Quality

Embrace the Changes: Quality & Environmental Management Systems

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by Larry W. Sheppard, ISO 14001-2015 EMS & ISO 9001-2015 QMS Consultant

Companies currently certified to ISO 14001-2004 and ISO 9001-2008 must be re-certified to the revised standards by September 15th 2018 or risk the possibility of losing their certification.  The new standards did not add any new requirements; however, some of the existing requirements in the 2015 versions have significant changes. Transition for ISO 14001-2004 and ISO 9001-2008 certified companies should be easy to implement since they have an EMS/QMS base that meets most of the requirements of the 2015 version.

This is where the Alber Enterprise Center of The Ohio State University can assist your company during the transition to the new standards. We would be glad to meet with your management staff and present the new requirements in detail.

 Main changes in ISO 14001:2015 EMS

The new requirement is to understand the organization’s context has been incorporated to identify opportunities for the benefit of both the organization and the environment. Particular focus is on issues or changing circumstances related to the needs and expectations of interested parties (including regulatory requirements) and local, regional or global environmental conditions that can affect, or be affected by, the organization. Once identified as a priority, actions to mitigate adverse risk or exploit beneficial opportunities are integrated in the operational planning of the EMS.

 To ensure the success of the system, a new clause has been added that assigns specific responsibilities for those in leadership roles to promote environmental management within the organization.

The expectation on organizations has been expanded to commit to proactive initiatives to protect the environment from harm and degradation, consistent with the context of the organization. The revised text does not define ‘protect the environment’ but it notes that it can include prevention of pollution, sustainable resource use, climate change mitigation and adaptation, protection of biodiversity and ecosystems, etc. i.e. environmental performance.

There is a shift in emphasis with regard to continual improvement, from improving the management system to improving environmental performance to be consistent with the organization’s policy commitments.  In addition to the current requirement to manage environmental aspects associated with procured goods and service, organizations will need to extend its control and influence to the environmental impacts associated with product design and development to address each stage of the life cycle, i.e. acquisition of raw materials, design, production, transportation/delivery, use, end-of-life treatment and final disposal.

Main Changes in ISO 9001-2015 QMS

Major Differences in Terminology between ISO 9001- 2008 & ISO 9001-2015

 

ISO 9001-2008 ISO 9001-2015
Products Products and service
Exclusions Not used

(See Clause A.5 for clarification of applicability)
Management Representative Not used (Similar responsibilities and authorities are assigned but no requirement for a single management represented)
Documentation, quality manual, documented records Documented information
Work environment Environment for the operation of processes
Monitoring and measuring equipment Monitoring and measuring resources
Purchased product Externally provided product and services
Supplier External provider

 Documented Information has replaced the ISO 9001-2008 version need for the quality manuals and some procedures to define the documented QMS. Documented Information includes instructions, records of process performances, external provider’s performance, internal audits and management reviews etc.

As part of the continual improvement process risk base thinking was added to the revised standard. The concept of risk has always been implicit in ISO 9001 as preventive action. The 2015 revision makes it more explicit and builds it into the total QMS.

AEC’s Partnership with MYCAA

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MyCAAOur Center launched in February 2016 new online non-credit courses designed specifically for spouses of active military personnel to take advantage of the MyCAA scholarship workforce development program. The scholarships are funded by the Department of Defense and provide up to $4,000 of tuition assistance to eligible military spouses.  Scholarships can be used to register for dozens of the Center’s online courses that lead to certificates and certifications necessary to gain employment in high-demand, high-growth, portable career fields and occupations. A few examples are pharmacy technician, human resources specialist, childcare specialist, corrections specialist, legal writing specialist, and IT network specialist.

  • Spouses of active duty service members in pay grades E1-E5, W1-W2, and O1-O2 of any branch of the military are eligible, including activated Guard and Reserve (but excluding Coast Guard). 
  • So far, we have 32 participants and counting in the MyCAA program.
  • Go to go.osu.edu/mycaa for complete details and see the comprehensive list of courses.

