Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 210,  we continue our "Process Pulse" series with part 2 - the 8 rules of statistical process control.   If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-210 Leave a Review! http://bit.ly/E6S-iTunes I            Western Electric Rules          - 8 Rules                     a.       Identifies low probability events. (Roughly a 3 in 1000 probability event) i.      varies by which Rule ii.      Seems to vary by geography and culture (some want to flag 1 in 100 probability) iii.      Events are neither good, nor bad, just different.  The engineer or operator decides if events are favorable or not. b.      Rule 1: one point more than 3 sigma from center line i.      May signify a large abrupt change in the process; requires immediate action c.       Rule 2: nine points in a row on one side of the center line i.      May signify a shift in the process mean or bias in setpoint d.      Rule 3:  six points in a row steadily increasing or decreasing i.      May signify a steady trend, drift due to wear, environment, depletion, or increasing contamination e.       Rule 4:  fourteen points in a row alternating up and down i.      May signify two sources, bias, or ‘fudged’ data, over adjustment,  shift-to-shift / machine-to-machine / person-to-person variation f.       Rule 5: two out of three points (same side) more than 2 sigma from center line i.      May signify an abrupt process shift, high variation without exceeding the three sigma limit. g.      Rule 6: four out of five points (same side) more than 1 sigma from center line i.      May signify a process shift, a step change (operator, procedure, materials) h.      Rule 7: fifteen points in a row within 1 sigma of center line i.      May signify reduced process variation (old or incorrect limits).  For Xbar, can signify when variation within subgroup large compared to between subgroups i.        Rule 8: eight points in a row more than 1 sigma from center line i.      May signify a mixture of factors, erratic behavior,  over control, two different processes on the same chart II         Typical errors to doing SPC a.       Not doing it b.      Not doing it in real time i.      Doing it a month after the fact for a customer report but not using it to refine your process c.       Leaving it up to the engineer or intern i.      Doing it right means proper training to shop floor and delegating the authority to stop a process if needed d.      Using lack of software or technology as an excuse i.      The most effective way is to be done by hand by the operator making the parts.  Shewhart invented it this way. e.       Choosing the wrong type of chart f.       Not updating control limits after a significant process change III      Recap a.       SPC History- invented by Walter A. Shewhart working for Bell Labs in the 1920s b.      Monitors the health (pulse) of the process, and detects unanticipated change.  (ekg reading?) c.       Different types of SPC charts - Most Basic I-MR, XbarR, P, U d.      Western Electric Rules            - 8 Rules - Identifies low probability events. (neither good, nor bad, just different)  e.       Typical errors to doing SPC, 1) Not doing it, 2) Not doing it in real time   Outro: Thanks for listening to episode 210 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**    

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 209,  we introduce various types of statistical process control charts in "Process Pulse - Part 1."  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-209 Leave a Review! http://bit.ly/E6S-iTunes  *** The Process Pulse - SPC ***                              Objection 1:  We don't have time to look at and analyze every data point. Counter 1: SPC will actually save you time, by avoiding major disruptions you could have detected before they became a problem, and by not spending time on common cause signals    Objection 2:  We already do SPC, but it really doesn’t help us with anything. Counter 2:  Why"    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**

  Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 208, we conclude this round of answers to Lean and Six Sigma related questions from Quora. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-208 Leave a Review! http://bit.ly/E6S-iTunes                      I.      Is it compulsory to use statistical tools when doing a Six Sigma Green Belt project (in business)?       II.      What is the difference between average and proportion defective?    III.      How many level of sigma is NASA?    IV.      How do they ensure airplanes operate better than the six sigma threshold?       V.      Can Six sigma apply on stock market?    VI.      Why does Kaizen Sigma 6 suck so bad for front line trench employees?   VII.      I do not have a college degree. I have a lot of experience in Management. Would obtaining a six sigma green belt help me further my career?   VIII.      Can you manage a hospital with agile methodology, and what are the best books to read for it?    IX.      How many hours a day should a product owner spend in meetings?       X.      What are the best books on waterfall startup development methodology?     Outro: Thanks for listening to episode 208 of the E6S-Methods podcast. Stay tuned for episode 209 for our introduction to statistical process control.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 207, we continue with more Lean Six Sigma related questions from Quora. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-207 Leave a Review! http://bit.ly/E6S-iTunes                      I.      Does lean six sigma yellow belt certification look good on your resume when pursuing procurement or buyer positions?       II.      Does lean six sigma yellow belt certification look good on your resume when pursuing procurement or buyer positions?    III.      Are there any good case studies of Lean Six Sigma being applied in a human resources department?    IV.      Can we combine Agile with Six Sigma in software development and how?       V.      How is RPA connected to Lean Six Sigma?   Outro: Thanks for listening to episode 207 of the E6S-Methods podcast. We continue with more questions from Quora in episode 208.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**  

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 206, Jacob returns and answer some more of the most interesting Lean Six Sigma related questions from Quora. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-205 Leave a Review! http://bit.ly/E6S-iTunes             I.      Is PMP tougher than a six sigma black belt? II.      What kind of projects would qualify as Six Sigma Green Belt projects(in business)?  III.      Why do you work a job that you don’t enjoy? IV.      How did Lean Six Sigma get a 3.4 DPMO? E6S-011 - DMAIC Define Metrics E6S-012 - FPY RTY Defects     V.      Is it better to identify waste as TIMWOODI or TIMWOODS? E6S-072 - 8 Wastes Part1                                           E6S-073-  8 Wastes Part2                   E6S-074 - 8 Wastes Part3                                           E6S-075 - 8 Wastes Part4                                                                               E6S-077 - 8 Wastes Part5                                                                                VI.      What is the difference between Six Sigma and ISO? VII.      Can I get the list of companies doing poorly with lean six sigma methodology?               Outro: Thanks for listening to episode 206 of the E6S-Methods podcast. We continue with more questions from Quora in episode 207.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 205, a short parable, "Beating the Deer Fly - The Price of Victory." If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-205 Leave a Review! http://bit.ly/E6S-iTunes               Outro: Thanks for listening to episode 205 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**     *** Beating the Deer Fly - The Price of Victory ***                  

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 204, we wrap #LeanSixSigmaforGood with Brion Hurley, part 3 of our discussion over how you can use your Lean Six Sigma skills to help people in need and help improve the environment.  All of these details can also be found for free in Brion's book, Lean Six Sigma for Good. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-204 Leave a Review! http://bit.ly/E6S-iTunes               *** #LeanSixSigmaforGood ***         I            Brion Hurley - Biography             Brion is the founder and owner of Business Performance Improvement (BPI), a consulting firm in Portland, Oregon. His mission is to help businesses and organizations achieve “triple bottom line” performance using Lean and Six Sigma.             For 18 years, he was a Principal Lean Six Sigma Consultant at Rockwell Collins (aerospace manufacturer) in Wilsonville, Oregon. He is certified as a Master Black Belt, Lean Master, and has numerous sustainability certifications. He was hired in 1999, and has worked out of 3 different facilities: Cedar Rapids (Iowa), Melbourne (Florida) and Wilsonville (Oregon). He has a bachelor’s degree in Statistics, a master’s degree in Quality Management and Productivity, and lettered four years in football as a placekicker and punter at the University of Iowa.             In his free time, he helps lead Lean Portland, a group of volunteer consultants who help nonprofits in the Portland (OR) metro area implement Lean and Six Sigma.             He is also a member of the Institute of Industrial and Systems Engineers (IISE) Sustainable Development division, which is working to bring sustainability to the engineering field. They have conducted a community service project with nonprofits at the IISE Annual Conference every year since 2013.             He is currently President of Recycling Advocates, a nonprofit organization in Portland that is "dedicated to creating a sustainable future through local efforts to reduce, reuse and recycle." a.       What's new with Brion Hurley? b.      Tells us about BPI - Business Performance Improvement i.      Mission and vision ii.      What customer is the right fit for your services? II         Let's talk about your book, Lean Six Sigma for Good - How improvement experts can help people in need and help improved the environment a.       Why write a book? III      Beyond Profits - Notable NGO Lean Six Sigma Success Stories a.       Toyota Production System Center: Hurricane Sandy victims - reduced lead time for food delivery from 3 hours to 1.3 hours IV      People, Planet, Profit = Sustainability a.       