Podcasts about lean sigma

Ever wonder how to truly get business and IT on the same page, moving beyond strategy documents to real project success? In this latest episode, Anuya Sheorey of Nikola Automotive joins Mustansir Saifuddin to dive into how to lead teams across diverse landscapes, focusing on how to bridge that critical gap between high-level goals and daily execution. Anuya shares firsthand experiences and the framework used to align everyone from the C-suite to the front lines. It's more about the people than the technology. Anuya Sheorey is the Head of Program Strategy & Enterprise Solutions at Nikola where she leads high performing teams to enable rapid scale-up through ongoing delivery of critical capabilities across manufacturing, operations, finance, sales and service. As a strategic technology leader, she is passionate about connecting business strategy with technology execution and has a proven track record in orchestrating enterprise-wide digital transformations in diverse industries such as insurance, transportation, electronics and utilities to drive growth and operational excellence. Connect with Us: LinkedIn: Anuya Sheorey Mustansir Saifuddin Innovative Solution Partners Twitter:  @Mmsaifuddin YouTube or learn more about our sponsor Innovative Solution Partners to schedule a free consultation.    Episode Transcript: [00:00:00] Mustansir Saifuddin: Welcome to Tech Driven Business, brought to you by Innovative Solution Partners. I'm honored to have Anuya Sheorey of Nikola Automotive, join me to discuss how she leads teams across diverse landscapes, focusing on how to bridge that critical gap between high level goals and daily execution. Listen in as Anuya shares a framework she uses to align everyone from the C-Suite to the front lines. [00:00:31] Welcome to Tech Business. How are you? [00:00:34] Anuya Sheorey: I am doing great, Mustansir. Very good to see you. [00:00:37] Mustansir Saifuddin: Thank you. I'm so excited to have you on our show . We'll be focusing on or talking about leading teams and working across business and IT landscapes, and I know that's your sweet spot. That's your area of expertise and how this all relates to a project success. [00:00:56] I would like to discuss your real life examples. It would be good to, to get some insights into that. [00:01:02] Anuya Sheorey: Absolutely glad to be here and talk with you about my experiences. Will be wonderful. Thanks. [00:01:08] Mustansir Saifuddin: Alright, I think one of the things that I always like to, to start with is your experiences. Based on your experience. You've seen a lot it can be very challenging to get business and IT folks on the same page. Right. Especially your C-level strategy team how you align them with the folks who are actually doing the work. [00:01:32] What are some of the ways you have been able to break through those silos and bring those projects to fruition? [00:01:39] Anuya Sheorey: Yeah, so as a company, and when we were smaller, Nikola was smaller. We were very agile and nimble, right? It was very easy for us to just have a strategy in place and make sure that those strategies are executed. As we started down the path of scaling rapidly it was important for us to make sure that we maintain that nimbleness, but at the same time, we wanted to make sure that we were able to bridge that gap between strategy and execution that you just spoke about. [00:02:08] Right? How do we make sure that there is end-to-end ownership and improved line of sight? For the enterprise goals, right? The project was successful, but how do we make sure that it's, moving the needle in terms of what the organization is trying to achieve? You know, do we have buyin from cross-functional teams? [00:02:26] Are they prioritizing the work? All of them working in the same direction and drawing in the same direction, if you will. And so the other thing to that to add is also are we focusing on the outcomes as opposed to individual tasks? Oftentimes, teams get so focused on individual tasks and individual KPIs. [00:02:48] So just to give you a soccer analogy, for example, are we measuring how many times the ball was passed or are we measuring how many goals were made? You know, so all of that has to come together very nicely as well. And so to help with solving some of these challenges, we decided to shift our operating model [00:03:09] from a project to a product centric framework. Now, this is used often in software product companies, right? But how do we use that kind of a framework in a company like Nikola was the challenge that we kind of were working through. And so we created these self-organizing cross-functional teams. That were perpetual, constantly working on business outcomes and continuous improvements. [00:03:34] And so the way we define these product teams were in terms of value streams. Now, some of your listeners may be familiar with this value stream, kind of a framework which is used in manufacturing and Lean Sigma kind of a model. And the way we define value streams for the purpose of our product stream was a sequence of activities [00:03:56] that were, that are needed to be taken to respond to a customer [00:04:00] need or to deliver value to the customer. And so in our case, we defined three distinct journeys. We defined a truck journey, a customer journey, and an energy journey because Nikola is a truck manufacturing company and also we dispense hydrogen. [00:04:17] We are an energy company as well. If you look at the truck journey, what are some of the operational processes needed to support manufacturing a truck? So right from designing a truck to when it rolls off the factory floor, that's the truck journey. Similarly we identified right from the initial contact to the customer to when we service the customer, [00:04:39] that's the customer journey. And similarly for hydrogen dispensing capabilities, we identified the energy journey. So we created 11 to 12, I am gonna say different product value stream kind of teams that spanned across the enterprise. And we had an owner from the business. It was staffed with SMEs who were actually cross-functional. [00:05:01] So it was not bound by organizational structure or divisions within the company, but it was defined by the value stream really, and of course IT as well. Then this team was responsible for maintaining a backlog of items, and improvements that they worked on, whether it was training needed, whether it's a enhancement from an IT perspective needed or just ways of working that needed to be improved to continue to work on the improvements in value stream. [00:05:30] So that was kind of the framework that we used. To bridge that gap between strategy and execution and the role that the governance. So we had a governance committee that worked along with these different value stream enterprise wide. They were responsible for communicating the strategy. Where do we want to see the organization go? [00:05:51] And these product value streams then decided. How do these, their value streams contribute towards that enterprise goal? So that's kind of the bridge between the enterprise goals and the goals of the value streams. And so the product owner then was really the voice of the customer or the subject matter expert that decided what needed to be done to achieve those metrics. [00:06:13] And then the IT team took that on and decided how to deliver. [00:06:19] Mustansir Saifuddin: I think you mentioned a couple of very good points. You know, focus on teams. And, and you know, based on some of the experiences I've had I know cross-functional teams is a great way to get things done because now we are knowledge based from all the different parts of the organization. But how do you keep that balance between who makes the call and how this call is executed across the business and IT teams? [00:06:48] Because, you may have, sometimes the business may take a lot more focus, or, their focus can be a, a bit different than a technology perspective. Or IT may have a different view on that. Did you run into any of those challenges during your journey? [00:07:05] Anuya Sheorey: So I think the beauty of this whole framework was that there is no longer business and IT here, right? It's a value stream team. So it's a team that is working on challenges to make the value stream more effective. So they would map out the as is business process for that value stream and say, okay, what are some ways to improve things here? [00:07:26] Then that really drove the backlog for the team and I think the product owners were responsible, the one person responsible for prioritizing, this is the thing that we will focus on. But then what drove the constraints for how they would prioritize was the goals that came from the enterprise. [00:07:45] Right? Why should we be doing this came from the governance committee, and so that helped align the different teams as well, because oftentimes we also had initiatives that span beyond a value stream, not just one value stream. So how do you make [00:08:00] sure that you are aligning all the different value streams to work and draw in the same direction? [00:08:05] That was the goals framework that helped with that. [00:08:09] Mustansir Saifuddin: Yeah, absolutely. And I was about to go to that point that, you know, your value streams can crisscross, and when you have, those overlaps is where the friction comes into play, and