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Anexas is a consulting organization based in Denmark with wide presence in India and offices in UAE, Kingdom of Saudi Arabia, Singapore and Canada. Anexas group comprises of Anexas Denmark in Europe, Anexas FZE in UAE, Anexas Consultancy Pvt ltd in India and Anexas Consulting in Middle East.




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Six Sigma In Hospitality Industry

Akshith Dayanand 15-Jun-2020


The Hospitality Industry incorporates a general classification of fields which incorporate lodgings, Motels, floatels, occasion arranging and extra fields inside the travel industry. The motivation behind this article is to give an arrangement and effectively usage of Six Sigma into a Hospitality Organization.

Six Sigma and Hospitality make an ideal mix in expanding efficiency to meet visitor fulfilment. A Hospitality industry manages different sorts of visitors from cumbersome to tentative to particular to obstinate with included estimation of Six Sigma approach it helps with expanding in data exactness, it diminishes top time registrations and check outs, Reduction in housekeeping room turnaround times or more all expansion in client dependability.

Food and Beverage Industry is one more region in cordiality whose achievement is connected to consumer loyalty and with Six Sigma approach it benefits the representatives to meet territories of effect for example Turnaround time between request arrangements and conveyances, pilferage and misuse of items and stock control.

Six Sigma can have an effect in INVENTORY control in the accompanying regions:

Lessening and control in stock circulation.

Occasional money saving advantage examination

Having the option to make, screen, and afterward reproduce consumer loyalty is the place Six Sigma becomes possibly the most important factor with regards to the friendliness business.

Six Sigma is a sort of the executive’s strategy which underscores stream situated execution improvement and accepts effectiveness as the inside in general administration process particularly in the centre business tasks of neighbourliness industry.

As per reports under the casing the executives of Six Sigma lodgings conveyed a Rs. 100 crore overall revenues in their primary concern incomes just as a normal industry development has been 9 percent when contrasted with 6 percent contrasted with last monetary year.

Everywhere throughout the inn business, immediacy is the key fixing to progress and with Six Sigma key working office like Front Office Operations ,Sales and Marketing, Food and Beverage Service and Production, Housekeeping and Humans Resources are to a great extent profited looking for execution the board greatness.


What is Six Sigma?

Six Sigma was created in 1986, to create quality control and factual aptitudes, it helps in estimating the nature of assembling yield, distinguishing dangers, mistakes and different business systems. It helps in ideal usage of assets, improve dynamic capacity, and expanding the general execution of an organization.


What are the advantages of six sigma affirmation?

1. It helps in lessening hazard, blunders in an association.

2. It helps with understanding present standard practices in the business, which helps in keeping up item quality and administrations.

3. Aides in learning Multivariate instruments like waste decrease, stream mapping and so forth.

4. Gives presentation to various segments and ideas like chi-square table, ANOVA, possibility table and so forth.

Accommodation firms of all shapes and sizes are seeing approaches to minimize expenses and to turn into increasingly productive just to remain above water in this difficult economy. Reducing expenses in labour has been a famous point in all ventures during times of monetary downturn. This is an especially elusive slant in the neighbourliness business where administration might be undermined through cutting costs. Quality assistance is investigated by the client in neighbourliness like never before because of the reality that clients are less and are spending less .

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The Improvement Project Version of 20 Questions

Akshith Dayanand 13-Jun-2020

The Improvement Project Version of 20 Questions

I'm sure you've all played the game 20 questions. The goal of the traditional parlor game is to uncover an object chosen by one player by asking questions that eliminate other possibilities until deductive reasoning reveals the answer. Careful selection of questions can significantly improve the odds of the questioner winning the game.

When it comes to improvement projects, it is also true that careful selection of questions can significantly improve the odds of "winning," also known as producing positive change. What follows are 20 questions, that if considered at the outset, can help set your improvement project up for success.

