APICS Cleveland PDM

February 23, 2017
5:30 PM - 8:30 PM

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Embassy Suites - Rockside
5800 Rockside Woods Blvd.
Independence, OH 44131

APICS Cleveland Chapter February PDM

Lean Six Sigma

By: Robert D. Skillman

Consultant & Trainer

The critical business imperative:

In a world where ROIC (Return on Invested Capital) equates to Shareholder Value there is no reasonable replacement for the impact of Lean Six Sigma.

The most important business of any business is to stay in business. Yesterday’s model of “Continuous Improvement” is inadequate in today’s business world. Continuous Improvement is evolutionary by its very nature. Although this is necessary and foundational, the evolution must be disrupted with revolutionary leaps in business and process innovation.

We have always been taught that a “System” is the sum of its parts. This just isn’t true. A “System” is a product of the interaction of its parts. Whether you are in healthcare, service, transactional, retail, manufacturing, or government you are dealing with systems. When the processes that make up the system are not interacting as intended, the system is not delivering the aim.

The Case:

·       Lean Six Sigma (LSS) is the best combination of principles for achieving gains in ROIC . . . . almost

·       It needs to be supplemented with Theory of Constraints (TOC). That is it . . . . almost

·       Throw in a bit of Team Oriented Problem Solving (TOPS) and you have exactly what is needed

·       A blend of Lean, Six Sigma, TOC (Theory of Constraints), and TOPS (Team Oriented Problem Solving) will assure the proper and necessary conditions to guarantee the critical interactions within the “System”

The blend of Lean, Six Sigma, TOC, and TOPS:

·       Lean delivers velocity

·       Six Sigma delivers quality

·       Maximum velocity cannot be achieved without gains in quality

·       Processes contain constraints (bottlenecks)

·       Constraints are difficult to manage without TOC

·       TOC & LSS are not generally individual efforts

·       TOPS brings the team dynamic to energize TOC & LSS

Making the Case:

·       Gains in ROIC will drive shareholder value up

·       Gains in shareholder value will drive Market Value Up

·       Significant gains in ROIC require Lean, Six Sigma, TOC, and TOPS initiatives

·       This is the model that goes “Beyond Continuous Improvement”

·       Companies that understand this and blend it into their business model will enjoy a significant ad-vantage regarding “Staying in Business”.

Don’t think “Continuous Improvement”:

·       Think “Beyond Continuous Improvement”

·       Think “Business Innovation”

·       Think “Process Innovation”

·       Think using the blend of Lean, Six Sigma, TOC, and TOPS as the only reasonable way to “Get there from here”. Use it as a growth strategy.

Prepared by: Robert D. Skillman, CQE, CQA

Metallurgical Engineer

Certified Six Sigma Master Black Belt

Certified Lean Master Sensei

Statistical Analyst

About Our Speaker (Lean Six Sigma):

Robert D. Skillman

Consultant & Trainer

Phone 440 352-6020

Cell Phone – 440 479-8144

Email rskillman@sbcglobal.net

 Having a degree in metallurgy and extensive graduate studies in statistics, Mr. Skillman has 35 years of engineering and management experience in areas such as aerospace, automotive, nuclear and various service sectors including healthcare. During his career as a metallurgist he developed expertise in forging, casting, heat treating, machining, failure analysis, and new alloy development. He has authored two books, one on statistical methods for controlling manufacturing systems and a commissioned book regarding Geometric Dimensioning & Tolerancing. He is a frequent speaker and author of many technical articles and papers.

 His career went from various engineering and quality positions to Vice President. Mr. Skillman’s corporate career was generally with large fortune five-hundred companies. In 1997 he left the corporate world to begin a second vocation as teacher and consultant. He has worked through and taught at Cleveland State, Tri-C, Lakeland Community College, Kent State University, Kavon International, ERC, and Excel Partnership.

Not limited to, his credentials include:

·       Six Sigma Master Black Belt

·       Metallurgical Engineer

·       Certified Quality Engineer

·       Certified Quality Auditor

·       RAB Certified

·       Lean Master Sensei

·       Statistical Analyst

Since beginning his consulting career he has worked with many corporations including Harley Davidson, Coca Cola, Parker Hannifin, L’Oreal, Colgate Palmolive, Northrop Grumman, University Hospital System, Altman and Summa Hospitals and many more.

Mr. Skillman developed and teaches the Lean / Six Sigma Black Belt and Master Black Belt Programs for Kent State University.

His primary focus is to help companies reduce their production and service costs. This is accomplished through an exhaustive program of carefully connecting the Corporate Strategy to the tactics of Beyond Continuous Improvement.

Mr. Skillman had an opportunity to serve an extensive apprenticeship to study the Toyota Production System with the Shingijutsu Limited Group. This coupled with Corporate Master Black Positions has situated Mr. Skill-man to be one of the leading Lean and Six Sigma experts in the country. He brings a blend of Team Oriented Problem Solving (TOPS), Theory of Constraints, Lean Thinking, and Six Sigma Breakthrough Methods to guide client companies to “Beyond Continuous Improvement”



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