Lean Six Sigma is an altered form of the Six Sigma process. Although it has the basic fundamentals of Six Sigma, Lean has a few differences that set it apart from basic Six Sigma Training. Knowing the difference can prove to add more to your quality improvement projects then you would have ever thought possible.

There are eight elements of waste that Lean Six Sigma focuses on. It has been proven that once these areas are removed from a company, their quality has improved. The following is a list of what the Lean process considers to be waste and examples to each area.

-Wasted Human Talent: This category includes any employee that is not pulling their weight, thus slowing the process down. It also includes anyone without a specific job function within the process.

-Defects: This refers to any product or process within your company that is not properly functioning. Prior to eliminating these defects, however, a solution to fix them needs to be put forth.

-Inventory: Too much product waiting to be worked. This can also refer to too many patients in a doctors waiting room, for example.

-Overproduction: You never want to have to much of something before it is needed. This can get in the way of a well-organized operation.

-Wasted Time: many times you will find that you can not go any further until you receive a product or piece of information from someone. Instead of sitting around waiting, this time would be better spent on processes or activities that may need some extra assistance.

-Motion: Simply put, too much unnecessary movement by people. For example, a clinic that sends patients to triage when they have booked appointments is wasted movement because they can go straight to the exam room.

-Transportation: Ineffective transportation that moves people and products can be wasteful when it isn\’t needed. Imagine a warehouse using a forklift to deliver items across the factory to a truck, when the production line could be streamlined to deliver right into the truck off of the line.

-Process Waste: Process Waste refers to any that a company requires to be complete, however it has no impact on the process, product or service that the company offers.

By utilizing Lean Six Sigma and understanding the areas of waste, you are sure to improve the quailty of the product that is produced by you company.

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People trained in public education may be unaware of what it is to make a mind map, and not realize how useful it can be. This sort of thinking is associated with the right side of people’s brains rather than the left. With left-brain thinking, thought processes are more logical and linear. You do what the Red Queen advised Alice in the Wonderland books: “Begin at the beginning. Then proceed until you come to the end. Then stop.” But right-brain thought doesn’t travel in straight lines. It works more on the basis of a picture, a sort of visual map of associated ideas.

This doesn’t mean that proponents of mind mapping training want to abandon the linear ways of thinking. It’s more that they see right-brain thinking as having been left out of the scene for too long. Left-brain methods have been well developed for the past few centuries, and now it’s time to develop those that use the rest of people’s brains. Using both halves of the brain together can only enhance and improve knowledge. Thus, learning to make a mind map along with other more linear methods of understanding information will lead people closer to a more complete picture.

So how does one begin making a mind map? One starts with a central concept or idea, written on a piece of paper, a white or blackboard, or perhaps on a computer screen. Then the brainstorming begins. One can do this alone, but it’s even more effective with several people. Everyone tosses out any idea they think of that relates to that central concept, and all ideas are written down. Once everyone is done, all the concepts are analyzed and gathered into broad themes that suggest themselves, essentially doing visual mapping to link common ideas together.

The brainstorming is a large part of making the visual map, but once all the ideas have been written down, there are further steps needed to make a mind map. Seeing the concepts all at once, with everything contained in a complete picture, relationships between those ideas begin to appear. Certain things that might never have been taken into account before may suddenly be recognized as vitally important. As related ideas are now grouped together, the original idea may be seen in a more complete context. The techniques used to create a mind map advance a fuller way of understanding information.

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Shows can be difficult at the best time when there’s a lot riding on the result, so the last thing you wish to be troubling about is the audio visible element. In this article I’m going to present some basic guidelines that will help you set the room layout so you can accomplish the highest quality projection from your presentation.

General Guide-Lines

Viewing

* For optimum viewing, the audience should be seated within:
* +30 degrees of a line perpendicular to the screen’s centre.
* They should be seated no closer then twice the image height.

Note: (If this is not possible perhaps consider multiple viewing options for the audience).

Type of Content

* Entertainment – The last row should be no further than eight times the image height.
* Corporate – The last row should be to six times the image height.
* Critical Applications – The last row should be four times the image height

Setting the Screen

To avoid obstruction of viewing he bottom of the screen should be roughly four feet above the floor. If the seats is staggered, or if the floor is raked you can adjust this accordingly . Try and avoid setting the screen to high. The ergonomics associated with comfortable viewing indicate no viewer should have to rotate their head more than +30 degrees from straight ahead, or lean their head only 25degrees from horizontal.

Seating

The look of the seats is important so viewers can gain full sight of the projection. Frequently the staggered seating arrangement is best suited for most eventualities. Overall they have to be in rows, with a minimal unrestricted horizontal clearance between plumb lines from the front of an unoccupied seat to the back of the seat in front. This clearance may change, but is typically sixteen inches ( 400mm ). Aisles must be provided so that there are less than seven seats between any one seat and an aisle. The entry and exit doors have to be consider when coming up with the layout of the seats. The layout needs to built to:

* Allow for easy of enter into the room
* Allow for quick exit in the event of an emergency
* The row contains no more than 100 seats;
* Each doorway serves no more than three rows.
* Aisles must terminate in a cross-aisle.

Front or Rear Projection?