1. Is this improvement aligned with the strategic vision and breakthrough objectives?

Strategic alignment is the most effective way to prioritize improvement work. If a project doesn't advance a central objective, it should probably be set aside for one that is more on target.
2. Is there an opportunity for a short-term win?

A central principle of continuous improvement is that small gains, repeated consistently, are the way to achieve business success. Make sure the scope of each improvement is narrow enough to achieve positive change in short order.

3. Is there a defined business case?

Before work begins, make sure the scope, the resources required, and the desired end state are well understood and documented.
4. Is there executive support for the project?

Executives don't need to be involved in every improvement project, but they are essential when it comes to removing obstacles and providing resources.
5. How will the results be measured?

It is essential to be very specific about the intended benefits of each improvement and how it will be documented and tracked over time.

6. How will technology be used to support the project?

Whether you are using improvement management software or spreadsheets and email (not recommended), it should be clear to everyone how technology will be used to capture information, communicate with team members, and document each step of the process.

7. What obstacles can we foresee?

Are there difficult stakeholders? Is the current process poorly documented? Are external factors likely to be an issue? The more you know about what might block your progress, the better you can prepare ahead of time.
8. Have the needs of all stakeholders been considered?

It is common for process change to impact more people than just the process operators. Be sure to consider the up and downstream impacts of each project.
9. Are the right people involved?

Speaking of stakeholders, continuous improvement is a team sport. Ensure that each project includes the operators, subject matter experts, and internal customers necessary to get the desired results.
10. Are you addressing the root cause of a problem?

We highly recommend the 5 Why's technique for getting to the heart of a problem. This helps avoid Band-aid solutions that can cause more problems than they solve.
11. How will the improvement be sustained?

One effective way to ensure that improvements are sustained is to operate under Standard Work. Every task is performed to the new Standard until it is revised following another improvement cycle.
12. What is the schedule for measuring the impact of the improvement over time?

Another way to ensure improvement is sustained is to set a time-table for checking results to ensure that old problems don't creep back into the process.
13. Which continuous improvement tools will be used?

Not all improvement projects call for the same set of tools, so consider whether you will use an improvement cycle like PDSA or DMAIC and what other tools such as A3 documents and control charts will be useful.

14. Can we learn anything from past improvements?

In the ideal case, your organization has a database of past improvement projects. Is there one similar to the project at hand? What were the lessons learned from that previous experience?

15. What resources are needed?

Some projects require only a conference room and the participants' time, while others require special equipment and budget. A comprehensive list of anticipated resource requirements will help streamline the project.

16. How will employees be trained on the new process?

Ideally, at least some process operators will be involved in the improvement project. A plan for training others on the new Standard is needed.
17. How will we document and share what we learn during this project?

We mentioned learning from past projects, be sure to pass what you discover along to the next team by documenting the experience carefully in an accessible platform.
18. How will results be communicated to the executive team and the organization?

Be sure to get clear expectations from leaders about how the results of the project should be communicated.

19. What are the key dates and milestones?

A project calendar is a helpful tool for any project lasting more than a few days. It is also useful to have a calendar of all improvement projects to avoid any resource conflicts.
20. How will we recognize and celebrate success?

Recognition is something that too often gets neglected. Building it into the project plan ensures that those who contribute to success will know they are appreciated.

If you have solid answers to each of these questions at the outset, you can be confident that the work you do will provide value, strengthen the organization's body of knowledge, and generate lasting impact.



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A3 Problem Solving

Akshith Dayanand 13-Jun-2020

A3 Problem Solving


The A3 report is a very useful problem solving and continuous improvement tool. It was introduced by Toyota. In this method all the problems are viewed as opportunities for improvement. The A3 problem solving method is derived from the European paper size A3. It is based on PDCA method, which is popularly known by the name Deming wheel and inculcates the problem solving approach with continuous improvement.

The A3 report is as a effective communication tool which drives continuous improvement through problem solving & critical thinking approach. The usage of A3 problem solving technique is based on the impact on the organisation & the problem size.

