely map out each discrete step in their standard processes (say, for example, filing a single-plaintiff employment lawsuit in New York) and then rigorously work to eliminate any unnecessary steps while smoothing the necessary ones. Then they constantly re-examine and refine those process maps.How is this working for the firm? Damon reports unprecedented cost savings and sharp increases in customer satisfaction. And the firm’s overall numbers show how economic robustness and resilence can grow from a focus on efficiency.Now…if they added a little document automation platform into the mix, I wonder how much further they could go?

Six Sigma Implementation Tips for Success

Sam — Sat, 04 Sep 2010 11:19:21 +0000

Six Sigma brings operational improvement to organizations where it is implemented. However, once the project is completed, it is necessary to sustain the advancements by continually monitoring and undertaking improvement initiatives. This helps companies to stay competitive as they fine tune their processes in these tough business times. Even though appropriate steps are taken, expected results are not always achieved in terms of employee morale and customer satisfaction. This brings to light that certain issues need to be addressed in order for success to be maintained.The support structure for Six Sigma deployment has to be extremely strong. It is necessary to study the difference in the current state of the business, and the desired state. This helps in understanding the processes that need to be changed, as well as those that need to be improved. If the Black Belts are good but the Champion is not, then the program may fail. A consultant may be of great help in such situations, as they have knowledge of similar situations faced during other project executions. A common problem of change initiatives is that improvement steps are undertaken with an aim to complete them within a particular timeframe. The fact is that the activities that need to be completed carefully and correctly may be missed. This creates an illusion of a speedy job, but without achieving the desired results. Chart a plan, sticking to it and building up momentum over time will help ensure that growth is even. If the Six Sigma process is to be successful in a real sense, the goal should be to achieve an objective which is shared by all team members. Change doesn’t happen overnight, and a team must be able to communicate well in order to get the support of all involved. As well, if the old procedures and controls which restricted progress in the former system aren’t eliminated, then the new techniques and tools will prove to be ineffective. These are issues which need to be addressed in the beginning of the project. By doing this, morale will be boosted and momentum will be achieved to help overcome hurdles in the path of success.Successful management of large projects should allow for their division into smaller projects. This will allow team members to achieve short term goals, thus boosting their morale and confidence. Higher morale will lead to a greater chance for success and profits. Any initiative must be required to produce some measurable economic benefit, and care must be taken to assure that all processes are correlated to ultimate bottom line success.Having lots of managers is not the answer to minimizing risk and bringing about changes in a more efficient fashion. In order to bring change about successfully, each project needs leaders who have the ability to transform cultures, as well as stimulate breakthroughs. These issues have to be understood and addressed carefully by top management, so that the expected results of change deployment are achieved to the benefit of the organization.If you are thinking about enhancing your employable skills, the Six Sigma Black Belt training is the most respected field training certification available. The top ranked online 6 Sigma training organization can be found at www.SixSigmaOnline.org. They can provide simple answers to your tough questions.

Manufacturing Journalist Tr Cutler Profiles Demand Driven Supply Chain in World Trade Magazine

Sam — Sat, 04 Sep 2010 06:24:16 +0000

In the December issue of World Trade magazine, leading manufacturing journalist, Thomas R. Cutler, described the current nature of “Dynamic Warehousing” including the role of the Demand Driven Supply Chain.

Taiwan stainless steel coils and sheets manufacturer – Yuen Chang Stainless Steel Co., Ltd.

Sam — Fri, 03 Sep 2010 12:19:07 +0000

Founded in 1987, Yuen-Chang Stainless Steel Co., Ltd. specializes in stainless steel processing and manufacture. It upholds the business conception of best quality and goodwill. It strives for excellent quality and services to meet customers’ most demanding needs. The company consists of two entities including the Cutting Plant in Kaohsiung and the Cold Rolling Mill Plant in Ningbo. The company is reputed as an excellent service and quality product supplier in the industry. The professional production team under Technical Department adopts state-of-the-art technology and observes stringent quality control to meet customer needs. The latest comprehensive production facilities are used throughout the production process form incoming material, cutting, slitting, sand slinging, packaging, warehousing to delivery. The company abides by qualitative management and process management standards and has passed ISO9001, SGS-ROHS (Restriction of Hazardous Substances) Directive (2002/95/EC) certification. The company upholds the business conception of honesty and high quality, adopts the latest equipments and testing instruments, engages in automated production, maximizes production output, expands the product line, and provides customers with more versatile and quality services.

Lean Versus Six Sigma: What’s the Controversy? What the Difference?

Sam — Thu, 02 Sep 2010 05:28:14 +0000

Many professionals ask “What is Lean?”, some ask “What is Six Sigma?”, and of course still others ask “What is Lean Six Sigma?” As it turns out, these approaches address similar problem sets but attack them differently. Here is a look at what they are, the difference, the similarities, and the synergies.

ripped fitness champion – super-lean handsome guy

Sam — Tue, 31 Aug 2010 08:55:59 +0000

super-lean fitness champion competes in top condition. this is patrick heisel, with one of the most perfect bodies you’ll ever see. His sport is fitness, as opposed to bodybuilding. The muscles don’t have to be massive, just lean, rock hard, and in proportion. It also helps that Patrick didn’t exactly fall out of the ugly tree. Fitness is a popular sport in europe, espcially germany – where they like muscle quality over size. If you know of any other great male fitness postings, please put details in comments or replies – cos we love this stuff here on storyofshirtless. Fit!

The Six Sigma Solution with George Eckes (Part I)

Sam — Tue, 31 Aug 2010 04:26:12 +0000

No one has a better understanding of Six Sigma than George Eckes (consultant and Villanova University Six Sigma faculty member), whose consulting firm helped General Electric save millions of dollars by implementing the powerful methodology. Learn how you, too, can minimize errors and operate more efficiently through adoption of Six Sigma techniques. This is Part 1 of a two part series. Villanova University is the worldwide leader in online Six Sigma and Lean education. Combining the valuable techniques of Six Sigma into one comprehensive program, the Master Certificate in Six Sigma can help organizations produce extraordinary results. Through courses in Six Sigma Green Belt, Lean Six Sigma and Six Sigma Black Belt, managers and professionals learn to improve processes that deliver results.

Training programs on Quality Management; How to improve quality management throughtout an organization?

Sam — Fri, 27 Aug 2010 18:40:24 +0000

I have been given the task to develop & implement a training course on improving overall quality mangement. The HR department has stated that the trainig course would be taught (by a team of HR employees, myself and approx. 4 other employees) to all managers, supervisors and staff. They would like to see an overall increase of quality mangement through out the organization.

problems associated with the implementation Continuous Quality Improvement in an organization?

Sam — Thu, 26 Aug 2010 17:10:53 +0000

This should include cost, time, staff attitude

quality management six sigma

Sam — Thu, 26 Aug 2010 11:18:05 +0000

six sigma motorola