There are a variety of factors that may determine whether front or rear projections are most suitable for your presentations.

Front Projection

* Front Projection can generally provide a wider viewing-angle than rear projection. It requires: Controlled lighting (ambient light must be kept off the screen to eliminate a reduction in contrast ratio).
* Requires either a projection room at the rear of the theatre, or a platform or mount for the projector(s) out in the theatre. Note that this latter is a potential noise source.
* The projection geometry must be carefully worked out to get the best compromise between image keystoning and blockage of the light path by the audience.
* Must be accessible for maintenance. A projection booth must be dust free (positive pressure preferred), and have adequate ventilation.

Rear Projection

• Rear Projection Generally has a narrower viewing-angle than front projection – better for long, narrow rooms.
• Available in flexible & rigid materials. A rigid screen is more expensive than a front projection screen, and has size restrictions.
• Requires space behind the screen. Mirrors may be used to reduce the required depth. Must be accessible for maintenance.
• Can be viewed with higher levels of room illumination, and is less immune to “wash out” by ambient lighting.

To decide whether front or rear projection will reinforce your presentation, ask yourself ‘What sort of presentation do I want to give’ and “What is the purpose of the presentation’. If for example the show is “canned” you can consider either front or rear projection. If a live talker is interacting with the display, rear projection is best so the spokesman can have interaction with the images without being in the projector’s light trail. Additionally, the higher allowable room illumination allows for note-taking, etc.

Screen Width

Identify your minimum screen height based totally on the distance to your farthest viewer and your ceiling height. This figure might be adjusted based on the application ( e.g. : an entertainment application will need abigger than minimum size screen for impact ).

ADA needs

Where required agreements will need to be made for attendees who need wheelchair accessibility, and / or who have visible or hearing impairments The accessibility and size of these spaces is outlined as :

A minimum number of aisle seats will be required to have either no aisle-side armrest or an aisle-side armrest that folds up. Certain extra signage may be needed. Your sound system will need the addition of a hearing-assisted system. Your emergency systems may need the addition of strobe signals or visual messaging systems. Your video and other visible presentation systems may need captioning.

Miscellaneous Considerations

Equipment location

Is vital to avoid any damage. This is generally, but not always, located at the projector ( s ). This gear may include projection controllers, a show controller, video equipment, and audio equipment.

Sufficient power supply

do not forget to provide adequate electrical power for this equipment and the projector ( s ). Remember to allow passage for speaker cables, control signals, for example. For boardrooms and meeting rooms you will also want to provide accessible sources ( like VCR’s and DVD players ).

Aesthetics or Theme

* Does it require the loudspeakers and other equipment be concealed?
* How is the presentation started?
* Automatically,
* Audience-demand,
* Host-demand, and live presenter (may require random-access control or other interactivity).

Whether your display is for the manager or for a large concern, taking a minute to plan how you would like to supply the info can make a major difference to your audience. So take a moment a review what you are needing to say, how you want to point out it and how is the best way for your audience to receive it. It might make the difference between wining that new job or losing it.

For more information about Audiovisual Equipment Hire or Karaoke Hire Mandurah and stage hire services Mandurah, visit the Peel AV website today.

Article by John Black

If a single broken window is not repaired, it won’t be long before more windows are broken. Problems that are fixed when they are small will stop them from developing into more serious, costly problems.

When considering the level of team satisfaction, the same is true. Dissatisfaction can spread rapidly throughout a team, and also throughout an organization. Before you know it, you have morale problems that can be hard to resolve.

To ensure that your team members are satisfied, you need to appreciate any day to day problems that they may have and deal with them quickly. It is important to keep the initiative and a good tip is to give a little and often.

This turns out be just a vicious circle. Fixing the problem when it’s small is also when it’s easiest and when it’s cheapest. If the organization’s leadership waits to introduce change until they are prompted by employees, then they risk having to implement the change from a weak position. Staff like strong, confident leadership who are not afraid to make decisions. This approach generates respect – not least of which because someone has taken the time to understand some of the employees’ issues.

Compare that with those managers who are out of touch. If they are late in addressing problems they are always on the defensive, having to concede to demands they run the risk of losing credibility which in turn can lead to having to agree to less reasonable demands. It is neither big nor clever.

How then can an organization monitor the morale of the employees without a big budget and an abundance of spare time?

An online satisfaction survey would appear to offer a good method for getting employee or team member feedback. Online surveys are quick, easy to use and a low cost solution. Instead of weeks and months, surveys can now be designed and published in hours and minutes.

By harnessing the power of the Internet, invitations can be sent out instantly and free of charge using email, links on websites, and via postings on social networks. The results are collated in real-time and can be automatically displayed as charts.

With the ability of online surveys to produce real-time results, the mood of the workforce can instantly gauged and collective and individual concerns highlighted.

Organizations can use survey results to expose problem areas, and then use follow-up surveys to target exposed concerns. With good information, managers are able to identify specific problems and prepare a considered response.

By conducting regular surveys, an organization is able to address small problems before they grow into much bigger problems that are then more difficult to address.

When organizational leadership shows willingness to consult with the workforce, it is appreciated by most employees. Requesting feedback and input is not viewed as a sign of weakness, but an indicator of good decision making.