Tag Archives: mikel harry

Six Sigma Scholarship for Veterans Pays Off

Authored By: A.T. Houston The Marines have a saying, Semper Fidelis, which means always faithful. Former Marine and the co-founder of Six Sigma, Dr. Mikel Harry continues to sponsor a Lean Six Sigma Black Belt scholarship program to help veterans … Continue reading

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Business Change is not the Occassional Clash of Cymbals, its Now the Melody

In today’s fluid business environment, leaders must have the freedom, knowledge and tools to continually improvise and adapt to changing conditions. In this sense, change is not the occasional clash of cymbals, it’s the melody. To illustrate the profoundness of … Continue reading

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Beware the Moving Average

Authored by: Mikel J. Harry, Ph.D. Introduction and Overview Making data-centric decisions using a simple Time Series Chart can sometimes be a little tricky.  This is especially true when a large amount of data are involved.  Given this situation, its … Continue reading

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The Creed of Six Sigma

Authored By Dr. Mikel J. Harry We are in business to make money We make money by satisfying needs We are able to satisfy needs by doing Every need/do pair is an interaction The aim of customer focus is to … Continue reading

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The Esstentials of a Six Sigma Due-Dilligence

Authored by Mikel J. Harry, Ph.D. In today’s marketplace companies of all types and sizes are looking for top-line growth, reduction in their total cost structure, increased capacity without capital investment, improvements in customer satisfaction, better investor relations, and sound … Continue reading

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The Language of Business and Executive Mindset

Authored By: Mikel J. Harry, Ph.D. The Language of Business The language used by business executives is illustrated by way of the following statement: “Expand SKU’s per existing customer while driving revenue growth at a 10% CAGR (minimum) through 2015; … Continue reading

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Three Vital Rules for Creating Value

Authored By: Mikel J. Harry, Ph.D. The Way to Business Success In today’s business environment, corporate leaders must be able to create and retain a workforce of world-class leaders whose focus is value-centric, not just profit, cost or quality focused.  … Continue reading

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