Kevin Wilson

The Pareto principle is also referred to as the 80/20 rule. It asserts that in any given scenario, 80% of the outcomes are the result of 20% of the causes. The principal was named after Vilfredo Pareto, an Italian professional economist who observed that 20% of the population was responsible for 80% of the nation's income. The Pareto principle has been used in a variety of industries, including manufacturing, hospitality, health, software development, and marketing, to demonstrate that small things can have a large impact. This has enabled organisations to refocus their efforts on activities that are truly important to their customers and bottom line. How to Apply the Pareto Principle (80/20 Rule) Let's look at some real-world examples of how the Pareto principle can be applied. As an example, suppose a marketing team discovers that 20% of the things they post on Facebook account for 80% of their engagement. This is useful information for the team because it allows them to analyse the top performers and extract insights. Based on these findings, the marketing team can tailor future posts to match the tone, style, format, and other common characteristics of the top 20% of posts. For the remaining 80%, the team can edit and repurpose these posts to match the characteristics of the 20% that received the most engagement. The Pareto principle can be seen in app development as well. A project manager can see that 20% of app development processes account for 80% of the app's features. The manager can then investigate these processes to determine why they work so well and develop guidelines and SOPs. These can be used to expedite future software development projects. In the preceding example, it is possible that the remaining 80% of app development processes are making app development unnecessarily complex. As a result, they must be streamlined or eliminated. It's also possible that these processes have issues that need to be identified and resolved. DMAIC is a good Six Sigma methodology that the manager can use to help with this. In the manufacturing industry, an organisation may discover that 20% of its products account for 80% of its revenue. This can provide them with a clear indication of which products to concentrate on. As a result, they can direct more resources toward the 20 percent – rather than the 80 percent – in order to increase revenue. The Pareto Principle's Limitations The key to applying the Pareto principle is to avoid applying it in situations where it is inappropriate. It is merely an observation, not a rule. Just because you noticed it in the majority of places doesn't mean it will be seen everywhere. In some cases, 75 percent of the causes may produce 25 percent of the results. However, the logic remains: concentrate on what is important. Conclusion The Pareto principle assists organisations in making better decisions. It causes a shift in focus, allowing management to zero in on what works to improve results. While it does not apply in every situation because it is not a law, when it does, resources can be allocated in a smart way to improve the customer experience and earn the organisation more revenue.

Problems arise in the business world. And it's comforting to know that many of them are avoidable with the right tools. This is where process behaviour charts come into play. They are used in a wide range of industries, particularly manufacturing, to determine whether a process is stable and under control. Using a data-driven approach, these charts visually monitor the performance of a process. When used correctly, they can provide you with the ability to prevent problems from occurring in real time. In the case of manufacturing, this means that a company can avoid issues such as costly downtime. As a result, process behaviour charts are an invaluable tool in this regard. Aside from that, process behaviour charts can do a lot more. Here are some of the additional advantages of implementing them in your organisation. They alert you when there is a problem with a process. It can be difficult to tell when a process is in trouble and needs to be modified. You can tell when it's time to make improvements by looking at a control chart. As a result, these charts act as an early warning system, alerting you when a process is about to go awry. As we all know, producing a subpar product can be costly in a variety of ways in the manufacturing industry. For example, if your product is of poor quality, you risk disappointing customers, who may abandon ship and seek out the competition. Using a process behaviour chart, the problem can be identified in its early stages and corrected before it becomes a serious problem. They keep the process from being tampered with unnecessarily. Most of the time, a process behaves as it should, so no changes are required. Tinkering with it would be considered unnecessary tampering, which could cause it to malfunction. Tampering with it may unintentionally expose it to factors that increase special cause variation, which is not the type of variation you want. A control chart allows you to make informed decisions about the process, such as when to avoid messing with what works. When a process is working properly, the variation along the centre line will be random. This is a good time to instruct operators to do nothing and let the system do its thing until the chart indicates otherwise. They assist you in determining whether your efforts to improve are effective. Assume you have a process that is unstable and uncontrollable. You can make changes to it, but how will you know if your efforts were fruitful? Of course, by looking at a control chart. The chart can also notify you if your changes are having the opposite effect, i.e., making the process worse rather than better. Process behaviour charts can give you the ability to predict the future output of a process in addition to assessing the impact of your amendments. When a process is stable and under control, it can be predictable. This type of information can help you make educated decisions. When it comes to process improvement, they take out the guesswork. Some