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<!--Generated by Squarespace Site Server v5.11.81 (http://www.squarespace.com/) on Thu, 31 May 2012 00:20:50 GMT--><rss xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:wfw="http://wellformedweb.org/CommentAPI/" xmlns:itunes="http://www.itunes.com/dtds/podcast-1.0.dtd" xmlns:dc="http://purl.org/dc/elements/1.1/" version="2.0"><channel><title>Blog</title><link>http://www.cedar-root.com/blog/</link><description></description><lastBuildDate>Sun, 22 Apr 2012 17:29:11 +0000</lastBuildDate><copyright></copyright><language>en-US</language><generator>Squarespace Site Server v5.11.81 (http://www.squarespace.com/)</generator><item><title>The Bullwhip Effect</title><category>Bullwhip Effect</category><category>Demand Forecasting</category><category>Lean Enterprise</category><category>Supply Chain Management</category><dc:creator>Alex Sugimoto</dc:creator><pubDate>Sun, 22 Apr 2012 17:23:01 +0000</pubDate><link>http://www.cedar-root.com/blog/2012/4/22/the-bullwhip-effect.html</link><guid isPermaLink="false">1181668:13795825:15949522</guid><description><![CDATA[<p>Is your organization supply chain being bullwhipped? &nbsp;The&nbsp;<strong>Bullwhip Effect&nbsp;</strong>is a common issue in&nbsp;many organizations where supply chains are driven by product forecast versus product demand. &nbsp;The increased inventory variation amplifies upstream away from customer towards raw material vendors and services. &nbsp;</p>
<p><a href="http://cedarroot.squarespace.com/lean-sigma-wiki/lean-enterprise/what-is-meant-by-the-bullwhip-effect.html" target="_blank">Read more...</a></p>
<p><span class="full-image-block ssNonEditable"><span><img style="width: 150px;" src="http://www.cedar-root.com/storage/3d%20graphs.jpg?__SQUARESPACE_CACHEVERSION=1335115601579" alt="" /></span></span></p>]]></description><wfw:commentRss>http://www.cedar-root.com/blog/rss-comments-entry-15949522.xml</wfw:commentRss></item><item><title>Designed Experiment Homework Assignment</title><category>Black Belt</category><category>DOE</category><category>Designed Experiment</category><category>Full Factorial</category><category>Improve Phase</category><category>Minitab</category><dc:creator>Alex Sugimoto</dc:creator><pubDate>Sun, 25 Mar 2012 16:37:35 +0000</pubDate><link>http://www.cedar-root.com/blog/2012/3/25/designed-experiment-homework-assignment.html</link><guid isPermaLink="false">1181668:13795825:15583323</guid><description><![CDATA[<p>This simple Designed Experiement Homework assignment provides a nice refresher of full factorial analysis in an introductory Green Belt or Black Belt course. &nbsp;It provides just the right mental stretch after a full day Lean Six Sigma Training. &nbsp;Minitab statistical software is best suited for the example analysis however any seasoned instructor will be able to utilize this simple to understand case study. &nbsp;You can download from our <a href="http://www.cedar-root.com/tools-and-templates/" target="_blank">Knowledge Center &gt; Tools and Templates</a> or click on the graphic below to download. &nbsp;</p>
<p><span class="full-image-block ssNonEditable"><span><a href="http://www.cedar-root.com/storage/DOE Absenteeism.pdf" target="_blank"><img style="width: 150px;" src="http://www.cedar-root.com/storage/3d line chart.jpg?__SQUARESPACE_CACHEVERSION=1332693881482" alt="" /></a></span></span></p>]]></description><wfw:commentRss>http://www.cedar-root.com/blog/rss-comments-entry-15583323.xml</wfw:commentRss></item><item><title>Seeing the Forest through the TRIZ</title><category>Creative Thinking</category><category>Innovation</category><category>Triz</category><dc:creator>Alex Sugimoto</dc:creator><pubDate>Sat, 24 Mar 2012 15:31:11 +0000</pubDate><link>http://www.cedar-root.com/blog/2012/3/24/seeing-the-forest-through-the-triz.html</link><guid isPermaLink="false">1181668:13795825:15572985</guid><description><![CDATA[<p>Innovation can be a very soft and squishy process if at all especially in solving today's modern business issues Having the right tools and techniques in the right place and situation is a must. &nbsp;Brainstorming and other common sense tools are great but they often&nbsp;rely on what we know in terms of facts and subject matter expertise with minimal organizational appetite to think outside the culture. &nbsp;Without the help of creative problem solving or innovation tools that stretch the boundaries of common sense, ideas can dry out quickly.&nbsp;</p>
<p>Triz is one of those innovation methodologies that can offer some structured imagination using&nbsp;logic and data to arrive at solutions. &nbsp;&nbsp;&nbsp;<a href="http://www.cedar-root.com/lean-sigma-wiki/innovation/what-is-triz.html" target="_blank">Read more....</a></p>