How is it that these things together equal sustainability? V         You mention BP, Wells Fargo, and Apple as examples of companies who did not observe the "triple bottom line," yet these companies still exist and the bad press about them seems to have faded.  What's your take on this? VI      You list 17 UN Sustainable Development Goals.  a.       UN Sustainable Development Goals: https://www.un.org/sustainabledevelopment/sustainable-development-goals/ b.      Which of these resonate most with you"    Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 203, we speak again with Brion Hurley. We talk about how you can use your Lean Six Sigma skills to   help people in need and help improve the environment.  All of these details can also be found for free in Brion's book, Lean Six Sigma for Good. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-203 Leave a Review! http://bit.ly/E6S-iTunes   *** #LeanSixSigmaforGood ***         I            Brion Hurley - Biography             Brion is the founder and owner of Business Performance Improvement (BPI), a consulting firm in Portland, Oregon. His mission is to help businesses and organizations achieve “triple bottom line” performance using Lean and Six Sigma.             For 18 years, he was a Principal Lean Six Sigma Consultant at Rockwell Collins (aerospace manufacturer) in Wilsonville, Oregon. He is certified as a Master Black Belt, Lean Master, and has numerous sustainability certifications. He was hired in 1999, and has worked out of 3 different facilities: Cedar Rapids (Iowa), Melbourne (Florida) and Wilsonville (Oregon). He has a bachelor’s degree in Statistics, a master’s degree in Quality Management and Productivity, and lettered four years in football as a placekicker and punter at the University of Iowa.             In his free time, he helps lead Lean Portland, a group of volunteer consultants who help nonprofits in the Portland (OR) metro area implement Lean and Six Sigma.             He is also a member of the Institute of Industrial and Systems Engineers (IISE) Sustainable Development division, which is working to bring sustainability to the engineering field. They have conducted a community service project with nonprofits at the IISE Annual Conference every year since 2013.             He is currently President of Recycling Advocates, a nonprofit organization in Portland that is "dedicated to creating a sustainable future through local efforts to reduce, reuse and recycle."   IV      People, Planet, Profit = Sustainability a.       How is it that these things together equal sustainability? V         You mention BP, Wells Fargo, and Apple as examples of companies who did not observe the "triple bottom line," yet these companies still exist and the bad press about them seems to have faded.  What's your take on this? VI      You list 17 UN Sustainable Development Goals.  a.       UN Sustainable Development Goals: https://www.un.org/sustainabledevelopment/sustainable-development-goals/ b.      Which of these resonate most with you"    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**                                                                           

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 202, we speak again with Brion Hurley. We talk about how you can use your Lean Six Sigma skills to   help people in need and help improve the environment.  All of these details can also be found for free in Brion's book, Lean Six Sigma for Good. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-202 Leave a Review! http://bit.ly/E6S-iTunes             *** #LeanSixSigmaforGood ***                     I            Brion Hurley - Biography             Brion is the founder and owner of Business Performance Improvement (BPI), a consulting firm in Portland, Oregon. His mission is to help businesses and organizations achieve “triple bottom line” performance using Lean and Six Sigma.             For 18 years, he was a Principal Lean Six Sigma Consultant at Rockwell Collins (aerospace manufacturer) in Wilsonville, Oregon. He is certified as a Master Black Belt, Lean Master, and has numerous sustainability certifications. He was hired in 1999, and has worked out of 3 different facilities: Cedar Rapids (Iowa), Melbourne (Florida) and Wilsonville (Oregon). He has a bachelor’s degree in Statistics, a master’s degree in Quality Management and Productivity, and lettered four years in football as a placekicker and punter at the University of Iowa.             In his free time, he helps lead Lean Portland, a group of volunteer consultants who help nonprofits in the Portland (OR) metro area implement Lean and Six Sigma.             He is also a member of the Institute of Industrial and Systems Engineers (IISE) Sustainable Development division, which is working to bring sustainability to the engineering field. They have conducted a community service project with nonprofits at the IISE Annual Conference every year since 2013.             He is currently President of Recycling Advocates, a nonprofit organization in Portland that is "dedicated to creating a sustainable future through local efforts to reduce, reuse and recycle." a.       What's new with Brion Hurley? b.      Tells us about BPI - Business Performance Improvement i.      Mission and vision ii.      What customer is the right fit for your services? II         Let's talk about your book, Lean Six Sigma for Good - How improvement experts can help people in need and help improved the environment a.       Why write a book? III      Beyond Profits - Notable NGO Lean Six Sigma Success Stories a.       Toyota Production System Center: Hurricane Sandy victims - reduced lead time for food delivery from 3 hours to 1.3 hours IV      People, Planet, Profit = Sustainability a.       How is it that these things together equal sustainability? Outro: Thanks for listening to episode 202 of the E6S-Methods podcast. Stay tuned for episode 203,  where we continue our discussion with Brion Hurley, #LeanSixSigmaforGood - part 2.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 201, we speak again with Johanna Ficatier from the Mayo Clinic about her work to reduce unnecessary hospital reission.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-201 Leave a Review! http://bit.ly/E6S-iTunes     ***Reducing Hospital Reissions ***                  I            Johanna Ficatier - Biography Johanna Ficatier is a Senior Health Systems Engineer at Mayo Clinic Rochester (Minnesota), where she also holds the academic rank of instructor in health systems engineering.  Johanna has a Master of Science in Engineering Management from the University of North Carolina at Charlotte, she is also Lean Six Sigma Green Belt and Project Management Professional (PMP) certified. Johanna has worked in Japan in the Industrial Equipment and Machine Tools Industry in the positions of Mechanical Design Engineer and Global Engineering Coordinator. She turned to the healthcare industry in 2014, first as a research assistant while pursuing her Master's degree. She ed the department of Management Engineering and Internal Consulting at Mayo Clinic in 2016.  II         30 Day Reission Rate a.       Key measure of good quality of care and effective care transition b.      Avoidable reissions result in excess costs and reduced quality of life for the patient c.       Through the Hospital Reissions Reduction Program (HRRP) included in the Affordable Care Act (ACA), the Center for Medicare and Medicaid Services (CMS) calculates the expected reission rate within 30 days, and penalizes the hospitals performing with an excess reission ratio for certain specific conditions III      All cause reissions: patients who return to the hospital for any reason within 30 days a.       Reissions to another hospital are difficult to track b.      CMS defined Performance period based on 3 years of claims data, only captures Medicare / Medicaid patients IV      Goals: a.       Reduce further the 30 day reission rate  i.      All-reissions UHC target 10.3% (Q4 2015) ii.      Focus on CMS-targeted diagnosis (CHF, AMI, PN, COPD, THA/TKA) b.      Improve the discharge process / care coordination for specific patients population i.      English as a Second Language (ESL) patients ii.      Community patients V         Geography of Reissions VI      Reissions by Service VII   Fishbone diagram - Input factors VIII   Key Findings: a.       Need for data for physicians to understand quantitatively their practice / areas for improvement b.      Services such as community care coordinator can be available, but there is a need to make the different proponents aware of it, especially in big hospitals   ***Reducing Hospital Reissions *** Outro: Thanks for listening to episode 201 of the E6S-Methods podcast. Stay tuned for episode 202,  "Lean Six Sigma for Good - Part 1."  We speak again with Brion Hurley about his new book and the best ways for Lean Six Sigma practitioners to use their powers for good. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion** Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 200, we cap our "Speaking Upwards" series wtih TEDxer, Raymond Poole and talk his path to landing a TEDx talk. Be sure to watch Ray's TEDx talk about "Realistic Optimism" and many other valuable videos and resources at www.cfcornerman.com. If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-200 Leave a Review! http://bit.ly/E6S-iTunes       *** Speaking Upwards - Public Speaking with TEDxer Raymond Poole***                                                                      I            Ray Poole Biography: Ray Poole is a husband to Rebecca Poole who was born with cystic fibrosis. A graduate of the University of Connecticut with a Bachelor’s degree in Mechanical and Materials Engineering and later Indiana University with a Master’s in Business istration (MBA), Ray has recently worked as an Engineering Manager and a Product Manager in the electrical industry.   Ray became involved with the Cystic Fibrosis Foundation (CFF) and was named “Milwaukee’s Finest” and is a member of the CFF Leadership Board chairing the Tomorrow’s Leaders group for young professionals. Ray holds a third degree black belt in Tae Kwon Do and has trained and competed in several martial arts including Muay Thai and Jujitsu which influenced the title of his first book: “Lessons from a CF Cornerman: 38 Lessons I Learned During my Wife’s Illness and Lung Transplant” which is available on Amazon. To learn more about their story, hear Ray’s TEDx talk, or get the latest updates on new projects, visit www.CFCornerman.com. Find all social media links and enter your email address on the page for updates. Also consider checking out our last interview with Ray Poole on episode E6S-143   Focus From a Cornerman's Perspective.     II         We last spoke in later 2016.  What's changed with you since then? a.       Ray: I am launching the Hospital Comfort Kit for patients and families itted to the hospital. It is an alternative to the standard flowers and candy that people sent and contains items many people don’t realize will help. A small cooler, water bottle, and Bluetooth speaker can all make the daily experience better. We even include a “Hospital Survival Guide” with a ton of helpful hints and explanations. It will be available in late May 2018. Visit http://www.cfcornerman.com/products.html for updates and to purchase. A portion of the profits will go to charity. b.      If you are interested in great networking opportunities, professional development events (like public speaking and personal branding), and a chance to a great cause consider Tomorrow’s Leaders at your local CFF chapter. https://www.cff.org/Get-Involved/Participate/Tomorrows-Leaders/   III      Importance of "Speaking Upwards"  - Describe the public speaking up-skilling you needed for each stage in your career. d.      Public speaking as a CF Cornerman - What from your experience could you leverage"    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**            

