Quality Management

Certified Lean Six Sigma Black Belt (CLSSBB)


Certified Lean Six Sigma Black Belt (CLSSBB)™ is well versed in the Lean Six Sigma Methodology who leads improvement projects, typically in a full-time role. A Certified Lean Six Sigma Black Belt holder possesses a thorough understanding of all aspects within the phases of D-M-A-I-C. They understand how to perform and interpret 6 Sigma black belt tools and how to use standard principles of Lean. The Certified Lean Six Sigma Black Belt is a professional who can explain Six Sigma philosophies and principles, including supporting systems and tools. A Black Belt should demonstrate team leadership, understand team dynamics and assign team member roles and responsibilities. Black Belts have a thorough understanding of all aspects of the DMAIC model in accordance with Six Sigma principles. They have basic knowledge of Lean enterprise concepts, are able to identify non-value-added elements and activities and are able to use specific tools. Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their valued time to Six Sigma. They primarily focus on Six Sigma project execution and special leadership with special tasks, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma

Section I – Organizational Roadblocks and Lean Management
• Organizational roadblocks
• Resistance Analysis
• Overview of all Continuous Improvement approaches
• Overview of Lean
• Overview of Six Sigma
• Lean Management explained — TAKT Time, Cycle Time, PCE, Lead Time, SWIP, Setup time, Changeover time
• Lean Tools explained — 5S, Kaizen, SMED, Heijunka
Section II – Pre-define DMAIC and Define
Pre-define
• DMAIC versus DFSS
• Pre-define Pre-requisites and Qualifications
• Project Prioritization Matrix
• Introduction to Enterprise Wide view versus LOB view
• NPV and IRR
Define
• Champion’s transfer of project
• Team dynamics and facilitation
• Project Charter’s role
• SIPOC/COPIS map
• VOC/VOB/VOP
• CTQ, CTC, CTS
• VOC – CTQ Tree
• Kano Model
• Quality Function Deployment
• Baseline performance of Y
• Business Metrics for Y
• Rolled Throughput Yield (RTY)
• Statistical Definition of Six Sigma
Section III – Measure
• Objectives of Measure Phase
• Types of Data and Data Distribution models (Normal, Binomial and Poisson Distribution discussed)
• Scales of Data
• Measures of Central Tendency
• Measures of Dispersion
• Measurement Systems Analysis
• Variables GAGE RR
• Attribute RR
• Stability Check — Importance of Stability
• Capability Check — Cp, Cpk, Cpkm explained, How to understand Attribute Capability
• Variations, Variability and Capability
• Graphical tools to understand Data distribution
• Understanding Weibull (2 Parameter, 3 Parameter and Rayleigh) Distribution
• Correlating Calculations to Business Measures
• Checking Normality of Data (Anderson Darling, Ryan Joiner and Kolmogorov Smirnov)
Section IV – Analyze
• Objectives of Analyze
• Simple Linear Regression
• Multiple Linear Regression
• Curvilinear Regression
• Fishbone Diagram
• Pareto Charts
• Demarcating Common Causes and Special Causes
• Hypothesis Tests (Parametric and Non-Parametric tests)
• Statistical Validation
Section V – Improve
• Objectives of Improve
• Cost Benefit Analysis
• Solutions Prioritization Matrix
• Pugh Matrix
• Design of Experiments
• Introduction to DOE
• Basics of DOE
• Replication, Randomization and Blocking
• Main Effects and Interaction effects
• Full factorial experiments
• Fractional factorial experiments
• Screened Designs
• Response Surface Designs
• DOE with Regression
• DOE with examplev
Section VI – Control
• Taguchi’s Loss Function
• Control Charts (Variable Control Charts and Attribute Control Charts)
• Measurement System Re-analysis
• Control Plan and Project Storyboard Transfer
• Project Closure
• Introduction to Total Productive Maintenance
• Lean Process Improvement
• Understanding Lean
• The Toyota Production System
• The Toyota Production System House
• The Five Critical Improvement Concepts
• Understanding Value with the Kano Model
• Types of Waste
• Creating a Lean Enterprise
• Understanding Lean
• The Plan, Do, Study, Act (PDSA) Cycle
• Using the R-DMAIC-S Model
• Lean Thinking Tools
• Kaizen Events
• Data Gathering and Mapping

Target Audience


Anyone who will be leading a Lean Six Sigma process improvement project or would like to master the principals involved to further their professional skills. It applies to staff, line supervisors, managers and directors in such areas as manufacturing, operations, customer service, engineering, IT, marketing, logistics, sales, quality, purchasing, health care, education, and health and safety, The certification is important to those who are a full time Project Managers.

