NON-TECHNOLOGY IMPROVEMENT
- Defining the Opportunity:
- Non-technology Methodologies
- Terminology
- Root Causes of Improvements
- Understanding the Blind Spots:
- Virtuous Waste Misperception
- Technology-driven Bias
- Improving with Non-tech Strategies:
- Activity-level Focus, Templates
- The Lab's Comprehensive Tactics
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SELF-FUNDING
- The Lab's Approach:
- Process Improvement Profit
- Self-funding Guarantee
- Improving with Templates
- Launching Phase I
- The Lab's Projects:
- Project Management Process
- Analysis & Design
- Implementation
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RESOURCE CENTER

Internal teams implementing Six Sigma usually find no more than 15% of the process change improvements
The Lab identifies

Home Frequently Asked Questions (FAQs).

Frequently Asked Questions (FAQs).

How do you map business processes; What methodologies does The Lab use?
All that work. The Lab's improvement templates incorporate numerous proven methodologies: Six Sigma, Continuous Improvement, Lean Six Sigma, Voice of the Customer, Process Benchmarking, Best Practices, Business Process Maps, Value Stream Mapping, Workflow Survey, and others.
How does The Lab's approach differ for implementing Six Sigma?
Tactics, Analytical Scope. Internal teams typically focus on a few large improvement issues: a business process, a technology or an operational problem. Labor analysis is limited. The Lab comprehensively analyzes organizational capacity (i.e., labor) as defined by head count. Within this group, The Lab analyzes activity-level operation: business processes, transactions, etc. Individual projects range in size from 75 to more than 15,000 employees.

Click here to compare conventional tactics vs. The Lab's tactics

Learn how the best internal improvement teams get better

Contact The Lab >

Don't you find the same improvements?
No. Even the best internal teams usually find no more than 15% of the process change improvements that The Lab identifies. Internal teams often overlook virtuous waste process change.

Does The Lab replace internal teams?
Never. In fact, internal teams provide over two-thirds of our new client introductions. The Lab works side by side with existing teams to increase the improvements and benefits they deliver.
Does The Lab work mostly with novice teams?
Not at all. A recent project included a ten person team of Six Sigma Black Belts. Two members were Master Black Belts and half of the team were registered professional engineers.
Why would an internal team involve The Lab in their company's improvement efforts?
More hard dollar benefits. The Lab rapidly delivers improvements and benefits that the teams would not otherwise identify. Without templates, large scale, activity-level improvement is simply impractical for internal teams – too slow, costly and labor intensive.

Click here to learn more about The Lab's Clients & Projects

The Lab | 201.526.1200

NON-TECHNOLOGY IMPROVEMENT Defining the Opportunity: Non-technology Methodologies Terminology Root Causes of Improvements Understanding the Blind Spots: Virtuous Waste Misperception Technology-driven Bias Improving with Non-tech Strategies: Activity-level Focus, Templates The Lab's Comprehensive Tactics \| SELF-FUNDING The Lab's Approach: Process Improvement Profit Self-funding Guarantee Improving with Templates Launching Phase I The Lab's Projects: Project Management Process Analysis & Design Implementation \| RESOURCE CENTER
	Internal teams implementing Six Sigma usually find no more than 15% of the process change improvements The Lab identifies Home Frequently Asked Questions (FAQs). Frequently Asked Questions (FAQs). How do you map business processes; What methodologies does The Lab use? All that work. The Lab's improvement templates incorporate numerous proven methodologies: Six Sigma, Continuous Improvement, Lean Six Sigma, Voice of the Customer, Process Benchmarking, Best Practices, Business Process Maps, Value Stream Mapping, Workflow Survey, and others. How does The Lab's approach differ for implementing Six Sigma? Tactics, Analytical Scope. Internal teams typically focus on a few large improvement issues: a business process, a technology or an operational problem. Labor analysis is limited. The Lab comprehensively analyzes organizational capacity (i.e., labor) as defined by head count. Within this group, The Lab analyzes activity-level operation: business processes, transactions, etc. Individual projects range in size from 75 to more than 15,000 employees. Click here to compare conventional tactics vs. The Lab's tactics Learn how the best internal improvement teams get better Contact The Lab > Don't you find the same improvements? No. Even the best internal teams usually find no more than 15% of the process change improvements that The Lab identifies. Internal teams often overlook virtuous waste process change. Does The Lab replace internal teams? Never. In fact, internal teams provide over two-thirds of our new client introductions. The Lab works side by side with existing teams to increase the improvements and benefits they deliver. Does The Lab work mostly with novice teams? Not at all. A recent project included a ten person team of Six Sigma Black Belts. Two members were Master Black Belts and half of the team were registered professional engineers. Why would an internal team involve The Lab in their company's improvement efforts? More hard dollar benefits. The Lab rapidly delivers improvements and benefits that the teams would not otherwise identify. Without templates, large scale, activity-level improvement is simply impractical for internal teams – too slow, costly and labor intensive. Click here to learn more about The Lab's Clients & Projects

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