State of Readiness; Aaron Roe – Global Process Owner at Roche
Podcasts

State of Readiness; Aaron Roe – Global Process Owner at Roche

I invite Aaron Roe, presently the Process Owner of Customer Experience at Roche Diabetes Care, as my guest on this episode of “State of Readiness“. This is a really great conversation full of enthusiasm and passion. Aaron Roe has spent the last 15 years at Roche, holding positions and roles including; Commercial Excellence Director, Business…

Know what? So what…
Company News

Know what? So what…

There was a recent post in the Operational Excellence Group that I own on LinkedIn.  The post was about the National Aeronautics and Space Administration’s (NASA) Lean Six Sigma program and the benefits that were realized.  The person who created the post was rather excited that the program had saved NASA $1.3 million. Reading this got me pondering. …

Eulogy of a Continuous Improvement Program
Company News Press Room

Eulogy of a Continuous Improvement Program

When you were born, everyone could see the twinkle in your eyes for the fire and passion you held.  As you grew, you became inspired by the reported accomplishments of others; and consumed with great enthusiasm and dedication every bit of knowledge that was at your disposal.  You had the good fortune of being influenced…

Being Clear and Concise
Press Room

Being Clear and Concise

The date is November 19th, 1863.  A crisp autumn day in the fields of southern Pennsylvania in a little farm-town called Gettysburg.  Just four months earlier, the fierce battle of Gettysburg raged there as the Union and Confederate forces clashed in what mark the decisive high-water mark of the Confederate efforts to separate from the…

Build Organizational Capacity and Capability – For Free
Industry News Press Room

Build Organizational Capacity and Capability – For Free

I was coaching one of the national oil companies in the Middle East, offering mentorship to the director of their operational excellence program.  He was frustrated because he had invested considerable funds building a team of sixty Lean Six Sigma Black Belts over a nine-month period, and they had not yet worked on—much less completed—any…