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ISO 14001:2004 Environmental Management Systems
With more and more organizations requiring ISO 14001:2004 EMS Certification, there is an increasing need for training in Environment Management System (EMS) awareness and implementation. This program will provide an overview of ISO 14001:2004 EMS, giving necessary inputs to participants enabling them to understand the requirements of the International standard and acquire skills to implement EMS in their organizations.

Topics will include:
-What & Why of EMS
-Environmental Issues
-Aspects & Impacts Evaluation
-ISO 14001:2004 Requirements and Interpretation
-EMS Policy, Objectives & Targets
-EMS Implementation
-Benefits of EMS
-Summary & QA
September 29, 2010
Sign in: 8:15 amSessions: 8:30 am to 12:00 pm$69 per participant $49 to Group registration of 3 or more participants Register at http://tinyurl.com/24th4j3

OHSAS 18001:2007 Occupational Health & Safety Management Systems
Occupational Health & Safety of people are of prime importance to society in general, to and industries in particular. The ILO estimates that there are over 250 million work-related accidents which result in time-off occurrences every year. With more and more organizations going for OHSAS 18001:2007 Certification, which are BSI standards, but accepted world-wide, there is need for training in Occupational Health & Safety Management System (OHSMS) awareness and implementation. This program will provide an overview of OHSAS 18001:2007, giving necessary inputs to participants, enabling them to understand the requirements of the International standard and acquire skills to implement OHSMS in their organizations.

Topics will include:
-Introduction to Health & Safety Management System
-Hazards Identification, Risk Assessment (HIRA) & Determining Controls
-Awareness of Legal and Other Requirements
-OHSAS 18001:2007 Requirements and Interpretation
-Health & Safety Policy, Objectives & Targets
-Steps in OHSMS Implementation
-Summary & QA

September 30, 2010
Sign in: 8:15 amSessions: 8:30 am to 12:00 pm$69 per participant $49 to Group registration of 3 or more participants Register at http://tinyurl.com/2394cvh

Process Improvement and Best Practices is not a “Luxury” but “Necessity”

To survive and thrive in today’s economic market, an organizations’ approach to Process Improvement must be viewed as a priority. The process improvement mentality allows a company to look at how they are currently performing in all areas of the operations and collectively focus on eliminating waste – of money, materials, time, and opportunities. No company has the “luxury” anymore of turning a blind eye to what is not working. Quality and rapid product delivery must be at an all time high!

Process Improvement and Best Practices surrounds around several very important concepts; listening to the voice of the customer, identifying the problems associated with a particular process, and then defining the goals for improving the product or service. This analysis will show how Process Improvement and Best Practice’s are linked to high performing organizations, by continuing with those practices that aren’t broken, but improving on those processes that need fixing.

"Every employee has a stake in one or more processes, and the process improvement mentality must be driven from the organization’s top leadership team, and then supported throughout the organization." Says Daymond Cox, Six Sigma Master Black Belt and Founder of ISSSC.

It will take commitment and investment on the front end, but the long term will produce the desired results. “Striving for perfection; and settling for excellence” must be the motto for all organizations today. It’s just not a “Luxury” but a “Necessity" in order to succeed in today's business world.

Adding "Value" in the Value Stream Map

During the dreary winter gray days, we begin to think about spring, warm weather and the summer days ahead. However, for many companies, there stands between you and spring time a very expensive and non-value added ritual called physical inventory. You may be already planning for physical inventory even as you read this article. You know that this ritual consumes a tremendous number of man hours and can often necessitate a complete stoppage of manufacturing and other operations.

First we must ask, given a choice, will your customer pay for your time to do inventory? We assume the answer is no, they will not. So how do we reduce the time and expenses related to the inventory process?

The ultimate answer is to eliminate inventories so that there is nothing to count; the next best answer is to drastically minimize inventories so that there is as little as possible to count. But there exists the possibility of another, better way. With the application of Lean Six Sigma Tools, the inventory process itself can be drastically reduced and sometimes even eliminated.

From the perspective of Lean Six Sigma, wherever there is inventory there is a problem. Inventory is typically used to deal with the problems caused by unreliable suppliers or manufacturing processes, issues with poor quality or excessive scrap and manufacturing capacity shortfalls. By using the tools of Lean Six Sigma and complexity management, each of these problems can be addressed and often, completely eliminated. The resulting processes are then capable of delivering exactly what is needed, when it is needed and in the time frame required by the customer. This kind of process redesign and development renders inventory unnecessary.

Six Sigma Black Belts are highly qualified project professionals that can analyze business processes and make lasting improvements. Perhaps one of the most powerful tools in the arsenal of a Lean Six Sigma Black Belt is the Value Stream Map (VSM). Huge gains in process improvement, complexity reduction, waste elimination, and work simplification are possible as a result of value stream mapping.

1. The first step for a Black Belt in creating a value stream map is to walk the process and observe every step and action that is required to complete the product or service in question.
2. Listening to what is described, the next step is to develop as complete and accurate a picture (diagram) of the existing value stream as possible, including all of the work-arounds, exceptions, and rework steps that have been devised to deal with problems.
3. Then, by taking the time to carefully assess each step in the process, the Black Belt will work with your team to determine how that individual step performs and whether or not it adds value to the product or the service.

• If the step adds value to the customer, the Black Belt will use the tools of Lean Six Sigma to improve it so it contains no waste and so that it functions as close to perfection as possible.
• If a step or activity does not add value, that step will be eliminated entirely.
• If the step or activity is required due to company policy or government regulation, the application of Lean Six Sigma tools will be used to make that step perform as efficiently as possible.