Implementation of A3 problem solving

The PDCA structure is implemented for A3 problem solving. Various reports & forms are utilised depending on the requirement of the organisation.

The following are the basic steps of PDCA plan:

Define the problem completely. The initial step is to identify the problem or scope for improvement. Describe the present status or condition. Identify the difference of the present status with operational standard. Define the goals and how A3 will be help to achieve them. Containment actions are initiated to prevent the problems from further occurring to eliminate the negative effects on the other processes.

Using other tools like 5W & 2H to arrive at the root cause of the problem. Goals are to be set such as reducing the percentage of defects, improving the production & the goals should be SMART. Using cause & effect diagram the root cause can be derived. Permanent countermeasures should be implemented to ensure that the problems do not reoccur.

An action plan to be developed for effective utilization of resources all the levels of the management are to be involved before freezing the action plan.

Once the action plan is implemented the effectiveness has to be measured using tools like SPC and product audits.

The process has to be standardized after the improvements by updating all the necessary documents.


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Cellular Manufacturing

Akshith Dayanand 12-Jun-2020

Cellular Manufacturing

It is a process that produces parts in families with in a single line or the machines belonging to a single cell operated by employees who work daily with in the cell or line. A production unit relatively of small scale with a clearly defined production unit of a larger factory.

The unit can produce like parts of a product or a family. Every operator is trained to operate the full range of operations in a cell. Therefore continuous skill development is necessary for effective operation of a cell.

The main objective of cellular manufacturing is to optimize the performance by productivity, cycle time etc. by redesigning the cells.

Benefits of cellular manufacturing

BY implementing the cellular manufacturing improvement s can be seen in finished goods, work in progress lead time etc.

Production & quality is enhanced as the larger section of the factory is split into small, homogeneous production units.

Control procedure and quality parameters can be narrowed specific to a cell. By doing so one can master the requirements of the cell.

Unique requirement of a particular family of products will help to produce high volumes of and high variety of products with ease.

Limitations of Cellular manufacturing

Manufacturing flexibility is limited

Balancing among the cells

Benefits can deteriorate over item due to timely changes in production environment

Implementation of Cellular manufacturing

Breakdown all the products into families or parts set. Similar parts can be classified into families which in turn results by determining the number of cells required and the machines or each cell.

Impact on workers

Employees are motivated by the daily challenging work atmosphere and helps them in being more productive

The employees are empowered and encouraged to think creatively identify the problems and implement the solutions

Continuous improvement is strived and becomes the part of the organisation culture through complete employee involvement.

The supervision of the cellular manufacturing units can be minimised as the layout is more structured and organised. The cohesiveness of the group is enhanced with cellular manufacturing.

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Popular Process Improvement Methodologies Explained

Akshith Dayanand 11-Jun-2020

Popular Process Improvement Methodologies Explained

The world’s most successful organizations are determined in their go after impeccable processes and ideal execution. the flexibility to reliably produce quality outcomes with essential waste is elusive but achievable with the correct leadership and a focus. That’s why many organizations address proven process improvement methodologies and techniques. This post will offer you an introduction to 2 of the foremost effective and popular. We’ll cover a number of the foremost important tools related to each methodology, but detain mind that there's lots of crossover, with many companies incorporating tools from each of the methods.

Six Sigma

Six Sigma was developed at Motorola and eventually became a part of the core strategy at General Electric. it's closely related to manufacturing but is employed by organizations of all kinds. the most goal of Six Sigma to attenuate defect rates and variability in business processes. For a process to be “Six Sigma,” it must have fewer than 3.4 defects out of 1 million opportunities. In other words, it's to be almost perfect. One key modernization of Six Sigma is "professionalizing" of quality management functions. With the correct training and certification quality professionals practicing Six Sigma can do yellow, green, or black belts. Six Sigma is targeted on using data and statistics to boost process efficiency and reduce variations. Therefore, many of the tools utilized by practitioners are measurement-oriented.