how do you manage all those, all those challenges. Right? So, great, great answer. Kind of leads me into my next ask over here. [00:08:25] More than often you find yourself as part of their decision making process. Data and analytics is front and center of this, because that's what allows you to make those decisions based on the information you have available. What are some of the top factors that stick out for you when you look at having an SAP S/4 system and, you know, wanting to do analytics and reporting solution for your organization? [00:08:51] What is your take on it? [00:08:53] Anuya Sheorey: Yeah. At Nikola, initially our priority was just enabling the core functionality that would help with the rapid, rapid scale up and transformation of the business. So we quickly realized that if we had to grow as an organization, we needed a more robust data and analytic strategy in place as well. [00:09:10] And so while SAP was our backbone for operational data finance, manufacturing, inventory, we did have peripheral systems and sources of data as well. And I think that's what got us talking to Mustansir when we initially met, is how do we go about doing this? You were a great partner and we talked about, how have you seen this play through you know, several options we were considering at that time? [00:09:33] How do we make sure that we are able to democratize access to the data and at the same time ensure that we are not constantly having to touch it every time we change something in SAP because that's not the easiest thing to do. And so that's kind of was our thinking for deciding which solution to go forward with and what should be our strategy long term from that point on. [00:09:57] Mustansir Saifuddin: Yeah, I think that's a great view of that situation. 'cause , I remember when we had that discussion and I find myself a lot of times in those conversations where you have your backbone system, SAP or any other ERP systems for that matter, but you also got to have other peripheral systems from CRM to any other manufacturing system, et cetera in your landscape. [00:10:22] And the goal or the challenge usually for businesses, I'm looking at the overall organizational data and I, I want to do some analytics on top of that, not my financial system or my supply chain system alone. It's a mix of information that I'm looking at, so it feels like you are able to look at a collective data set and then make those decisions. [00:10:46] Anuya Sheorey: absolutely. [00:10:48] Mustansir Saifuddin: That makes sense and that's good because, based on your experience, I know you've worked in a variety of industries and technologies, How have you been successful leveraging third party resources to support your teams? What is the formula that you use? [00:11:04] Anuya Sheorey: Yeah, unfortunately it's not a formula, but it's more a partnership. I've worked in diverse industries. Insurance, transportation, electronics, utilities. One of the key differentiating factors for extended partner relationships that have worked for me in the past have been the ones where companies have stepped up to co-create the innovative solutions with us. [00:11:25] They are able to bring in best practices to the table, guide discussions, make themselves trusted advisors in the process. These are the companies that have embodied, true partnerships for us, and we've built long-term relationships with some of these companies. [00:11:42] Mustansir Saifuddin: I think that's super interesting. You use the word partnership more often it gets overlooked when you are working with customers, a lot of times the conversation comes up as, the SI is doing the implementation or the or an outside third party is being brought in to help us with this [00:12:00] technology transformation. [00:12:01] But the concept of partnership kind of sets aside that whole idea of a third party. Working as a team trying to create something. And you saw that partnership successful based on your past experiences? [00:12:15] Anuya Sheorey: Yes, and I have seen that is the only kind of relationships that have been successful because oftentimes if you think about companies as SIs that there is a lot of things that get lost in the translation. There is handoff and a lot of communication challenges that come to it. [00:12:33] Whereas if they are involved from the beginning, they are true partners in the success of the initiative that makes it a successful partnership and a program, and it's a win-win for both really. [00:12:44] Mustansir Saifuddin: Absolutely. I think the the end of the day is it's not about the technology, it's about the actual business benefit of it. And the way you, you described , the relationship I think is what really comes out , as a finished product at the end of the day. Right. From the business perspective. [00:13:03] So, so I know we've been talking about technology and business and all that. We all know we are living in the, this AI world. Everything is moving super fast. The world is changing by day by hour. How do you stay on top of everything that's going on? [00:13:22] Anuya Sheorey: I love doing it, that's why. So I am an avid learner. I am a continuous learner and a reader as well, so I tend to take up assignments that I know nothing about with the objective of learning, because that drives me. Personally I'm always on the lookout for classes reading, whether it's books or podcasts or blog posts newsletters of some leaders, thought leaders that I follow. [00:13:46] And so that's kind of what I do for my teams. I have followed a similar thing that I've been asking them questions. What did you learn today? Do that even at home where we have that conversation. Dinner table, what did you learn today? Whether it's from your day-to-day work or whether you read something interesting. [00:14:02] And I think that's kind of what helps me stay up to date as well. [00:14:08] Mustansir Saifuddin: Do you think that that that learning is allowing you to get to your next level faster than you anticipated? Or have you seen that, that drive in learning helping you move forward? [00:14:21] Anuya Sheorey: I would link, I would like to think so. But I think it also helps me do a better job at whatever role that I'm operating in or whatever task that I'm undertaking as well, because I have heard perspectives of other people who've gone through similar things, learn from their lessons. I have a wider pool of mentors to draw from, from that perspective as well. [00:14:43] Mustansir Saifuddin: It always helps to have a mentor, right? So that's, that's one thing that you can always appreciate when you're going through your journey. I know we talked about a lot of different things today. As we coming to the end of our session, I, I'd like to have one key takeaway that you want to leave our listeners with today. [00:15:00] Anuya Sheorey: Yeah, so as we think about how to bridge the gap between strategy and execution, which has kind of been the theme of this podcast here. The way I look at it is any transformation effort at the end of the day, is all about people. You need inputs from them , they are closest to the work being performed. [00:15:17] You need collaboration and buy-in cross-functionally across the organization for people who are going to execute on some of those strategies. And you need them motivated and ready to embrace the change that goes along with any transformation effort. As we saw in the example of the product framework of what that did, was it empowered people to take on some of the work to take on some of those challenges, and it had a two-pronged benefit as well. [00:15:43] They were the ones identifying the changes that were needed. And also since they were involved in the decision making process, it's kind of the IKEA effect, right? People, if they're involved in making a product, they have pride in it and that is easier buy-in from those people as well. And [00:16:00] so any transformation is less about technology. [00:16:02] It's more about people. [00:16:06] Mustansir Saifuddin: I think I, I don't often hear this thing and this idea about it. and, and everybody's excited about the transformation and the technology, and of course it's exciting but we tend to leave the people part out [00:16:21] Anuya Sheorey: Mm-hmm. [00:16:21] Mustansir Saifuddin: or, or minimize that. But I think what I'm hearing from you is you keep the people upfront and center, then everything around it kind of blends in or kind of smoothly moves forward. [00:16:35] Anuya Sheorey: Absolutely. [00:16:37] Mustansir Saifuddin: Well thank you so much for joining me today. I would love to continue the conversation, but we gotta come to our end. So thank you so much. [00:16:44] Anuya Sheorey: Thank you, Mustansir. Glad to be here. [00:16:46] Mustansir Saifuddin: Thank you for listening to Tech Driven Business brought to you by Innovative Solution Partners. Breaking silos and bridging strategy and execution can be challenging for any organization. A new US key takeaway. Any transformation is less about technology and is more about people. We would love to hear from you. [00:17:10] Continue the conversation by connecting with me on LinkedIn or X. Learn more about Innovative Solution Partners and schedule a free consultation by visiting isolutionpartners.com. Never miss a podcast by subscribing to our YouTube channel. Information is in the show notes.