Certified Lean Six Sigma Green Belt (CLSSGB)


Certified Lean Six Sigma Green Belt (CLSSGB)™ exam comprises of Lean Six Sigma Methodology who both leads or supports improvement projects, typically as a part-time role. A Lean Six Sigma Green Belt possesses a thorough understanding of all aspects within the phases of D-M-A-I-C. They understand how to perform and interpret Six Sigma tools and how to use standard principles of Lean. Lean Six Sigma Green Belts are valuable assets to any team. Our Certified Lean Six Sigma Green Belt (CLSSGB)™ E-Learning will introduce you to the Lean Six Sigma philosophy and terminology and give’s you the knowledge you need to prepare for Certified Lean Six Sigma Green Belt (CLSSGB)™ Exam. You will gain a strong foundation in Lean Six Sigma and the skills needed to lead Lean Six Sigma process improvement projects, work on teams led by Lean Six Sigma Black Belts and help your organization implement Lean Six Sigma effectively.

Overview: Six Sigma and the Organization
Six sigma and Organizational Goals • What is Six Sigma
• Value of Six Sigma
• Organizational drivers and metrics
• Organizational goals and Six Sigma projects
• Lean Principles in the organization
Lean principles in the organization
• Lean concepts and tools
• Value-added and non-value-added activities
• Theory of constraints
Design for Six Sigma (DFSS) in the organization
• Quality function deployment (QFD)
• Design and process failure mode and effects analysis (FMEA, DFMEA & PFMEA)
• Road maps for DFSS
• Six Sigma – Define – I
Introduction to the Define Phase
• Process elements
• Identify customers
• Collect customer data
• Analyze customer data
• Translate customer requirements
Project Management Basics
• Project charter and problem statement
• Project scope
• Project metrics
• Project planning tools
• Project risk analysis
• Project closure
Other Tools and Techniques
• Design of Experiments
• Building Charts
• Ten Questions Regarding Six Sigma
• Course Wrap Up
Process Analysis and Documentation
• Process Modeling • Process Inputs and Outputs • Probability and Statistics • Drawing valid statistical conclusions • Central limit theorem and sampling distribution of the mean • Basic probability concepts
Collecting and Summarizing Data
• Types of data and measurement scales
• Data collection method
• Techniques for assuring data accuracy and integrity
• Descriptive Statistics
• Graphical methods
Multi-vari Studies Simple linear correlation and regression Introduction to Improve and Control Phase Design of Experiments Statistical Process Control (SPC) Implement and Validate Solution Control Plan
Lean Process Improvement
• Understanding Lean
• The Toyota Production System
• The Toyota Production System House
• The Five Critical Improvement Concepts
• Understanding Value with the Kano Model
• Types of Waste
• Creating a Lean Enterprise
• Understanding Lean
• The Plan, Do, Study, Act (PDSA) Cycle
• Using the R-DMAIC-S Model
• Lean Thinking Tools
• Kaizen Events
• Data Gathering and Mapping

Target Audience


Quality professionals, engineers, production managers, and front line supervisors; process owners and champions charged with the responsibility of improving quality, Mid to upper-level managers responsible for top-line growth will gain skills to implement cost reductions and improved organizational capability and capacity and processes at the organizational or departmental level

Certified Lean Six Sigma Master Black Belt (CLSSMBB)


Master Black Belts are experts responsible for the strategic deployment of Six Sigma within an organization. They promote and support improvement activities in all business areas of their organization as well as at suppliers and customers. Certified Lean Six Sigma Master Black Belt (CLSSMBB) Certification status represents the pinnacle of business process improvement expertise. This role is typically reserved for top-performing, high-potential Lean Six Sigma Black Belts who have delivered exceptional results. Master Black Belts help shape the future of their company by leading both the strategy and tactics of Lean Six Sigma process improvement activities. The Certified Lean Six Sigma Master Black Belt (CLSSMBB) Certification is an essential choice for candidates who want to sit the Black Belt exams and who will be managing projects and teams using the Six Sigma process. This comprehensive course ensures that they are fully versed in every aspect of the Lean Six Sigma framework and can deliver genuine benefits in every process improvement project undertaken