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 199, we continue with "Speaking Upwards wtih TEDxer, Raymond Poole" and talk about public speaking in the work place.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-199 Leave a Review! http://bit.ly/E6S-iTunes                         *** Speaking Upwards - Public Speaking with TEDxer Raymond Poole***                                                                      I            Ray Poole Biography: Ray Poole is a husband to Rebecca Poole who was born with cystic fibrosis. A graduate of the University of Connecticut with a Bachelor’s degree in Mechanical and Materials Engineering and later Indiana University with a Master’s in Business istration (MBA), Ray has recently worked as an Engineering Manager and a Product Manager in the electrical industry. Ray became involved with the Cystic Fibrosis Foundation (CFF) and was named “Milwaukee’s Finest” and is a member of the CFF Leadership Board chairing the Tomorrow’s Leaders group for young professionals. Ray holds a third degree black belt in Tae Kwon Do and has trained and competed in several martial arts including Muay Thai and Jujitsu which influenced the title of his first book: “Lessons from a CF Cornerman: 38 Lessons I Learned During my Wife’s Illness and Lung Transplant” which is available on Amazon. To learn more about their story, hear Ray’s TEDx talk, or get the latest updates on new projects, visit www.CFCornerman.com. Find all social media links and enter your email address on the page for updates. Also consider checking out our last interview with Ray Poole on episode E6S-143   Focus From a Cornerman's Perspective.   I            Importance of "Speaking Upwards"  - Describe the public speaking up-skilling you needed for each stage in your career. a.       Public speaking as an engineer - Think back to your first presentation to management as an engineer.  How did you prepare"    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**              

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 198, we speak again with author, cornerman and new TEDxer, Raymond Poole in part 1 of our "Speaking Upwards" series - "The Back Story." If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-198 Leave a Review! http://bit.ly/E6S-iTunes                         *** Speaking Upwards - Public Speaking with TEDxer Raymond Poole***                                                                      I            Ray Poole Biography: Ray Poole is a husband to Rebecca Poole who was born with cystic fibrosis. A graduate of the University of Connecticut with a Bachelor’s degree in Mechanical and Materials Engineering and later Indiana University with a Master’s in Business istration (MBA), Ray has recently worked as an Engineering Manager and a Product Manager in the electrical industry.   Ray became involved with the Cystic Fibrosis Foundation (CFF) and was named “Milwaukee’s Finest” and is a member of the CFF Leadership Board chairing the Tomorrow’s Leaders group for young professionals. Ray holds a third degree black belt in Tae Kwon Do and has trained and competed in several martial arts including Muay Thai and Jujitsu which influenced the title of his first book: “Lessons from a CF Cornerman: 38 Lessons I Learned During my Wife’s Illness and Lung Transplant” which is available on Amazon. To learn more about their story, hear Ray’s TEDx talk, or get the latest updates on new projects, visit www.CFCornerman.com. Find all social media links and enter your email address on the page for updates. Also consider checking out our last interview with Ray Poole on episode E6S-143   Focus From a Cornerman's Perspective. II         We last spoke in later 2016.  What's changed with you since then? a.       Ray: I am launching the Hospital Comfort Kit for patients and families itted to the hospital. It is an alternative to the standard flowers and candy that people sent and contains items many people don’t realize will help. A small cooler, water bottle, and Bluetooth speaker can all make the daily experience better. We even include a “Hospital Survival Guide” with a ton of helpful hints and explanations. It will be available in late May 2018. Visit http://www.cfcornerman.com/products.html for updates and to purchase. A portion of the profits will go to charity. b.      If you are interested in great networking opportunities, professional development events (like public speaking and personal branding), and a chance to a great cause consider Tomorrow’s Leaders at your local CFF chapter. https://www.cff.org/Get-Involved/Participate/Tomorrows-Leaders/   Outro: Thanks for listening to episode 198 of the E6S-Methods podcast. Stay tuned for part 2 of "Speaking Upwards with TEDxer Raymond Poole" in episode 199 - "Public Speaking."  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 197, "CX for Job Seekers - Part 3" we say "TALE(n)O!" to the canned rejection letter, and yes to the more personal touch.   If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-197 Leave a Review! http://bit.ly/E6S-iTunes                                                                                                                                                                                     ***Rejected! CX for Job Seekers - Message to HR: TALE(n)O***               Dear Applicant, We appreciate you taking the time to express your interest in (Open Position). We carefully reviewed your information and we have decided to pursue other applicants who more closely match the requirements/preferences for the position. Thank you for your interest. While you were not selected for this position, we encourage you to apply again in the future for openings that match your qualifications. We wish you good luck in your future endeavors. Sincerely, Talent Management   I            This is the type of rejection letter "my friend" recently received after going through several rounds of interviews a.       Interviews i.      Screening call with assistant recruiter ii.      Screening call with lead recruiter iii.      Phone interview with hiring manager iv.      2-days of interviews at two different facilities in two different states, having met with all the executives in HR, Marketing, Operations, Manufacturing and Quality... 1.      During which most were very impressed with his background b.      Follow-up emails with the lead recruiter to timing of any decisions c.       And to top it off, when asked about their reimbursement policy for gas mileage, because their reimbursement was $90 short of the IRS standard, no response. d.      All-in-all:  if another job opened up with this company, I would not reapply, based on my experience with how HR handled the process. Poor way to engage with people                                                             Objection 1:  Everyone else does it this way Counter 1: Never good reason to do anything.  Challenge the status quo and ask, "why?"   Objection 2:  Recruiters are too busy with all the applicants they get to do anything else. They don't have time to spend with the discards Counter 2:  OK maybe, but doubtful. And it's definitely not true everywhere.  And if you've taken the time to meet someone in person, your relationship is beyond a canned email.  It can be email, but it cannot be so impersonal from a "do not reply" mailbox.  That's like getting broken up with via text from a burner phone.  Have some class! (forgive me, I just finished watching John Oliver)   Objection 3:  Companies do this to avoid liabilities. Counter 3: On this, I call bullshit.  This is a complete cop-out. If you cannot trust people to communicate without jeopardizing the company legally, you should not have hired them.                                                                There is only one logical reason for the canned rejection letter, and that is the discomfort of delivering bad news.  Too many hiring managers hide behind recruiters to deliver the bad news in order to save face, but the recruiters don't have enough information to answer any questions the candidate might have in response.  Manager tools (www.manager-tools.com) says the hiring manager should make the final phone calls to deliver both happy and sad news, and I agree.         II         Rejection with Class - In contrast hear the audio of a different type of rejection.  a.       Interviews i.      30 min call with recruiter ii.      30 min call with hiring manager b.      Personalized email rejection i.      although still from a "do not reply" email , but still had the signature of the HR director by name c.       Highly personal voicemail by the recruiter i.      took 1 minute and 9 seconds of her time ii.      Made 100% the difference of whether or not I would reengage with this company.  Hell yes, I would.  That's a person putting the human back in human resources.  That's a HR professional! (Welcome back. We've missed you.  Stay long and invite your friends.)   ***Rejected! CX for Job Seekers - Message to HR: TALE(n)O***                                                                                     III      Recap                                                                                                 Outro: Thanks for listening to episode 197 of the E6S-Methods podcast.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 196,  "Kai-Zen and the Art of Everything Part 2- Journey Through Gumption," I read more ages from Robert Pirsig's iconic book, "Zen and the Art of Motorcycle Maintenance," and elaborate on how these same messages apply in business and, more specifically, Lean Six Sigma.