IASSC Introduces On-Demand Web-Based Certification Testing – Beaumont Enterprise

IASSC today announced the release of On-Demand Web-Based Lean Six Sigma Standardized Certification Testing.

Phoenix, Arizona (PRWEB) May 29, 2012

IASSC (International Association for Six Sigma Certification) today announced the release of On-Demand Web-Based Certification Testing, a new high-stakes certification examination delivery method.

This new method of testing is designed to maintain the highest degree of security standards while making certification testing options more convenient and accessible for professionals. The system allows candidates to schedule and conduct IASSC Black Belt, Green Belt and Yellow Belt Certification exams from their own computers in their own locations, such as a home or office, 24 hours a day 7 days a week. Professional IASSC representatives known as a “Web Proctors” monitor exam sessions through web cameras. Candidates enter into a controlled interface through the Internet where the Web Proctor checks for personal identification and the testing environment where the candidate will be performing the exam for compliance to standards. The Web Proctor then authorizes the initiation of the certification exams and monitors the candidate through completion of the exam just like an in-person testing environment.

\”Though we currently have thousands of brick and mortar testing centers throughout the world delivering IASSC Certification Exams it is important we continually work to keep certification best-practices and the industry\’s defined Lean Six Sigma standards at the forefront of what we do while expanding the convenience of testing options for candidates,\” says Robert Shank, Managing Director of IASSC.

As the only third-party certification association within the industry IASSC has gained much recognition as a certification authority within the Lean Six Sigma field. IASSC has organized bodies of knowledge defined by thousands of Lean Six Sigma companies in a wide range of industries, from Production & Manufacturing to the Service & Transactional sectors. These bodies of knowledge are presented by IASSC in their official form as the \”Generally Accepted Lean Six Sigma Bodies of Knowledge\” because of their broad and extensive representation of the industry methodology. IASSC\’s professionally developed certification examinations test a candidate\’s knowledge and ability as it relates to these standards, all with a strict adherence to certification best-practices.

\”It has been and will remain our primary goal to represent the Lean Six Sigma methodology in its truest form, as defined by the industry itself, and provide certification testing within a framework of certification best-practices used by other highly qualified professions. The addition of our On-Demand Web-Based Certification Testing method takes this framework and makes it even more accessible to the industry.\”

About IASSC – http://www.iassc.org

The International Association for Six Sigma Certification (IASSC) is a member organization dedicated to growing and enhancing the standards within the Lean Six Sigma community. IASSC is the only independent third-party certification association within the Lean Six Sigma industry that does not provide training, mentoring and coaching or consulting services. IASSC facilitates and delivers centralized universal Lean Six Sigma Certification Standards testing within the Lean Six Sigma industry and provides a number of organizational accreditations to Lean Six Sigma companies. IASSC is a member of the Institute for Credentialing Excellence.

For the original version on PRWeb visit: http://www.prweb.com/releases/prweb2012/5/prweb9539802.htm

Source Article from http://www.beaumontenterprise.com/business/press-releases/article/IASSC-Introduces-On-Demand-Web-Based-3591877.php

Head R & D and Product Development – Fibre2Fashion

Dr Akshay Sardana acquired his M.Tech, and PhD in Textile Technology, from IITD, and is accomplished with eight years of industrial research and academic experience. He has worked with reputed companies like Best Textile groups in India, Vardhman, Arvinds and Trident in R & D, QA and Product development. Presently he is working as the Head of R & D and Product Development in Abhishek Yarns (Trident Groups). He has done several developments in new yarns in Denim, Knits, Bottom weight and Towels.

Akshay has published 19 papers in national and international journals and conferences. He has presented papers in ASME 2003, Washington DC, Asian textile conference, 83 World Textile Conference, Indo Czech Conference.


Publications/ Books/ Papers


He has many articles on his credit.



Source Article from http://www.fibre2fashion.com/industry-article/authors/free-articles-expert-writers-details.asp?iden=347

Research and Markets: Statistical and Managerial Techniques for Six Sigma Methodology: Theory and Application – Business Wire

DUBLIN–(BUSINESS WIRE)–Dublin – Research and Markets (http://www.researchandmarkets.com/research/nk76q4/statistical_and_ma)
has announced the addition of John Wiley and Sons Ltd\’s new book
\”Statistical and Managerial Techniques for Six Sigma Methodology: Theory
and Application\” to their offering.

“Statistical and Managerial Techniques for Six Sigma Methodology: Theory
and Application”

Statistical and Managerial Techniques for Six Sigma Methodology examines
the methodology through illustrating the most widespread tool and
techniques involved in Six Sigma application. Both managerial and
statistical aspects of Six Sigma will be analyzed, allowing the reader
to apply these tools in the field. This book offers an insight on
variation and risk management, and focuses on the structure and
organizational aspects of the Six Sigma projects. It covers six sigma
methodology, basic managerial techniques, basic statistical techniques,
methods for variation and risk management and advanced statistical
techniques. Clear and practical examples and demonstrations are included
throughout the book.

– Packed with clear examples and case studies to illustrate the concepts
and methodologies used in Six Sigma.

