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PAPER INDUSTRY TRAINING DELIVERED DIRECTLY TO YOUR SITE!

September September: see month.  8, 2004

Six Sigma Not to be confused with Sigma 6.
Six Sigma is a set of practices originally developed by Motorola to systematically improve processes by eliminating defects.[1] A defect is defined as nonconformity of a product or service to its specifications.
: Overview

This session will provide an overview of the Six Sigma Methodology. The benefits that GE has experienced with Six Sigma will be reviewed, and the framework GE deployed to embrace Six Sigma will be shared. Experiences from other corporations will be quickly reviewed, and the benefits those companies have enjoyed will also be detailed. Basic concepts underpinning un·der·pin·ning  
n.
1. Material or masonry used to support a structure, such as a wall.

2. A support or foundation. Often used in the plural.

3. Informal The human legs. Often used in the plural.
 the Define-Measure-Analyze-Improve-Control framework will be explained, and the benefit of eliminating the "hidden office/factory" will be explained.

Presenters: David Komoroske, GE Energy; Rick Schleusener, Six Sigma Academy

September 22, 2004

Six Sigma: Customer Focus

Six Sigma starts with the customer. This session will include an exercise to demonstrate the need to consider customer expectations, and describe methods used to collect customer information. The GE ACFC ACFC American Coalition for Fathers and Children
ACFC Address and Control Field Compression
ACFC American Cash Flow Corporation
ACFC At the Customer for the Customer
ACFC Association of Canadian Film Craftspeople
ACFC Association of Canadian Financial Corporations
 (At the Customer, For the Customer) approach to finding and executing Six Sigma projects will be discussed.

Presenters: David Komoroske, GE Energy; Rick Schleusener, Six Sigma Academy

October October: see month.  6, 2004

Six Sigma: DMAIC DMAIC Define, Measure, Analyze, Improve, Control
DMAIC Design, Measure, Analyze, Improve, Control (5 stages of Six Sigma Quality Improvement and Assurance) 
 

Many projects have surprising solutions, and using the Define-Measure-Analyze-Improve-Control methodology helps uncover those solutions. DMAIC will be explained in detail, and several case studies presented to demonstrate the use of the DMAIC tools.

Presenter: Rick Schleusener, Six Sigma Academy

October 20, 2004

Six Sigma: Finding Projects

Six Sigma projects need to be tied to high-level goals and objectives of the organization. Brainstorming potential projects may create a portfolio of projects that falls short of improvements to truly "move the needle needle, implement of metal or other material used to carry the thread in sewing and in various forms of needlework and manufacturing. The earliest needles were merely awls or punches. " on key goals.

This session will review a process to identify areas where Six Sigma projects can really support what the organization is attempting to deliver. Not all projects are Six Sigma projects, so a set of filters is described to determine which of the opportunities identified require Six Sigma resources.

Presenter: Rick Schleusener, Six Sigma Academy

November November: see month.  3, 2004

Six Sigma: Deployment

The DMAIC toolset will give insights that cannot be discovered other-wise. However, the published benefits of deploying Six Sigma come from utilization of the DMAIC methodology and from the focus an organization brings to the deployment. This session will review the roles and responsibilities required to maximize the impact of the Six Sigma Projects.

Presenter: Rick Schleusener, Six Sigma Academy

November 17, 2004

Six Sigma: Recap

This session will use projects identified by participants in the work-shop as case studies. The leaders of the workshop will use those case studies to illustrate issues to consider when selecting and executing Six Sigma Projects.

Presenters: David Komoroske, GE Energy; Rick Schleusener, Six Sigma Academy

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COPYRIGHT 2004 Paper Industry Management Association
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 2004, Gale Group. All rights reserved. Gale Group is a Thomson Corporation Company.

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Publication:Solutions - for People, Processes and Paper
Date:Aug 1, 2004
Words:435
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