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-196 Leave a Review! http://bit.ly/E6S-iTunes                    *** Kai-Zen and the Art of Everything - Part 2 - Journey Through Gumption ***                                                                                                                                                                                I            Fill up with gumption a.       Pg 310- Robert Pirsig - Zen and the Art of Motorcycle Maintenance       I like the word ``gumption'' because it's so homely and so forlorn and so out of style it looks as if it needs a friend and isn't likely to reject anyone who comes along. It's an old Scottish word, once used a lot by pioneers, but which, like ``kin,'' seems to have all but dropped out of use. I like it also because it describes exactly what happens to someone who connects with Quality. He gets filled with gumption.       The Greeks called it enthousiasmos, the root of ``enthusiasm.'' which means literally ``filled with theos,'' or God, or Quality. See how that fits? A person filled with gumption doesn't sit around dissipating and stewing about things. He's at the front of the train of his own awareness, watching to see what's up the track and meeting it when it comes. That's gumption....         If you're going to repair a motorcycle, an adequate supply of gumption is the first and most important tool. If you haven't got that you might as well gather up all the other tools and put them away, because they won't do you any good.       Gumption is the psychic gasoline that keeps the whole thing going. If you haven't got it there's no way the motorcycle can possibly be fixed. But if you have got it and know how to keep it there's absolutely no way in this whole world that motorcycle can keep from getting fixed. It's bound to happen. Therefore the thing that must be monitored at all times and preserved before anything else is the gumption.   i.      Call it gumption, moxie, grit, pride, love or drive.  It's what keeps people coming through the work-doors every day.  It's what people who hate the journey use to keep going.  ii.      Consider that last line.  "the thing must be monitored at all times and preserved before anything else...." 1.      As a trainer, it is not enough for me to deliver content and knowledge. I must also feed gumption. Gumption keeps people engaged and learning.  Gumption gets people to come back in time from breaks 2.      As a project manager, I need to feed the gumption of team and subject matter experts.  They're already protecting it thinking I'll take it away, but if I give them some more gumption, then there is a surplus for when I may need to borrow some of it  later.  3.      Black Belts need gumption.  They will face countless obstacles. It's only the gumption that gets them through.  a.       This is why I carefully screen Black Belts I train. I'm looking for gumption. b.      I "help superstars take flight." Meaning, you bring your own gumption, and I give you some extra tools to help put it to good use. II         Avoid the value rigidity trap a.       Pg 317 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance             As the course description of gumptionology indicated, this internal part of the field can be broken down into three main types of internal gumption traps: those that block affective understanding, called ``value traps''; those that block cognitive understanding, called ``truth traps''; and those that block psychomotor behavior, called ``muscle traps.'' The value traps are by far the largest and the most dangerous group.       Of the value traps, the most widespread and pernicious is value rigidity. This is an inability to revalue what one sees because of commitment to previous values. In motorcycle maintenance, you must rediscover what you do as you go. Rigid values make this impossible. The typical situation is that the motorcycle doesn't work. The facts are there but you don't see them. You're looking right at them, but they don't yet have enough value. This is what Phædrus was talking about. Quality, value, creates the subjects and objects of the world. The facts do not exist until value has created them. If your values are rigid you can't really learn new facts.       This often shows up in premature diagnosis, when you're sure you know what the trouble is, and then when it isn't, you're stuck. Then you've got to find some new clues, but before you can find them you've got to clear your head of old opinions. If you're plagued with value rigidity you can fail to see the real answer even when it's staring you right in the face because you can't see the new answer's importance.   i.      This sounds an awful lot like ego, but it is more external.  This trap comes when nothing fits the existing model.  When it doesn't fit the existing model, you create a new model to make sense of it.  ii.      In root cause analysis, this is when you must abandon preconceived notions, thinking you know the answer because you've "seen it before." 1.      I've fallen in this trap.  One of our products was "growing stuff."  I commissioned several tests to see what it was. My presumption was that it was bacteria from the DI water lines, because "I'd seen it before." 2.      Some tests ed it was bacteria.  Some did not.  There was a mix of "mu" results and red herrings 3.      The engineering manager in charge of the DI water insisted it was not the water, because she has it cleaned and tested every year.  But she was not giving concrete evidence, just wanted her word to count for it. 4.      Turns out it was not the DI water, and was not even bacteria, but crystallized impurities that resemble bacteria in how they agglomerate. a.       and it was not solved by me, or by the engineering manager, or by the engineer who was assigned to fix it or by anyone else who should have solved it because they were the experts.  It was solved by the newest, least rigid, person to the company - the one I hired because of  her gumption. E6S-153 Yelena's Story from Russia to Riches                b.      Pg 22- Robert Pirsig - Zen and the Art of Motorcycle Maintenance       I sat in the grass with him at the shoulder of the road, defeated staring into the trees and underbrush. I answered all of Chris's questions patiently and in time they became fewer and fewer And then Chris finally understood that our cycle trip was really over and began to cry. He was eight then I think.       We hitchhiked back to our own city and rented a trailer and put it on our car and came up and got the cycle, and hauled back to our own city and then started out all over again by car.  But it wasn't the same. And we didn't really enjoy ourselves much.       Two weeks after the vacation was over, one evening after work, I removed the carburetor to see what was wrong but still couldn't find anything. To clean off the grease before replacing it, I turned the stop-cock on the tank for a little gas.  Nothing came out. The tank was out of gas. I couldn't believe it. I can still hardly believe it.       I have kicked myself mentally a hundred times for that stupidity and don't think I'll ever really, finally get over it. Evidentially what I saw sloshing around was gas in the reserve tank which I had never turned on. I didn't check it carefully because I assumed the rain had caused the engine failure. I didn't understand then how foolish quick assumptions like that are. Now we are on a twenty-eight-horse machine and I take the maintenance of it very seriously.  i.      To work on "value rigidity" trap, consider the message from Alison Donaghey                               E6S-163 Think Opposite with Alison Donaghey III      Prepare a ready mind a.       Pg 323 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance         When beginning a repair job you can list everything you're going to do on little slips of paper which you then organize into proper sequence. You discover that you organize and then reorganize the sequence again and again as more and more ideas come to you. The time spent this way usually more than pays for itself in time saved on the machine and prevents you from doing fidgety things that create problems later on.       You can reduce your anxiety somewhat by facing the fact that there isn't a mechanic alive who doesn't louse up a job once in a while. The main difference between you and the commercial mechanics is that when they do it you don't hear about it...just pay for it, in additional costs prorated through all your bills. When you make the mistakes yourself, you at ]east get the benefit of some education. i.      Approach seems similar to project planning, creating a work break-down structure, network diagram and agile stories E6S-039    Work Breakdown Structure part 1 E6S-041    Work Breakdown Structure LSS Part 3 E6S-098    Network Diagram E6S-178    Agile Requirements Gathering- Stories Part 1 E6S-179    Agile Requirements Gathering- Stories Part 2               IV      Scale it down a.       Pg 324 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance         Impatience is close to boredom but always results from one cause: an underestimation of the amount of time the job will take. You never really know what will come up and very few jobs get done as quickly as planned. Impatience is the first reaction against a setback and can soon turn to anger if you're not careful.       Impatience is best handled by allowing an indefinite time for the job, particularly new jobs that require unfamiliar techniques; by doubling the allotted time when circumstances force time planning; and by scaling down the scope of what you want to do. Overall goals must be scaled down in importance and immediate goals must be scaled up. This requires value flexibility, and the value shift is usually accompanied by some loss of gumption, but it's a sacrifice that must be made. It's nothing like the loss of gumption that will occur if a Big Mistake caused by impatience occurs. i.      Sounds like Agile to me 1.      scaling down to smaller more immediate deliverables and scope 2.      