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The new regulars’ table is a think tank

Thinktank:
Continuous Improvement (CI) often forgets to improve itself — Is it time for a new CI culture?

Share knowledge. Shape the future.

Business Talk for Strategic Decision-Makers.

The Think Tank is a moderated roundtable for new and existing customers, held quarterly, that facilitates open discussions on current challenges and opportunities. In a relaxed atmosphere, the format provides space for fresh ideas, the exchange of proven best practices, and networking with other professionals.

  • This webinar is a live online event. Participation requires a camera and headset to enable active communication. Anonymous attendance is not possible, as participants are expected to engage and benefit from each other’s experiences.

  • Exclusive event for Excellence Community members.
Dates on request

Agenda:

3:30 PM - 3:45 PM
Welcome and Introduction

• Participant Introductions (brief & concise)
• Objectives of this Think Tank

3:45 PM - 5:15 PM
Keynote Presentations with Discussion Rounds

• Continuous Improvement often forgets to improve itself — Is it time for a new CI culture?
• Open Roundtable: Which actions can be implemented immediately?
• Identifying Quick Wins

5:15 PM - 5:30 PM
Summary of Key Takeaways

• Topic for the Next Workshop (Suggestions welcome)
• Feedback & Closing Remarks

Tink Tank Recap – April 3

At our last Think Tank, we had an engaging discussion about how Continuous Improvement (CI) can become an integral part of company culture. Two real-world examples — the 5S principle, where workplaces gradually slipped back into old habits, and an underused problem-solving whiteboard — made one point particularly clear:

The feeling of togetherness doesn’t happen by itself — it is the result of continuous effort and intentional team building.

Key to driving sustainable change are team spirit, communication, and individual accountability. One particularly inspiring insight was the realization that, as experts, we often forget how challenging it can be to grasp a topic for the first time. Becoming aware of this fosters understanding and helps create an open learning culture. A heartfelt thank you to all participants for their valuable contributions — we look forward to the next Think Tank!

What is the objective?

The goal of our Think Tank is to share experiences and learn from one another. The focus is on the challenges that companies face in their day-to-day operations. A wide range of issues are discussed openly — from operational difficulties and project execution and organization challenges to technical and subject-matter questions.

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Zimmer Switzerland Manufacturing GmbH wins the Shingo Bronze Prize

With great pleasure, we would like to congratulate

Zimmer Switzerland Manufacturing GmbH on being awarded the Shingo Bronze Prize 2024.

Zimmer is the first company in Switzerland and the second company in the entire German-speaking world to receive this prestigious award. We would like to congratulate Zimmer Switzerland Manufacturing GmbH on this exceptional achievement!

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We are proud to have been able to

accompany and support Zimmer Biomet on this part of the Shingo journey.

Home of the Shingo Prize

The Nobel Prize in Manufacturing

The Shingo Institute is the home of the Shingo Prize. The Shingo Prize, is an internationally renowned award, also known as the “Nobel Prize for Manufacturing” (Business Week), which recognizes companies that demonstrate a culture of continuous improvement (CIP).

The Shingo Institute is a department of the Jon M. Huntsman School of Business at Utah State University and is named after the Japanese industrial engineer and Toyota consultant Shigeo Shingo. Dr. Shingo distinguished himself as one of the world’s thought leaders in concepts, management systems and improvement techniques known as the Toyota Production System.

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Roll-out of LSS in retail logistics

This work provides a practical and detailed description of the Lean Six Sigma (LSS) approach, while also making it understandable for laypeople. It aims to offer a roadmap and insights by demonstrating the introduction of this concept into the trade logistics of a (fictitious) company. Starting with the development of a specific LSS approach, the book explains each step in detail.

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Regression

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Hypothesis Test

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Design Thinking & Innovation

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MSA & SPC

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Lean Six Sigma DMAIC

Lean Six Sigma DMAIC

Quick Info

The DMAIC roadmap is a structured approach for executing Lean Six Sigma projects. It consists of five phases, each with its corresponding tools, which are applied to help carry out projects successfully.

The DMAIC roadmap is ideally suited for improving existing products or processes. It provides a clear thread from the problem definition to the solution in your project.

3 days
03 Nov 2025
26 Jan 2026
07 Apr 2026
Book
On invoice

Contents

● DMAIC Roadmap

● Goals of Lean Six Sigma

● Cost of Poor Quality

● Quick Wins

● Hidden Factory

● Cause & Effects Matrix

● TIMWOOD

● Project Requirements

● Gate Review Process

● Project Breakdown

● SIPOC Diagram

● Voice of Process

● Six Sigma Process Model

● Data Collection Plan

● Ishikawa

● Benefit & Effort Matrix

● Implementation Plan

● Risk Analysis

● Control Plan

● Project Handover

Key Information

DMAIC is the core method (approach) of Six Sigma and stands for the five phases: Define, Measure, Analyze, Improve, and Control. This systematic approach was developed to improve processes within companies by minimizing defects and increasing efficiency.

History

DMAIC has its roots in quality assurance, which was developed by Motorola in the 1980s. Motorola introduced Six Sigma to improve the quality of its products. The approach was later adopted and further developed by other leading companies such as General Electric.

Usage

DMAIC, or Six Sigma, is used in a wide range of industries, including manufacturing, healthcare, finance, IT, and more. It is particularly useful in environments that are highly process-oriented, where reducing defects and increasing efficiency are critical.

DMAIC is the core methodology in Six Sigma. However, the application of DMAIC is often perceived as too complex. Additionally, the introduction of changes can meet resistance, as it involves moving away from established practices. Effective use of DMAIC requires specialized knowledge in statistics and project management. Often, individuals are trained but not professionally supported, which can lead to project failures.

Benefits

Risks

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