Employee Training: Part 1

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DSCN0345When we ask “What is employee training?” it is not surprising that we get different responses.  Of course, no one particular answer is more correct than another.  One definition of training to consider is as follows: Training is the process whereby people acquire capabilities to perform jobs.  No company wants poorly trained employees.  Their mistakes can be very costly to your company.  Training provides employees with specific, identifiable knowledge and skills.  Sometimes we will talk about training and development together.  Development is different than training. Employee development is broader in scope and focuses on employees gaining new capabilities useful for both present and future employment.  Training may include “hard” skills and “soft” skills. A “hard” skill would be learning how to operate a machine or piece of equipment.  A “soft” skill would be how to effectively communicate with other employees.

In this series of articles, we will discuss several key components of employee training.  These include the following:

  • Training defined.
  • Strategic training approach.
  • Four phases of the training process.
  • Types of analysis to determine training needs.
  • Internal, external and e-learning training delivery methods.
  • Levels of training evaluation.
  • Intercultural competence training for global employers.

We have seen contemporary training in companies change considerably over the years.  Factors affecting the changes include the competitive environment and technology.  Four specific areas have been affected.  Each area is discussed below:

A. Organizational Competitiveness and Training

Companies realize that training their employees is important to a successful business.  Estimates say approximately $60 billion is spent annually on training in the U.S.  On average this expense is 1.5% – 2.0% of payroll expenses.  This data is from a study conducted by The American Society for Training and Development (ASTD).  Training can be compared to “continuous improvement.”  If your employees are not properly trained, you could lose competitive advantage in the market.  Retraining good employees is enhanced by an effective training program.

B. Knowledge Management and Training

Historically, competitive advantage among companies was measured in terms of physical capital.  Today, “intelligence” is considered a raw material used by “knowledge workers.”  Knowledge management is the way a company identifies and leverages knowledge in order to be competitive.  Technology can help transmit knowledge, but having technology does not mean employees will use it to manage knowledge effectively.  Knowledge management is a conscious effort to get the right knowledge to the right employees at the right time.  This way it is shared and implemented in your company.

C. Training as a Revenue Source

Many companies make a profit from selling training.  In some cases, training is included with a product purchase, for example, a new human resources information software package.  Purchasing a new machine for the production department can be less than successful without proper training from the manufacturer.  Future sales can be increased by providing product training.

D. Integration of Performance on Training

Job performance, training and employee learning must be integrated to be effective.  The link between training and job performance is critical.  Let’s look at safety fall protection personal protective equipment (PPE).  If your employees were simply shown a training video it is doubtful that the equipment would be used properly.  As an alternate method of training, the trainer could demonstrate how to properly put on the equipment, have the employees put the equipment on themselves and provide real-time feedback.  We think it is obvious which training method works better.  Other topics could incorporate everyday business issues as learning examples.  This would increase the realism of training exercises and scenarios.  This method integrates training, learning and job performance.

John M. Turner, Ph.D. is the President of JMT & Associates and a solutions partner who has been providing quality human resources consulting and training to Alber Enterprise Center’s clients for several years.  Please contact info@alberosu.com for more information on John’s services.

Alber Enterprise Center honors organizations for outstanding leadership

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(from left) Anne Johnson, Program Manager, Kathryn Brod, President & CEO of LeadingAge Ohio (award recipient), Myra Wilson, Program Director of Alber Enterprise Center (AEC) presented Brod with the Outstanding Achievement and Excellence Award for Collaboration in Framing the Future of Long-Term Care Services. Brod accepted the award for her leadership and continued efforts in assisting AEC and the LTSS consortium with an in-depth look in implementing solutions for the long-term care industry.

Four Ohio organizations and a Michigan consultant were recently honored for their outstanding impact in leadership by The Ohio State University’s Alber Enterprise Center.

The honorees were:  LeadingAge Ohio of Columbus, National Church Residences of Columbus, Uni-Grip, Inc, of Upper Sandusky, Cowen Truck Line, Inc. of Perrysville, and Performance Innovation, LLC of Novi, MI.

Each organization has partnered with the Alber Enterprise Center (AEC) to examine organizational challenges in their respective industries, streamline processes to enhance work flow, and/or receive executive training customized to suit their company needs.

