A case study in the May 2013 Six Sigma Forum Magazine shows how a global gases and engineering organization applied lean and Sigma at its facilities, increasing productivity by up to 48% and decreasing production costs by as much as 35%, depending on the site.
The cover story of February's Quality Progress details how lean Six Sigma techniques strengthened the workings of a cancer center’s chemotherapy mixing room and improved internal service and production. Read "The Right Blend" and listen to an interview with the author.
James Cancer Hospital on the Ohio State University campus used the define, measure, analyze, improve, and control approach to improve patient treatment and satisfaction in its pursuit of zero defects, or perfect care, for its patients.
In a podcast for Six Sigma Forum members, Joe Basala introduces Design for Six Sigma (DFSS), explaining how it differs from the design, measure, analyze, improve, control (DMAIC) approach and identifying DFSS tools.
Not a member? Find open-access resources, including Six Sigma tools and templates, in the Forum's library.
November's Six Sigma Forum Magazine features three articles based on top-rated presentations at the 2012 ASQ Lean and Six Sigma Conference.
The issue's open-access article, "Seeing Is Believing" (PDF), shows how a U.S. city applied process mapping through kaizen to drive breakthrough customer satisfaction for its building permitting processes.
A study of 28 organizations shows that effective implementation of Six Sigma led to an average savings of 1.7 percent of revenues over the period of implementation and an average return of more than $2 in direct savings for every dollar invested.
This book has been created to reflect current thinking among Six Sigma leaders regarding what the ASQ Master Black Belt Body of Knowledge should contain. Use it to prepare for the Six Sigma Master Black Belt certification examination or as a Lean Six Sigma reference book.
Read a sample chapter and see the full table of contents (PDF, open access).
When potential root cause analysis through a fishbone diagram alone does not offer obvious direction, try combining the fishbone diagram with a suppliers, inputs, process, outputs, and customers (SIPOC) diagram and a cause and effect matrix to jump-start a lean Six Sigma project.