<p><span class="full-image-block ssNonEditable"><span><img style="width: 150px;" src="http://www.cedar-root.com/storage/triz%20flow.jpg?__SQUARESPACE_CACHEVERSION=1332604040192" alt="" /></span></span></p>
<p>&nbsp;</p>]]></description><wfw:commentRss>http://www.cedar-root.com/blog/rss-comments-entry-15572985.xml</wfw:commentRss></item><item><title>Fishbone Diagram</title><category>Analyze Phase</category><category>Cause &amp; Effect Diagram</category><category>Fishbone Diagram</category><category>Ishikawa Diagram</category><category>Root Cause</category><dc:creator>Alex Sugimoto</dc:creator><pubDate>Wed, 21 Mar 2012 22:07:07 +0000</pubDate><link>http://www.cedar-root.com/blog/2012/3/21/fishbone-diagram.html</link><guid isPermaLink="false">1181668:13795825:15534454</guid><description><![CDATA[<p><span style="font-weight: normal;">Fishbone, Ishikawa or cause and effect diagrams were proposed by Kaoru Ishikawa&nbsp;in the 1960s. &nbsp;He pioneered quality management processes in the Kawasaki&nbsp;shipyards. &nbsp;It was first used in the 1940s, and is considered one of the seven basic tools of quality management.&nbsp;It is typically referred to as a fishbone diagram because of its shape. &nbsp;<a href="http://www.cedar-root.com/lean-sigma-wiki/analyze-phase/what-is-a-fishbone-or-ishikawa-diagram.html" target="_blank">Read more...</a></span></p>
<p><span class="full-image-block ssNonEditable"><span><img style="width: 150px;" src="http://www.cedar-root.com/storage/fishbone pic.jpg?__SQUARESPACE_CACHEVERSION=1332463540953" alt="" /></span></span></p>]]></description><wfw:commentRss>http://www.cedar-root.com/blog/rss-comments-entry-15534454.xml</wfw:commentRss></item><item><title>Cpk vs. Sigma Level</title><category>Cpk</category><category>Measure Phase</category><category>Ppk</category><category>Process Capability</category><category>Sigma Level</category><dc:creator>Alex Sugimoto</dc:creator><pubDate>Mon, 19 Mar 2012 18:03:07 +0000</pubDate><link>http://www.cedar-root.com/blog/2012/3/19/cpk-vs-sigma-level.html</link><guid isPermaLink="false">1181668:13795825:15494704</guid><description><![CDATA[<p>What is the difference between articulating process capability as Cpk, Ppk or Sigma Level? What are the advantages or disadvantages?</p>
<p><strong>Guidance &ndash; </strong>This discussion will assume you&rsquo;re already familiar with process capability studies and all the assumptions around process stability, short/long term data estimates, etc. &nbsp;Below are the steps I teach in my consulting practice relative to process capability.&nbsp; Let&rsquo;s assume you have already completed steps 1 through 5 below. &nbsp;<a href="http://www.cedar-root.com/lean-sigma-wiki/measure-phase/what-is-the-difference-between-cpk-and-sigma-level.html" target="_blank">Read more</a>...</p>
<p><span class="full-image-block ssNonEditable"><span><img style="width: 150px;" src="http://www.cedar-root.com/storage/histogram 2.jpg?__SQUARESPACE_CACHEVERSION=1332180374709" alt="" /></span></span></p>]]></description><wfw:commentRss>http://www.cedar-root.com/blog/rss-comments-entry-15494704.xml</wfw:commentRss></item><item><title>Lean Six Sigma Project Success Factors</title><category>Project Charter</category><category>Project Selection</category><category>Success Factors</category><dc:creator>Alex Sugimoto</dc:creator><pubDate>Sun, 18 Mar 2012 15:35:29 +0000</pubDate><link>http://www.cedar-root.com/blog/2012/3/18/lean-six-sigma-project-success-factors.html</link><guid isPermaLink="false">1181668:13795825:15480954</guid><description><![CDATA[<p>Lean Six Sigma Projects or any endeavor with business impact should share the following attributes.&nbsp; Call it a guide or checklist for you to consider. There are a lot of underpinnings underneath this list .... <strong><a href="http://www.cedar-root.com/lean-sigma-wiki/define/what-key-factors-are-important-in-lean-six-sigma-projects.html" target="_blank">read more</a></strong>...</p>