In today's episode, Korbey White joins me to discuss the importance of community well-being. This is a timely discussion, especially in the wake of the American election. Korbey shares how supporting people feeling seen inside and outside of the workplace increases morale and fosters a sense of belonging, which improves productivity. Korbey emphasizes how important diversity of thought and experiences are and how much we can learn from one another. He also shares actionable ways we can all practice helping other people know they matter. Take a listen and share your takeaways with us on Linkedin (Korbey White & Wade Brill) or on Instagram @Korbeywhite and @OneWade.    ***** Korbey White is an equity champion and owner of the See Hear Learn (LLC) where he partners with organizations to help them reach their equity and belonging goals. He holds a bachelor's degree in international business relations and African American Studies from the University of Wisconsin-Madison, and a Diversity, Equity, and an Inclusion Certificate from Cornell University.  He is Lean Sigma 6 certified.  Korbey serves on the Madison College Board of Trustees, the Verona Area School District's Board of Education, the Board of the Dane County Immunization Coalition, a Board member of the Sherman Phoenix Foundation, A Board member of the African American Opioid Coalition, and is a Board member of the 100 Black Men of Madison where he serves as the Wellness Committee Chair. Korbey is also a proud member of Omega Psi Phi Fraternity Incorporated, the Rotary Club of Madison, and the National Association for the Advancement of Colored People (NAACP). 

Blog post My whole career, I have worked with the Lean methodology (aka the Toyota Production System). I've just really never done much with Six Sigma. I've read about Six Sigma. I took a Green Belt course when I worked at Dell in the late 90s. I've studied and used statistical methods (especially what I learned in my Industrial Engineering studies and at MIT), but I've never done anything I would call Six Sigma in my career. I have respect for Six Sigma as a discipline, just as if I were a chef, I would have respect for pastry chefs. They can co-exist in the kitchen. You might both use whisks, but you have slightly different training to do different things. These roles aren't interchangeable, and neither are Lean and Six Sigma. That's one reason I get riled up about so-called “Lean Sigma” or “Lean Six Sigma.” Most of the “L.A.M.E.” (Lean As Mistakenly Explained) examples that I see on the interwebs come from “Lean Sigma” discussions, especially on LinkedIn. What are the fallacies that are thrown around? They include, but are not limited to: Lean is about the average, Six Sigma is about the variation Lean is about internal processes, Six Sigma is customer-focused Lean is for efficiency; you need Six Sigma for quality (this one is the fault of Mike George and his books, many say) Lean and Six Sigma are just toolboxes, and you use whichever is appropriate for the problem at hand These are all incorrect, as somebody with good Lean training or Lean experience would realize. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