The tool most closely related to Six Sigma is DMAIC, which stands for Define, Measure, Analyze, Improve, and Control. Improvement projects in Six Sigma to through this process, which is continually repeated because the process gets nearer to a T.

The 5 Whys –

One hallmark of Six Sigma is that the basis reason for any defect or problem process must be identified and corrected. The 5 Whys could be a technique for digging deeper into a controversy although a surface issue may appear to be the reason for the matter. Users start with a controversy statement then still ask why until the underlying issue is revealed and corrected. Fishbone Diagrams - Fishbone diagrams (also called Ishikawa diagrams) are otherwise to know cause-and-effect to seek out the explanations for defects. The diagram resembles a fishbone with the pinnacle representing the matter and features branching out into different categories of potential causes. They consistently include people, processes, equipment, environment, materials, and management. 

Lean (Also called Lean Manufacturing, or Lean Thinking)

While the main target of Six Sigma is on eliminating defects, the driving factor of Lean is that the elimination of all waste, defined as anything that doesn't bring value to the customer. there's s synergy between Lean and 6 Sigma, only if defects certainly represent waste. Some companies combine elements of every approach. The Lean approach calls out eight differing kinds of waste: excess inventory, unnecessary transportation, over-processing, overproduction, waiting, unnecessary movement, defects, and untapped human potential. Process improvement is targeted on eliminating the maximum amount waste as possible. The tools accustomed achieve that end include:


PDSA is an improvement cycle kind of like DMAIC. It stands for Plan, Do, Study, Act. It begins with the quality Work, or the present best practice for any process or task. Improvement teams study opportunities for improvement during the design stage. Next, they implement corrective actions that will solve problems or restore results. They then study the info to determine if the change was, in fact, an improvement. If so, they implement the new Standard Work. The cycle can then resume.

Value Stream Maps:

Lean value stream maps are process diagrams that chart the movement valuable to the customer. they assist reveal unnecessary tasks, movement, or materials that may be targeted for elimination. they're also accustomed reveal bottlenecks that will cause the waste of waiting or excess inventory.

5 S:

Poor workplace organization could be a major reason for many of the 8 wastes of Lean. to handle it, the 5 S tool is employed. In English, the five S’s are: Sort (remove any unnecessary materials), set so as (arrange



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Lean Six Sigma Certification For Hotel Industry

Akshith Dayanand 11-Jun-2020

Lean Six Sigma Yellow Belt Certification For Hotel Industry, Best Lean Six Sigma Certification Institute For Hotel Industry

Lean Six Sigma Yellow Belt Certification For Hotel Industry Anexas provides Lean Six Sigma Yellow Belt Ceretification For Hotel Industry as per the current industry standards. Our training programs will enable professionals to secure placements in MNCs.

Anexas is one of the most recommended that offers hands on practical knowledge / practical implementation on live projects and will ensure the job with the help of advance level Six Sigma Yellow Belt Training Courses.

At Anexas Lean Six Sigma Yellow Belt certification For Hotel Industry is conducted by specialist working certified corporate professionals having 28+ years of experience in implementing real-time Six Sigma Green Belt and Black Belt Projects.

About Six Sigma Course Speaker

Experience of starting up Six Sigma training and consulting businesses in more than 6 countries. Trained around 2,50,000 professionals in CPHQ, Lean, Six Sigma (Black belts and Master Black Belts), Process Excellence, AI, Project Management, Accounting, Finance, Blue Ocean Strategy, SPC, Balanced Score Card and Soft Skills.

Total 28 years of experience with 11 years in the manufacturing industry and 17 years in Service industry in various domains like Oil, Banking, manufacturing, IT, ITES, Healthcare, Finance, BPO, Insurance, Shipping, Supply Chain, Logistics, Petrochemicals, Steel, etc.