Module 1 - Strategic Planning
• Strategic Planning Tools
• Interviews and Data Gathering
• Competitive Benchmarking
• Corporate Alignment
• Business Performance Measures
Module 2 - Governance and Infrastructure
• Six Sigma Roles and Responsibilities including Process Owners and Champions
Module 3 - Change Management
• Change Management Execution
• Organizational Readiness Assessment
• Branding and Marketing the Initiative, Creating a Burning Platform
• Stakeholder Analysis, Influence Strategies, Communication
• Organizational Change and Cultural Change Strategies
Module 4 - Process Management
• Process Leveling
• Establishing Process Metrics /Key Process Indicators (KPI’s)
• Cost of Poor Quality, Cost-Benefit Analysis, Return on Investment
• Lean Six Sigma Program Management (Tollgate Reviews, Annual Review)
Module 5 - Project Selection and Oversight
• Project Selection Criteria, Project Prioritization, and Project Scope
• Project Mentoring, Team Facilitation, Group Dynamics, Project Results, Project Replication and Project Intervention
Module 6 - Additional Improvement Methods
• DFSS, DMADV, LEAN concepts
• Theory of Constraints
• Process Re-Engineering and TQM

Target Audience


• Project Manager
• Program Manager
• System Analyst
• Delivery Manager
• Team coordinator
• Functional Manager
• Product Manager
• Marketing Executive
• Marketing manager
• Sales Team Member
• Production Team Member

Introduction to Lean Six Sigma


 
• History of Quality (Deming, Juran, JIT, Ishikawa, Taguchi, etc.)
• Evolution of Six Sigma
• Defining Six Sigma – philosophy and objectives
• Six Sigma and Lean Six Sigma
• Overview of Six Sigma DMAIC process
 
Phase 1 - Define
• Inputs – Need for Six Sigma project, Executive management sponsorship, core team Identified
• Tools a. Organization hierarchy b. High level process maps c. High level Pareto charts d. Idea generation and categorization tools
• Outputs a. Project charter b. Established metrics c. Problem statement d. Roles & responsibilities
Phase 2 - Measure
• Objectives of Measure Phase
• Inputs – the outputs of the Define phase
• Tools a. Data collection tools and techniques
• Outputs a. Well defined processes b. Baseline process capability c. Process parameters affecting CTQs d. Cost of poor quality (COPQ) e. Measurement system
Phase 3 - Analyze
• Objectives of Analyze Phase
• Inputs – outputs of the Measure phase
• Tools a. Ishikawa diagram b. Failure mode and effects analysis c. Hypothesis testing d. Process capability study
• Outputs a. Important causes of defects b. Special and common causes of variation c. DPMO and sigma level
Phase 4 - Improve
• Objectives of Improve Phase
• Inputs – outputs of the Analyze phase
• Tools a. Returns on investment b. Solution design matrix c. Design of experiment d. Taguchi robustness concepts e. Response surface methodology f. Project planning and management tools g. Prototypes
• Outputs a. Cost / benefit for different solution b. Selection of solutions for implementation c. Implementation plan
Phase 5 - Control
• Objectives of Control Phase
• Inputs – outputs of the Improve phase
• Tools a. Control plan b. Statistical process control c. Lean enterprise d. 5S e. Kaizen f. Kanban
• Outputs a. Implemented solutions b. Revised measurement system c. Control plan for sustaining benefits d. Improves process capability e. Lessons learned
• More on Lean

Some benefits for employees and Organizations


Promotes best practices in the field

Improve Business Processes and Sustain Quality Improvement

Lowers operational costs and increases Service Level

Offers a systematic problem-solving approach and a faster response to market need

Improves overall performance and widens market opportunities

Raises recognition from executives, business owners and other practitioners

Software Testing Certification


Documentation of your knowledge

Obtaining an IT industry certification offers a wide range of benefits. First and foremost, being certified puts you in a position to document your knowledge. When you present your certificate to your supervisor or a customer, he or she will know that you are an expert in your area of specialization. Moreover, thanks to the specialization options available in many of our certification programs, you have the opportunity to align your education with the demands of your career. For instance, in the discipline of software testing, you can choose our Software Testing Certification. In other words, your certification can grow along with your career advancement.