To improve outcomes, we have to improve systems. David Dibble explores a systems plan to fix the systems problems in healthcare, with Jim Cagliostro.   Episode Introduction  David explains the law of dissipating structures, how systems, not people, produce 94% of outcomes, and why reorder is a ‘'flight towards chaos.'' He also explains why the C-suite and frontline employees are different systems in healthcare, highlights the importance of a ‘'pull'' strategy, and shares why systems improvement means everybody wins.      Show Topics   Systems, not people, produce 94% of outcomes Understanding the law of dissipated structures Covid exposed the fragility of systems in healthcare Overcoming resistance to change in the C-suite 3D change management uses a ‘'pull'' strategy The ‘'golden triad'' of change agents  You can't solve problems with the same thinking used to create them     02:39 Systems, not people, produce 94% of outcomes David said the work of W. Edwards Deming, and Illya Prigogine was his inspiration for working in systems.  ‘'When I first ran into his work I went, oh my gosh. I mean, this whole notion that systems were producing 94% of outcomes and not people, I mean, that was news to me. I had always, like everybody else, assumed that, well, if we just got the people to behave differently we would get the results that we wanted, and it turned out that was not actually the way things work. So I learned about the power of systems. And then at the same time I ran into the work of a brilliant man named Ilya Prigogine, and he had won a Nobel Prize in 1977 for his law of dissipated structures. And so I ended up taking Deming's work and Prigogine's work, and maybe a few other bits and pieces out there, and looking at how I could implement that work in my own business. And it turned out to be a real boon for us. We had, at the time, I think about a thousand competitors nationwide, and after we implemented this systems improvement model in my own business, we probably rose into the top 15 in quality, technology, service. So all of a sudden our business was better.''   05:59 Understanding the law of dissipated structures David outlined the steps of dissipated structures which lead to ‘'reorder'' and natural system change.  ‘'Well, we are actually experiencing (in healthcare) what happens when the law of dissipated structures is at work anywhere in the universe. And the law of dissipated structures is actually very simple, but it's incredibly powerful and we don't get to vote on it, it's basically doing what it does. And what it does is it dictates that all systems will resist change when the environment is calling out for them to change. So we normally think of resistance to change as not a good thing, but it turns out it's actually necessary to create systematic change. So it resists change, and in that resistance to change it creates more complexity within the system. That complexity requires more energy coming into the system than the system can dissipate. Now, this stresses the system, and stress causes dysfunction in the system, and as the system continues to resist change, eventually it becomes so stressed that it can't contain the stress energy anymore and it enters what Prigogine called reorder, and reorder is basically a flight toward chaos. And of course, a flight to chaos means that we can't even identify it as a system anymore, but the energy is still there from the original system, and now it begins, slowly, generally over time, to come back together into a completely new system. And that completely new system is operating at a higher level of functionality in the changed environment, and is, again, stable in the changed environment, until it again begins to resist change again as the environment changes and goes through the process again.''   09:51 Covid exposed the fragility of healthcare David said the law of dissipated structures is at work in healthcare right now. ‘'I think the thing that's most important for what I would call mainstream healthcare, these are the big medical centers and everything that's attached to the big medical centers and the center of the macro system, is that the law of dissipated structures is at work in your organization right now, top to bottom. It is most evident in care delivery, and particularly since COVID, because what COVID did is it exposed the fragility and the already stressed care delivery systems, particularly in acute care settings. And what that did, COVID literally pushed some of those acute care settings into reorder. And the thing that is, I think, really important is that stress in systems is passed on to the people who work in those systems, and it's passed on to them both physically and mentally. And so we start looking at what's happened to staff, exhaustion, and then on the mental side we've got burnout and PTSD, and all sorts of things that are basically driving them off the job. And I think people, management and leadership in healthcare, should be very aware of what is happening down on the care delivery level, because that care delivery level is literally producing those numbers that are so important to leadership. They're producing the revenue numbers, they're producing the cost numbers, they're producing the margins, and unless we go down and we start improving those systems and start saving staff from these toxic systems down there, it's definitely going to affect those numbers that leadership and management are focused on.''   13:49 Overcoming resistance to change in the C-suite  David explained why focusing on the numbers is the way to communicate with the C-suite.  ‘'So when you talk to the people in leadership, I talk to them about the things that are important to them. I talk to them about profits and, okay, how do you really maximize profits? … So you can go in and you can say, "Well, let's talk a little bit about how can we maximize profitability, and how can we create huge ROIs for doing something, and how can we do it with the least possible risk to you," And this is important, "and you not really having to change much of what you're doing." You know how it is up there, it's like, oh my God, they've already tried so many of these things. The programs came in, even Deming, you can't implement it and sustain it in healthcare, and then it was Total Quality Management and Six Sigma and Lean and Lean Sigma and Toyota. None of them can you implement and sustain in healthcare, because all of those programs are not really programs, they're management models… let's say, at the top, you have to change your management model, and that has just never happened. It's just not going to happen. So in speaking to the people in the C-suite, I would talk about the things that are important to them, I would talk about the numbers. In talking to the people that are actually delivering the care, I would talk about what's important to them. I would say, "Okay, we're going to be looking at improving the quality of care, improving safety, taking the stress out of the job, reducing burnout, reducing turnover, addressing shortages." I would also talk to the people at the top about addressing shortages, I mean that's, I think, a potential existential problem for everybody.''   17:32 3D change management uses a ‘'pull'' strategy  David said a pull strategy is 100% voluntary, fixing systems and people at the same time.   ‘'I think one of the things that's really important too is the implementation strategy. If you look at pretty much all of the systems improvement programs that healthcare has attempted to implement, they all use a top-down push strategy. So the top buys into the program at least and says, yeah, we're going to implement, I'll make it a lean, and we're going to have whatever we need to do, but basically we're going to push it down into the organization. And eventually it's going to be pushed onto staff, and staff is going to be told, "You're going to do this." …and so now we get the pushback. And so what staff does is they know, they just wait it out, it'll be another flavor of the month, this too shall pass, and eventually the energy that was on getting this new program going starts to fade and things go back to pretty much the way they were. So whatever it is that we implement has to reverse that, and you have to use a pull strategy. So for instance, when we implement 3D change management, it all uses a pull, it's 100% voluntary, top to bottom. Nobody is asked to do anything they don't want to do. And the other thing is that in the implementation of the model, it must be healing to the people who implement it. In other words, you've got to give them their voice. You've got to actually work on the things that are important to them. They have to see that they can be successful in making a difference, and that all is healing. And so the idea that not only are we fixing the systems, we're fixing the people too at the same time.''   21:20 The ‘'golden triad'' of change agents in healthcare David explained how just three can successfully succeed change.  ‘'So we've made it so inexpensive that you can pretty much find the budget to get started pretty much anywhere. So it has to be really inexpensive. The ROIs, you've got to point out what is the return going to be for this? And then finally, you have to get a commitment from them not to kill the program before it can show success, which is generally within 90 days. So if we just have that from the top, we're in good shape. Now the bottom, all you need to do is you need to seed it. Now, it's better if you can go beyond seeding, but to seed it into a hospital, and you really only need three change agents to be trained, you need a change agent nurse, a change agent physician, and a change agent from admin, and titles don't matter, but just someone who cares about other people and wants to help and wants to do good, and that, we call it the golden triad. We can train those three people and literally seed it into pretty much any healthcare system, and we can start the work and the work will grow organically. You don't have to do a thing. The success is where it's been seeded, they'll talk about it in the hallways, and that sort of thing, and the next thing you know there'll be other departments saying, well, when do we get to do this? So it's a totally different way, and notice it's all a pull strategy. We're not going into a department and saying, "Okay, you're going to have to do this now." I think this is the setup that allows for a 3D, whether it's problem solving, change management, or systems redesign, to be successful.''   25:06 ‘'You can't solve problems with the same thinking used to create them'' David explained why implementing changes means being willing to expand your mindset. ‘'I think if you were looking at legacy programs, and stuff like that, yes, it is overwhelming for everybody, but I do not think this is overwhelming. I think it's just a matter of being willing to open your mind a little bit to another possibility that's completely different than everything else that we have looked at. I would call it from legacy mindsets. I mean, Einstein said, "You can't solve problems with the same thinking used to create them," and I think that we have quite a bit of that at the top in healthcare, and it's not a bad thing, we're all in the same boat. The mind naturally filters anything unlike itself. It's a dissipated structure. It's there in the same thing as the systems. And so it's not bad, but if we really want to look at expanding and taking the overwhelm away and getting started, then I think we have to expand our mindsets a little bit to include, it's not overwhelming and it's actually fairly straightforward.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with David Dibble on LinkedIn Check out VIE Healthcare and SpendMend    You'll also hear:  If we want to improve outcomes, we've got to improve the systems. ‘'It turns out that the physical universe, from the macro, which might be a cluster of galaxies in deep space, to the quantum level, is all systems and subsystems, and in nature, 100% of all the outcomes that we experience are a function of those systems and subsystems.'' Thinking differently about the C-suite, the ‘'profit maximization system.'' ‘'Their job is basically to maximize profits and make sure that the financials are good. Now, the people in care delivery aren't really interested in that that much. They're different systems.'' Why team players are vital for success: ‘'If you don't care about others and if you're not a team player, you can't do this work.'' The law of dissipative structures is not waiting around. ‘'…the thing to remember too is, there's a little bit of a ticking clock on all of this….and at some point the law of dissipative structures is going to have its way unless we intervene, particularly at the care delivery level for healthcare.'' Leadership tips: Why we all need to take time out to reflect and expand our awareness. ‘'But in order to go beyond what's already there, I think we need those moments of reflection, in particular around what are the things we do on automatic that just have not been working.'' What To Do Next:   Subscribe to The Economics of Healthcare and receive a special report on 15 Effective Cost Savings Strategies.   There are three ways to work with VIE Healthcare:   Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it.  VIE can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings.  If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or directly at 732-319-5700.  