people are born with the ability to repair processes. This enables them to pinpoint precisely what is wrong and how to correct it. These people operate instinctively, and looking at a process behaviour chart would simply confirm what their gut instinct has already told them. However, not everyone has this innate ability, and they can use a control chart to level the playing field. If they rely on their gut instinct in this scenario, they will be doing a lot of guesswork and will most likely fall victim to myths about process performance. There are numerous tools available for determining what is wrong with a process. Ensuring that all processes, particularly those in the manufacturing industry, run smoothly is critical to achieving customer satisfaction and gaining a competitive advantage. This is essentially what process behaviour charts are for, which leads to the benefits mentioned above. Read this article on 6sigma.com- https://6sigma.com/benefits-of-using-process-behavior-charts/  

You will almost certainly be required to solve problems using a unique skill set and methodology as part of a current project or task. When things get tough, you might want to demonstrate to your boss the complex challenge that your job may present. Effective problem-solving skills shine in this environment, making it one of the most sought-after skills among employers. A problem statement, in general, outlines the current situation's negative aspects and explains why they are important. It's a communication tool that can help you get more customers and gain support from other companies. What is a Problem Statement? According to Wikipedia, a Problem Statement is a concise description of issues that problem-solving teams must address and should be presented to them (or created) before they attempt to solve the problem. In simple terms, it is a thought process that occurs prior to performing a task in order to avoid any errors during the solution process. A good problem statement should answer questions such as: What is the problem? Who has the problem? Where does the problem occur? When does the problem occur? What does the problem impact? “[A user] needs [need] in order to accomplish [goal].”  With this basic formula, you can add information and arguments in favor of solving your problem. Peter Peterka, a Six Sigma Master Black Belt, emphasizes the importance of facts and research within your problem statement. He focuses on, “Your problem statement can be very clear and simple, starting out as one or two sentences, but will be backed with data, research, and insights into the problem.” What should a good problem statement look like? A good problem statement should be: Concise – The simpler your problem statement, the clearer the outcome. A reader of the project statement should be able to say, “YES, I UNDERSTAND IT!” on the first read. Specific – The problem statement should be precise, to the point, and should convey directly to the reader. Measurable – Problems should be regulated with frequencies or degrees. Using such which render easy clarifications of defining goals of the problem statement. Impacted Audience – The problem statement should identify the affected population. How to develop an effective Problem Statement? Each team creates its own processes for developing effective problem statements. The procedure is extremely adaptable. You can arrange it according to your preferences and business methodology. But one methodology stands out above the rest: The 5 Whys. What are the 5 whys? The 5 Whys is one of the most effective Root Cause Analysis techniques (learn more about RCA in our previous blog). Every team that encounters roadblocks in their task can use the 5 Whys approach to identify the root cause of any issue and protect the process from recurring errors and failures. How to Complete a Five Whys Root Cause Analysis? Begin with a specific problem. Find the issue you are facing. This will resolve your team to pinpoint the common root cause problem. Ask why the problem happened and write the solution down to the specific problem you listed. Keep asking WHY? to each of the succeeding problems and to its answers until you reach the root cause of the problem. Make sure the team manages to resolve all the Whys? To the problems and their solutions. This may take some time due to the detailed filtration of the entire flow. The Five Whys Tools The simplest way to carry out the 5 Whys is to simply write them down on a piece of paper. However, for a larger project, you may need more than a piece of paper. The Fishbone or Ishikawa diagrams can be useful in the early stages of problem identification. In one of our many Six Sigma-related blogs, you can learn more about the Ishikawa diagram. Collect all of the root-cause relationships and determine which had the greatest impact on the original problem. Closing Thought After going over the problem statement and its approaches in detail, you should have a concise and well-balanced Problem Statement ready for your next brainstorming session. It is a straightforward procedure with no assumptions. The process is a smorgasbord of possibilities for tracing problems to their root causes. It lays the groundwork for the team to start working on solutions that truly fit. Read article on 6sigma.us: https://www.6sigma.us/problem-statement/effective-problem-solving-with-a-problem-statement/