new jobs and unfamiliar techniques E6S-100    Agile Part 1                 E6S-101    Agile Part 2     E6S-103    Agile Part 3                 E6S-104    Agile Part 4     E6S-141    LSS and/or Agile? Part 1        E6S-142    LSS and/or Agile? Part 2        E6S-161    Project Planning Part 2 - The Agile/SCRUM Way E6S-162    Project Planning Part 3 - The Agile/SCRUM Way E6S-178    Agile Requirements Gathering- Stories Part 1 E6S-179    Agile Requirements Gathering- Stories Part 2         My favorite scaling-down exercise is cleaning up nuts and bolts and studs and tapped holes. I've got a phobia about crossed or jimmied or rust-jammed or dirt-jammed threads that cause nuts to turn slow or hard; and when I find one, I take its dimensions with a thread gauge and calipers, get out the taps and dies, recut the threads on it, then examine it and oil it and I have a whole new perspective on patience. Another one is cleaning up tools that have been used and not put away and are cluttering up the place. This is a good one because one of the first warning signs of impatience is frustration at not being able to lay your hand on the tool you need right away. If you just stop and put tools away neatly you will both find the tool and also scale down your impatience without wasting time or endangering the work. ii.      5S perhaps E6S-109 Intro to 5S E6S-110 5S on the Brain - Gabriela Spagnol Part 1 E6S-111 5S on the Brain - Gabriela Spagnol Part 2                   V         Recap a.       Fill up with gumption b.      Avoid the value rigidity trap c.       Prepare a ready mind d.      Scale it down                                                                                                                                Outro: Thanks for listening to episode 196 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion** Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 195,  "Kai-Zen and the Art of Everything - Part 1" I read ages from Robert Pirsig's iconic book, "Zen and the Art of Motorcycle Maintenance," and elaborate on how his message applies in business and Lean Six Sigma.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-195 Leave a Review! http://bit.ly/E6S-iTunes *** Kai-Zen and the Art of Everything Part 1 - Scientific Method ***                                                                                                                                                                          I            Asking the right questions a.       Pg 105 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance       "The real purpose of scientific method is to make sure Nature hasn't misled you into thinking you know something you don't actually know.  There's not a mechanic or scientist or technician alive who hasn't suffered from that on so much that he's not instinctively on guard. That's the main reason why so much scientific and mechanical information sounds so dull and so cautious. If you get careless or go romanticizing scientific information, giving it a flourish here and there, Nature will soon make a complete fool out of you. It does it often enough anyway even when you don't give it opportunities.  One must be extremely careful and rigidly logical when dealing with Nature: one logical slip and an entire scientific edifice comes tumbling down. One false deduction about the machine and you can get hung up indefinitely.        In Part One of formal scientific method, which is the statement of the problem, the main skill is in stating absolutely no more than you are positive you know.  It is much better to enter a statement 'Solve Problem: Why doesn't cycle work?' which sounds dumb but is correct, than it is to enter a statement 'Solve Problem: What is wrong with the electrical system?' when you don't absolutely know the trouble is in the electrical system.  What you should state is 'Solve Problem: What is wrong with cycle?' and then state as a first entry of Part Two: 'Hypothesis Number One: The trouble is in the electrical system.'  You think of as many hypotheses as you can, then you design experiments to test them to see which are true and which are false.       This careful approach to beginning questions keeps you from taking a major wrong turn which might cause you weeks of extra work or can even hang you up completely.  Scientific questions often have a surface appearance of dumbness for this reason. They are asked in order to prevent dumb mistakes later on.    i.      This is the essence of the Define phase as well as any exploratory phase of a new project or design 1.      Good problem statements are difficult to craft.  Too often they contain a bias for a root cause or even a solution. a.       E6S-009          DMAIC Define Project Definition part 1 b.      E6S-010          DMAIC Define Project Definition part 2 2.      The dangers of bad problem statements: a.       Waste time solving the wrong problem i.      Even worse, never realize or it it and continue throwing good money after bad.  Stuck in the "sunk cost" fallacy.  - The Sunk Cost Fallacy ii.      It is also the basis of good coaching and consulting. Good consultants ask the dumb questions, and continue to follow up on these questions until they are exhausted.  Often the dumb questions are too often overlooked by those who "know better." iii.      Similar approach also used during an 8D, "Is/ Is-Not" analysis, sorting only what we know for sure before embarking on hypotheses.  iv.      Inferential Statistics and Hypothesis Testing "hedges" their bets. No more absolutes or "proof," only probabilities, including the probability of being wrong.  We cannot accept the null hypothesis, only fail to reject it.  We can reject the null hypothesis, but still have a 5% risk of being wrong. (assuming alpha risk = 0.05).  More on hypothesis testing in future episodes. II         Testing hypotheses a.       Pg 107 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance       To test properly the mechanic removes the plug and lays it against the engine so that the base around the plug is electrically grounded, kicks the starter lever and watches the spark plug gap for a blue spark. If there isn't any he can conclude one of two things: (a) there is an electrical failure or (b) his experiment is sloppy. If he is experienced he will try it a few more times, checking connections, trying every way he can think of to get that plug to fire. Then, if he can't get it to fire, he finally concludes that A is correct, there's an electrical failure, and the experiment is over. He has proved that his hypothesis is correct.       In the final category, conclusions, skill comes in stating no more than the experiment has proved. It hasn't proved that when he fixes the electrical system the motorcycle will start. There may be other things wrong. But he does know that the motorcycle isn't going to run until the electrical system is working and he sets up the next formal question: "Solve problem: what is wrong with the electrical system?"       He then sets up hypotheses for these and tests them. By asking the right questions and choosing the right tests and drawing the right conclusions the mechanic works his way down the echelons of the motorcycle hierarchy until he has found the exact specific cause or causes of the engine failure, and then he changes them so that they no longer cause the failure.       An untrained observer will see only physical labor and often get the idea that physical labor is mainly what the mechanic does. Actually the physical labor is the smallest and easiest part of what the mechanic does. By far the greatest part of his work is careful observation and precise thinking. That is why mechanics sometimes seem so taciturn and withdrawn when performing tests. They don't like it when you talk to them because they are concentrating on mental images, hierarchies, and not really looking at you or the physical motorcycle at all. They are using the experiment as part of a program to expand their hierarchy of knowledge of the faulty motorcycle and compare it to the correct hierarchy in their mind. They are looking at underlying form.   i.      Root Cause Analysis using  PDSA (Plan-Do-Study-Adjust) or PDCA (Plan-Do-Check-Act) cycle - Iterative cycle until you've exhausted the options.  Following the bread-crumbs ii.      Continue filling out the "Is/Is-not" iii.      Similar basis for Shainin, Red-X methods III      The novice advantage a.       Pg 313 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance       The first time you do any major job it seems as though the out-of-sequence reassembly setback is your biggest worry. This occurs usually at a time when you think you're almost done. After days of work you finally have it all together except for: What's this? A connecting-rod bearing liner?! How could you have left that out? Oh Jesus, everything's got to come apart again! You can almost hear the gumption escaping. Pssssssssssssss.       There's nothing you can do but go back and take it all apart again -- after a rest period of up to a month that allows you to get used to the idea. There are two techniques I use to prevent the out-of- sequence-reassembly setback. I use them mainly when I'm getting into a complex assembly I don't know anything about.       It should be inserted here parenthetically that there's a school of mechanical thought which says I shouldn't be getting into a complex assembly I don't know anything about. I should have training or leave the job to a specialist. That's a self-serving school of mechanical eliteness I'd like to see wiped out. That was a ``specialist'' who broke the fins on this machine. I've edited manuals written to train specialists for IBM, and what they know when they're done isn't that great. You're at a disadvantage the first time around and it may cost you a little more because of parts you accidentally damage, and it will almost undoubtedly take a lot more time, but the next time around you're way ahead of the specialist. You, with gumption, have learned the assembly the hard way and you've a whole set of good feelings about it that he's unlikely to have. i.      Similar approaches in Design Thinking (Empathize, Define, Ideate, Test, Prototype) and Lean Startup- Build Measure Learn - iterative problem solving, based on PDSA i.e. failing forward 1.      This is how new entrants disrupt an existing market. They take the leap to learn something and find a new innovation that eluded the incumbents.  2.      Or be one who clung to the old model: E6S-180 Parable for our times-AP - QP July 2007 ii.      Don't be this guy: E6S-136 Jonny B Ermuda -Tale of a Project Lost                        IV      The ego disadvantage a.       Pg 321- Robert Pirsig - Zen and the Art of Motorcycle Maintenance       If you have a high evaluation of yourself then your ability to recognize new facts is weakened. Your ego isolates you from the Quality reality. When the facts show that you've just goofed, you're not as likely to it it. When false information makes you look good, you're likely to believe it. On any mechanical repair job ego comes in for rough treatment. You're always being fooled, you're always making mistakes, and a mechanic who has a big ego to defend is at a terrific disadvantage. If you know enough mechanics to think of them as a group, and your observations coincide with mine, I think you'll agree that mechanics tend to be rather modest and quiet. There are exceptions, but generally if they're not quiet and modest at first, the work seems to make them that way. And skeptical. Attentive, but skeptical, But not egoistic. There's no way to bullshit your way into looking good on a mechanical repair job, except with someone who doesn't know what you're doing.       -- I was going to say that the machine doesn't respond to your personality, but it does respond to your personality. It's just that the personality that it responds to is your real personality, the one that genuinely feels and reasons and acts, rather than any false, blown-up personality images your ego may conjure up. These false images are deflated so rapidly and completely you're bound to be very discouraged very soon if you've derived your gumption from ego rather than Quality.   i.      Ego kills all that is good.  1.      Destroys relationships, causes wars, ruins businesses 2.      Ego is the underlayment for all failed continuous improvement deployments E6S-038    Why LSS Projects Fail a.       Deployments implode when false successes are celebrated but turn up empty b.      Program detractors put their egos, their own image, above what is best for the company.  Will wage war. c.       Or program only targeted to make a "big splash" for a new executive, but not really meant the make a lasting difference ii.      Ego-driven leaders will continue to double-down on a bad decision, even long after they know it's bad, all to protect their legacy/ego E6S-063 Zombie Projects iii.      Good consultants, Black Belts, and leaders must take a step back from their egos, or at least recognize if their actions are ego-driven V         Unanswered questions - red herrings and dead ends a.       Pg 327 - Robert Pirsig - Zen and the Art of Motorcycle Maintenance       I want to talk now about truth traps and muscle traps and then stop this Chautauqua for today. Truth traps are concerned with data that are apprehended and are within the boxcars of the train. For the most part these data are properly handled by conventional dualistic logic and the scientific method talked about earlier.... But there's one trap that isn't...the truth trap of yes-no logic.       Yes and no -- this or that -- one or zero. On the basis of this elementary two-term discrimination, all human knowledge is built up. The demonstration of this is the computer memory which stores all its knowledge in the form of binary information. It contains ones and zeros, that's all.       Because we're unaccustomed to it, we don't usually see that there's a third possible logical term equal to yes and no which is capable of expanding our  understanding in an unrecognized direction. We don't even have a term for it, so I'll have to use the Japanese mu.       Mu means ``no thing.'' Like ``Quality'' it points outside the process of dualistic discrimination. Mu simply says, ``No class; not one, not zero, not yes, not no.'' It states that the context of the question is such that a yes or no answer is in error and should not be given. ``Unask the question'' is what it says.       Mu becomes appropriate when the context of the question becomes too small for the truth of the answer. When the Zen monk Joshu was asked whether a dog had a Buddha nature he said ``Mu,'' meaning that if he answered either way he was answering incorrectly. The Buddha nature cannot be captured by yes or no questions.       That mu exists in the natural world investigated by science is evident. It's just that, as usual, we're trained not to see it by our heritage. For example, it's stated over and over again that computer circuits exhibit only two states, a voltage for ``one'' and a voltage for ``zero.'' That's silly!       Any computer-electronics technician knows otherwise. Try to find a voltage representing one or zero when the power is off! The circuits are in a mu state. They aren't at one, they aren't at zero, they're in an indeterminate state that has no meaning in of ones or zeros. Readings of the voltmeter will show, in many cases, ``floating ground'' characteristics, in which the technician isn't reading characteristics of the computer circuits at all but characteristics of the voltmeter itself. What's happened is that the power-off condition is part of a context larger than the context in which the one zero states are considered universal. The question of one or zero has been ``unasked.'' And there are plenty of other computer conditions besides a power-off condition in which mu answers are found because of larger contexts than the one-zero universality.       The dualistic mind tends to think of mu occurrences in nature as a kind of contextual cheating, or irrelevance, but mu is found throughout all scientific investigation, and nature doesn't cheat, and nature's answers are never irrelevant. It's a great mistake, a kind of dishonesty, to sweep nature's mu answers under the carpet. Recognition and valuatian of these answers would do a lot to bring logical theory closer to experimental practice. Every laboratory scientist knows that very often his experimental results provide mu answers to the yes-no questions the experiments were designed for. In these cases he considers the experiment poorly designed, chides himself for stupidity and at best considers the ``wasted'' experiment which has provided the mu answer to be a kind of wheel-spinning which might help prevent mistakes in the design of future yes-no experiments.       This low evaluation of the experiment which provided the mu answer isn't justified. The mu answer is an important one. It's told the scientist that the context of his question is too small for nature's answer and that he must enlarge the context of the question. That is a very important answer! His understanding of nature is tremendously improved by it, which was the purpose of the experiment in the first place. A very strong case can be made for the statement that science grows by its mu answers more than by its yes or no answer. Yes or no confirms or denies a hypothesis. Mu says the answer is beyond the hypothesis. Mu is the ``phenomenon'' that inspires scientific enquiry in the first place! There's nothing mysterious or esoteric about it. It's just that our culture has warped us to make a low value judgment of it.       In motorcycle maintenance the mu answer given by the machine to many of the diagnostic questions put to it is a major cause of gumption loss. It shouldn't be! When your answer to a test is indeterminate it means one of two things: that your test procedures aren't doing what you think they are or that your understanding of the context of the question needs to be enlarged. Check your tests and restudy the question. Don't throw away those mu answers! They're every bit as vital as the yes or no answers. They're more vital. They're the ones you grow on! i.      Dead end"    Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike  **We'd Appreciate Your Opinion**                                                                                                                                                                                                

Like / Dislike  **We'd Appreciate Your Opinion** Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 194, Part 1 of  "Aaron's MBA Homework."  Yes, Aaron is recycling some of his homework to double as podcast content.  This week Aaron reflects on his own leadership experiences, high and low.   If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-194 Leave a Review! http://bit.ly/E6S-iTunes My Leadership Profile Aaron Spearin Jack Welch Management Institute JWI 510: Leadership in the 21st Century October 22, 2017   Introduction In his book, Winning, Jack Welch outlines eight rules that should be followed in order to become a well-rounded leader.  In this paper, I describe two formative leadership experiences, a college resident assistant and a global quality manager, and describe how my leadership style has evolved from that of a coercive and authoritarian style to one a more affiliative and coaching style. I also highlight which of Jack’s rules and aspects of my emotional intelligence that I need to work on in order improve my social skills, build a network and create an aura of positivity about myself.    My Leadership Experiences My Current Role My current role may be best described as a temporary leader. My core duties consist of training and coaching as an internal consultant. I have no direct reports and no formal authority outside the classroom.  My teams can be a week-long class full of students, after which we go our separate ways, or they can be a random selection of project managers, whom I coach and manage collectively as if they were part of the same team.  At times, I lead a group of leaders who have greater authority than I do.  I have the responsibility to challenge, guide, and motivate these teams to stretch beyond their comfort zones, status quo and paradigms. To whichever group I am attached, I am granted the temporary authority of a trusted advisor or subject matter expert. Key Leadership Experiences One key leadership experience came during my senior year(s) at the University of Connecticut. In an effort to partially pay my way through school, I worked as a resident assistant (RA). I was responsible to foster a healthy living and study environment for forty residents on my floor and work in cooperation with eleven of my other RA peers, to collectively manage nearly 500 residents in four buildings. On a typical night each RA would be on-duty, make the rounds to ensure there was no drug use or underage drinking, no smoking in common areas, and that quiet hours were being observed.  We were like mall cops, and I was good at it.  I even earned a nickname from one of my colleagues- “Buster.” If anything was going down, I’d be there to “bust it up.”  Often, my peers would ask me to help back them up during rounds, especially as Thursday nights or the weekends approached, and if they did not feel safe doing rounds alone. I was almost always available and on-call.  We had several interesting incidents of breaking up parties, arresting drug dealers, catching vandals, and damage control from campus riots and after a 3-alarm blaze left 120 students homeless.  High adrenaline incidents like these and the "Buster" persona really fed into my leadership style at the time, which was more coercive and a bit authoritative.  My ego also became enveloped in this persona, and I had a reputation that I was proud of – that is until we had a change in our leadership, a new boss.  