International comparability

Certification ensures comparability on an international level. Thanks to the fact that all certifications are issued internationally, it is also possible to conduct comparisons between the teams working in different countries and regions. Once a certification has been obtained, this is also an indicator that the certified individual has developed an understanding of the international language in the respective topic at hand.

Standardized professional language

Our Software Testing Certification also offers the opportunity of learning a language within your professional discipline. In the discipline of software quality, it has become a common phenomenon that the experts no longer communicate in a uniform language. Over the course of time, different enterprises have developed different terminologies and terms for one and the same subject matter. In major projects it can now be frequently observed that while people have the same intentions, they are unable to communicate with each other. Certification offers an opportunity to introduce a more uniform language. To achieve this, it is extremely important to implement such standardizations on the international level to make sure terms and terminologies can also be understood across national boundaries. Consequently, all of our Software Testing certifications are based on international standards.

The Certified Software Tester


Foundation Level Exam is a first step in your career. You are not obligated to have testing experience. What you need is to understand is the general types of applications. The main goals are to ensure a broad understanding of the key concepts in software testing and provide a foundation for a future career growth. Another goal is to understand key concepts in software testing to advance level.

In the Certified Software Tester

Foundation Level Certification E-Course, you’ll learn the basic skills required of a software test professional and how testing fits into software development. Find out what it takes to be a successful software tester and how testing can add significant value to software development projects via our E-Course which is one of the best among all in Software Testing.

1. The fundamentals of testing: Why is testing necessary? Harm caused by defects in software; root causes; testing and quality assurance; what is testing? General testing principles; Fundamental test process and the psychology of testing.
2. Testing throughout the software life cycle: Software development models; test levels, objectives, objects and targets of testing; functional, non-functional, structural and change-related testing; confirmation, regression and maintenance testing.
3. Static techniques: Reviews and the test process; typical formal review process; different types of review: informal review, technical review, walkthrough and inspection; static analysis tools.
4. Test design techniques: Identifying test conditions and designing test cases; equivalence partitioning; boundary value analysis; decision tables; state transition diagrams, use case testing; statement and decision coverage; control flows using statement testing and decision testing; experience based techniques; choosing techniques.
5. Business Analyst Skills Introduction to Business :
• Introduction to Business Process Analysis
• Why Business Analysis
• Roles and responsibilities of a Business Analyst
• Key concept of business analysis
What is domain knowledge? How to adapt with different domains 6. Test management: Test organization, planning and estimation; ‘Standard for Software Test Documentation’ (IEEE 829); exit criteria; test progress monitoring and control; metrics and reporting; configuration management; risk and testing; incident management; incident reporting. 7. Tool support for testing: Types of test tool; effective use of tools; potential benefits and risks; introducing tools.


If you are exploring new career opportunities or want to stay current in the Software Testing field, our certification programs can provide you a focused career training and skill development for working professionals. The exam for the Foundation Level has a theoretical nature and requires knowledge of software development – especially in the field of software testing. The Foundation Level Certification is also a prerequisite for the Intermediate Level Certification exam.

Target Audience


Cost
The Certified Software Tester – Foundation Level certification is aimed at anyone involved in software testing and includes people in roles such as testers, test analysts, test engineers, test consultants, test managers, user acceptance testers and software developers.

Speed
It is also appropriate for anyone who wants a basic understanding of software testing, such as project managers, quality managers, software development managers, business analysts, IT directors and management consultants.

Global scale
Holders of the Foundation Level Certificate will be able to go on to a higher level software testing (Intermediate and Advanced) certification

What is Lean Six Sigma


What is Lean & Six Sigma?

Six Sigma is a set of practices to systematically improve processes by eliminating defects. A defect is defined as failure of a product, process or service in meeting requirements of internal or external customers.The Six Sigma ensures the quality control, total quality management and zero defects. Through the implementation of the Six Sigma it is made sure that the goals are set on the improvement of all processes to reach the level of better quality. “The Six Sigma” shows the organization’s ability of highly capable processing in producing the outputs within the limited specifications. Therefore it can be said that the processes that operates with the Six Sigma quality, is able to produce a quality products at a low rate of defects.

