Scherder sees a need for pharma’s LSS programs to focus on the fundamental concept of understanding and controlling variability and driving that throughout the organization. She also sees a need to incorporate the best aspects of Lean thinking in training. “The concentration on many statistical tools taught too quickly comes at the price of holistic problem solving. Instead, we need to develop problem solvers who will drive statistical thinking throughout an organization, to understand variability, reduce waste, and improve processes,” she says.
I started with 's Yellow Belt Training and was immediately impressed with the format of the training, so I advanced to Green Belt Training. It was easy to follow because of the Bahama Bistro business model. I could easily see how the lessons from this simple paradigm could translate to more complex systems. 's course allowed me to spend as much or as little time as needed on each section of the training. I have a great deal of confidence that what I learned through will be of significant value to me and my employers. I recommend to anyone interested in advancing their career.
An example of poka-yoke in action: A large amount of workflows in a payroll process were being terminated abruptly. Users were provided with a standard set of action buttons for each step: “Approve to Next” and “Approve to Close.” The former approved the step and sent the workflow forward, while the latter approved and closed the workflow. The cause for the high number of terminations was the confusing nomenclature on the buttons. The issue was resolved by providing mouse-over texts on both the buttons clearly labeling the scenarios when each should be used.