Read Complete Detail About The Course Trainer Here


Connect With on His LinkedIn Profile Here

Awards and Recognition

Six Sigma Green Belt Training Awards Six Sigma Green Belt Training Awards
Six Sigma Green Belt Training Awards Six Sigma Green Belt Training Awards

Anexas is well-equipped Six Sigma Yellow Belt Training Center . Candidates will implement the following concepts under Six Sigma Yellow Belt :- ALL CONCEPTS  along with Six Sigma Yellow Belt Placement Training modules like aptitude test preparation etc.

Anexas is the well-known Six Sigma Yellow Belt Training Center with high tech infrastructure and lab facilities. We also provide online access of servers so that candidates will implement the projects at their home easily.

Anexas in Decatur has mentored more than 2,50,000+ candidates with Six Sigma Yellow Belt Certification Training at very reasonable fee. The course curriculum is customized as per the requirement of candidates/corporates.

In addition to this, our classrooms are built-in with projectors that facilitate our students to understand the topic in a simple manner.

Anexas is one of the best Six Sigma Yellow Belt Training Institutes with 100% placement support.

Our strong associations with top organizations like HCL, HP, Wipro, Dell, Birlasoft, TechMahindra, TCS, IBM etc. makes us capable to place our students in top MNCs across the globe.

We have placed thousands of students according to their skills and area of interest that makes us preferred Six Sigma Yellow Belt Training Institute.

Next, we closely monitor the growth of students during training program and assist them to increase their performance and level of knowledge.

Other Related Courses:

  • Six Sigma Training in Decatur
  • Six Sigma Yellow Belt Yellow Belt Training 
  • Six Sigma Black Belt Black Belt Training 
  • Master Black Belt Training in Decatur

Six Sigma Yellow Belt Training Course Topics:

  • Introduction Of Six Sigma Green Belt
  • Project charter, VOC to CTQs, Kano Model, SIPOC
  • Process capability, segmentation and stratification
  • Measurement system analysis (attribute gage R&R)
  • Box plot, rolled throughput yield, process map analysis
  • Pareto, concept of lean, C&I matrix, hypothesis testing
  • Correlation, TRIZ, C&B matrix, mistake proofing, FMEA
  • Process management charts, SPC, response plan
  • Fishbone diagram, data collection plan normality study
  • Run chart, control chart, sampling strategy, regression

Why you should join Anexas for Six Sigma Yellow Belt Training 

Top Reasons which makes us best among all others:

-> All our training programs are based on live industry projects.

-> All our training programs are based on current industry standards.

-> Training will be conducted on daily & weekly basis and also we can customize the training schedule as per the candidate requirements.

-> Live Project based training with trainers having 28+ years of Industry Experience.

-> Training will be conducted by certified professionals.

-> Our Labs are very well-equipped with latest version of hardware and software.

-> Our classrooms are fully geared up with projectors & Wi-Fi access.

-> 100 % free personality development classes which includes Spoken English, Group Discussions, Mock Job interviews & Presentation skills.

-> You will get study material in form of E-Book’s, Online Videos, Certification Handbooks, Certification Dumps and 500 Interview Questions along with Project Source material.

-> Worldwide Recognized Course Completion Certificate, once you’ve completed the course.

-> Flexible Payment options such as Cheques, EMI, Cash, Credit Card, Debit Card and Net Banking.

Who Should Attend Six Sigma Yellow Belt Training Course?

Individuals who want to learn and practice Lean Six Sigma Principles

Quality Auditors

Quality Analysts, and Managers

Management Students

Quality Engineers

Quality System Managers

Quality Supervisors

Six Sigma Course Feedback

Six Sigma Training Participant’s Feedback:

My experience at Anexas has been truly amazing. The Faculty is extremely dedicated. My problems and issues were duly addressed at all stages.

Anexas is very good institute for learning of six sigma black belt. Here we do practical’s with theory class by which every things has been cleared

Best Institute for Six Sigma Certification. Staff is very cooperative, and trainers are very skilled here. Everyone is ready to help you if you face any query.