This, I believe, was the first time I received a negative review about my performance.  My boss acknowledged that I was always available and depended on, but I was negligent in other core aspects of the job.  There was a reason “residents assistants” were once called “Dorm Moms,” and not “Dorm Cops.”  It was because the role is intended to be more well-rounded and holistic, like that of a caregiver.  I was not doing my in-service events to foster diversity and inclusion. I was not spending my budget for floor social activities.  I was only fulfilling the role of “Buster,” a narrow and one-sided approach.  Receiving a negative review was a real shock to my ego. It was a first for me, but inevitably “Buster” needed to go, and a kinder, gentler “Aaron” emerged. Another formative experience came over a decade later, when I was a quality manager, ing a global supply chain for semiconductor fabrication chemistry. The field is extremely challenging, teetering on the hairy edge of technology and capability.  I serviced some of the most demanding customers in the world, like Intel, Samsung and TSMC.  During this time, I built a very cohesive team, promoted from within and took the department from constant fire-fighting to forging a strategic path for where we needed to be in order to keep our leading market position.  Below are a few lessons I have internalized from that experience, some of which I am still trying to mentally sort: ·         Leading from the middle is difficult without clear leadership or a vision at the top ·         It does not matter how hard you work or how well you perform if your network is weak ·         Perceptions of my negative nature overshadowed my actual accomplishments I took the role, somewhat begrudgingly, because the company was in dire straits.  They needed someone fast, and the leadership team unanimously chose me.  I was given only two days of onboarding from the previous quality manager, who held the position for 10+ years and had completely checked out. Some of her final words to me were, “I will miss everyone here, except for [insert my boss’s name].”  She was beloved by the company, and she kept the program alive. However, she did so by constantly juggling tactical issues and addressing only the symptoms to systemic problems, but not the problems themselves.  I took a different, more transformational approach, and frankly, did not make as many friends. I held other groups able for quality work, cut out the unnecessary bureaucracy of the quality management system, automated mundane tasks and upskilled the department.  All of this was in-line with the vision of my executive vice president. We made quick progress until the day he was let go from the company.  Soon after, I became crowded out by other leaders and detractors. I resigned from the company, somewhat embittered, but I was happy to leave behind the 11 PM telephone calls, Saturday work, cut-throat culture and the fear of falling asleep again during my morning commute.   Not all is lost.  Perhaps it only serves to repair my ego, but I have regained some sense of absolution by observing the dysfunction that remained after I left.  Two other quality managers were quickly burned through, the scope of the role was reduced to half the size, and the number of ing engineers increased ten-fold. In addition, 98% of my detractors have since been fired or demoted, while the team that I developed and recruited were promoted. My Leadership Strengths With regards to the teachings of this course, I believe my experiences outlined above embody two of Jack Welch’s foundational principles: #1 Mission and Vision, and #4 Voices and Dignity (Welch, 2005). I believe these experiences also demonstrate rules 1 and 5 of Jack’s 8 Rules of Leadership (Reference): 1. Relentlessly upgrade their team as they recruit and develop superb people, and then make full use of every opportunity to coach, evaluate, and build self-confidence 5. Have the courage to make unpopular decisions when required and gut calls even when they may not have all the information they would like to have I take great pride in people and team development. This cannot be done without a clear mission and vision or without acknowledging the voice and dignity of each team member.  I also found that when upgrading the skills of one team member, or adding a new “A”-player to the mix, other team tend to up their game as well.  The magic formula, though, in my mind is finding where team complement one another, rather than compete.             Making unpopular decisions and gut calls was part of what made me so unpopular as the quality manager. The mission of the program was to advocate for the customer, not only by what their written requirements were but also for the spirit behind those requirements. E6S-070          What to expect when you're not Spec-ing Part 1a     E6S-071          What to expect when you're not Spec-ing Part 1b When there is a true north with a mission and vision, it is rather easy to make such difficult decisions. However, the challenge comes when not everyone is following the same mission and vision.  Sometimes advocating for the customer puts you at odds with your own operations.  My Emotional Intelligence The emotional intelligence (EI) strengths I most typically demonstrate are motivation, and empathy (Goleman, 1998).  I tend to lead with a mix of coaching, affiliative and democratic styles (Goleman,2000).  This, I believe, is more by design and not by my nature. I believe my RA experience helped me find this part of my leadership style. I rarely have formal authority. I can only encourage others to stretch themselves. However, when I have had formal authority over a team, empathy and motivation were still my “go-to” traits. I believed in a vision of how things could be better, and I delegated great authority to my direct reports so they could help find the path to get there. There were times when I had to receive unhappy news or be told that I was incorrect in some of my assumptions, but I am proud we had such open communication within the team. With each disproven hypothesis, we inched forward toward our vision. Despite my ability to become more empathetic over the years, I have been more stymied by my inability to be social and outwardly enthusiastic.  This goes hand-in-hand with people generally perceiving me as negative, which does not help build the ive network I need when I am faced with an unpopular decision.     My DiSC Profile E6S-171          DiSC over DMAIC Part 1     E6S-172          DiSC over DMAIC Part 2     Based on my DiSC profile, high “C&D” (conscientiousness & dominance), I tend to see the world critically with a detailed eye for what is wrong and a belief that I have the power to change it (Wiley, 2012).  It makes sense that I gravitated to transformation consulting roles. However, my experience has taught me to lead more with my medium “S” (steadiness), to ensure that wherever I go, I bring a team along.  I learned that others are not as readily persuaded by data, but more by emotions and relationships.  Nor may they even be willing or believe they are able to change the status quo.  Sometimes, especially if I know a project is politically charged, the first order of business is not to look at the data or study the problem, but rather to first focus on the people, the project teams for lunches, and create relationships before embarking on the potentially divisive work.   E6S-099 Vic Wilson - Semper Gumby Despite my ability to form harmonious teams and create relationships with my medium “S,” my “I” (influence) in DiSC is almost zero. It is not that I cannot influence others. It is that I would rather not, and it takes quite a bit of energy just to stand up and force myself to try. The high “C” in me gets frustrated that others are not motivated by what (to me) seems obvious, and the high “D” in me does not have the patience to persuade them otherwise. Leadership Skill Development Based on my experiences, lessons learned, and the JWMI’s teachings so far, it is clear to me I need devote more effort to generating enthusiasm and an optimistic energy around me. This is contrary to my natural tendencies according to my DiSC profile, but it seems to be a clear missing link in my leadership development.  This will help develop my EI social skills and help me build my network which I believe will allow me to communicate with greater candor without it being perceived as negativity or criticism (Welch, 2005).  To begin this work, I will start small, first by altering my rhetoric to speak more positively about how things could be, rather than focus negatively on what is currently wrong.  Searching for the positive words should force me to see the positive aspects of a situation.  I will work on my body language and attempt to acquaint myself with new people. Within my own teams, I will more actively look for ways to celebrate small victories in order to build the momentum and confidence to tackle larger challenges. Conclusion I briefly described two formative leadership experiences, one as a resident assistant in college and one as a global quality manager ing the semiconductor industry.  My leadership style evolved from coercive and authoritative to a more affiliative and coaching style.  I still am lacking in emotional intelligence when it comes to social skills and building a network, and I don’t quite live up to one of Jack’s rules to spread positive energy and optimism. I outlined some small steps to address these, starting with the words I choose and looking for opportunities to accentuate the positive, rather than the negative.     References Goleman, D. (1998). What makes a leader. Harvard Business Review 76(6), 93-102. Goleman, D. (2000), Leadership that gets results. Harvard Business Review 78(2), 78-79. Welch, J. & Welch, S. (2005). Winning. New York, NY: Harper Wiley (2012), Everything DiSC® Workplace®, John Wiley & Sons   Outro: Thanks for listening to episode 194 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike  **We'd Appreciate Your Opinion**                                                                                  