LeadingAge Ohio, Columbus, received the Outstanding Achievement and Excellence Award for Collaboration in Framing the Future of Long-Term Care Services.  LeadingAge Ohio’s outstanding leadership over the course of the past year helped AEC make significant in-roads in identifying organizational challenges in long term services and support.  President & CEO of LeadingAge Ohio, Columbus, Kathryn Brod accepted the award.  Kathryn actively participated in AEC’s Long-Term Services & Supports (LTSS) Consortium and subsequently brought the activities of the consortium under the wing of the HR committee of the LeadingAge Ohio Board of Directors.  These continued efforts will assist AEC and the consortium to take an in-depth look in developing solutions that will make an impact for years to come.  In addition, Brod is a champion in maintaining the partnership between both organizations in moving forward and making an impact on front-line supervisors through their Leadership Challenge® workshops.

National Church Residences, Columbus, received Outstanding Achievement and Excellence Award for Collaboration in Framing the Future of Long-Term Care Services.  National Church Residences’ participation in AEC’s LTSS consortium and their efforts in implementing solutions to revitalize the long-term services and supports for elder care will impact this industry over the course of time.  Moreover, some of the staff’s involvement in AEC’s The BRIDGE facilitator training refined their facilitation process.

Uni-Grip, Inc., Upper Sandusky, received the Investment in Quality Management Systems award.  Uni-Grip’s financial investment in their quality systems and action steps to track measurements of key performance indicators led to their growth.  Within eight months of intense focus on change, a few of Uni-Grip’s impacts were:  reduction in weekly scrap, increase in yearly sales, reduction of past due orders and improvements in staff’s knowledge and awareness in all of these areas.

Cowen Truck Line, Inc., Perrysville, received Outstanding Achievement and Excellence Award for Positive Impact on Business from The BRIDGE: Issue Management Process.  Cowen’s successful utilization of AEC’s BRIDGE Process created the foundation that resulted in crafting a plan to take their organization into the next 40 years to serve their customers. A few areas that have been impacted include: hired new drivers, increased sales in 2015, and enhanced communication with drivers.

Performance Innovation, LLC, Novi, MI received the Outstanding Educational Partner Award for Excellence in Service to the Voice of the Customer.  The outstanding leadership and customer service Performance Innovation, LLC displayed over time helped AEC make an impact with their clientele.  President of Performance Innovation, LLC, Norma Simons accepted the award.  As one of AEC’s most valued educational partners, Simons exhibits great comprehension of Lean Six Sigma and skillfully communicates its complexity in a manner that is clearly understood by her class participants. In addition, Simons’ responsiveness to clients’ needs and flexibility in how her services are delivered whether it is online, face-to-face or a blended approach has shown proven results.

AEC’s Client Advisory Council half-day meeting concluded with the Awards Luncheon. The meeting objectives for council members were to provide feedback on AEC’s past services, input on how the Center can support the business priorities of clients, offer suggestions about new services AEC could provide and ideas for strategic direction.

The Alber Enterprise Center applies the resources of The Ohio State University, OSU Extension, along with a team of organization development consultants to enable Ohio businesses to positively impact economic growth.  For more information, call 740-725-6325 or visit alber.osu.edu.

Begin Your Green Belt Journey Today: Lean Six Sigma Registration

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Lean Six Sigma Green Belt Program

The Ohio State University’s Alber Enterprise Center Lean Six Sigma Green Belt Program

Lean Six Sigma (LSS) is a methodology and way of thinking that enhances the performance of an organization.  It first was applied in the manufacturing industry but now it is being utilized in healthcare, government, education and several institutions.  LSS provides a template to simultaneously reduce waste, improve the quality of products and services, improve customer satisfaction and increase profitability.  Lean Six Sigma certification requires participants to not only learn the concepts but to demonstrate understanding of concepts through application in simulation projects.

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

What is a Blended Approach?

This approach combines the traditional classroom style with online self-paced learning using technology.  The extent to which this approach is used will vary depending on the type of technology, the organization, and the material that needs to be covered.  Because Blended Learning combines several different learning styles, it allows participants to work at their own pace and at their own convenience. Class time is then designed for discussing applications of concepts to the work environment and clarifying areas that might not have been clear.

What are the Benefits of a Blended Approach?

  • 24/7 online learning access.  Prior to class, participants learn the core material.  After class they are able to use the information as job aids.
  • Consistent training delivery.  The material as presented ensures that everyone receives the same message which ultimately ensures alignment of company processes.
  • More effective use of classroom time.  With participants at the same level, classroom time focuses more on knowledge application, discussions and hands-on simulations or application to company projects.
  • High retention & better mentoring.  Retention increases when users are able to control their own pace and can review material outside of the class, leaving class time for coaching.
  • Increased access to knowledge, overtime.  The online job aids provides the means to reinforce the learning process at the completion of the program.