Six Sigma approach is being widely used all over the world for reduction in process variation and waste elimination. A large number of organizations are using Six Sigma approach in the following areas:-

1)Reduce rejection, scrap and rework.2)Reduce customer complaints.3)Reduce field failures 4)Optimize processes to improve productivity and reduce manufacturing costs in terms of energy consumption.5)Set appropriate tolerances on dimensions process and parameters.6)What does Six Sigma competences provide you? 7)The ability to deliver business benefits effectively.8)The knowledge and skillset to enhance efficiency of processes and workflows.9)Competence, which is highly demanded in the industry (Analytical, Statistical, Facilitation, Project Management Skills etc.).10)Ideal preparation for a leadership role. 11)Six Sigma as a management methodology has helped thousands of professionals world over to reduce cycle times, increase productivity and improve quality and delivery of processes.
What if your organization does not practice Six Sigma?
The skill set you gain through Six Sigma methodology is useful in a wide variety of situations. If you apply the philosophy, methods and tools at your workplace, you are likely to be identified and appreciated by peers and seniors. If you succeed in completing an improvement project, your professional stature is elevated and it clearly shows your readiness for more important roles in the company. Six Sigma is a set of practices originally developed by Motorola to systematically improve processes by eliminating defects. A defect is defined as nonconformity of a product or service to its specifications. In other words every time you do an activity you get exactly the same outcome (result), the same quality. For example if I fill in a form or take an order or solve a customer issue or make a part no matter who does it the output is the same. Top companies all over the world including Motorola have made Six Sigma a way of life for their business. This however requires commitment to the approach from top management down. If this is achieve then implementation and acceptance is easier and leads to massive savings. Motorola have made $17b savings up to 2006 using the approach. It ensures that everyone focuses on reducing variation in every aspect of the business from filling in forms to making a part. All activities in a business of any kind can be measured, analyzed, improved and controlled and thus using some simple tools can give a reduction in variation leading to improved quality and costs. Why do we want a reduction in the variation we obtain from any activity in our business? When we have the same output from a process or activity we know what we are going to get which makes the next step in the process easier and quicker to complete. It reduces the amount of time wasted completing a task and it means that the quality of a part or process step is higher reducing the need to rework or redo the activity. The simplest analogy is to think of golf and putting into the hole. If every time you took a putt you got the ball into the hole think how good that process would be, now think how good your putting is. In business if every time a part was made it was identical in every way to how it was meant to be – shape, form, look, feel etc that would mean we would have no quality issues. If we were completing a form and every time every field was correct, easy to read, all data correct, all numbers correct and it was the right form think how quickly things would be done. Well that is what Six Sigma is all about reducing the variation in everything you do. The term “Six Sigma” refers to the ability of activities or processes to produce output within specification. In particular, processes that operate with Six Sigma quality produce at defect levels below 3.4 defects per (one) million opportunities (DMO). Six Sigma’s implicit goal is to improve all processes to that level of quality or better. That would mean that every time you did something one million times you would only make a mistake 3.4 times. To achieve these improvements in variation and therefore quality improvements and cost reduction Six Sigma uses an approach to solve problems (sources of variation) which is a standard methodology which everyone must use when solving problems regardless of size. DMAIC which was inspired by Deming’s Plan-Do-Check-Act cycle is a sequence which if followed will ensure that not only will the root causes be identified but the best solution will be found then implemented into the organisation permanently rather than for a short period before it goes back to how it was. If you are designing a new process or product then the methodology used would be DMADV. DMAIC Basic methodology consists of the following five steps: • Define the process improvement goal or problem to be solved this should be consistent with customer requirements and the business strategy. • Measure the current process and collect relevant data for future comparison. • Analyse to verify relationship between factors and to identify the real root causes ensuring that all factors have been reviewed. • Improve or optimize the process based upon various analysis tools to identify a number of solutions and then using data determine the most optimum for the problem • Control to ensure that the solutions is implemented into the organisation and embedded so that it is does not return. This uses a series of tools and techniques to continuously measure the process and institute control mechanisms. DMADV Basic methodology consists of the following five steps: • Define the goals of the design activity that are consistent with customer requirements and business strategy. • Measure and identify CTQs (critical to qualities), product capabilities, production process capability, and risk assessments. • Analyse to develop and design alternatives, create high-level design and evaluate design capability to select the best design. • Design details, optimize the design, and plan for design verification. • Verify the design, set up pilot runs, implement production process and handover to process owners. Many people get confused by Six Sigma and believe that it is simply a case of applying a number of tools. This has lead to many failed implantations of the methodologies. Other people are put offSix Sigma by the amount of data collection and analysis which is used. Simply put Six Sigma is all about data, if you have not got data you are just another person with an opinion. One of the reasons Six Sigma has been so successful in companies such as Motorola is that it is all data driven the methodology makes you use the data, analyse the data and then come up with solutions. To do this you must use statistics and tools which use stats to investigate and solve problems. As such typical tools used in Six Sigma include:- They can seam daunting and put off many people but the simple truth is that you don’t have to know them all. You don’t even need to use them all. It is good ideas to have one or two people in your organisation who have detailed knowledge of them all you have to do is to know when they should be used then call in the experts. When used properly Six Sigma can dramatically reduce variation in your processes and lead to massive savings. However when coupled with Lean it becomes even more powerful. Six Sigma certification is a confirmation of an individual’s capabilities with respect to specific competencies. Just like any other quality certification, however, it does not indicate that an individual is capable of unlimited process improvement – just that they have completed the necessary requirements from the company granting the certification. Customers are becoming increasingly demanding. As a result, they must consistently deliver products and services that are of greater value. Many companies pursue either Lean or Six Sigma as means to meet these challenges. Individually, they fill important needs. Both are based on improvement. However, using one or the other alone has limitations. Six Sigma reduces scrap rates and quality defects by focusing on measurement systems as well as capability or process quality variation; however, it doesn’t optimize process flow. Lean doesn’t dramatically improve process capabilities but it does target cycle times, wastes and other process costs. When used together, these methods complement and reinforce each other.
Why Lean Six Sigma?