Like / Dislike  **We'd Appreciate Your Opinion** Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 193,  "CRUDDR," as in your value-streams.   "CRUDDR Your Value Streams." If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-193 Leave a Review! http://bit.ly/E6S-iTunes                                                                               *** CRUDDR Your Value Streams ***                                                                                                                                                                               I            CRUDDR - What comes after analyzing the value streams II         Recall episodes: a.       E6S-044 Value Stream Essentials Unbalanced Flow prt 1 b.      E6S-045 Value Stream Essentials Unbalanced Flow prt 2 c.       E6S-062 VS Essentials Part 4 - Spaghetti & Process Load d.      E6S-072 8 Wastes Part1         e.       E6S-073 8 Wastes Par2          f.       E6S-074 8 Wastes Part3         g.      E6S-075 8 Wastes Part4         h.      E6S-077 8 Wastes Part5         i.        E6S-080 Critical Path in VSM Part 1             j.        E6S-081 Critical Path in VSM Part 2 k.      E6S-083 Value-Add Flow Analysis +FSVSM       III      Why CRUDDR? Because too many folks default to the most expensive and delayed solutions to Value-Streams.  CRUDDR prioritizes actions IV      What is CRUDDR - Acronym to help prioritize the types of actions to look for to improve value Streams. Stands for Cut, Repair, Unchain, Distribute, Duplicate, Robotize a.       C - Cut non-value added work.  Just stop doing it.  This is free b.      R - Repair broken steps. This means anything creating defects, rework or other yield related issues c.       U - Unchain BVA or NNVA steps.  Remove them from the critical path. Make them parallel. These are internal processes and should not add to the overall lead time the customer experiences d.      D - Distribute non-level workload.  Break up the value-added work and redistribute through-out the value stream  (a.k.a. heijunka) e.       D - Duplicate constrained resources.  People or equipment that are at the remaining time constraints or bottlenecks f.       R - Robotize repetitive/tedious value-added tasks . (finally what everyone wanted- automation; but more accurately autonomation). This is last because no money or time should be spent automating non-value added work.  Automation as a rule should be limited to those areas that are hazardous or tedious to the point they cause errors and/or injury.  (a.k.a. jidoka)               Outro: Thanks for listening to episode 193 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 192, we give an update on Lean Six Sigma salary trends.  "Climbing Still?"  If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-192 Leave a Review! http://bit.ly/E6S-iTunes                                                                                                                                                                                     ***Purchase Detailed 2000-2016 Salary Trend Analysis***       I            Described below is an excerpt from "Beyond the Classroom - Is Lean Six Sigma Right for Me?" It shows a partial analysis of salary trends by Lean Six Sigma certifications between 2000 and 2016. (Source: Quality progress 2000-2017 Salary Surveys; American Society for Quality) a.       According to surveys, topping off the list, LSS MBBs earn an average of $128,000 annual salary (USD), trailed by Black Belts at $103,300, Green Belts a $91,000. and survey respondents with no certification at $82,000.  These  results are the average of all US-based survey respondents between 2015 and 2017. ***Purchase Detailed 2000-2016 Salary Trend Analysis*** II         What's the difference? See E6S-176- "Are You Climbing Up?" III      Trending over time a.       Salaries show an increasing trend between 2000 and 2017.  b.      Green Belt salaries rose from $65k to about $93k, (then dipping a bit in 2017 to $91k) while non-certified respondents' salaries rose from $58k to only $88k, with a sharp rise between 2016 and 2017.  Non-certified, certified Black Belts, and certified MBBs should a similar "spiked" patter in 2017, which seems to be skewing the rest of the trends.  It is uncertain what has led to this.  It  may be a change in ASQ's methodology with how they analyze and report the numbers.  Plus, they only report mean salary, when they should report median.  This would reduce the skew from extreme salaries that are out-of-the-norm.  c.       Unfortunately, these salary trends are misleading.  The survey providers do not for changes in the cost of living.  i.      Adjusting for the cost of living, the salaries for non-certified respondents appear stable over the years between $81k and $88k, in 2017 equivalent dollars. (except what appears to be a below average history between 2012 and 2016 ii.      Salaries for certified GB respondents were stable over time between $87k and $93k in 2017 equivalent dollars 1.      See episode E6S-064 - In the eye of the Cash-holder Part 1A- Stable & Capable for more background on what is statistically "stable"   iii.      A full salary trend analysis is available for purchase. It provides a deeper comparison for all belt salary trends and adjusts to annual changes in cost-of-living.  Purchase Detailed 2000-2016 Salary Trend Analysis   Outro: Thanks for listening to episode 192 of the E6S-Methods podcast.  Stay tuned for episode 193, "CRUDDR."   Yeah, we'll explain it later.  Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**

Like / Dislike  **We'd Appreciate Your Opinion**   Email me: [email protected] Leave a Review! http://bit.ly/E6S-iTunes; Donations: http://bit.ly/E6S-Donate   Intro:  Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career.  us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking.  In this episode number 191,  HAPPY NEW YEAR ! And Happy Anniversary.  Yes, we are 4 years away from day 1.  Jacob and I do a reflection on 2017 and look forward to 2018.  If you're just tuning in for the first time, find all our back episodes at our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes.  It's easy.  Just tap our logo, click and you're done. Tap-click-done!  Here we go. http://bit.ly/E6S-191 Leave a Review! http://bit.ly/E6S-iTunes                                                                                             *** Hello 2018-  Four Away ***                                                                                                                                                                     I            2017 Reflection a.       What went well - Aaron? i.      Personal/Professional? 1.      Highlight of my year - trip to Sydney Australia for work a.       Loved it... just about everything about it. Want to move there, but can't afford it. 2.      Started my MBA - Jack Welch Management Institute 3.      Got my gall bladder removed - finally can eat my favorite foods without torture 4.      Selling my house 5.      Buying a new house.... 6.      And learned I'm going to be a grandfather ii.      E6S-Methods related? 1.      Invited to be part of the Accendo Reliability Network - Coming Soon a.        accendoreliability.com 2.      Landed a nice deal to teach Design of Experiments to a global adhesives company 3.      Hit over 3000 subscribers weekly (beating new forecast - but nowhere near old forecast) b.      Not so well? i.      Personal/Professional? 1.      Too much drama in my personal life ii.      E6S-Methods related? 1.      Did not cover most of the episode topics I planned to a.       The ISO 13053 Lean Six Sigma Standard - WTF...? b.      Topics in Systems Thinking c.       Monte-Carlo Simulations in micro-lending d.      More tools - SPC, Regression, DOE, Hypothesis Testing (oh my) 2.      Not well prepared for each week (in danger of pod-fading) a.       Lots of rebroadcast episodes b.      Lots of article reviews (which feels like cheating) c.       missed 2 full weeks of releasing nothing c.       Favorite Episodes i.      Aaron: 1.      158 Project Schedule Planning Part 1 - Near PERTfection Task Duration Estimation 2.      171-172 DiSC over DMAIC Series 3.      173-174 TaleNO - New Hire Application Journeys Part 1 ii.      Jacob? iii.      Audience favorites? 1.      Top "Likes" a.       (6 likes) 033RB (Rebroadcast) Fifty Shades of Black Part 1 b.      (4 likes) 166 I Quit- Kiss My ASQ Good-Bye! c.       (2 likes) 144 Completely Intentional- Mistake Proofing Part 1 d.      (2 likes) 153 Yelena's Story from Russia to Riches -Holiday Special e.       (2 likes) 176 Are you climbing up? - LSS Salary trends 2.      "Dislikes" a.       (2 dislikes) 158 Project Schedule Planning Part 1 - Near PERTfection Task Duration Estimation b.      (1 like / 1 dislike) 164 "Sweet 16 Debate" Part 1 -  Smart Tips for Successful Black Belts 3.      In iTunes right now a.       171 DiSC over DMAIC Part 1 b.      172 DiSC over DMAIC Part 2 c.       177 Soft Cost of In-House Rework - PFOnline.com, June 2008 4.      2017 Website Hits a.       This year's episodes i.      176 Are you climbing up? - LSS Salary Trends ii.      168 Know-Nothing Black Belt iii.      171 DiSC over DMAIC Part 1 iv.      167 Project Schedule Planning Part 4 - Project Timeline, Yes you Gantt b.      All episodes i.      033RB (Rebroadcast) Fifty Shades of Black Part 1 ii.      098 Network Diagram iii.      068 Capability Indices - eye of cashholder Part 3b iv.      176 Are you climbing up? - LSS Salary trends v.      124 FMEA 10*10*10 Explodes Repeatedly Without Warning  -Part 3 Scoring 5.      All-time (most website hits adjusted for age) a.       033RB (Rebroadcast) Fifty Shades of Black Part 1 (score = 3) b.      176 Are you climbing up? - LSS Salary trends (score = .71) c.       098 Network Diagram (score = .46) d.      061 Value Stream Mapping - Value Stream Essentials Part 3B (score = .36) e.       029 KISS for Power Point (score = .35) II         2018 Looking forward a.       All those episodes we didn't get to this year b.      Plus More Guests & Topics  i.      Six Sigma Ranch (Winery) ii.      Hiring a Black Belt - Your Resumes iii.      Healthcare - Reducing Hospital Reissions iv.      Design Thinking in Financial Services v.      Project Management at Disney vi.      SMED in the NASCAR Pit Crew vii.      Update on salary trends c.       A listener request:  Eric Gaschk liked episode 188 Transformation IT - Global Automotive i.      Comment: I enjoyed the "real world" lessons related in this podcast, and I have ed this on to colleagues in our company's IT department. I would like to hear more episodes like this. III      Final thoughts? Outro: Thanks for listening to episode 191 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done!  If you have a question, comment or advice, leave a note in the comments section or us directly. Feel free to email me "Aaron," [email protected], or on our website, we reply to all messages.  If you heard something you like, then share us with a friend or leave a review.  Didn't like what you heard? our LinkedIn Group, and tell us why.  Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com. "Journey Through Success. If you're not climbing up, you're falling down."    Leave a Review! http://bit.ly/E6S-iTunes   Like / Dislike  **We'd Appreciate Your Opinion**