What are the components of Blended Learning?

Flip through the “Lean Six Sigma” SlideShare to get a few ideas on the components of blended learning.  The slides also outline the requirements for our certification program.

Now that you have been introduced to the components of the blended learning program for LSS Green Belt, sign up for our next course by September 4, 2015.  For registration details about our Lean Six Sigma Green Belt Program, visit:  http://go.osu.edu/green-belt-registration or call 740-725-6325.

Norma Simons is Lean Six Sigma Master Black Belt, president of Performance Innovation LLC, and an AEC Solution Partner.  Norma heads a team of qualified professionals in the areas of Lean and Six Sigma. Her success is attributed to her unique integration of performance improvement systems such as Lean, Six Sigma, Design for Six Sigma, quality management systems, business operating systems, and balanced scorecards that have enabled the effective execution of organizational strategy and, ultimately, bottom-line results.

 

 

Alber Enterprise Center recognizes outstanding businesses

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from far left: Rev. Kenneth Daniel (United Church Homes), from center: Scot McLemore (Honda of America Manufacturing, Inc.), Dave Rasor (Triumph Thermal Systems, Inc.), Mike Patrick (National Lime & Stone Company), in the back (left): Mike Giangiordano (Triumph Thermal Systems) and (right) Dan Sensel (Triumph Thermal Systems)

Ohio businesses who were recognized for outstanding achievement and excellence are (front row from left): Rev. Kenneth Daniel (President & CEO, United Church Homes), Scot McLemore (Technical Development Manager, Honda of America Manufacturing), Dave Rasor (Operations and Lean Champion, Triumph Thermal Systems), Mike Patrick (Manager of Maintenance, National Lime & Stone Company), Mike Giangiordano (President, Triumph Thermal Systems) and Dan Sensel (Director of Engineering, Triumph Thermal Systems)

Six Ohio organizations were recently recognized for outstanding milestones in business by The Ohio State University’s Alber Enterprise Center.

Those receiving awards included: Ohio Presbyterian Retirement Services, United Church Homes, GrafTech International, LTD, Triumph Thermal Systems, Inc., National Lime & Stone Company, and Honda of America Manufacturing, Inc.

“We are honored to recognize the outstanding achievements each of these organizations has made in visioning the future of their particular industries,” explains Myra Wilson, Program Director, Alber Enterprise Center. “They are on the leading edge of leadership development, continuous improvement and innovative culture — three initiatives that form the focus of our mission.”

Each organization has collaborated with the Alber Enterprise Center to address organizational challenges and/or receive executive training tailored to their company needs.

Ohio Presbyterian Retirement Services, Columbus, received the Outstanding Achievement and Excellence Award for Collaboration in Framing the Future of Long-Term Care Services. Ohio Presbyterian Retirement Services and their various staff members have actively attended meetings and their vast amount of expertise have molded and encouraged the work of the Long Term Support Services & Health Care Consortium (LTSS & HCC). Their input is advantageous in aiding the group to shape the vision and future of long-term care services.

President and CEO for United Church Homes, Marion, Rev. Kenneth Daniel accepted the Outstanding Achievement and Excellence Award for Collaboration in Framing the Future of Long-Term Care Services. Rev. Daniel’s guidance and direction led the Center to embark on the beginning stages of the long term support services path. His insights and industry knowledge was instrumental in developing a survey and gathering information that helped shape and guide the work of the Long Term Support Services & Health Care Consortium (LTSS & HCC). These continued efforts are helping AEC and the consortium take an in depth look at healthcare issues and develop solutions that will be impactful for years to come.