In this edition of TerraLex's INSight we talk with Catherine MacDonagh, CEO and Founder of Legal Lean Sigma Institute. Catherine is a true trailblazer in the legal industry. She's an award-winning lawyer-entrepreneur and innovator who's known for consistently launching first to market offerings to the legal industry for nearly 30 years. One of those offerings is the Legal Lean Sigma Institute, which provides expert consulting, project facilitation and support, and certification courses, virtual certificate programs, workshops, programs, retreats, and presentations specifically for legal and business professionals. Catherine is also a co-founder of the Legal Sales &Service Organization and its renowned Raindance Conference, now in its 21st year.

What Is Holding You Back? Unlocking Your Potential: Discovering the Barriers. Have you considered that you have misfiled your past, into your future? Constant and Never Ending Improvement; the MindSet of Significant Living! Our Brains are wired to Continual Improvement.  Six Sigma, Lean Manufacturing, Lean Sigma are all based on Dr. Deming's 'Total Quality Management'. An examined life requires that we are continuous learners, Leaders, Under Construction. Mr. Black will metaphorically connect the struggles of all life as he shares a personal experience and identifies life lessons. Listen to the story by Paul Harvey, 'The Man and the Birds'.  Be moved by the life-lessons that can be found in all experience, if we just have eyes to see, and ears to hear.  Check out our website www.LikeItMatters.Net.  Be sure to Like and Follow us on our facebook page. Get daily inspiration from our blog www.wayofwarrior.blog. Learn about our non profit work at www.likeitmatters.net/nonprofit.See omnystudio.com/listener for privacy information.

