Six Sigma / Lean


	What distinguishes our program from any other? First, it is a Six Sigma/Lean Black Belt certification program. But foremost, we have incorporated a significant addition that provides a viable approach for problem solving in any for-profit organization in either manufacturing or service organizations, large or small. Six Sigma and lean principles and all the processes and tools are introduced and emphasized throughout our program. But , as a consultant and teacher for over 30 years and in my work with more than 300 companies, I have learned of a serious flaw that inhibits our true potential for maximizing profit and inhibits our becoming "change agents." These programs all carry the same theme: continuing improvement and providing a defect-free product or service–when the customer wants it and at a fair price. The practical part of "how to implement" change and overcome people's resistance to change is critical! So how do we encourage participation from design through internal customers to the ultimate customer? This is the emphasis of our program. The real advancement of these two philosophies and meshing them into one is another critical ingredient to make a firm truly successful. That important ingredient is presently call the Thinking Process (TP) or the Theory of Constraints (TOC) which, among its many contributions, provides the financial, accounting, and productivity measuring needed for a successful integration of the Six Sigma and Lean programs. I've personally noticed more of an interest in TP in other leading Six Sigma programs I've been associated with, but not at the knowledge level giving the philosophy its due. Teaching TOC and TP at the college and university level for over 10 years and serving as a practitioner for over 15 years has convinced me of their relevancy, both in theory and practice. Our program is taught by experts with years of real-world experience, practicing our skill set all over the world. The Theory of Constraints gained popularity when Dr. Eliyahu Goldratt described it in his book, The Goal. However, the easily understood and logical emphasis on looking for the constraint was so obvious that most readers assumed "that was all there is to TOC." Though applying constraint management contributes immensely to the success and profitability of many organization, there is much more to gain through the maturing of the theory. I remember Dr. Goldratt telling me back in 1997 the goal only represents about 5 percent of where we have matured the Thinking Process (TP). TOC or TP also provides a financial measuring initiative that gives many projects and improvement processes a solid foundation for improvement– to a level of making never-before-realized contributions to a firm's bottom line. Dr. Goldratt suggests the potential improvement, turning a company's present revenues into gross profits, is possible in as few as four years. We concur! What's included? Click here.

What distinguishes our program from any other?

First, it is a Six Sigma/Lean Black Belt certification program. But foremost, we have incorporated a
significant addition that provides a viable approach for problem solving in any for-profit organization
in either manufacturing or service organizations, large or small. Six Sigma and lean principles and
all the processes and tools are introduced and emphasized throughout our program. But , as a
consultant and teacher for over 30 years and in my work with more than 300 companies, I have
learned of a serious flaw that inhibits our true potential for maximizing profit and inhibits our
becoming "change agents."

These programs all carry the same theme: continuing improvement and providing a defect-free
product or service–when the customer wants it and at a fair price. The practical part of "how to
implement" change and overcome people's resistance to change is critical! So how do we
encourage participation from design through internal customers to the ultimate customer?
This is the emphasis of our program.

The real advancement of these two philosophies and meshing them into one is another critical
ingredient to make a firm truly successful. That important ingredient is presently call the Thinking
Process (TP) or the Theory of Constraints (TOC) which, among its many contributions, provides the
financial, accounting, and productivity measuring needed for a successful integration of the Six
Sigma and Lean programs.

I've personally noticed more of an interest in TP in other leading Six Sigma programs I've been
associated with, but not at the knowledge level giving the philosophy its due. Teaching TOC and
TP at the college and university level for over 10 years and serving as a practitioner for over 15
years has convinced me of their relevancy, both in theory and practice. Our program is taught
by experts with years of real-world experience, practicing our skill set all over the world.

The Theory of Constraints gained popularity when Dr. Eliyahu Goldratt described it in his book,
The Goal. However, the easily understood and logical emphasis on looking for the constraint
was so obvious that most readers assumed "that was all there is to TOC." Though applying
constraint management contributes immensely to the success and profitability of many
organization, there is much more to gain through the maturing of the theory.

I remember Dr. Goldratt telling me back in 1997 the goal only represents about 5 percent of
where we have matured the Thinking Process (TP). TOC or TP also provides a financial measuring
initiative that gives many projects and improvement processes a solid foundation for improvement–
to a level of making never-before-realized contributions to a firm's bottom line. Dr. Goldratt suggests
the potential improvement, turning a company's present revenues into gross profits, is possible in
as few as four years. We concur!

What's included? Click here.