GrafTech International, LTD, Lakewood, received the Outstanding Achievement and Excellence Award for Continual Commitment to Human Capital Investment. Over a 3-year period, GrafTech have trained personnel through Structured On-the-Job Training (SOJT) and developed employee portfolios that capture work experience, education, certifications and training. As of June 30, 2014, AEC has issued 223 certificates to GrafTech employees for either Task and or Job Mastery. They also are projecting 120 more Job/Task Mastery certificates that will be issued by June 30, 2015.

from left: Frank Gibson, Myra Wilson, Mike Giangiordano, from right: Dave Rasor, Dan Sensel, and John Hohn (Hardin County Chamber Business Alliance)

(from left) Frank Gibson, Program Manager, and Myra Wilson, Program Director of Alber Enterprise Center presented one of the outstanding client awards to Hardin County’s Triumph Thermal Systems.  Accepting the certificate were Mike Giangiordano, President; Dave Rasor, Operations and Lean Champion; and Dan Sensel, Director of Engineering.  John Hohn, Director of Economic Development for Hardin County Chamber Business Alliance, congratulated the Triumph team.

President of Triumph Thermal Systems, Inc., Forest, Mike Giangiordano accepted the Outstanding Achievement and Excellence Award for Investment in Lean Six Sigma with Positive Impact on Business. Triumph Thermal Systems took an innovative approach to improving quality, efficiency and effectiveness by implementing Lean Six Sigma (LLS) follow up training to continue the initial training previously provided to their yellow belts, green belts and black belts. This past year they invested in training twelve employees in various levels of Lean Six Sigma process improvement. This training continued to enable teams to identify and implement the process, especially to increase higher product quality in two key production areas.

Manager of Maintenance for National Lime & Stone Company, Findlay, Mike Patrick accepted Outstanding Achievement and Excellence Award for Investment in Learning Resulting in Positive Impact on Business. For over ten years, National trained personnel through classroom, hands-on or eLearning. They covered a plethora of topics including customer service, hydraulics, welding, Microsoft office software, issue analysis, customer service and electrical safety. With approximately 40 locations throughout Ohio, National has experienced significant business growth over the years.

Technical Development Manager for Honda of America Manufacturing, Inc. Marysville, Scot McLemore accepted the Outstanding Achievement and Excellence Award for Positive Impact on Business from The BRIDGE: Issue Management Process. Honda’s successful utilization of AEC’s The BRIDGE: Issue Management Process laid the foundation in crafting a plan for feeding qualified workers into the employment pipeline for HAM (Honda of America Manufacturing, Inc.) and HNA (Honda North America) and helped stimulate positive change for maintainable economic growth.

Client Advisory CouncilThe concluding event for AEC’s Client Advisory Council half-day meeting was the Awards Luncheon. The meeting objective for clients was to provide feedback on AEC’s past services, input on how the Center can support the business priorities of other companies, offer suggestions about new services AEC could provide and ideas for strategic direction.

 The Alber Enterprise Center applies the resources of The Ohio State University, OSU Extension, along with a team of organization development consultants to enable Ohio businesses to positively impact economic growth.   For more information, call 740-725-6325 or visit alber.osu.edu.

Three techniques in boosting your organization’s capacity

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Continuous Process Improvement Graphic

Environmental and Quality Management Systems Consulting-Continuous Improvement Process (ISO-14001-2004 EMS & ISO 9001-2008 QMS)

When starting a continuous improvement (CI) project, the simplest and the most important thing to do is to communicate to your organization and clients that you want to continually improve the services provided.  State this intention through strategy reviews and team briefings.  This is the most effective way to get the CI culture moving.

Environmental & Quality Management Systems Consultant for Certified Environmental, Inc and JAS & Associates of Ohio, LLC

Larry W. Sheppard, Environmental & Quality Management Systems Consultant for The Ohio State University’s Alber Enterprise Center, Certified Environmental, Inc. and JAS & Associates of Ohio, LLC

To help us improve faster than the competition we should aim to empower the team to make improvement directly.  This has the advantage of boosting your improvement capacity; it also allows for far more hidden improvement opportunities to be realized.  Some organizations may tend to channel improvement activity through dedicated improvement teams or individuals.  This approach can be limited due to the lack of improvement capacity.  All team members can be encouraged to engage in improvement activity, maximizing the volume of change and improvement that can be achieved.  To achieve total team empowerment, a robust but simple change process should be introduced that allows all team members to make changes.

The focus should be on allowing all team members to make controlled changes by following a well-designed change process.  Improvement culture can be measured by the number of improvements identified and actioned by the organization.  It’s good practice to routinely report on CI progress back to the team and clients; this can underpin the organization’s commitment to continual improvement activity.

