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 Global Leader in Business Process Improvement and Operations Consulting
Rath & Strong is not your typical consulting firm. Founded in 1935, we've been helping leading companies and organizations achieve lasting change long before most consulting firms even existed. Our full solutions approach offering customized consulting, coaching, and training creates change that sticks, and achieves significant quantifiable results and sustainable competitive advantage.
What makes us so respected and effective?
Focus on Leadership and Change Management Consulting
First, we learned that focusing on four key leverage points; process, leadership, culture, and customer, and how they relate to one another is key to any successful business process improvement initiative.
Leader in Lean Six Sigma, Six Sigma and Lean Consulting & Training
Second, our experience with Six Sigma and Lean goes back longer than any other firm. In groundbreaking work, we invented many of the tools critical to the Lean Six Sigma, Six Sigma, and Lean methodologies.
Workbench of Customized Consulting, Coaching, and Training
Rath & Strong offers a full suite of customized consulting, coaching and training in Lean Six Sigma, Six Sigma, and Lean, as well as other programs to achieve business process improvement. We work with you to customize a training program that is right for you and your organization. We can help your organization get started, help you go enterprise-wide, re-energize an existing program, or help get a stalled effort restarted.
 Learn more about Rath & Strong's consulting and training solutions.
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Change Management: Team & Influence Skills for Belts
Many Six Sigma and Lean Six Sigma initiatives never deliver the benefits financial and otherwise that management initially envisioned and counted on. A big contributing factor: the difficulty Belts have in successfully completing their projects.
This difficulty is seldom due to problems in applying the Six Sigma or Lean methodology and tools. Instead, Belts tell us that their biggest challenges are in the "people" areas.
Belts encounter resistance and lack of cooperation as they try to get resources, establish and maintain project team participation, obtain data, gain process owner commitment to improvements, etc. It is in this area of influencing people to get work done that the Belts feel they lack the necessary change management skills and knowledge.
Learn more about Team & Influence Skills.
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Integrated Lean Six Sigma
In its Lean Six Sigma Training programs, Rath & Strong incorporates a deep and long history of Lean and Six Sigma implementations with its newest approaches and tools. Clients quickly discover that Lean Six Sigma delivers faster results as it establishes baseline performance levels and focuses powerful statistical tools where they will have the most impact.
Typically, once companies eliminate steps that don't have value, or the noise, from a process using Lean methodologies, they discover the need for even more advanced methods of uncovering the root cause of abnormalities or variation. And they look to Six Sigma.
.Learn more about Integrated Lean Six Sigma
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Article: The Kodak Operating System: Successfully Integrating Lean and Six Sigma
Published May 28, 2008 - onesixsigma.com
The Kodak GCG factory in Leeds, England is a model of Lean in action. Bright yellow lines clearly de-lineate workspaces; tools are neatly arranged next to machines, their outlines painted so it is immediately visible if one is missing; everything is clean and tidy, there is no clutter, no waste materials; even the workers themselves are neatly turned out in matching safety gear. The whole place exudes calm efficiency.
The Lean Six Sigma journey for Kodak began in the 90s when the corporate head office introduced the Kodak Operating System (KOS). Based on the principles of LSS, it was implemented at the Leeds factory in 2002, with initially mixed results, as is often the case in the early days of an improvement programme.
However, Mike Harding, the Plant Manager at Leeds, believed that it was the right thing for the site. “We knew what we wanted to do but didn't know how to do it," he says. “These methodologies gave us the tools to do it."
View the full article
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