Dr. Jabeen Fayyaz, PEM Staff Physician, serves at the Hospital for Sick Children and Assistant Professor at the University of Toronto, since 2018. I graduated from Pakistan and worked as Pediatric Emergency Medicine (PEM) faculty at Aga Khan university hospital (AKUH) for five years. I was among the few leaders in Pakistan with the EM specialty recognized by the College of Physicians and Surgeons of Pakistan in 2011. Later, I worked at Sultan Qaboos University Hospital (SQUH) for three years and led the implementation of the Canadian Triage and Acuity Scale (CTAS), followed by a quality improvement initiative utilizing the LEAN Sigma methodology. 2016 I started my PEM fellowship for sick kids, followed by a one-year Simulation fellowship in 2018. I have a master's degree in health professional education from Aga Khan University Hospital in 2018; in April 2023, I completed my Ph.D. from MGH IHP, Harvard, with my thesis" Exploring Cultural Sensitivity for Physician and Simulation Educators." At sick kids, I am PEM international fellowship program director and Simulation resuscitation lead. I am the IPSS INSPIRE fellowship chair and BOD member for INSPIRE and IPSS. In the last three years working with National and international for community outreach and capacity building in PEM partners Indus Hospital and health network, I have implemented a simulation-based PEM curriculum for EM residents and a one-year PEM certification program with twenty-seven physicians currently enrolled from all over Pakistan using distance simulation.  I am particularly interested in exploring how strong culture plays a role in Facilitator and learner interactions in simulation-based education.  Innovative SimSolutions.Your turnkey solution provider for medical simulation programs, sim centers & faculty design.

Constant, and Never-Ending Improvement (CANI). Are you there yet? Are you Under Construction, or are you all you can be? Do you want more out of yourself and out of your life? Dr. Charles Deming taught the value of continual improvement. Working to be better today, than yesterday, better tomorrow than today! Lean Manufacturing, Six-Sigma, Lean Sigma. The Fiery furnace requires Precious, Dross and Flux. How are you making yourself better, becoming the best version of yourself? Team 245, Danielle Zimmerman, not accepting GOODNUFF!  Be sure to Like and Follow us on our facebook page. Get daily inspiration from our blog www.wayofwarrior.blog. Learn about our non profit work at www.likeitmatters.net/nonprofit. Check out our website www.LikeItMatters.Net. See omnystudio.com/listener for privacy information.

Domain:  Lean Manufacturing, Quality Control & Cost Control   Topic: Unleashing the benefits of Continuous Improvement In the fast paced and fiercely competitive world. It is important to embrace the culture of continuous improvement to enhance the customer experience by process optimization. It will help the companies win customer loyalty and increase their revenue.   In the TGV discussion with Valorie Hendrix, we had the following insights:   Insights per timeline:-   Top three things that help you to grow. (2:42) What is meant by Continuous Improvement? (5:11) How can we continuously improve (5:11) How to use analysis to save cost (8:15) Why should we be one step ahead of the customer (12:28) How should businesses streamline their process (13:33)  Rapid Fire (15:54) About the Guest   Valerie Hendrix is the founder and owner of Dynamic Consulting. Her company helps companies reduce costs and figure out the best way forward to improve, to make the situation win-win, both for the consumer and service/product provider.   Using a combination of Lean Sigma, Quality Management, and Value Analysis/ Value Engineering, she analyses various costs and minimizes them, profit maximization. Connect with the Guest on LinkedIn:    Valerie Hendrix https://www.linkedin.com/in/valorie3201   Website of the Guest   www.dynamicempireconsulting.com Connect with the hosts:   Naveen Samala: https://www.linkedin.com/mwlite/in/naveensamala   Sudhakar Nagandla: https://www.linkedin.com/in/nvsudhakar   Don't forget to mail your suggestions and feedback. Email: theguidingvoice4u@gmail.com  WhatsApp: +91 9494 587 187  Subscribe to our social media for upcoming events and episodes.   #naveensamala #sudhakarnagandla #costreduction #increasingvalue #customersatisfaction #education #struggle #gratitude

Diana Miret chats about how to prioritize your profits and results on this episode of the “Voices of Impact” podcast. She is the Numbers Whisperer, Business Growth Engineer and FIX THIS NEXT Advisor. Diana is the recipient of a BA in Accounting and Finance and spent several quarters on the Dean's List at the University of Cincinnati. She is certified in Project Management, an MIT certified Process Master, and holds a green belt in Six Sigma and Lean Sigma. As with most superheroes, they use their superpowers for good. And that is what Diana has set out to do with her coaching practice – The Business Profit Coach, LLC. She also brought this superpower to attorneys by co-founding The Profitable Lawyer.

Avoid the mistakes discussed in this Episode of Wolfe's Watch. Are you hiring "Lean-Sigma" blackbelts to create an operational advantage? Learn what to watch out for and how to vet these, and other "Certified" professionals. We even have a surprise visit from Forbes Riley!

Hi, I'm the Profit Answer Man Rocky Lalvani! I help small business owners simplify their financial reports so that they can make more informed business decisions with fewer hassles. We utilize the Profit First system created by Mike Michalowicz Effortless Cashflow Course: http://bit.do/effortlesscashflowcourse Schedule your free, no-obligation intro call: https://bookme.name/rockyl/lite/intro-appointment-15-minutes   Diana Miret who is the Numbers Whisperer and Business Growth Engineer.  She can tell a business owner’s story just by looking at their numbers and translates the facts into an action plan to grow the business.  She developed these superpowers after years of studies and skilled training.    She is the recipient of a BA in Accounting and Finance and spent several quarters on the Dean’s List at the University of Cincinnati.  She is certified in Project Management, an MIT certified Process Master and holds a green belt in Six Sigma and Lean Sigma.  As with most super heroes, they use their superpowers for good.  And that is what Diana has set out to do with her consulting practice – The Business Profit Consultancy, LLC Email address: diana@dianamiret.com www.dianamiret.com https://www.fixthisnextbusinesscoaching.com/   Facebook page: https://www.facebook.com/BusinessProfitCoaching/ www.linkedin.com/dianamiret   More about making profitability simple: http://profitcomesfirst.com/ Questions: questions@profitanswerman.com Email: rocky@profitcomesfirst.com Profit Answer Man Facebook group: https://www.facebook.com/groups/profitanswerman/ My podcast about living a richer more meaningful life: http://richersoul.com/ First 2 chapter of Profit First: https://mailchi.mp/1bf6b892deda/profitfirst Music provided by Junan from Junan Podcast Any financial advice is for educational purposes only and you should consult with an expert for your specific needs.