Six Sigma is an effective methodology for assisting organisations in improving processes through the use of a data-driven approach. When a company launches a product, it employs a number of processes to ensure its success. This is where Six Sigma comes in to help the project management team improve the efficiency of their processes. As a result, they will be able to finish the project on time and on budget. Any organisation that consistently completes its projects maintains its competitiveness. Customers are also more satisfied, which not only ensures the company's survival but also leads to a higher bottom line. All of this demonstrates that Six Sigma is a valuable resource for project managers. The Right Time to Use Six Sigma in a Project During the course of a project, management can identify opportunities to apply Six Sigma and achieve better results. Here are a few scenarios that highlight the importance of Six Sigma in project management: Waste Elimination Any step that does not add value to a process is considered waste. Organizations can streamline processes by eliminating waste, making them easier to complete and less prone to error. A process map is a tool used for this in Six Sigma. This is a diagram that depicts all of the steps in a process. It assists the team in identifying steps that add unneeded complexity. Find the Root Cause of a Problem Six Sigma is an effective problem-solving tool due to root cause analysis (RCA). Once the team has identified the root cause, they can work to permanently eliminate it. The Pareto Chart, 5 Whys, Fishbone Diagram, and Failure Modes and Effects Analysis are all RCA tools used by Six Sigma (FMEA). Reducing Defects and Variation A defect is an imperfection, and a variation is a result that the customer did not expect, and both are the result of a process failure. DMAIC is a well-known method for reducing both (Define, Measure, Analyze, Improve, Control). DMAIC is a five-phase approach used by the team to solve a problem that is causing defects and variation. DMAIC is a data-driven approach that is heavily influenced by the scientific method. When the phases of the methodology are properly implemented, it has been shown to result in: • Informed decision-making: This is because the team is guided by insights gained through data analysis. They don’t rely on gut intuition or guesses. • Better communication and collaboration: All team members are professionals united to solve a problem through a well-defined, data-driven, and structured approach. • Increased customer satisfaction: Products and services have significantly fewer defects and variations. This translates to a better customer experience, which increases customer satisfaction levels. • Reduced costs: Processes that are running efficiently use fewer resources. This means that project managers can cut costs and maximize profits. • Increased productivity: Thanks to RCA, once a problem is fixed, it will never surface again. This means the project team won’t waste time trying to handle the same problems. That way, their sole focus will be on moving the project along. Conclusion Six Sigma is primarily used as a project management tool. When overseeing a project, project managers can use it to maximise return on investment. If a company wants to improve its profits, growth, or competitiveness, it should consider adding Six Sigma to its project management arsenal. Source: https://www.6sigma.us/project-management/97571/

Several quality management systems/programs, such as ISO 9000, TQM, Six Sigma, Re-Engineering, Lean, and others, have been introduced since the 1980s. The majority of the iterations mentioned above have been widely recognized and adopted by industries all over the world. Every company anticipates high-quality outcomes from the implementation of these programs. However, the "good" will only be received if the people who work in its premises are fully aware of its functionality and how it transforms the business. To assist you, we will discuss the definitions of quality, its evolution, and the practices of quality imperatives. What is QUALITY? As per the textbook term — Quality — means the standard of something as measured against other things of a similar kind; the degree of excellence of something. But in business terms, it takes different forms. In business, quality is: • Conforming to standards and specifications. • Meeting zero defects. • Meets customer expectations and needs • Assessed by customers • Determined by deviations • Customer satisfaction Total Quality Management (TQM) Total Quality Management (TQM) is a management approach that describes the culture of an organization that strives to provide customer satisfaction with their preferred products and services. This "culture" necessitates quality in all aspects of the organization's operations, with processes completed correctly the first time and defects and wastes eliminated entirely. It is a management philosophy that attempts to blend organizational functions in order to meet both customer needs and organizational objectives. TQM views an organization to be a set of processes. It maintains that organizations strive to continuously improve processes by incorporating workers' knowledge and experiences. TQM’s main motto is “Do the right thing, right the first time, every time.” History of Total Quality Management TQM began initially as a term coined by Naval Air Systems Command to describe Japanese styled management processes to quality improvement. It’s a form of umbrella methodology to continually improve process’s quality by taking elements of: • The behavioral sciences • The analysis of quantitative and non-quantitative data • Economics theories • Process analysis 1920s • Quality Management first saw its establishment and usage as the principles of scientific management in the U.S. Industry. • Businesses separated the planning and execution processes, resulting in union opposition as workers were denied a say in the conditions and functions of their work. • In the late 1920s, the Hawthorne experiments demonstrated how participation affects worker productivity. 1930s • Walter Shewhart developed the methods for statistical analysis and control of quality. 1950s • W. Edwards Deming taught statistical analysis methods and quality control plans to Japanese engineers and executives. • Joseph M. Juran taught the concepts of controlling quality and managerial breakthrough. • Armand V. Feigenbaum’s book Total Quality Control was published. • Philip B. Crosby’s promotion of zero defects paved the way for quality improvement in many companies. 1960s • The Japanese named their approach to total quality “company-wide quality control”. • Kaoru Ishikawa’s synthesis of the philosophy contributed to Japan’s authority as a quality leader. 