Lean as the name suggest is the production of products or services using the least of everything – human effort, investment in inventory, machines, space, tools, time, development, transport / movement. The term is called Lean, Lean Manufacturing and Lean Enterprise all meaning the same thing and deriving from the Toyota Production system and some other sources. It is however very simply the reduction of waste from your processes it has enabled Toyota to become one of the biggest and most reliable car companies in the world.
Lean is therefore the identification and steady elimination of waste through the implementation of perfect first time quality approaches to work, standardisation of processes, smoothing of flow, flexibility of work, long term relationships with customers and supplies and reduction in time leading to cost reduction and business improvement. To achieve this a number of tools have been developed which facilitate the removal of waste from processes and a number of methodologies to implement the principles.
In organisations where the principles of Lean are fully understood the people use the tools and techniques with out thought as eliminating waste and improving flow become the norm. Lean in its many guises has been around since the 1940’s and has developed and adapted over the years to become one of the key business improvement methodologies used in many of the worlds leading companies. At its heart Lean is effectively simple and easy to understand. Lean implementation is therefore focused on getting the right things, to the right place, at the right time, in the right quantity to achieve perfect work flow while minimising waste and inventor while being flexible and able to change if the customer requirements change.
However, no matter how simple, at the heart of any Lean implementation is the cultural and managerial aspects of Lean which are just as, and possibly more, important than the actual tools or methodologies of Lean itself. There are many examples of Lean tool implementation without sustained benefit and these are often blamed on weak understanding of Lean in the organisation.
Speed, quality and cost are the components that drive the success of any organization. Lean Six Sigma works on all three simultaneously because it blends Lean, with its primary focus on process speed, and Six Sigma, with its primary focus on process quality, within a proven organizational framework for superior execution. This program specifically addresses how integrating Lean (making work faster) and Six Sigma (making work better) helps an organization move quickly with higher quality and lower cost.
As stated above Lean and Six Sigma when used together will provide a business improvement methodology which combines tools from both Lean Enterprise (Manufacturing) and Six Sigma. Lean eliminates the waste in your processes, while Six Sigma ensures quality through the elimination of variation in your processes and also provides a structured data driven structure to solve problems and implement sustainable change into your business.

Why is there even a debate about which one you should use?

For some reason two camps have emerged one supporting Lean and the other Six Sigma. Lots of it is childish my way is better than yours and some of is lack of knowledge. Either way what you find is that both approaches use each other’s tools anyway. So the whole thing is stupid. As with any business improvement you should use the best tool for the job no matter what it is or where it has come from. You should be constantly seeking out new tools, methods, applications and methodologies to satisfy your customer and business needs by eliminating waste and improving quality. That is why we always train, consult and coach in Lean Six Sigma but bring in anything else we know. That is why we don’t mind your calling your improvement initiative whatever you like and that is why we get results.