<p><span class="full-image-block ssNonEditable"><span><img style="width: 150px;" src="http://www.cedar-root.com/storage/project 2.jpg?__SQUARESPACE_CACHEVERSION=1332085086202" alt="" /></span></span></p>]]></description><wfw:commentRss>http://www.cedar-root.com/blog/rss-comments-entry-15480954.xml</wfw:commentRss></item><item><title>Process Capability without Specifications?</title><category>Cpk</category><category>Process Capability</category><category>Sigma Level</category><category>Specifications</category><dc:creator>Alex Sugimoto</dc:creator><pubDate>Sat, 17 Mar 2012 15:22:05 +0000</pubDate><link>http://www.cedar-root.com/blog/2012/3/17/process-capability-without-specifications.html</link><guid isPermaLink="false">1181668:13795825:15472755</guid><description><![CDATA[<p><span style="font-weight: normal;">Process Capability is a major part of any Lean Six Sigma project. However, the majority of projects have no specified targets, limits or goal posts. In fact, most projects are simply looking for a shift in average performance in one direction or the other. &nbsp;So how should one measure process capability? <a href="http://www.cedar-root.com/lean-sigma-wiki/measure-phase/can-process-capability-be-articulated-without-specs.html" target="_blank">&nbsp;Read more...</a></span></p>
<p><span class="full-image-block ssNonEditable"><span><img style="width: 150px;" src="http://www.cedar-root.com/storage/histogram%20bell%20curve.jpg?__SQUARESPACE_CACHEVERSION=1332179176833" alt="" /></span></span></p>]]></description><wfw:commentRss>http://www.cedar-root.com/blog/rss-comments-entry-15472755.xml</wfw:commentRss></item><item><title>Leadership Secrets of Captain James T. Kirk</title><category>Captain Kirk</category><category>Leadership</category><dc:creator>Alex Sugimoto</dc:creator><pubDate>Mon, 05 Mar 2012 17:14:02 +0000</pubDate><link>http://www.cedar-root.com/blog/2012/3/5/leadership-secrets-of-captain-james-t-kirk.html</link><guid isPermaLink="false">1181668:13795825:15307220</guid><description><![CDATA[<p>I could not resist this article so I had to post this link but here's the thumbnail.&nbsp;</p>
<ol>
<li>Never stop learning</li>
<li>Have advisors with different worldviews.</li>
<li>Be part of the away team.</li>
<li>Play poker not chess</li>
<li>Blow up the enterprise - What!!!??</li>
</ol>
<p>Click on Captain Kirk for a link to the Forbes article.&nbsp;</p>
<p><span class="full-image-float-left ssNonEditable"><span><a href="http://www.forbes.com/sites/alexknapp/2012/03/05/five-leadership-lessons-from-james-t-kirk/" target="_blank"><img style="width: 150px;" src="http://www.cedar-root.com/storage/JamesTKirk.jpg?__SQUARESPACE_CACHEVERSION=1330967889273" alt="" /></a></span></span></p>]]></description><wfw:commentRss>http://www.cedar-root.com/blog/rss-comments-entry-15307220.xml</wfw:commentRss></item><item><title>Client Server Retirement Cycle Time Reduction</title><category>Business Process Management</category><category>Client Servers</category><category>Cross Functional Processes</category><category>Cycle Time Reduction</category><category>IT</category><category>Information Technology</category><category>Lean Six Sigma</category><dc:creator>Alex Sugimoto</dc:creator><pubDate>Sat, 11 Feb 2012 17:16:14 +0000</pubDate><link>http://www.cedar-root.com/blog/2012/2/11/client-server-retirement-cycle-time-reduction.html</link><guid isPermaLink="false">1181668:13795825:14988129</guid><description><![CDATA[<p>This project was one of my most rewarding experiences for my client and myself. &nbsp;I see these types of projects more and more in larger corporations with strategic alliances and partners. &nbsp;Click on the image to download copy of study.</p>
<p><span class="full-image-block ssNonEditable"><span><a href="http://www.cedar-root.com/storage/Client%20Server.pdf" target="_blank"><img src="http://www.cedar-root.com/storage/Screen%20Shot%202012-02-11%20at%2011.52.46%20AM.png?__SQUARESPACE_CACHEVERSION=1328980957007" alt="" /></a></span></span></p>]]></description><wfw:commentRss>http://www.cedar-root.com/blog/rss-comments-entry-14988129.xml</wfw:commentRss></item><item><title>Batch Record Cycle Time Reduction</title><category>Batch Record</category><category>Cycle Time Reduction</category><category>Kaizen</category><category>Lean Six Sigma</category><category>Pharmaceutical Industry</category><dc:creator>Alex Sugimoto</dc:creator><pubDate>Sat, 21 Jan 2012 17:40:17 +0000</pubDate><link>http://www.cedar-root.com/blog/2012/1/21/batch-record-cycle-time-reduction.html</link><guid isPermaLink="false">1181668:13795825:14673191</guid><description><![CDATA[<p>Click on thumbnail to view this case study of reducing batch record cycle time reduction. &nbsp;As always, client confidentiality is preserved.</p>
<p><span class="full-image-block ssNonEditable"><span><a href="http://www.cedar-root.com/case-studies/" target="_blank"><img style="width: 150px;" src="http://www.cedar-root.com/storage/lab%20test.jpg?__SQUARESPACE_CACHEVERSION=1327167740326" alt="" /></a></span></span></p>]]></description><wfw:commentRss>http://www.cedar-root.com/blog/rss-comments-entry-14673191.xml</wfw:commentRss></item></channel></rss>