– Looks at both managerial and statistical aspects of Six Sigma,
covering both basic and more advanced statistical techniques.

– Provides a chapter featuring case studies, equipping readers with the
tools and techniques to apply methodology to real situations.

– Suitable for adoption in all courses for Six Sigma Green Belt and
Black Belt

– Features a supporting website containing datasets

Well suited for Master level students in engineering and quality
management, as well as MBA. Quality Managers, Consultants, and public
and private companies implementing Six Sigma will also benefit greatly
from the book.

Key Topics Covered:

1 Six Sigma methodology

2 Basic managerial techniques

3 Basic statistical techniques

4 Advanced managerial techniques

5 Advanced statistical techniques

6 Six Sigma methodology in action: Selected Black Belt projects in
Swedish organisations

For more information visit http://www.researchandmarkets.com/research/nk76q4/statistical_and_ma

Source: John Wiley and Sons Ltd

Source Article from http://www.businesswire.com/news/home/20120529005756/en/Research-Markets-Statistical-Managerial-Techniques-Sigma-Methodology

It\’s Time to Rethink Continuous Improvement – Huffington Post

Six Sigma, Kaizen, Lean, and other variations on continuous improvement can be hazardous to your organization\’s health. While it may be heresy to say this, recent evidence from Japan and elsewhere suggests that it\’s time to question these methods.

Admittedly, continuous improvement once powered Japan\’s economy. Japanese manufacturers in the 1950s had a reputation for poor quality, but through a culture of analytical and systematic change Japan was able to go from worst to first. Starting in the 1970s, the country\’s ability to create low-cost, quality products helped them dominate key industries, such as automobiles, telecommunications, and consumer electronics. To compete with this miraculous turnaround, Western companies, starting with Motorola, began to adopt Japanese methods. Now, almost every large Western company, and many smaller ones, advocate for continuous improvement.

But what\’s happened in Japan? In the past year Japan\’s major electronics firms have lost an aggregated $21 billion and have been routinely displaced by competitors from China, South Korea, and elsewhere. As Fujio Ando, senior managing director at Chibagin Asset Management suggests, \”Japan\’s consumer electronics industry is facing defeat. \”Similarly, Japan\’s automobile industry has been plagued by a series of embarrassing quality problems and recalls, and has lost market share to companies from South Korea and even (gasp!) the United States.

Looking beyond Japan, iconic Six Sigma companies in the United States, such as Motorola and GE, have struggled in recent years to be innovation leaders. 3M, which invested heavily in continuous improvement, had to loosen its sigma methodology in order to increase the flow of innovation. As innovation thinker Vijay Govindarajan says, \”The more you hardwire a company on total quality management, [the more] it is going to hurt breakthrough innovation. The mindset that is needed, the capabilities that are needed, the metrics that are needed, the whole culture that is needed for discontinuous innovation, are fundamentally different.\”

So should we abandon continuous improvement? Absolutely not! It has created tremendous value and still drives competitive advantage in many companies and industries. But perhaps it\’s time to nuance our approach in the following ways:

Customize how and where continuous improvement is applied. One size of continuous improvement doesn\’t fit all parts of the organization. The kind of rigor required in a manufacturing environment may be unnecessary, or even destructive, in a research or design shop. Sure it\’s important to inject discipline into product and service development, but not so much that it discourages creativity.

Question whether processes should be improved, eliminated, or disrupted. Too many continuous improvement projects focus so much on gaining efficiencies that they don\’t challenge the basic assumptions of what\’s being done. For example, a six sigma team in one global consumer products firm spent a great deal of time streamlining information flows between headquarters and the field sales force, but didn\’t question how the information was ultimately used. Once they did, they were able to eliminate much of the data and free up thousands of hours that were redeployed to customer-facing activities.

Assess the impact on company culture. Take a hard look at the cultural implications of continuous improvement. How do they affect day-to-day behaviors? A data-driven mindset may encourage managers to ignore intuition or anomalous data that doesn\’t fit preconceived notions. In other cases it causes managers to ask execution-oriented, cost-focused questions way too early, instead of percolating and exploring ideas through messy experimentation that can\’t be justified through traditional metrics.

Continuous improvement doesn\’t have to be incompatible with disruptive innovation. But unless we think about continuous improvement in more subtle, nuanced, and creative ways, we may force companies to choose between the two.

What are your views about continuous improvement and innovation?

Cross-posted from Harvard Business Online.



Follow Ron Ashkenas on Twitter:

www.twitter.com/SchafferResults

Source Article from http://www.huffingtonpost.com/ron-ashkenas/its-time-to-rethink-conti_b_1533226.html

Microsoft Excel Ready Six Sigma Z Table – Excel Download

Need a quick look up table Six Sigma Z table?  Don’t have access to a statistics textbook (where you can usually find such tables on the inner covers).  When looking up the Z value do not forget to consider the short term drift vs the long term drift.  Z values are critical in determining how \”in control\” your process is.  As an added safeguard, you can check our DPMO table here.

\"Six

Download Six Sigma Z Table link below