2000s till present • TQM is the name for the philosophy of a broad and systemic approach to managing organizational quality. • TQM is defined by quality standards such as the ISO 9000 series and quality award programmes such as the Deming Prize and the Malcolm Baldrige National Quality Award. 6 Cs of TQM 1) Commitment 2) Culture 3) Continuous improvement 4) Co-operation 5) Customer focus 6) Control For Detailed Overview visit: Total quality management a modern path to business excellence- 6sigma.us Implementing TQM The first step to implement TQM is to assess the organization’s current performance and reality. The history of the organisation, current needs, precipitating factors leading to TQM, existing employee quality, Work-Life structure, and similar elements should be charted out and data gathered to perform analysis on it. If an organization's current reality lacks preconditions, TQM implementation should be postponed until the organisation is in a position where TQM is likely to succeed. However, a certain amount of pressure is probably necessary to kickstart TQM. After all, if the vision is in your gut, you have no choice but to approach it. A successful TQM implementation requires: • A committed leadership • Customer-based approach • Process Management • Good Communication • Knowledge Management • Empowerment • Staff Involvement • Organizational Culture The Key Players — Customer, Suppliers, and Employees To achieve success with TQM, managers must understand the quality goals of their organization. They must communicate goals, understand the employees, have knowledge of the product/services, and create processes that dive deep into creating a value chain. TQM’s philosophy is comprehensive, thus making suppliers a crucial part of its execution. Organizations must appraise new suppliers and carry out regular audits to guarantee the stock meets market standards. Lastly, customers hold the major responsibility for a successful TQM implementation. After all, they are the reason TQM is in existence. For Detailed Overview visit: Total quality management a modern path to business excellence- 6sigma.us

In the world of Six Sigma, the Yellow Belt certification was recently introduced. As you might expect, it is not as well-known as the Green Belt or Black Belt certifications. However, its value cannot be understated. It provides aspiring Six Sigma specialists with functional and foundational knowledge. This allows them to enter the exciting world of process improvement methodology with basic methodology competencies. What is a Six Sigma Yellow Belt? A Yellow Belt is a professional who understands the fundamental concepts of the Six Sigma methodology. They can lead small-scale Six Sigma projects or work as part of a team on large-scale and complex projects. They will be led by either a Green Belt or a Black Belt for the latter. A Yellow Belt understands the DMAIC (Define, Measure, Analyze, Improve, Control) methodology at a basic level. Yellow Belts will learn about the benefits of using Six Sigma tools and techniques for the benefit of their organization during their training. For example: When you learned about the Control phase, you were introduced to tools such as control charts, individuals, and moving range charts. These ensure sustainable gains during process improvement. Learning about the Measure phase will provide you with a solid understanding of its various tools. Process maps, histograms, and capability analysis are examples of these. These types of tools can supercharge an organization's process improvement efforts.  Benefits of Becoming a Yellow Belt When you put in the time to become a certified Yellow Belt, you will gain the following benefits. Fast Track into the World of Six Sigma It takes an average of 2-7 weeks to become a Six Sigma Green Belt. These days, with the fast-paced nature of both professional and personal lives, this is a significant amount of time. Becoming a Yellow Belt, however, does not need one to make such a heavy time commitment. Yellow Belt training can be completed over 2-3 days, which is not a lot.  This allows you to quickly start contributing to your organization’s efforts to get rid of variation in its processes. Variation is anything the customer doesn’t expect. This is a small sacrifice considering the skills and knowledge that will be obtained in the end. Furthermore, you will be primed to take Six Sigma concepts further with a Green Belt or Black Belt certification.  Career Advancement A Yellow Belt certificate provides you with more opportunities to advance within your organisation as an individual. And if you put in the effort to expand your skill set, you will become more valuable to the organisation. This allows you to advance to higher-paying positions and salary levels. Any Six Sigma-related certifications, in particular, demonstrate a strong commitment to improving your organisation through the use of proven analytical tools. Your company will undoubtedly notice. Get Yellow Belt  Six Sigma certified Makes Your a Standout Candidate A Yellow Belts certification also makes you more valuable in the job market. Your resume will be able to stand out compared to others because of your Six Sigma qualification. After all, it shows that you are ready to take a structured approach to solve problems by getting rid of root causes. This is especially true for situations where a regular candidate will throw in the towel. Improved Six Sigma Project Success As a Yellow Belt, you will play an important role in Six Sigma projects. While Green and Black Belts are vital, Yellow Belts are the ones who get things done. Their role is to provide support to the higher Belts. As such, they must not be overlooked, as process improvement efforts can stall if a couple of them are missing from the team. Conclusion Even though the Yellow Belt certification isn’t held in high regard as the Green Belt and Black Belt certifications, getting one is still beneficial. This is especially true if one wants to quickly get Six Sigma certified so they can advance both their career and organization. Perhaps you’ll seriously consider getting one now that you know what a Yellow Belt is and its benefits. *Article was originally published at Why You Should Get Yellow Belt Training