I did Six Sigma Black Belt Certification Course. The team is warm and very professional. I was given due attention by everyone I got in touch with. I am highly satisfied by choosing the institute.

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Demand Management

Akshith Dayanand 10-Jun-2020

Demand Management

Demand Management is a unique method for controlling and tracking the organizational requirements and the internal operations of the purchase department. It operates to help the organization to engage in obtaining the advantages with the supplier relationships.

Demand management emphasises on eradicating the waste in the purchase activities considering the external spending factors and arranges the purchase order. The other names of demand management are strategic spend management or consumption management.

Demand management considers the present business requirements, previous buying trends and forecast requirements of the product or service to be delivered by an organisation. This generally includes assessment of the purchase orders, product/service specifications and strategic business plans.

The purchase techniques are streamlined using demand management. The following points are to be considered during implementation of demand management

Options for volume discounts

Impact of order timing on pricing

Are the best suppliers being utilized?

Focus on detailed attention to contract process

The essential performance indicators and perform measures play a vital role to track the demand. The data obtained will help us predict the demand forecast which can be used to improve extensive supplier communications. This can be used to handle all the assets more effectively and decreases the expenditures.

Following are the advantages of Demand Management:

  • Monitors the quantity of the transactions of growth and decline.
  • Tracks all the related expenditures
  • Strengthens the customer supplier relationships both internally & externally

Demand management is a strategy which is widely accepted in various sectors of the industry. The demand management can be used both for targeting both indirect spent sections & complicated spent sections.




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Which of the Process Improvement Disciplines is Best?

Akshith Dayanand 10-Jun-2020

Which of the Process Improvement Disciplines is Best?

Organizations looking to enhance operations, cut waste, and maximize customer value often communicate a business process improvement disciplines, like Six Sigma, Lean or Kaizen. Because Anexas offers solutions that support the implementation of those, and other, process improvement methods, we are often asked which one is that the best. To explore that question, let’s study the principles and strengths of every.


Kaizen is more of philosophy than a selected tool. The word, in Japanese, simply means “good change” or improvement. Adopting a Kaizen mindset means acknowledging that everything are often improved and made to perform more efficiently and with better quality. The Kaizen approach are often applied to small opportunities for improvement addressed by individual, front employees, or to larger more complex problems which are addressed by teams and sometimes called, “Kaizen events.” Kaizen is a perfect every-day philosophy for organizations. It leverages the insight of employees the least bit levels to spot and act on opportunities for improvement, big or small.


Lean may be a business philosophy and methodology that's focused on improving business results by identifying and eliminating waste and maximizing the worth delivered to customers -- delivering the simplest quality on time or as quickly as possible. Any energy, money, and time that are used on processes or activities that don't provide value to the customer are targeted for reduction through various methods. Practitioners use a range of tools including value stream maps, and gemba walks to prepare the advance effort. Lean provides excellent tools not just for improving existing processes, but also for designing and developing processes when there aren’t any processes in situ or when major overhauls are necessary.


Six Sigma

Six Sigma is an approach to limiting defects and variability in business process so as to realize quality outcomes. It offers two project methodologies, DMAIC (define, measure, analyze, improve and control) and DMADV (define, measure, analyze, design, and verify). These are supported the Plan-Do-Check-Act approach made popular by W. Edwards Deming. Six Sigma is right for optimizing and maintaining processes that are generally effective to start with.

So Which is Best?

So which one is best? It's kind of a trick question, and not necessarily the correct one to ask. The question is valid, it’s but a small amount like asking, “Which tool is best?” it'd be a hammer or it'd be a screwdriver; it depends on whether you're trying to hold an image or fix a loose doorknob. Each approach is similar temperament for various situations and problems.

The important thing is to pick the right tool for the job. Or to combine them, as many of our customers do. 