There are obvious commercial advantages that can be gained from a healthy and robust CI culture. However, it should also be pointed out that an empowered team will tend to be more productive due to the direct input from the owners into the business’s success.  Team moral can be greatly improved by encouraging their involvement.  Managed correctly, this team member responsibility can further improve an organization’s responsiveness and change of pace.  CI organizations are nice places to be, where team members are more likely to use their full potential.

There are many tools and techniques that can be used to help boost your team’s improvement capacity. Usually these require some training to be effective.  But it should be pointed out that specialized tools are not necessarily required to enable a successful CI culture.

3 Steps in Revamping Your Business Culture:

  • Kaizen:  Kaizen, or Continuous Improvement Teams can be encouraged to evolve to tackle specific improvement opportunities.  Groups can be trained to be more effective, but teams can also evolve organically without specific training.
  • Lean:  This training will help your team to become faster and reduce costs.  Lean training allows staff to identify and reduce wasted effort.  Usually deployed within an organization or group, this is the perfect training to support an established CI culture.
  • Six Sigma:  Six Sigma is best used to improve the standard of products and services by reducing output variation.  Six Sigma should only be used following good Lean and 5S development.

CI can be developed into any organization relatively easily and with little cost.  

Good management and leadership is the key to success.  By following the three simple steps above an improvement culture can flourish in your business.

Most CI projects require little or no cost.  An accumulation of several small improvements are sometime better than one large improvement.

Larry W. Sheppard is an Environmental & Quality Management Systems Consultant for The Ohio State University’s Alber Enterprise Center, JAS & Associates of Ohio, LLC, and Certified Environmental, Inc. His expertise is in implementing Environmental and Quality Management Systems for companies, preparing companies for their ISO Standards third party certification, providing Internal Auditor training and much more.

Visit our Contact Us Page or call 740-725-6325 to find out how our team can assist you or your organization in reaching your optimal success.

Why We Love Lean Six Sigma and You Should Too: Get Started

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Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

In today’s environment it is evident that the survival of organizations rests with their ability to innovate- to do things differently in order to grow.  In general we can consider two forms of innovation – radical innovation and incremental innovation.  Radical innovation can be considered as the ability to produce new products or services to the world that never appeared before – such as digital photography, Internet, Amazon, iPods, etc. Incremental innovation on the other hand can be thought of as new approaches, building on current products or processes to enhance performance.  In the end innovation of products, processes and services must add value to the customer.

Lean Six Sigma can be considered as an incremental innovative model that enables an organization to move beyond its traditional performance to new heights.

The figure below shows the definition of both concepts.

Lean and Six Sigma are complementary and if performed properly, represent a long-term model that can produce unprecedented results.

Lean and Six Sigma are complementary and if performed properly, represent a long-term model that can produce unprecedented results.

We Love Lean Six Sigma because it provides:

  1. Focus on the customer – helping each area of the organization to understand the value of their service.  This concept is fundamental as without an understanding of needs and requirements of internal and external customers, the work provided is non-value added.
  2. Focus on process improvement – this concept is fundamental to Lean Six Sigma, without being able to identify and define processes, conditions cannot improve.
  3. Opportunities for collaboration – applying the concepts opens opportunities for collaboration as individuals now use tools to communicate across departments and encourage problem solving.
  4. Constant and continuous drive for perfection – it creates the mindset of dissatisfaction with the status quo and the need to be dedicated to a culture of continuous improvement.
  5. Standard Training – it provides common tools and language and a structured methodology for problem solving.  There are different levels of training provided to different individuals depending on their role in the organization:  Champion, Green Belt, Black Belt.
  6. Structure for change- it provides a project based approach that allows an organization to identify and instill a discipline for project management with project reviews conducted with process owners, champions and senior management.
  7. A means to provide total employee involvement –  all individuals are involved as they provide input and support problem solving activities.
  8. Demonstrates bottom-line Business Results – the bottom-line impact of every project must be measured, reported and documented.

Overall, we love it because it lays a path from strategy to execution.  Many companies have a vision but are weak on execution.  Through the structure, training, organization of tools Lean Six Sigma provides a path for achieving required results.  In addition, it can be customized to any industry and any organization.

Please contact us to use the Lean Six Sigma assessment to diagnose current weaknesses and establish a strategy for improvement.