Nick Szymanski is an example of a CHIME 3.0 leader. In this conversation, Nick shares his experience of transitioning to a new organization while they were undergoing an EMR conversion and managing COVID. He also talks about the value of mentorship as a young CIO, how positive relationships contribute to positive outcomes, and how his Lean Sigma training has helped him be more effective as a healthcare leader.

Welcome to the Panachecast.This week we have a star-studded line up with three outstanding guests.Catherine MacDonagh, author of Lean Six Sigma for Law Firms and the founder and CEO of the Legal Lean Sigma Institute.Fred Esposito, COO of Rivkin Radler and financial, strategic and operatonal management executive. Fred’s work has been published by the American Bar Association, Thomson Reuters and Bloomberg.Mo Zain Ajaz, COO for Legal and GC at National Grid, recognised by the FT for his work in-house work, and founder of Lex360.http://legalleansigma.com/http://legalleansigma.com/certifications-and-programs/upcoming-courses/Support us at http://www.patreon.com/panachesoftwareSubscribe to the Podcast version at http://www.buzzsprout.com/264387Also available via the Apple Podcast app, spotify, tunein, stitcher and other podcast providers.Contact us at panachecast@panachesoftware.comSupport the show (https://www.patreon.com/panachesoftware)

On today's Saturday Edition show, Aimee talks with Dr. Nikolov and guests Cynthia Howard about workplace bullying and Beverly Engel about sexual harassment and sexual assault. THE CURE Live streamed podcast is hosted by Aimee Cabo and offers a platform of hope to anyone who has experienced domestic violence, abuse, mental illness, any trauma or is experiencing problems now in their lives. It's a place to find comfort, knowledge, strategies, answers, hope and love while healing the wounds and 'affirming' that you are not alone.  Join Aimee and her professional guests on The Cure with Aimee Cabo podcast  every Saturday at 1 PM EST  as it is recorded during the live radio show. You can find information about the show and past guests by visiting the RADIO SHOW PAGE. You can also view the weekly Video podcasts on Apple Podcasts.  Aimee hopes that anyone who has suffered abuse of any kind, or walked a moment in similar shoes, will find inspiration in these pages, and hope that love and truth will ultimately prevail. Please subscribe and share this podcast. HOSTS: Aimee Cabo Nikolov is a Cuban American who has lived most of her life in Miami. After many years of healing, finding love, raising a family and evolving her relationship with God, Aimee's true grit and courage led her to pen an honest, thought-provoking memoir. Years of abuse became overshadowed with years of happiness and unconditional love. Now Aimee is the president of IMIC Research, a medical research company, a speaker, radio host and focused on helping others. You can read more about Aimee by visiting her website. Dr. Boris Nikolov is the CEO of Neuroscience Clinic. You can read more about Dr. Nikolov and the work he is doing by visiting his website. GUESTS: Dr. Cynthia Howard, a pioneer of the resilient mindset, works with professionals and organizations to get more done by doing less. She is the author of The Resilient Leader Mindset Makeover, and researched engagement and stress while pursuing her doctorate. A Green Belt in Lean Sigma, Cynthia focuses on value-driven solutions. You can read more about Dr. Howard by visiting her website at www.eileadership.org Beverly Engel is an internationally recognized psychotherapist and an acclaimed advocate for victims of sexual, physical, and emotional abuse. The author of 23 self-help books, her latest book is entitled, “I’m Saying No!” Standing Up Against Sexual Assault, Sexual Harassment and Sexual Pressure.  Engel is a licensed marriage and family therapist, and has been practicing psychotherapy for 35 years. You can read more about Beverly by visiting her website at http://healmyshame.com

A New England native, Catherine is a former in-house lawyer turned law firm business development consultant turned entrepreneur. Catherine talks about what it takes to become a rainmaker in a law firm and offers terrific advice on how you can set yourself apart to create your authentic brand.

Is 'certification' right for me? Whether you're talking about Lean, Six Sigma, Lean Sigma, PMI, APICS, Prosci or countless other certification programs, how do you decide which one is right for you or whether you need it at all? Nicole Sisco from PSU Center for Executive and Professional Education will be on hand to talk about CEPE's certificate programs and answer questions. Team members from Lean Portland will facilitate a short brainstorming activity, followed by the usual networking and nerding out. Watch the video of this podcast at: https://www.youtube.com/watch?v=HZsgtUGG0Ug

My Talk in Vegas: Leadership Lessons from Statistics and Psychology Today, I’m giving a keynote talk at the Lean & Six Sigma World Conference being held in Las Vegas. I don’t normally attend or speak at “Lean Sigma” events, but I had an opportunity to give a new talk that touches on two of my favorite themes in recent years – the need to apply statistics and psychology to our “Lean Management” practices or Six Sigma or whatever. I also bury the lede and talk about the soft launch of my book "Measures of Success." --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