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Akshith Dayanand 09-Jun-2020


The term Andon is originated from the Japanese word meaning traditional paper lantern. It is one of the visual management techniques used in lean. Using these tools all the bottlenecks can be eliminated and run the production operations smoothly.

Though Andon is a part of lean approach it is one of the principle elements of Jidoka derived from Toyota Production System (TPS). Empowering people is the primary aspect of Jidoka which focusses on operator’s attention to take appropriate actions whenever they come across a problem in the production line. By this the operator is empowered to pull an andon card in the production line when they observe any abnormalities.

Andon resembles the three coloured lighted signals similar to traffic lights on each of the production/assembly line. When the operator/employee detects any problem in  the production/assembly line or unable to match the speed of the operating line, he can stop the operation by pulling a andon card which triggers an alarm and highlights the relevant coloured electric light signal.

If the problem highlighted is not fixed with in a stipulated time period then the total production line will be stopped. If the problem is rectified the green light is illuminated signalling to continue the production process. 

The Green, Yellow & Red colours are mainly used in most of the manufacturing industries. But some organisations develop their own colour signals with specific meanings.

Types of Andon

Manual: The activation of andon is done manually by the operator in the production line either by pulling a cord or pressing the button.

Automatic: The light signals are automatically activated on the production line/conveyor when the problem is not fixed.

Benefits of Andon

Production Improvement: Highlights the problem in real time status as they occur during a manufacturing process.

Improved transparency: To take action immediately without compromising on quality, downtime & safety.

Empowering the operators: Empowering the operators by improving the accountability and responsibility of producing good quality products and take action whenever they encounter the problem.

Downtime reduction:  By identifying and quickly taking actions to resolve any problems in the manufacturing process, downtime is drastically reduced.

Effective communication: By real-time updating of activities in the shop floor increase effective communication.


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What’s The Perfect Continuous Improvement Methodology?

Akshith Dayanand 09-Jun-2020

What’s The Perfect Continuous Improvement Methodology?

We refer to many those that are dedicated to one amongst the popular continuous improvement methodologies in use by businesses today. Many of our customers are adherent of Lean, Six Sigma, Toyota Production System, Total Quality Management, Agile, or others. those that know we offer technology that supports all of them often ask us which is that the best continuous improvement methodology. Well, sort of a lot of things in life, it depends.

Every organization is different, so there's no one-size-fits-all perfect approach. The secret's finding the proper combination for your current circumstances. So, while we can’t tell you which ones methodologies you ought to choose, we are able to tell you what it's like when a corporation has found the proper combination.

When the right continuous improvement methodology is in situ, organizations:

Experience Sustained Improvement

It is not uncommon for improvement programs to begin off with a bang, only to peter out over time. this can be often the results of lack of investment and commitment on the a part of leadership, not flaws within the methodology. the right continuous improvement method for your organization is one that the complete team can dawdle and arrange to over the long run. 

Enjoy Company-Wide Adoption

Because the goal of continuous improvement is to make an uninterrupted flow of import to the customer across the complete organization, it's essential that the tools and techniques wont to support improvement are adopted by everyone. it should be to begin with one administration or distribution, but structured improvement shouldn’t be contained to any particular silo. 

Achieve Measurable Impact

All of the attractive CI methodologies involve creating a baseline, applying improvements, and measuring impact. The last item is compelling to keeping employees and executives committed and energized around improvement efforts. Documenting the impact of improvement work is that the only thanks to justify both financial and emotional investment. 

Collaborate and Communicate Effectively

Continuous improvement may be a athletics and communication is that the foundation for effective collaboration. the right improvement methodology creates a typical language and a structured thanks to share information. It also ensures that improvement work is aligned to critical goals and business purpose. 

Lean, Six Sigma, and every one of the opposite continuous improvement methodologies are designed to form improvement systematic, long-lasting, and efficient. they will all achieve success under the proper circumstances. so as to decide on the most effective one for your organization, start with these goals in mind.

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