At that point the Black Belt will have developed a picture of the improved value stream (Future State Map) with as many of the wasteful steps and actions eliminated and implement the new process. Dramatically improved processes and performance are the result of this type of analysis and implantation. Throughput time reductions in excess of 80% and total process step reductions of 50% are both very common.

How does all of this work affect your inventories and physical inventory process? With such significant process improvements, large inventories are no longer needed as a buffer between your customers and inefficient processes. Inventories can be reduced significantly (90%+) and sometimes eliminated altogether as companies develop the capability to “make to order” versus “make to inventory”. With so much less inventory to count, the physical inventory takes only a fraction of the time and man power it once took. Now, you can enjoy the evening at home with your family instead of in the shop counting parts or investigating the variances between the physical count and the “book” inventory!

What steps can you take now? Six Sigma experienced professionals are available help your company improve and complete your next physical inventory. For more information contact Gina Kopera with 10 til 2, partner to ISSSC, at CincyStaffing@tentiltwo.com or (513) 403-3197.

Help to get businesses streamlined ... when & how YOU need it

How can you best steer your company through these hard economic times? Is there a way to not only survive but thrive? A way to position your company right now so that you not only make it through this economic climate, but come through on top? Outsourcing non-core functions is a good way to get the things you need for your business just when you need them.

Outsourcing your company’s improvement projects to a Certified Project Professional (CPP) provides you with the expertise you need now to streamline and position your company for the future.

You may be wondering, how does that work? How can a project professional help my business and what kind of results can I expect?

A CPP is certified Lean, and/or Six Sigma Black Belt or Project Manager that is trained in the type of business processes that help make companies like Toyota, GE, and Boeing as successful as they are today.

These individuals can objectively evaluate your business processes, identifying waste and the potential to do more with less. This is done through streamlining processes and removing bottlenecks that can cost time and money. And, as we all know, time is money.

Results from just this kind of project were highlighted in an article by Del Jones for USA today. Six Sigma consultants saved 20 area hospitals in New York millions of dollars using the same Toyota Production Model on which the Six Sigma process is based. Full Article at http://tiny.cc/Hatki

So, on the one hand, a Certified Project Professional is a business consultant. But unlike most consultants who can deftly identify problems, a CPP goes two steps beyond that foundation. Instead of just identifying problems and untapped or unattained potential, a CPP will formulate a plan with you and will execute that plan from start to finish. Making sure that every aspect of the project runs smoothly and delivers the desired results. Basically, using a CPP, such as a Certified Six Sigma Black Belt, on a contract or project basis, is simply outsourcing your businesses improvement to an expert.

Still not so sure about outsourcing and if it’s a fit for your business? A recent blog article by Gina Beckman, Lead Creative for 10 til 2, explores the question “Is Outsourcing the Answer?” and how outsourcing can help small to mid sized companies compete with large companies. Outsourcing allows smaller companies to utilize the non-core professionals they need only when they need them, instead of year round as a part of their permanent staff. It’s a clever and thrifty way to attain the same polished results as your larger competitors, but without their larger budgets. Full article at www.thecompanyofpeople.biz

To find out how you can staff a certified Six Sigma or Project Management professional to help elevate your business to the next level, contact our staffing partner, Gina Kopera, 10 til 2-Cincinnati, at gkopera@tentiltwo.com or call 513.403.3197.

Change Happens When…

Through the course of doing business and networking I have had numerous discussions lately about change; change management, accelerating change, culture change, etc. In fact, at the August Cincinnati Six Sigma User’s Group meeting we talked about “Accelerating Change & Influencing Buy-In”.

Several months ago I was having breakfrast with a good friend and we were talking about change and accoutability as it related to us as individuals. He shared the follloiwing formula with me and I think it also applies to companies and organizations.

Change Happens When D + V + F > R
Where:
D = Dissatisfaction
V = Vision
F = First Steps
R = Resistance to change

Do you typically think about change when you are satisfied? I don’t. I don’t think about food when my stomach is full (except ice cream…). I don’t really think about a drink of water unless I’m thirsty. It’s the sense of dissatisfaction that spurs us to do something. For individuals this could be a desire to lose weight, get into shape, reduce or eliminate debt, etc. For companies this could be a desire to increase shareholder return, increase profits, stimulate innovation, reduce muda (or waste), etc.


Vision refers to individual’s ability to see how circumstances could be better. To visualize how I will feel (and look) after I lose 15 pounds. For companies, this might be visualizing satisfied customers who now recommend your products to their friends. The key to visualization in organizations is clearly communicating the vision to all employees and members.


First steps is action. Do you ever recall a time when you really dreaded doing something that you had to do? I can remember times when I did not want to run. It was cold and rainy and I wanted to stay in the warm bed, but I know my friend would be waiting on me. So I got up and ran anyway. Afterwards I felt great and was glad that I did it. The first mile is always the toughest. There have been other times when I was to present a paper or teach a class. As I began working through the preparation (first steps) I found myself looking forward to the presentation or class.


No one likes change for change sake. In fact, many of us have a very strong resistance to change. Dissatisfaction, vision and first steps together must be greater than our resistance to change. That is, we must be dissatisfied with how things are now, we must be able to visualize the payoff and we have to get started.


Apply this formula and test my friend’s theory. We’d like to hear from you.

Tim DeRosett, CSSMBB
E-mail: tim.derosett@isssc3.com