Topic: Lean Six Sigma - Join us as we discuss how to deliver operational excellence from the shop floor all the way up to management. Hosts: Joseph Paris, Founder of the OpEx Society & The XONITEK Group of Companies Benjamin Taylor,  Managing Partner of RedQuadrant. Guests: Kevin Corrigan - Red Quadrant [caption id="attachment_264" align="alignnone" width="200"] Kevin Corrigan[/caption] About Kevin: Kevin Corrigan is a Lean Sigma specialist with a track record of delivering and implementing Lean and Six Sigma in a multitude of sectors. A lean expert with the ability and experience to disseminate all the tools and techniques of Lean, including Value Stream Mapping, Process Mapping & failure demand analysis, Kevin is a pragmatic individual who is passionate about the subject of business improvement. Kevin’s particular areas of expertise include: Business Process Improvement - utilisation of Lean & Six Sigma methodologies to gain efficiencies in operational processes. Managing the mapping and the analysis of existing or future organisational processes and identifying areas for improvement. Stakeholder engagement and facilitation Programme and project management People and process management Training development & delivery: design and delivery of training materials for developing clientside business and process analysts. Change management Twitter LinkedIn

Six Sigma and Lean Sigma has "belts." Some people in Lean call themselves a "sensei." Is that really appropriate? The term is supposed to be situational... it's a term of respect one chooses to use for another person... --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

Thanks to GoLeanSixSigma.com for asking me some questions for a discussion that they've posted on their website. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

My guest for Episode #274 of the podcast is Jay Arthur, author of Lean Six Sigma for Hospitals: Improving Patient Safety, Patient Flow and the Bottom Line, Second Edition. To me, "Lean Sigma" is often a controversial topic... not because anything is wrong with Six Sigma. Six Sigma methods can be very compatible with a Lean culture. But, "Lean Sigma" books and trainers (including Jay), paint a picture that says Lean is only about speed or efficiency and that Six Sigma is the method to improve quality. He says pretty directly in his book that Lean helps fix all of the types of waste... except for the waste of defects. He says Six Sigma is used to address defects. That's silly. I challenge Jay a bit about this in the podcast, and I'd like to remind the listeners that Lean and the Toyota Production System are about flow AND quality. Lean and quality go hand in hand. Lean methods and mindsets can very directly improve quality. So, I disagree with him on that point, but there are many good points in his book about not overcomplicating Lean or Six Sigma -- that the goal is results (and I'd add "developing people"). You can read more about Jay and his bio here.

Learn how firms can foster efficiency to increase value to clients and gain competitive advantage. Want to hear more? Register for ALA's Annual Conference & Expo in Los Angeles, May 22-25, to attend the Advanced Profitability Track of educational sessions.Catherine Alman MacDonagh, JD, is the Chief Executive Officer and Founder of the Legal Lean Sigma Institute LLC. She is a former corporate counsel and law firm executive who now teaches and provides training and consulting services in process improvement and project management, strategic planning, marketing and business development. A Lean Sigma® Black Belt and certified Six Sigma Green Belt, MacDonagh is an adjunct professor at Suffolk Law School and George Washington University's Masters in Law Firm Management. She is Chief Enthusiasm Officer of The Mocktail and The Legal MocktailTM and the author of Lean and Six Sigma in Law Firms.

Learn how firms can foster efficiency to increase value to clients and gain competitive advantage. Want to hear more? Register for ALA's Annual Conference & Expo in Los Angeles, May 22-25, to attend the Advanced Profitability Track of educational sessions. Catherine Alman MacDonagh, JD, is the Chief Executive Officer and Founder of the Legal Lean Sigma Institute LLC. She is a former corporate counsel and law firm executive who now teaches and provides training and consulting services in process improvement and project management, strategic planning, marketing and business development. A Lean Sigma® Black Belt and certified Six Sigma Green Belt, MacDonagh is an adjunct professor at Suffolk Law School and George Washington University’s Masters in Law Firm Management. She is Chief Enthusiasm Officer of The Mocktail and The Legal MocktailTM and the author of Lean and Six Sigma in Law Firms.

Here's look back at a post from 2011 that talks about some of the misunderstandings that are thrown around about Lean and Six Sigma, with some new content and an audio clip from a speaker who gets this very wrong. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

JOY Taylor, is the co-founder and CEO of TayganPoint Consulting Group, dedicated to helping companies solve their most pressing issues, improve their business performance, and achieve measurable and sustainable results. Joy has more than twenty years of cross-functional experience in Lean Sigma, team facilitation, program management, project leadership, and communications and change management. She is the mother of four children and spends a significant amount of her free time leading a soccer program for children with autism. See her beautiful infographic show notes, plus her top tips and advice for entrepreneurs and aspiring entrepreneurs at www.TodaysLeadingWomen.com or by clicking here!

Om doelstellingen te realiseren moet je processen innoveren. Lean six sigma en proces improvement geven inzicht in de processen en zoeken naar optimalisatie en verbeteringen.

Wat is de impact van LEAN Six Sigma op de organisatie? Je kan namelijk pas met Six Sigma aan de slag gaan als je een bepaald traject hebt doorlopen, anders werkt het niet. Luister naar de uitleg door een Six Sigma Black belt.

Systematiseer het verkoopproces met process improvement of lean six sigma. De salesmanager is immers zelf verantwoordelijk voor het aansturen van de verkopers.

Hoe helpen LEAN Six Sigma of Process Improvement om bedrijfsdoelstellingen, zoals kosten besparen te halen?

Wat is het beste? Six Sigma, LEAN Six Sigma of Process improvement. Welke methode past het beste om kosten te besparen. Beantwoord deze Black Belt vragen: Ben je geïnteresseerd in proces optimalisatie? Ben je geïnteresseerd in minder uren en betere kwaliteit of ben je geïnteresseerd in betere aansturing van de processen?

Ontdek waarom een systematisch plan volgens Lean Six Sigma of process improvement de inzet van de verkopers effectiever maakt zodat de sales stijgt.